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TC Council Packet 09-08-2015 TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, SEPTEMBER 8, 2015 STUDY SESSION BEGINS AT 1:00 PM AVON LIQUOR AUTHORITY MEETING BEGINS AT 5:15 PM REGULAR MEETING BEGINS AT 5:20 PM AVON TOWN HALL, ONE LAKE STREET PRESIDING OFFICERS MAYOR JENNIE FANCHER MAYOR PRO TEM JAKE WOLF COUNCILORS MEGAN BURCH, MATT GENNETT, SCOTT PRINCE, ALBERT “BUZ” REYNOLDS, SARAH SMITH HYMES COUNCIL STUDY SESSION – 1:00 PM – AVON LIBRARY MEETING ROOM 1. CALL TO ORDER & ROLL CALL 2. ALIGNED INFLUENCE MODEL (TAMI TANOUE, CIRSA, & KEN SCHEUTZ) 3. ADJOURNMENT AVON LIQUOR LICENSING AUTHORITY MEETING BEGINS AT 5:15 PM (SEE SEPARATE AGENDA PAGE 2) REGULAR MEETING BEGINS AT 5:20 PM 1. CALL TO ORDER & ROLL CALL 2. APPROVAL OF AGENDA 3. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE FOLLOWING AGENDA 4. ACTION ITEMS 4.1. CONSENT CALENDAR 4.1.1. APPROVAL OF THE MINUTES FROM THE AUGUST 25, 2015 RETREAT (EXECUTIVE ASSISTANT TO THE TOWN MANAGER PRESTON NEILL) 4.1.2. APPROVAL OF THE MINUTES FROM THE AUGUST 4, 2015 SPECIAL MEETING (TOWN CLERK DEBBIE HOPPE) 4.1.3. APPROVAL OF THE MINUTES FROM THE AUGUST 25, 2015 MEETING (TOWN CLERK DEBBIE HOPPE) 4.2. INTERVIEWS AND CONSIDERATION OF DESIGNER FOR THE ROUNDABOUT #4 CENTER ELEMENT (PLANNING MANAGER MATT PIELSTICKER) 4.3. REVIEW AND ACTION ON WINTERWONDERGRASS 2016 FUNDING REQUEST (WONDERGRASS, LLC PRODUCER - SCOTTY STOUGHTON) 5. WORK SESSION 5.1. PRESENTATION OF WALKABILITY STUDY RESULTS (PLANNING MANAGER MATT PIELSTICKER) 5.2. TOWN OF AVON 2016 – 2017 BUDGET (ASSISTANT TOWN MANAGER SCOTT WRIGHT) • R ECOMMENDATION FOR CHANGES TO FEES AND CHARGES FOR SERVICES • FUND BALANCES & CONTINGENCY • EMPLOYEE COMPENSATION: SALARY AND HEALTH INSURANCE 6. ACTION ITEMS 6.1. ACTION ON RESOLUTION NO. 15-16, SERIES 2015 ADOPTING THE TOWN OF AVON 2016-17 STRATEGIC PLAN (TOWN MANAGER VIRGINIA EGGER) 7. COMMITTEE MEETING UPDATES: COUNCILORS AND MAYOR 8. MAYOR & COUNCIL COMMENTS 9. WRITTEN REPORTS 10. ADJOURNMENT _____________________________________________________________________________________ MEETING AGENDAS & PACKETS: HTTP://WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, & LIBRARY. Page 1 TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, SEPTEMBER 8, 2015 STUDY SESSION BEGINS AT 1:00 PM AVON LIQUOR AUTHORITY MEETING BEGINS AT 5:15 PM REGULAR MEETING BEGINS AT 5:20 PM AVON TOWN HALL, ONE LAKE STREET _____________________________________________________________________________________ MEETING AGENDAS & PACKETS: HTTP://WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, & LIBRARY. Page 2 PRESIDING OFFICERS CHAIRMAN JENNIE FANCHER VICE CHAIRMAN JAKE WOLF BOARD MEMBERS MEGAN BURCH, MATT GENNETT, SCOTT PRINCE, ALBERT “BUZ” REYNOLDS, SARAH SMITH HYMES 1. CALL TO ORDER AND ROLL CALL 2. APPROVAL OF AGENDA 3. PUBLIC COMMENT 4. PUBLIC HEARING SPECIAL EVENT LICENSE 4.1. APPLICANT NAME: EAGLE VALLEY LAND TRUST EVENT NAME: CIELITO LINDO MUSIC AND HERITAGE FESTIVAL EVENT DATES: SEPTEMBER 18 & 19, 2015; 1:00 P.M. UNTIL 10:30 P.M. LOCATION: NOTTINGHAM PARK CONCERT PAVILION EVENT MANAGER: SCOTTY STOUGHTON PERMIT TYPE: MALT, VINOUS & SPIRITUOUS LIQUOR 5. RENEWAL OF LIQUOR LICENSES 5.1. APPLICANT: DILLON COMPANIES, INC. D/B/A CITY MARKET NO. 26 LOCATION: 260 BEAVER CREEK PLACE TYPE: 3.2 % BEER RETAIL MANAGER: JEFF GENTILLINI 5.2. APPLICANT: CHAIR FOUR, LLC. D/B/A VIN 48 LOCATION: 48 E. BEAVER CREEK BLVD. TYPE: HOTEL AND RESTAURANT MANAGER: COLLIN BAUGH 6. MINUTES FROM JULY 28, 2015 7. ADJOURNMENT TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Preston Neill, Executive Assistant to the Town Manager Date: September 8, 2015 Agenda Topic: Council Study Session – Aligned Influence Model Please welcome Tami Tanoue and Ken Scheutz to Tuesday’s Study Session. Tami is CIRSA’s General Counsel/Claims Manager and brings a strong background in advising elected officials and staff on range of issues for maximizing excellence and effectiveness, while minimizing the risk of liability. Ken is the author of the Aligned Influence Model. They both will present and facilitate discussion about the Aligned Influence Model. In addition to Council, Town Manager Virginia Egger, Town Attorney Eric Heil, Assistant Town Manager Scott Wright and I will be joining the meeting. The study session will begin at 1:00 p.m. and will be held at the Avon Public Library Meeting Room. All materials for this session will be provided at the meeting and lunch will be served. The meeting will end not later than 5:05 p.m., with Council returning to Council Chambers for your regular meeting schedule, which will begin at 5:20 p.m. REPORT TO AVON LIQUOR LICENSING AUTHORITY To: Avon Liquor Licensing Authority From: Debbie Hoppe, Town Clerk Date: August 31, 2015 Agenda topic: Renewal Application–City Market #26 The Town Council serving as the Avon Liquor Licensing Authority will consider the following Liquor License Application for renewal at its Board meeting next week: RENEWAL OF LIQUOR LICENSE Applicant: Dillon Companies, Inc. d/b/a City Market #26 Location: 0072 Beaver Creek Place Type: 3.2 % Beer off Premises Manager: Jeff Gentilini Colorado Liquor Code, 12-47-302, provides for guidelines related to liquor licensing renewals; applications for the renewal of an existing license shall be made to the local licensing authority. The Town Clerk, Town Attorney, and Police Department have reviewed the application submitted and referenced above and the materials are in order. The Police Report results show the following information: Dillon Companies, Inc. d/b/a City Market #26: There have been no concerns or violations during the past year. The owner/manager has been invited to attend the Liquor Board meeting. During the liquor license renewal process, the Liquor Authority has broad discretion to consider any character issues related to the licensee holder at renewal in the same manner as granting a license. If there have been various types of behavior, such as failure to pay taxes and fraud, the courts have held these behaviors as a valid reason to find the applicant does not possess character. The Colorado Liquor Code §12-47-302 sets forth the local authority’s ability to hold a hearing on the application for renewal. It is also noted that a “yes or no action” only is required on renewals; there are no conditions that can be mandated in this process. Attachments:  State of Colorado Renewal Application Form  Avon Police Department Summary Reports FINAL - Memo Renewal City Market 9-8-2015.docx REPORT TO AVON LIQUOR LICENSING AUTHORITY To: Avon Liquor Licensing Authority From: Debbie Hoppe, Town Clerk Date: August 31, 2015 Agenda topic: Renewal Application–VIN 48 The Town Council serving as the Avon Liquor Licensing Authority will consider the following Liquor License Application for renewal at its Board meeting next week: RENEWAL OF LIQUOR LICENSE Applicant: Chair Four, LLC d/b/a VIN 48 Location: 48 East Beaver Creek Blvd Type: Hotel & Restaurant Manager: Collin Baugh Colorado Liquor Code, 12-47-302, provides for guidelines related to liquor licensing renewals; applications for the renewal of an existing license shall be made to the local licensing authority. The Town Clerk, Town Attorney, and Police Department have reviewed the application submitted and referenced above and the materials are in order. The Police Report results show the following information: Chair Four, LLC d/b/a VIN 48: There have been no concerns or violations during the past year. The owner/manager has been invited to attend the Liquor Board meeting. During the liquor license renewal process, the Liquor Authority has broad discretion to consider any character issues related to the licensee holder at renewal in the same manner as granting a license. If there have been various types of behavior, such as failure to pay taxes and fraud, the courts have held these behaviors as a valid reason to find the applicant does not possess character. The Colorado Liquor Code §12-47-302 sets forth the local authority’s ability to hold a hearing on the application for renewal. It is also noted that a “yes or no action” only is required on renewals; there are no conditions that can be mandated in this process. Attachments:  State of Colorado Renewal Application Form  Avon Police Department Summary Reports Memo Renewal Vin 48 9-8-2015.docx TOWN OF AVON, COLORADO AVON LIQUOR LICENSING AUTHORITY MEETING MINUTES FOR TUESDAY, JULY 28, 2015 AVON TOWN HALL, ONE LAKE STREET 1. CALL TO ORDER AND ROLL CALL Chairman Fancher called the meeting to order at 5:32 p.m. A roll call was taken and Board members present were Sarah Smith Hymes, Scott Prince, Megan Burch, Matt Gennett and Buz Reynolds. Vice Chairman Jake Wolf was absent. Also present were Town Manager Virginia Egger, Town Attorney Eric Heil and Executive Assistant to the Town Manager Preston Neill. 2. APPROVAL OF AGENDA There were no changes to the agenda. 3. PUBLIC COMMENT – COMMENTS ARE WELCOME ON TOPICS NOT ON THE AGENDA No public comments made. 4. RENEWAL OF LIQUOR LICENSES 4.1. Applicant Name: China Garden, Inc. D/B/A China Garden Location: 100 W Beaver Creek Blvd. Type: Hotel & Restaurant Manager: Sharon Mou The application was presented to the Board with manager Sharon Mou present. The Board raised no concers regarding the renewal application. Board member Gennett moved to approve the liquor license renewal of China Garden, Inc. D/B/A China Garden; Board member Reynolds seconded the motion and it passed unanimously by those present. Vice Chairman Wolf was absent. 5. MINUTES FROM JUNE 14, 2015 Board member Reynolds moved to approve the Minutes from July 14, 2015; Councilor Gennett seconded the motion and it passed unanimously by those present. Vice Chairman Wolf was absent. 7. Adjournment There being no further business to come before the Board, the meeting adjourned at 5:35 p.m. RESPECTFULLY SUBMITTED: ____________________________________ Preston Neill, Executive Assistant to the Town Manager APPROVED: Jennie Fancher ______________________________________ Jake Wolf ______________________________________ Matt Gennett ______________________________________ Megan Burch ______________________________________ Albert “Buz” Reynolds ______________________________________ Scott Prince ______________________________________ Sarah Smith Hymes ______________________________________ LA 07-28-2015 Minutes.docx Page 1 TOWN OF AVON, COLORADO TOWN COUNCIL RETREAT MEETING MINUTES FOR TUESDAY, AUGUST 25, 2015 AVON LIBRARY MEETING ROOM, 200 BENCHMARK ROAD 1. CALL TO ORDER & ROLL CALL Mayor Fancher called the meeting to order at 2:05 p.m. A roll call was taken and Council members present were Megan Burch, Matt Gennett, Jake Wolf and Sarah Smith Hymes. Buz Reynolds and Scott Prince were not present. Also present were Town Manager Virginia Egger, Town Attorney Eric Heil, Assistant Town Manager Scott Wright, Town Engineer Justin Hildreth and Executive Assistant to the Town Manager Preston Neill. 2. APPROVAL OF AGENDA There were no changes to the agenda. 3. REVIEW & DEVELOPMENT OF 2016-2017 STRATEGIC PLAN Councilor Reynolds joined the meeting at 2:50 p.m. Councilor Prince joined the meeting at 3:30 p.m. 4. ADJOURNMENT There being no further business to come before the Council, the retreat adjourned at 5:30 p.m. RESPECTFULLY SUBMITTED: _________________________________ Preston Neill, Executive Assistant to the Town Manager APPROVED: Jennie Fancher ________________________________ Jake Wolf ________________________________ Matt Gennett ________________________________ Megan Burch ________________________________ Albert “Buz” Reynolds ________________________________ Scott Prince ________________________________ Sarah Smith Hymes ________________________________ Avon Retreat Minutes 8/25/15 Page 1 TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, AUGUST 4, 2015 AVON TOWN HALL, ONE LAKE STREET 1. CALL TO ORDER & ROLL CALL Mayor Fancher called the meeting to order at 5:16 p.m. A roll call was taken and Council members present were Megan Burch, Buz Reynolds, Scott Prince and Sarah Smith Hymes. Matt Gennett was absent. Jake Wolf arrived at 5:18 p.m. Also present were Town Manager Virginia Egger, Planning Manager Matt Pielsticker, Town Engineer Justin Hildreth, Executive Assistant to the Town Manager Preston Neill and Town Clerk Debbie Hoppe 2. APPROVAL OF AGENDA There were no changes to the agenda. 3. PUBLIC COMMENT – COMMENTS ARE WELCOME ON TOPICS NOT ON THE AGENDA John Minnervini commented. 4. ACTION ITEMS 4.1. PUBLIC HEARING AMPLIFIED SOUND PERMIT APPLICATION FOR PEAK PERFORMANCES, INC. (DIRECTOR OF FESTIVALS AND SPECIAL EVENTS DANITA DEMPSEY) Mayor Fancher opened the Public Hearing, no comments were made. Councilor Smith Hymes moved to approve the Amplified Sound Permit for Peak Performances, Inc.; Councilor Burch seconded the motion and it passed unanimously by those present. Councilor Gennett was absent. Councilor Burch recused himself. 5. WORK SESSION 5.1. REVIEW OF DURABILITY OF ROUNDABOUT #4 & DIRECTION REGARDING REPLACEMENT IN 2016 (TOWN MANAGER VIRGINIA EGGER) Lindsay Hardy, Tab Bonidy commented. 6. ADJOURNMENT There being no further business to come before the Council, the regular meeting adjourned at 6:00 p.m. _________________________________ Debbie Hoppe, Town Clerk APPROVED: Jennie Fancher ________________________________ Jake Wolf ________________________________ Matt Gennett ________________________________ Megan Burch ________________________________ Albert “Buz” Reynolds ________________________________ Scott Prince ________________________________ Sarah Smith Hymes ________________________________ Avon Council Special Meeting 8-4-2015 Minutes.doc Page 1 TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, AUGUST 25, 2015 AVON TOWN HALL, ONE LAKE STREET COUNCIL RETREAT – 2:00 PM – AVON LIBRARY MEETING ROOM 1. CALL TO ORDER & ROLL CALL 2. APPROVAL OF AGENDA 3. REVIEW & DEVELOPMENT OF 2016-2017 STRATEGIC PLAN 4. ADJOURNMENT REGULAR MEETING BEGINS AT 5:45 PM 1. CALL TO ORDER & ROLL CALL Mayor Fancher called the meeting to order at 5:45 p.m. A roll call was taken and Council members present were Sarah Smith Hymes, Scott Prince, Megan Burch, Matt Gennett, Buz Reynolds and Jake Wolf. Also present were Town Manager Virginia Egger, Town Attorney Eric Heil, Executive Assistant to the Town Manager Preston Neill and Town Clerk Debbie Hoppe. 2. APPROVAL OF AGENDA There were no changes to the agenda. 3. PUBLIC COMMENT – COMMENTS ARE WELCOME ON TOPICS NOT ON THE AGENDA Casey Holmquiest, Betty Todd, and Sarah Straubs commented. 4. ACTION ITEMS 4.1. REVIEW AND ACTION ON THE REQUEST BY THE VAIL VALLEY FOUNDATION (VVF) TO HOLD THE GOPRO MOUNTAIN GAMES “FLAT WATER SUP RACE” ON NOTTINGHAM LAKE AND THE “MTNENDURO” RACE AT THE WEST AVON PRESERVE MULTI-USE TRAILS, ON JUNE 10, 2016, WITH THE USE OF NOTTINGHAM PARK AND THE PAVILION AS ADDITIONAL VENUE FOR THE RACES (VAIL VALLEY FOUNDATION - MIKE IMHOF) Mayor Fancher opened the discussion to the public for comments; Prentice and Paula O’Leary, Fritz Bratschie, Brian Sipes, Peter Buckley, Jeff Thompson, Peter Warren, Angelo Loria, and Michelle Wolffe commented. Councilor Gennett moved to deny the Request by the Vail Valley Foundation (VVF) to hold the GoPro “mtnENDURO” Race at the West Avon Preserve Multi-Use Trails; Councilor Burch seconded the motion and it passed 6 to 1 vote. Councilor Reynolds voted no. 4.2. RESOLUTION NO. 15-15, SERIES OF 2015, A RESOLUTION REFERRING A BALLOT QUESTION TO AUTHORIZE THE SALE OF TOWN PROPERTY (TOWN ATTORNEY ERIC HEIL) Mayor Fancher opened the discussion to the public for comments; Brian Sipes, Betty Todd and Phil Stuve commented. Councilor Gennett moved to approve Resolution No. 15-15, Series of 2015, A Resolution Referring a Ballot Question to authorize the sale of Town Property; Councilor Burch seconded the motion and it passed unanimously by those present. Avon Council Meeting 8-25-2015 Minutes.doc Page 1 TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, AUGUST 25, 2015 AVON TOWN HALL, ONE LAKE STREET 4.3. REVIEW AND ACCEPTANCE OF TOWN HALL SPACE NEEDS ANALYSIS AND FACILITY ASSESSMENT REPORT (TOWN ENGINEER JUSTIN HILDRETH) Councilor Reynolds left the meeting at 7:45 p.m. Angelo Loria and Peter Warren commented. Councilor Gennett moved to approve the Town Hall Space Needs Analysis and Facility Assessment Report; Councilor Burch seconded the motion and it passed unanimously by those present. Councilor Reynolds was absent. 4.4. PUBLIC HEARING SECOND READING OF ORDINANCE NO. 15-08 SETTING ADMINISTRATIVE DEPARTMENTS (TOWN MANAGER VIRGINIA EGGER) Mayor Fancher opened the Public Hearing, no comments were made. Councilor Gennett moved to approve Ordinance No. 15-08 Setting Administrative Departments; Councilor Prince seconded the motion and it passed unanimously by those present. Councilor Reynolds was absent 4.5. ACTION ON THE MINUTES FROM JULY 28, 2015 MEETING Councilor Gennett moved to approve the Minutes from July 28, 2015; Councilor Burch seconded the motion and it passed unanimously by those present. Councilor Reynolds was absent. 5. COMMITTEE MEETING UPDATES: COUNCILORS AND MAYOR 6. MAYOR & COUNCIL COMMENTS 7. WRITTEN REPORTS 7.1. MONTHLY FINANCIALS (BUDGET ANALYST KELLY HUITT) 8. EXECUTIVE SESSION, IF NEEDED (THIS SESSION IS NOT OPEN TO THE PUBLIC) 9. ADJOURNMENT There being no further business to come before the Council, the regular meeting adjourned at 8:23 p.m. Avon Council Meeting 8-25-2015 Minutes.doc Page 2 TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, AUGUST 25, 2015 AVON TOWN HALL, ONE LAKE STREET RESPECTFULLY SUBMITTED: _________________________________ Debbie Hoppe, Town Clerk APPROVED: Jennie Fancher ________________________________ Jake Wolf ________________________________ Matt Gennett ________________________________ Megan Burch ________________________________ Albert “Buz” Reynolds ________________________________ Scott Prince ________________________________ Sarah Smith Hymes ________________________________ Avon Council Meeting 8-25-2015 Minutes.doc Page 3 TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Matt Pielsticker, Planning Manager Date: September 8, 2015 Town Council Meeting Agenda Topic: Roundabout #4 Center Element Design Background Four (4) artists will present design proposals for the center portion of roundabout #4 at the September 8, 2015 meeting. These artists were selected as finalists by a Committee composed of Town Staff and artists through a competitive process. The four (4) finalists include: Floyd Elzinga (c/o Art Advisory Services), Frank Swanson, Christopher Weed, and Joshua Wiener. Staff is recommending that Council provide each artist with fifteen (15) minutes to present their design proposal, before selecting a finalist. The proposals from each artist are attached for review and consideration. Background As part of the Avon Road landscape, street and Main Street Mall improvements in 2014 and 2015, most of the smaller bronzes along Avon Road were moved to the Main Street Mall to provide opportunities for better interaction and enjoyment. In addition, the large scale and popular Checkmate bronze, which was in Roundabout #4 was determined to be better situated at Possibility Plaza, to bring attention to the entrance of the Main Street Mall. To replace Checkmate in the roundabout, a special installation was commissioned for the 2015 Alpine World Ski Championships to take its place. The 2015 element was approved conditionally by the Planning and Zoning Commission, and is set to be removed not later than June, 2016. RFP In response to the timed approval and with an interest to commission a new piece in roundabout #4 in 2016, staff released an RFP on www.callforentry.org in June for original art design and installation services to replace the 2015 Alpine World Ski Championship piece. A Selection Committee was formed to review the forty (40) plus submittals that were received. The Selection Committee consisted of: Councilor Sarah Smith Hymes, Town Manager Virginia Egger, Planning Manager Matt Pielsticker, PZC Commissioners Lindsay Hardy and Tab Bonidy, Pedro Campos with Zehren and Associates, and artist/studio owner Jim Cotter. After a thorough review and much debate, the Selection Committee chose four (4) finalists to prepare original art for roundabout #4: Floyd Elzinga (c/o Art Advisory Services), Frank Swanson, Christopher Weed, and Joshua Wiener. The artists were selected based on experience with similar projects, quality, innovation, and based upon proposers with past experience integrating art into public places of prominence. After selection in July, the finalists were asked to prepare a detailed submittal by August 26th for consideration by Council on September 8th. The artists were also given the following general guidance: • Proposal should reinforce Town Center arrival, with potential wayfinding elements. September 8, 2015 Town Council Meeting Roundabout #4 • Provide entry designs at each road at the roundabout to fully integrate the roundabout into this as Town Center – Avon Road north and south, West and East Benchmark Roads. • Scaled drawings perspectives that show proposal in summer, winter, and nighttime. • Provide views of the roundabout design from all roads listed in the bullet above. To incorporate landscaping and lighting. • The existing stone wall and pedestal can either be incorporated into the design or can be removed at Town’s expense. 2015 World Alpine Ski Championship vertical wood elements and footings will be removed at Town’s expense. • ‘Lasso’ art piece that exists on the pedestal today can be incorporated into the design if so desired. • Detailed schedule must be provided, including public process to construction drawings and final installation. • Final budget including line items for: o Design Fees - not to exceed $15,000 o Landscaping o Lighting o Fabrication o Installation • $2,500 will be provided to each finalist upon receipt by the Town of a complete submittal. Recommendation Provide each artist with fifteen minutes to present their final proposal for roundabout #4. If consensus is reached on a finalist, authorize the Town Manager to enter into a contract not to exceed $15,000 for final design services including construction document preparation. The Council may alternately select an artist and pursue a different art piece with additional direction. Options: 1) Select artist, and authorize Town Manager to enter into a contract to produce construction documents based on submitted art work. 2) Select artist, and authorize the Town Manger to enter into a contract to produce construction documents based on alternative art piece(s). 3) Re-advertise based on different project budget. 4) Delay project. Attachments Floyd Elzinga (c/o Art Advisory Services) Proposal Frank Swanson Proposal Christopher Weed Proposal Joshua Wiener Proposal September 8, 2015 Town Council Meeting Roundabout #4 Art Advisory Service PUBLIC ART PROPOSAL ROUNDABOUT #4 AVON, COLORADO Page 1 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO Installations by the artist Page 2 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO Detail images of works Page 3 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO South-Facing Perspective Option A Remove retaining wall, and add oversized, angular rock formations with corten steel sculpture North Page 4 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO West-Facing Perspective North Option A Remove retaining wall, and add oversized, angular rock formations with corten steel sculpture Page 5 of 17 Art Advisory Service www.artadvisoryservice.com North 9’ 10’ 15’ 7’ 5’ 6’ 4’ 3’ 4’ 3’ 7’ 5’ Art Quantity Summary (2) 3’ pine cones (2) 4’ pine cones (2) 5’ pine cones (1) 6’ pine cone (2) 7’ pine cones (1) 9’ pine cone (1) 10’ pine cone (1) 15’ pine cone (12) Total Sculptures Option A Remove retaining wall, and add oversized, angular rock formations with corten steel sculpture Page 6 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO South-Facing Perspective North Option B Utilize existing pedestal and retaining wall, and add oversized, angular rock formations with corten steel sculpture Page 7 of 17 Art Advisory Service www.artadvisoryservice.com North 7’10’ 13’ Art Quantity Summary (1) 3’ pine cone (3) 4’ pine cones (1) 5’ pine cone (1) 6’ pine cone (3) 7’ pine cones (1) 8’ pine cone (1) 10’ pine cone (1) 13’ pine cone (12) Total Sculptures 33 ’ d i a m e t e r 92 ’ d i a m e t e r 6’ 4’ 3’ 5’ 8’ 4’ 4’ 7’ 7’ Option B Utilize existing pedestal and retaining wall, and add oversized, angular rock formations with corten steel sculpture Page 8 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO Winter Perspective Page 9 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO Nighttime Perspective Page 10 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO Potential Egress / Wayfinding Features Page 11 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO Egress / Wayfinding Perspective Page 12 of 17 Art Advisory Service www.artadvisoryservice.com ROUNDABOUT #4 | AVON, COLORADO Potential Additional Town Features Page 13 of 17 Art Advisory Service www.artadvisoryservice.com INTroducTIoN Public art invigorates the pedestrian experience, reinforces the larger natural landscape, visually represents the community, and provides landmarks for directional orientation. Art is an integral part of town planning nationwide as it elevates the guest experience and reinforces a sense of community. Commissioned, site-specific works respond to the environment and have the power to profoundly transform a town. When incorporated as distinguished and unexpected artful objects, artwork exceeds the traditional, decorative function and becomes an interactive conversation with the community. The Town of Avon has the opportunity to build an art program that speaks to the pedestrian on all levels: creating a sense of inspiration and wonder, refining the aesthetic, and encompassing the town’s public spaces into one seamless narrative that attracts and inspires outdoor sport and nature enthusiasts from around the world. commuNITy proceSS Art Advisory Service recommends working closely with the community to develop a customized art plan for Roundabout #4 that matches the vision and character of the Town of Avon. Drawing upon feedback of the various stakeholders, we would work with the artist to develop an art program that coordinates with the environment, represents indigenous species, and builds upon the recently completed pedestrian plaza. arTIST Floyd Elzinga is a Canadian sculptor with a history of community-driven public art displays. His works posses the quality and craftsmanship that resemble a world-renowned resort. Inspired by Avon’s spectacular natural environment and passionate local community, Elzinga’s approach speaks to the vibrancy and progressive nature of our mountain town. approach The Town of Avon recently invested in a new pedestrian core which has been embraced by the community and has successfully created new pathways throughout town. If selected, AAS recommends working with Zehren and Associates to continue the design vocabulary already established and ensure a seamless integration between the East and West sides of town. The proposed sculpture is compatible with the Town of Avon’s existing art collection, yet it introduces a progressive, new direction. These oversized sculptures are easily recognizable and have an undeniably contemporary feel. Page 14 of 17 Art Advisory Service www.artadvisoryservice.com projecT approach & ScheduLe concept design july - September 2015 • Develop two (2) initial art concepts that fit within the budget and schedule • Prepare concept imagery • Make a formal presentation to the Avon Town Council design development September - december 2015 • Hold general public meetings for initial design feedback • Implement a community process to engage stakeholders including proximity businesses, property owners, Avon Public Library, Rec Center, and Walking Mountains Science Center • Bring artist to Avon to meet with the various stakeholders and gather community input • Collaborate with Possibility Plaza Landscape Designer & Lighting Consultant to seamlessly integrate sculpture within the surroundings • Develop selected concept for scale, style, lighting, and landscaping • Finalize the sculpture design, layout, and logistical characteristics • Present final design to the Town Planning / Zoning Commission production & construction january - april 2016 • Coordinate with the Town of Avon General Contractor to finalize construction details • Review integrated plans with the Town of Avon Structural Engineer • Work with the Town of Avon to commission artwork and begin production • Monitor production of sculpture • Project manage and facilitate communication between Artist, Landscape Architect, Lighting Consultant, Contractor, Structural Engineer, and Town of Avon Planning and Public Works departments Installation & Landscaping may - june 2016 • Finalize and coordinate shipping and installation • Supervise installation of sculpture as necessary • Coordinate press release with local news media Page 15 of 17 Art Advisory Service www.artadvisoryservice.com BudgeT preliminary Budget Sculpture $150,000 USD Artist - (2) Site Trips $5,000 USD Shipping & Installation $25,000 USD Landscaping & Lighting $65,000 USD Contingency & Reimbursable Expenses $5,000 USD Total Sculpture & Installation $250,000 uSd Artwork Management Fee $15,000 USD gross maximum $265,000 uSd Budget figures are based on current quotes and exchange rates. All figures are subject to change based on market rates at the time of purchase. coNcLuSIoN Art Advisory Service is pleased to submit this proposal and is prepared to provide the time and resources necessary to implement a successfully integrated sculpture program for Roundabout #4 in the center of the Town of Avon. Page 16 of 17 Nancy Sweeney nancy@artadvisoryservice.com Katie Redden katie@artadvisoryservice.com jessica Gregg jessica@artadvisoryservice.com T 970.949.9096 W www.artadvisoryservice.com MAILING ADDRESS PO Box 3850 Vail, CO 81658 SHIPPING ADDRESS 51 Eagle Road Building 4, Lvl 2 Avon, CO 81620 Artist Floyd Elzinga and his team Page 17 of 17 (303) 791-7625 Bus. (303) 726-2574 C (303) 979-3047 H frank@swansonstone.com http://swansonstoneart.com/art.html 8718 S. Allison Street Littleton, CO 80128 August 28, 2015 “Confluence” 2 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” Roundabout #4 Avon, Colorado PRESENTATION BY: FRANK SWANSON TABLE OF CONTENTS Concept & Design.............................................2-5 Budget..............................................................6 Timeline.............................................................7 Artist Statement............................................8-11 Studio.........................................................12-13 Résumé & References........................................14 Letter of Reference............................................15 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” 3 C O N C E P T & D E S I G N A confluence, according to its historic definition, was a reference to the coming together of waters. Over time, however, the word has taken on a much broader meaning: the coming together of people, ideas, and cultures. The town of Avon fits naturally into all the different interpretations of confluence. The whole Eagle Valley is a confluence of many waters joining the Eagle River as it rushes to join the mighty Colorado on its journey. In the days of the westward expansion, the Avon area was a confluence of miners, ranchers, and farmers, all dependent on each other for their survival. Today, Avon and the surrounding area have become an area of confluence for people and nature; hikers, campers, skiers, and sportsmen of all kinds come together with nature and wildlife. 4 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” Fabricatedbyartist Another area of confluence is located at the town’s center - Roundabout #4. The roads leading to and from the roundabout take people to commerce, lodging, entertainment, adventure, and recreation. It is at the center of this point that I propose to place a sculpture that symbolizes, in many ways, the ideas and nature of confluence. The coming together, or confluence, of different entities often creates a point of energy, which can be visualized as a great turbulence, as seen in waterways coming together. The visualization of this point of graceful energy is what I have symbolically created in my sculpture, “CONFLUENCE.” Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” 5 The two pieces of the sculpture that fit together are comprised of curving, flat planar surfaces that symbolize the coming together of roadways, paths and people, creating an area of energy and beauty. The sculpture itself is a creation of a confluence. Years ago, I invented a unique way of twisting and cutting stone by bringing together both traditional and new, innovative techniques to create the forms I envision from a single piece of stone. The resulting forms have an energy and dynamic that is unique in stone sculpture. This sculpture displays a convergence of art and energy in a single statement that relates to the physical and symbolic confluence in the area. 8’4 x 9’2”onGranite base 5’ x 4’6” 6 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” DESIGN DEVELOPMENT Preliminary design development and templates $ 15,000 PROFESSIONAL SERVICES Engineer $ 3,000 MATERIALS Stone (Granite)$ 28,000 Hardware, pins, glue, machine work $ 2,650 Tools, polishing pads, diamond wire, bush hammers, fuel, etc.$ 7,500 Forklift (setting stones in studio/picking sculpture up from studio)$ 1,500 Sub-total $ 39,650 SHIPPING Delivery of stone to studio $ 1,500 Delivery of sculpture to site $ 1,000 Sub-total $ 2,500 FABRICATION Artist $ 42,000 Assistants $ 25,000 Sub-total $ 67,000 INSTALLATION Foundation $ 5,000 Crane $ 1,500 Artist travel (Fuel, Lodging, and Food)$ 850 Sub-total $ 7,350 LANDSCAPING Facing stone $ 4,500 Laying stone $ 18,500 Concrete $ 24,000 Lighting $ 5,500 Sub-total $ 52,500 GENERAL OPERATING Insurance $ 1,500 Studio $ 40,000 Administrative $ 1,500 Sub-total $ 43,000 CONTINGENCY $ 10,000 --------- TOTAL $240,000 BUDGET Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” 7 TIMELINE ESTIMATED DATE PROJECT PHASE August 28, 2015................................ September / October 2015*................. 1 month............................................ January 2016*................................... TBD w/committee (~June 2016)*.......... Short-list Presentation Signing of contract/Receipt of deposit Acquire materials Begin Sculpting/Fabrication Install artwork *All dates are subject to city’s ability to meet this timeline. Granite is resistant to all weather conditions and will look as good one thousand years from now as it does on the day it is first set. It does not need any maintenance. Colorado Red Rose Granite 8 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” From the start of my artistic career, I have always strived to incorporate in my sculpture the marriage of technology, stone carving, and the new symbolic vocabulary that results from that exploration. During this journey, I have created innovations on existing machinery that have allowed me to venture into some unique areas of expression. The style that has evolved over the years from my experimentation is one of interlocking and/or extruded forms that create a symbolic synergy. With this melding of new technology and ancient material, I create dynamic sculpture with precision and quality that will last for hundreds of years. ARTIST STATEMENT... For many years, I have been sculpting stones at surgical levels of precision to demonstrate ingenuity. Through a vibrant career in the arts, I have been called upon for guidance in creation, restoration, installation, and deconstruction. I am known by architects, engineers, contractors, and designers as a knowledgeable consultant and have positioned myself as a resource for anything related to stone. The projects I have managed are well documented in my website. As a fine artist and owner of a stone fabrication plant for over 20 years, I have managed large- scale projects, supplying finished stonework for public venues, mansions, and churches. In the projects that I have created, I have always captured some essence of the area or site. The Avon Roundabout project would be a wonderful opportunity to share with the community my most exciting advancements with sculpting stone. Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” 9 I have been working exclusively in stone since I graduated from the University of Denver in 1970. The special feeling that I have for stone extends from various types of marble and travertine to the harder grades of granite. I have had several one and two man shows and have exhibited in many invitational and juried shows around the country. “My work is represented in corporate, municipal , and private collections throughout the United States.” I was a founding member of the innovative and highly regarded FORM, Inc., a corporation of nine outstanding sculptors who specialized in large- scale contemporary sculpture. With other FORM members, I participated in exhibitions at the Denver Botanic Gardens, Fiddler’s Green Amphitheater, and in Vail, Boulder, and San Francisco. During my working tour of Europe in 1972 and 1973, I worked with many different types of stone. It was during this time that I realized the unlimited possibilities of designing and working in stone with modern technology. I have since taken the available tools and redesigned them to fill my specific needs on each sculpture. In 1980, I designed and built a unique stone saw with which I can complete innovative sculpture on a monumental scale. I have used it to create many large-scale projects in both marble and granite. 10 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” “In a society that tears down as fast as it builds, it is my desire to leave something of permanence, a message to the future that we were here and that we were conscious of building a great and thoughtful culture, both for its own soul and as a foundation upon which future generations could build.” I agree with many historians that carving stone was man’s first artistic endeavor. Since man first carved scrapers, ax-heads, and projectile points, humankind’s genius, tenacity, and technological achievements have always been reflected in his stone carving. Stone has, through the ages, provided man not only with his first tools, but has also provided a lasting means by which to represent one’s gods, intellect, and convey feelings. Stone is Earth’s oldest storyteller. Its memory spans the geological record, the advent of life and, in sculpture, the birth of human thought. From the 22,000 year old Venus of Willendorf to contemporary art, stone sculpture remains the most elemental medium through which humankind interacts with the planet and communicates with the future. I have always strived to continue that legacy, melding modern technology and aesthetics to fit place, time, and nature. “Through the millennia, stonework in the form of monuments, architecture, and sculpture has awed, inspired, and given us some of the greatest unsolved mysteries of the ancient world.” Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” 11 When I sculpt stone, I feel I am in communion with those ancients who conceived and built their dreams in stone. There is a thrill in creating an object that could still be in existence thousands of years from now. “I am always cognizant of the message I would like to leave in my stonework for future generations.” I try to create sculpture that conveys a feeling for the ingenuity of Twentieth Century man. I strive to make my work form the next logical step forward in the legacy of stonework. It is my goal to create objects that will provoke, as did the ancients, a sense of awe, inspiration, and mystery. “I want to create sculpture that will , in the future, stimulate questions that have not yet been asked, and this is what excites me about creating public art.” 12 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” MY STUDIO Since 1970, I have been steadily accumulating and making equipment to suit my specific needs as a stone sculptor. I have built my own studio which has 6,000 square feet of production space and a support building of 6,000 square feet for an office, a machine shop, a welding bay, plus a wood and template shop, all necessary to support my main endeavor which is stone sculpture. Within my sculpture studio, I have built two bridge cranes, one capable of 30,000 pounds and a second crane capable of 10,000 pounds. The most unique piece of equipment is a wire saw of my own design which is capable of cutting contours and also doing compound curvature work critical to my particular style of sculpture. I am totally capable of producing large scale stone sculpture within my own facility. The only subcontractor I use is the stone quarry. Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” 13 My work is always in stone which requires an understanding of its history, the forces that have shaped it, and the elements that compose it. My capacity to work with this material rests in my complete understanding of its lineage. This curiosity is all encompassing, and my exploration of context is far reaching. The challenge of each different stone is a compelling force in my work, and my artistic statements are strongly influenced by the constant dialogue with the stone. MY STUDIO The aim of art is to represent not the outward appearance of things, but their inward significance. - Aristotle 14 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” I have lived in Colorado since 1957, and owned and operated Swanson Stone, a fine art and architectural stone cutting operation since 1989 to the present. I have completed many large scale projects for public venues as well as specialized in custom architectural stone detail for the custom home market. Along with creating two and three dimensional sculpture, my company creates window and door surrounds, columns, carved caps and bases, archways, gargoyles, fire places and any other thing the client or architect can dream up in the way of unique stone detail. We have also created many unique pieces for several catholic churches. SELECTED PUBLIC COMMISSIONS 2016 Olde Town Arvada Station, RTD - Arvada, CO 2015 Broomfield County Commons Open Space - Broomfield, CO 2014 Playable Art Park at Abernathy Greenway - Sandy Springs, GA 2006 Colorado Academy - Denver, CO 1989 M O N Y Insurance. Tamarack Square, Aurora, CO 1987 Garden of the Gods Country Club, CO Springs, CO 1987 Siteman Corporation - St, Louis. MO 1985 American Federal Savings - CO Springs, CO 1984 Denver Botanic Gardens - Denver, CO 1984 The Olive Company - Colorado Springs, CO 1983 Rose Medical Center - Denver, CO SELECTED PRIVATE COLLECTIONS Our Lady of Loreto Church - Foxfield, CO Queen of Peace Church - Aurora, CO Light of the World Church - Littleton, CO Mrs. Margaret Hunt Hill - Houston, TX Mr. & Mrs. Lawrence I. Aronson - Glencoe, IL Dr. & Mrs. J. Jacobson - Boulder, CO Mr. & Mrs. Joseph Antognoli - Lake Forest, IL Mr. & Mrs. Leonard Block - Glencoe, IL Mr. & Mrs. Lawrence Dorf - Highland Park, IL Mr. & Mrs. William Cordo - Oyster Bay, NY Dr. & Mrs. James Fisch - Winnetka, IL Mr. & Mrs. Michael Cohen - Glencoe, IL Mr. & Mrs. Herbert Wittow - Denver, CO Mr. & Mrs. Avrum Gray - Glencoe, IL Mr. & Mrs. Stuart Pinkert - Deerfield, IL Ms. Joan Athey - Enid, OK Mr. & Mrs. William Holland - Winnetka, IL Dr. & Mrs. James Labes - Southfield, MI Mr. & Mrs. Ned Rubin - Winnetka, IL Mr. & Mrs. Edward Roberts - Naperville, IL Mr. & Mrs. Charles Eisen - Englewood, CO Dr. & Mrs. Leonard Smith - Chicago, IL Mr. & Mrs. Phillip Spertus - Glencoe, IL Mr. & Mrs. Gerald I. Berger - Salem, OR Mr. & Mrs. Robert Glick - Chicago, IL Ms. Betsy Henderson - Clearwater, FL Mr. R. Smith - Parker, CO Mr. & Mrs. Sherwyn Warren - Park Ridge, IL Dr. & Mrs. Allen Siegel - Winnetka, IL Mr. Richard Stone - Highland Park IL Mr. Robert Weinstein - Chicago, IL Mr. Rodney Davis, Architect - Denver, CO Mr. & Mrs. Gerhardt Vornsand - Clearwater, FL Mr. & Mrs. David Touff - Denver, CO Ms. Clari Davis - Denver, CO Mr. & Mrs. Jeremy Shamos - Denver, CO Mac Gillman - Chicago, IL RÉSUMÉ SELECTED PUBLIC COLLECTIONS Alcoa Aluminum Company of America - Pittsburg, PA Mutual of New York - Denver, CO Byer Intermark - Chicago, IL Sheehan International - Denver, CO My Pie International - Winnetka, IL Wepco, Inc - Minneapolis, MN Miller and Associates - Skokie, IL Rackowitz Printing Corp. - Bernardsville, NJ Complex Elements Corp. - New York, NY Dell Corporation - Skokie, IL The Byer Museum of the Arts - Evanston, IL Permanent Collection of the State of Colorado Flatirons Paving - Boulder, CO Kent Denver Country Day School - Denver, CO SELECTED EXHIBITIONS 1987 Two Man Show, C.G. Rein/Art Resources Gallery-Denver, CO 1986 Central Park Sculpture Show - Boulder, CO 1986 “The Nine Show,” Kent Denver Country Day School - Denver, CO 1985 “Take Stock in Art,” Civic Center Building - Denver, CO 1984 “Form at Fiddlers Green,” Fiddler’s Green Amphitheater - Aurora, CO 1984 “Sixth Annual Sculpture in the Park” - Boulder, CO 1983 Denver Botanic Gardens “Sculpture in the Gardens” - Denver, CO 1982 Fourth Annual Vail Outdoor Sculpture Exhibit - Vail, CO 1982 Boulder Sculpture Symposium - Boulder, CO 1981 Solo Show, My Gallery - Winnetka, IL 1980 Art in Public Places Exh., Arvada Center for the Arts - Arvada, CO 1979 Contemporary Sculptors Invitational, Loretto Heights College - Denver, CO 1979 Art Expo - New York, NY 1976 Colorado Sculptors Show - Greeley, CO 1975 Solo Show, Gilman Galleries - Chicago, IL 1974 Aspen Arts Association Show - Aspen, CO 1973 Solo Show, “European Works,” Gilman Galleries-Chicago, IL 1972 Two Man Show, Zune Studios - Denver, CO 1971 NAUW Invitational Show, First Prize - Greeley, CO 1971 Gilpin County Arts Assoc., Juried Show - Central City, CO 1970 Artist’s Choice Invitational Show - Denver, CO SELECTED PUBLICATIONS -LUXE Magazine “Tudor Aristocrat,” Winter Edition, 2009 -LUXE magazine, “Family Scene,” Volume 5, Issue 1, 2009 -LUXE magazine, “The High Life,” Volume 3, Issue 4, 2007 ADDITIONAL PROFESSIONAL EXPERIENCE -Continuing volunteer for ‘Destination Imagination,’ a world-wide children’s problem solving program -Artist in Residence, Colorado Academy, 2006 -1 year working tour of Europe, resulting in a one-man show at Gillman Galleries, Chicago IL, 1973 REFERENCES ▪ Linda Bain ▪ The Sandy Springs Conservancy and Art Sandy Springs, GA ▪ info@playableartpark.org ▪ Ph: (770) 393-1993 ▪ Larry Aronson ▪ Glencoe, IL ▪ aronson@aol.com ▪ Ph: (847) 835-0875 ▪ Jim and Shelly Fisch ▪ Glencoe, IL ▪ jmfisch123@gmail.com ▪ Ph: (847) 835-0336 ▪ Father Built ▪ Our Lady of Loreto Catholic Church ▪ Foxfield, CO ▪ Ph: (303) 766-3800 ▪ Lynn Harrison ▪ Custom Builders ▪ Englewood, CO ▪ Ph: (303) 471-9543 Frank Swanson, Roundabout #4 ~ Avon, CO, “Confluence” 15 To Whom It May Concern: I met Frank Swanson in 1975. I studied Art History at Northwestern University and both of us graduated and married in 1957. My wife and I committed to attempting to build a significant art collection and purchased a work of art every month for over 50 years. When we met Frank, we considered him to be an exceptional sculptor and commissioned him to do a work of art for my 40th birthday. We invited guests to our house for the unveiling and were delighted when several people gave him commissions to do pieces for them. Two of them, the Sklar family and the Valfer family especially found his work very inspirational. Bob Sklar's first sculpture ever purchased was a piece he commissioned Frank to do for the front of his house. It was a large complex piece mounted in the center of his driveway. It became the impetus for his building a sculpture park with over 50 pieces. The Valfer family’s first sculpture was purchased from Frank and it became the impetus for their building a significant collection of over 200 pieces of art composed of many exceptional Chicago artists and teachers of the School of the Art Institute of Chicago. In 1995, I was approached by the Board of Trustees of the Drexel Home to advise them on a monument to be constructed at a new facility honoring their eight million dollar contribution. This new facility was carrying on the work that the Drexel Home had done for over 50 years. The group was chaired at that time by the President of A. Epstein and Sons Engineers (known throughout the world for their work on major buildings). I asked Frank to enter the “quest” with a maquette for that installation. The board was very impressed by his maquette, but wanted to see what other choices were available to them from my suggestions. I gave them a myriad of people to consult with including artists, critics, teachers, and gallery owners. After two years of seeing many fine examples, they always compared them to Frank's sculpture. They finally realized that his piece depicted exactly the feeling of how they wanted the Drexel Home to be remembered. They gave him the commission. I am proud to now own 10 of his pieces amongst the 500, plus other works of art we own. My wife and I feel we have somewhat accomplished our goal to build a significant art collection. We have over 100 artists in our collection and have usually 5 to 10 museums a year come to our house the see the art. In all our years of looking at art and meeting artists, our relationship with Frank has stood out as a great example of a person who is talented, professional, and dedicated to uniqueness and passion in his work. I am sure if you give Frank a commission you will find the experience to be unique, satisfying, and rewarding. Lawrence I. Aronson LETTER OF REFERENCE ROUNDABOUT #4 PUBLIC ART PROJECT! TOWN OF AVON! Prepared by:! Christopher Weed Sculpture Inc. ! 220 E. Monument Street! Colorado Springs, Colorado 80903! 720.224.4366! Conceptual Explanation! ! - Sculptures speaks to Avon’s proud ranching and farming history, while addressing it’s evolution into a (inclusive) resort community ! ! - Serve as lighthearted reminder to residents and visitors alike of Avon’s deep connection to its beautiful surroundings. - Spirited connection that has ! evolved within this community ! and with its resort neighbors. ! - Iconic sculptures act as a ! beacon, a gateway to Avon Town Center. ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Lighting! ! - Sculptures will be illuminated in the evenings with low voltage, high lumen, RGB Light Emitting Diodes, slowly circulating through the spectrum in a spectacular fashion. W! Post-Installation Requirements! Sculptures may be cleaned using a mild detergent and warm water. ! I will provide the client agency with current documentation on materials, manufactures, and the proper maintenance procedures.! ! Materials! Exterior is fabricated of 7 - 10-gauge 316-2B stainless steel sheet. Internal structural steel elements are constructed of stainless steel. ! Legs consist of 316 - 4” diameter Stainless-steel tubing with a 180 grit polished ﬁnish. 4.25” stainless-steel link chain, with a .75” thickness.! ! Lighting! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! NORTH EAST VIEW! ! Phillips ColorBurst Powercore is a high-output, exterior rated RGB! Light Emitting Diodes with full-color light output of 1200 lumens per ﬁxture to support a range of dynamic up lighting and ﬂood lighting. Each sculpture will be ﬁtted with between 3 – 4 ﬁxtures.! ! iPlayer 3 color controller. iPlayer 3 is designed to add new levels of ﬂexibility to lighting installations.! ! Sculpture Dimensions! Sculpture dimensions are 8’ – 1” to! 10’ – 0” By 13’ – 3” and 13’ – 9” wide ! and 5’ – 2” deep. ! ! Timeline for Completion! May – June 2015 will discuss timeline further with Selection ! Committee.! NORTH EAST VIEW!NORTH VIEW! NORTH EAST VIEW!EAST VIEW! NORTH EAST VIEW!SOUTH VIEW! NORTH EAST VIEW!WEST VIEW! NORTH EAST VIEW! NORTH VIEW EVENING! NORTH EAST VIEW! EAST VIEW EVENING! ! NORTH EAST VIEW! SOUTH VIEW EVENING! ! NORTH EAST VIEW! WEST VIEW EVENING! ! NORTH EAST VIEW! NORTH VIEW! NORTH EAST VIEW! EAST VIEW! NORTH EAST VIEW! SOUTH VIEW! WEST VIEW! NORTH VIEW! NORTH EAST VIEW!EAST VIEW! NORTH EAST VIEW!SOUTH VIEW! NORTH EAST VIEW!WEST VIEW! NORTH EAST VIEW! TOP VIEW! NORTH EAST VIEW! NORTH EAST VIEW! NORTH EAST VIEW! NORTH EAST VIEW! BRANDING! NORTH EAST VIEW! BRANDING! NORTH EAST VIEW! SIGNAGE! NORTH EAST VIEW! SIGNAGE! NORTH EAST VIEW! SIGNAGE! NORTH EAST VIEW! SIGNAGE! Budget Worksheet ! ! Artists Fee (Design) (Commonly 10-20% $15,000.00 ! ! Consultation Fees $8,125.00 ! Materials and Supplies $69,125.00! ! Fabrication (Subcontractors, fabrication by artist) $79,350.00! ! Insurance $2,225.00! ! Travel $2,575.00 ! Transportation of Artwork $4,525.00! ! Installation (Labor, equipment rental, permits, etc.)$18,375.00! ! Administrative Expenses $2,675.00 ! (Telephone, studio overhead, correspondence, etc.) ! ! Photographic Documentation $525.00 ! (High Resolution Digital Images/video)! ! Pricing Contingency (10%)$22,500.00 ! Total Budget $225,000.00! ! ! - The sculptures selected to complement this space will contribute to a lasting legacy of Public Art for the Avon community! ! - The artwork should be worthy of the dynamic future ahead, while remembering the storied past! ! ! !Closing! This installation represents the ever ! changing transition-taking place in Avon, where old meets new, without forgetting the past. These sculptural elements are destined become a landmark at Roundabout #4 and Avon Town Center, one that resident and visitors of this community can reﬂect upon and enjoy for years to come, Standing the test of time. ! Thank You!! ! My seasoned design team want to thank you for considering our proposal and we hope to opportunity to spread our wings and serve the Avon Community.! Prepared by:! Christopher Weed Sculpture Inc. ! 220 E. Monument Street! Colorado Springs, Colorado 80903! 720.224.4366! ROUNDABOUT #4 PUBLIC ART PROJECT! TOWN OF AVON! Conceptual Explanation! ! - Iconic sculptures speaks to connectivity and that each part of the whole is integral.! ! - Serve as lighthearted reminder to residents and visitors alike of Avon’s deep connection to its beautiful surroundings. ! - Spirited connection that has evolved within this community and ! with its resort neighbors. ! ! - Flowing curves play off of the free ! ﬂow of vehicular trafﬁc that is so ! unique to Avon and its ﬁve roundabouts.! ! - Sculptures act as a thought ! provoking beacon, a gateway to ! Avon Town Center. ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Lighting! ! - Sculptures will be illuminated in the evenings with low voltage, high lumen, RGB Light Emitting Diodes, slowly circulating through the spectrum in a spectacular fashion. W! Post-Installation Requirements! Sculptures may be cleaned using a mild detergent and warm water. ! I will provide the client agency with current documentation on materials, manufactures, and the proper maintenance procedures.! ! Materials! Exterior is fabricated of 7 - 10-gauge 316-2B stainless steel sheet. Internal structural steel elements are constructed of stainless steel. ! Sculpture will be fastened to concrete foundations via 1.5” in diameter stainless steel L-bolts, with stainless steel hardware.! ! Lighting! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! NORTH EAST VIEW! ! Phillips ColorBurst Powercore is a high-output, exterior rated RGB! Light Emitting Diodes with full-color light output of 1200 lumens per ﬁxture to support a range of dynamic up lighting and ﬂood lighting. Each sculpture will be ﬁtted with between 3 – 4 ﬁxtures.! ! iPlayer 3 color controller. iPlayer 3 is designed to add new levels of ﬂexibility to lighting installations.! ! Sculpture Dimensions! Sculpture dimensions are 18’ – 0” and! 16’ – 1” By 7’ – 11” and 7’ – 4” wide ! and 15” deep. ! ! Timeline for Completion! May – June 2015 will discuss timeline further with Selection ! Committee.! NORTH EAST VIEW!NORTH VIEW! NORTH EAST VIEW!EAST VIEW! NORTH EAST VIEW!SOUTH VIEW! NORTH EAST VIEW!WEST VIEW! NORTH EAST VIEW!NORTH VIEW EVENING! NORTH EAST VIEW!EAST VIEW EVENING! NORTH EAST VIEW!SOUTH VIEW EVENING! NORTH EAST VIEW!WEST VIEW EVENING! NORTH EAST VIEW!EAST VIEW EVENING! NORTH EAST VIEW!SOUTH VIEW EVENING! NORTH EAST VIEW!WEST VIEW EVENING! NORTH EAST VIEW!NORTH VIEW! NORTH EAST VIEW!EAST VIEW! NORTH EAST VIEW!SOUTH VIEW! NORTH EAST VIEW!WEST VIEW! NORTH EAST VIEW! NORTH EAST VIEW! SIGNAGE! NORTH EAST VIEW! SIGNAGE! NORTH EAST VIEW! SIGNAGE! NORTH EAST VIEW! SIGNAGE! Budget Worksheet ! ! Artists Fee (Design) (Commonly 10-20% $15,000.00 ! ! Consultation Fees $9,425.00 ! Materials and Supplies $71,225.00! ! Fabrication (Subcontractors, fabrication by artist) $77,675.00! ! Insurance $2,225.00! ! Travel $2,575.00 ! Transportation of Artwork $4,525.00! ! Installation (Labor, equipment rental, permits, etc.)$16,650.00! ! Administrative Expenses $2,675.00 ! (Telephone, studio overhead, correspondence, etc.) ! ! Photographic Documentation $525.00 ! (High Resolution Digital Images/video)! ! Pricing Contingency (10%)$22,500.00 ! Total Budget $225,000.00! !Closing! This installation represents the ever ! changing transition-taking place in Avon, where old meets new, without forgetting the past. These sculptural elements are destined become a landmark at Roundabout #4 and Avon Town Center, one that resident and visitors of this community can reﬂect upon and enjoy for years to come, Standing the test of time. ! Thank You!! ! My seasoned design team want to thank you for considering our proposal and we hope to opportunity to spread our wings and serve the Avon Community.! Roundabout #4 ~ Avon, Colorado presentation by: Joshua Wiener (303) 908-2396 C (303) 447-2396 H flowcus@gmail.com www.joshuawiener.com 2665 Dartmouth Avenue Boulder, CO 80305 August 28, 2015 Table of Contents Concepts..........................................................….......................3-9 Explorations and Community Outreach.........................................10 Budget & Timeline....………….......………......................….........….....11 Reference Work (Model to Sculpture)………….…................…..…..12 Artist Statement………...…………………...................................….....13 Résumé…………………..…………….................................……..…...14 References…………….……………..…..........................……..…15-20 2 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” “Pathways” Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 3 Thank you for the opportunity to develop an idea for the Roundabout #4 project. This sculpture is a celebration of movement. The flowing lines convey Avon as an epicenter of opportunity. This sculpture will distinguish your arrival and be a lasting image of place. Sense of Place 4 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” Innovative I felt that the town center should evoke a sense of wonder, one that carries you outdoors, but also returns you to a warm nurturing place. I thought of a light source and a seed. I was drawn to the centrality of this place and wanted to have a form that felt like it was part of its greater context. I balanced the ephemeral with the physical. I wanted it to appear as a brush stroke with presence and transparency. The sculpture will stand 12’ x 33’ and be made in Core-ten. It won’t need any maintenance, ever. It will hold up beautifully against the intense Colorado weather, and if it were ever vandalized, it could be easily restored. The sculpture is based on the observation of how things move. I sought to find shapes that could be wind, water, snow, and earth. It is our trails and rivers. Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 5 The key to my approach with this project is the idea to inspire a sense of wonder for how we can be in an exquisite relationship with our environment. The artwork and the audience are inseparable. By traveling around the piece, you will activate it. This sculpture is a vehicle for imagination. I have created sculptures for other roundabouts, and by understanding the changing perspective of the audience in the roundabout, I have layered materials to make your movements an active force in the experience of the artwork. You are part of the landscape. Timeless 6 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” Avon is an important place for connecting with nature so I wanted the artwork to draw you into the environment, to make you aware that you are a part of this place. Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 7 A roundabout is a brilliant structure for a town center. Avon’s environmental stewardship should be conveyed through this artwork. I want to create art that goes beyond expressing the function of the site and becomes a partner to inspire great thinking. To do this, I propose making the roundabout into a rain garden. When the existing structures are removed, the land should be contoured to promote infiltration (rain garden). If possible, it would be fantastic to make this roundabout into a phytoremediation structure (cleaning water and air with plants). I know all of this is contingent on civil engineers, planners, etc. I would love to be part of the team making town center inspiring. I am open to other ways of accomplishing this and have a robust history of weaving multivalence into my artwork. I have created rain gardens and public art that articulates phytoremediation. 8 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” This sculpture is created in a way that balances natural beauty with the imagination. Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 9 Inspiration... I feel it is necessary to help others find the fun and brilliance that surrounds them. Avon is a place to connect with nature, a center of contemporary human activity, and a robust environment. There are not many places that are so magnificent. I am deeply committed to bringing a healthy relationship between nature and civilization into the public dialog. Curiosity meanders through Inspiration... 10 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” Community Outreach... I would like to lead a group of people through my process. I would like to create a satellite project as a way to deepen the effects of this artwork. Outside of the roundabout project, we could do a small participation based piece where we do something that is aesthetically exciting and environmentally restorative. It could be a sculpted section of path or a stone bridge, etc. I grew up in Aurora, riding these mountains at every given opportunity. I now live in Boulder & Marble, CO, and the great food and scenery in Avon makes this our halfway stop for my family. I see Avon as part of my living space. As such, I want to be involved with making it even more spectacular. I have a way to extend the experience of this artwork so Avon feels a sense of ownership. I am well versed in exploring spaces with talented groups, and I am wildly curious. I see art as a lineage. I am always listening because anything great has been greatly informed. Explorations...in aluminum As I biked through Avon, I felt immersed in a symphony. The sounds of nature created the rhythm while the melody was human... Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 11 Timeline TASK TIME ALLOTTED Proposal Due-----------------------------------------------------------------------------August 28, 2015 Town Meeting / Presentation---------------------------------------------------September 8, 2015 City approval & signing of contract------(~1-2 months), ~September / October 2015* Receipt of deposit------------------------------(~1-2 months), ~October / November 2015* Project installation--------------------------------------------~June 2016 (tbd w/ committee)* *Pending city approval/signing of contract/receipt of deposit/meets the estimated timeline presented here. **I would be prepared to begin the project as soon as the commission is awarded and the deposit is received. ***This is an estimated timeline and can be further discussed with the committee to integrate the artwork with the schedule of the city/committee. Dates can be more defined after commission is awarded. DESIGN DEVELOPMENT Artist Design Fee (Including drawings, contracts, meetings, site visits, progress reports, preliminary design development & consultations w/ architects, engineers, etc.) $ 15,000 PROFESSIONAL SERVICES Engineer $ 1,200 Water-jet cutting $ 30,000 Metal Rolling $ 22,000 Sub-total $ 53,200 MATERIALS Core-ten $ 50,000 Hardware $ 1,550 Tools (welding equipment, wire, fuel, etc.)$ 6,000 Positioners and frame $ 3,000 Concrete rebar $ 4,000 Sub-total $ 64,550 SHIPPING Delivery of materials to studio $ 10,000 Delivery of sculpture to site $ 1,500 Sub-total $ 11,500 FABRICATION Artist (structural welding, fabric cutting and reinforcing, sandblasting) $ 40,000 Assistants $ 15,500 Sub-total $ 55,500 INSTALLATION Foundation $ 4,000 Crane $ 3,000 Additional equipment needed at site $ 4,000 Artist & assistant travel $ 1,500 Sub-total $ 12,500 GENERAL OPERATING Insurance $ 750 Studio $ 10,000 Administrative $ 2,000 Sub-total $ 12,750 CONTINGENCY $ 15,000 - - - - - - - - TOTAL ..................................................................................................$240,000 Budget 12 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” Model to Sculpture reference Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 13 Artist Statement My experience includes, but is not limited to: -creating land art on a reclaimed contaminated site -participating in design teams -making site-specific public sculptures -teaching at the Art Students League in Denver -working in stone, steel, earth, bronze, and experimental materials -completing every project on time and within budget -constructing contemplative gardens and water features with Marpa Landscape Design, winner of countless awards -working with architects, landscape architects, city planners, engineers, and contractors -generating construction documents -teaching a month workshop at the Denver Art Museum -apprenticing in Japan with sculptor, Kazutaka Uchida -completing a residency at an accredited institution, PlatteForum, working with at risk youth -co-founding and directing a community arts 501c3 non-profit organization, Art In Your Park -leading nature walks with elementary school children at Durango Nature Studies -managing over 100 community events -managing a team of technicians and instructing workshops at MARBLE/marble Symposium “Joshua’s knowledge of materials, shapes, forms, and compositions makes me highly recommend him for public art projects.” Dean Pearson, Landscape Architect and President of Architerra Group, Littleton, CO “Roots of Community” 8’ x 8’ x 2.5’, 4’ x 4’ x 2.5’ 4 benches @ 16’ x 16’ x 7’ San Luis Obispo, CA 2013 “I look at art as an expression of humanity. It can articulate concern, evoke emotion, stimulate thoughts, and make life more interesting. In its best case, it will teach us to be better friends, embrace beauty, and be more compassionate.” I believe in art as a very positive force for all the things that make me feel so fortunate to be alive. I want to do my part to help inspire more artistry. All of my artwork is made at the highest standard of perfection with the hopes to draw more people into a deeper relationship with the art they are surrounded by. I see the Avon Roundabout Project as a unique opportunity to inspire lots of people in a meaningful way. I like to create art that addresses the issues of urban and natural forms co-existing, an inevitable direction for everyone’s future. My ‘urban with nature’ series raises awareness and stimulates thought about our environment, creating a holistic integration of art and landscape. Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 14 PUBLIC COMMISSIONS ▪ 2017 Flood Recovery Project - Longmont, Colorado ▪ 2015 (Sept.) Quinn’s Junction/Highway 248 - Park City, Utah ▪ 2015 (Sept.) 23rd Ave. & 10th St. Triangle Median - Greeley, Colorado ▪ 2015 (Nov.) Northside Regional Park at Rillito Regional Park - Tucson, Arizona ▪ 2015 RTD/City of Boulder - Boulder Transit Village - Boulder, Colorado ▪ 2015 Gladstone Downtown Village/Linden Square - Gladstone, MI ▪ 2014 Downtown Rawlins - Rawlins, Wyoming ▪ 2014 Kingsley and First Street Rain Garden - Ann Arbor, Michigan ▪ 2014 RTD/West Rail Line - Perry Station - Denver, Colorado ▪ 2014 RTD/West Rail Line - Oak Station - Denver, Colorado ▪ 2014 Fairfax Park - Commerce City, Colorado ▪ 2013 Homestead Park and Open Space - Greeley, Colorado ▪ 2013 Oklahoma State Board of Pharmacy - Oklahoma City, Oklahoma ▪ 2013 Community Gardens at Meadow Park - San Luis Obispo, California ▪ 2013 RTD Light Rail Station at Decatur St./Federal Blvd. - Denver, CO ▪ 2013 Hudson Gardens - Littleton, Colorado ▪ 2012 Florida Rd Roundabout, USA Pro Cycling Commemoration-Durango, CO ▪ 2011 Village of Palmetto Bay Roundabout, Palmetto Bay, Florida ▪ 2011 Carson Nature Center/South Platte Park - Littleton, Colorado ▪ 2010 Denver Urban Gardens (SCFD GRANT) - Denver, Colorado ▪ 2010 Juanita Beach Park (living sculpture) - Kirkland, Washington ▪ 2010 172nd Avenue Roundabout - Happy Valley, Oregon ▪ 2008 Governor’s Excellence in Renewable Energy Award - Denver, CO ▪ 2008 Mid Town Redevelopment Project (designs) - Longmont, Colorado ▪ 2007 Maher Ranch, Gemstone Park (Sculpture 2) - Castle Rock, Colorado ▪ 2006 Community Park (Sculpture 3) - Broomfield, Colorado ▪ 2006 Community Park (Sculpture 2) - Broomfield, Colorado ▪ 2006 Community Park (Sculpture 1) - Broomfield, Colorado ▪ 2006 Maher Ranch, Gemstone Park (Design Team) - Castle Rock, CO ▪ 2006 Maher Ranch, Gemstone Park (Sculpture 1) - Castle Rock, Colorado ▪ 2005 Founders’ Park - Wheat Ridge, Colorado COMMISSIONS ▪ 2010/05 Evoke Landscape Design - Boulder, Colorado ▪ 2008 Denver Art Museum (demonstration piece) - Denver, Colorado ▪ 2008 Laura Landgraf - Denver, Colorado ▪ 2008 Benjamin & Heather Victor - Pittsburg, Pennsylvania ▪ 2006 Head Start Regional 8 Conference - Denver, Colorado ▪ 2006/05 Sanzone Studios - Boulder, Colorado ▪ 2005 Dr. Mark Brodie - Genesee, Colorado ▪ 2005 Dr. Rick Newman - Arvada, Colorado ▪ 2004/03/02 Studio Forma Landscape Design - Boulder, Colorado ▪ 2004 Cody Center - Lakewood, Colorado ▪ 2004 Pharmatech, Inc. - Denver, Colorado ▪ 2004 Ken Lindeneau - La Mesa, California ▪ 2004 Adam Wiener - Durango, Colorado ▪ 2003 Bobby Smith - Niwot, Colorado ▪ 2003 Ryan Hubbard - Denver, Colorado ▪ 2002 Colorado State University - Fort Collins, Colorado ▪ 2001 Marpa & Associates Landscape Design - Boulder, Colorado ▪ 2001 Dr. William Silvers - Denver, Colorado COLLECTIONS ▪ 2012 B. Victor - Durango, Colorado ▪ 2010 N. Sorenson - Denver, CO ▪ 2009 Town of Castle Rock, CO ▪ 2009 La Academia at the Denver Inner City Parish - Denver, CO ▪ 2009/08 J. & D. Dinneen - Littleton, CO ▪ 2008 S. Wolf - Denver, CO ▪ 2007 Dr. H. M. Sondheimer - Washington, D.C. ▪ 2007 J. Stuntz - Loveland, CO ▪ 2007 M. Gates - Micanopy, FL ▪ 2007 L. Raynolds - Cody, WY ▪ 2006 R. Johnson - Denver, CO INTERNATIONAL EXPERIENCE - INDIA ∙ Invited to Bangalore, India in 2004 along with over forty other carvers from around the world to be a part of a two week stone sculpting symposium ∙ Sculpture was exhibited in Bangalore at the Sumukha Art Gallery and is now on permanent collection at the Krishnamurti Valley School INTERNATIONAL APPRENTICESHIP - JAPAN ∙ Apprenticed twice with master sculptor, Kazutaka Uchida, in Tokyo, Japan ∙ Assist Uchida on monumental pieces for museums/public/private collections ∙ Worked with Uchida on two different twenty-piece stone exhibitions in Japan ∙ Assisted Uchida on a sculpture for permanent collection at the Toyota Municipal Museum in Japan along side a Henry Moore bronze sculpture ∙ Studied with Uchida the techniques of professional networking, from museum curators to presidents of universities COMMUNITY Co-founder in 1999; 501©3 non-profit arts organization. My interest in creating this program was to facilitate free community art. To date, AIYP has estimated that over 20,000 people have participated with the program. SELECTED PUBLICATIONS ▪ 2013 November - The Greeley Tribune/ Greeley, CO ▪ 2013/2012 The Durango Herald/Durango, CO ▪ 2011 June, 16, Palmetto Bay News ▪ 2009 December - Sculptors of the Rockies book, (Southwest Art Magazine) ▪ 2007 November/December - Tools Magazine ▪ 2007 August 12 - Reporter-Herald/ Loveland, CO ▪ 2007 July - Southwest Art Magazine ▪ 2007 May 30 - Enterprise/Broomfield, CO ▪ 2006 September - Southwest Art Magazine ▪ 2006 Fall/Winter Issue 3 - Cairn Magazine ▪ 2005 Winter Vol. 4 No. 1 - Sculptural Pursuit Magazine ▪ 2004 November 18 - Wheat Ridge, CO Transcript ▪ 2004 Winter Vol. 3 No. 1 - Sculptural Pursuit Magazine Résumé ▪ 2006 C. Matthews - Denver, CO ▪ 2005 Pharmatech, Inc. - Denver, CO ▪ 2004 Krishnamurti Valley School Bangalore, India ▪ 2004 J. & K. Nystrom - Fort Collins, CO ▪ 2004 C. Lark - Longmont, CO ▪ 2003 B. Wojcik - W. Broomfield, MI ▪ 2003 M. Schmitz - Denver, CO ▪ 2002 B. Case - Flagstaff, AZ ▪ 2002 V. Branson - Afton, OK ▪ 2002 J. Moses - Flagstaff, Arizona ▪ 2002 M. Wiener - Aurora, CO ▪ 1996 K. Uchida - Tokyo, Japan ▪ 1995 J.Cole - Durango, CO AWARDS AND GRANTS ▪ 2014 Excellence in Community Design Award, City of Greeley, Homestead Park Greeley, Colorado ▪ 2010 SCFD GRANT, Denver Urban Gardens (living sculpture) Denver, Colorado SELECTED TEACHING AND SPEAKING ENGAGEMENTS ▪ Present-1996 Instructor, Marble Institute of CO - Marble, Colorado ▪ 2013-2008 Instructor, Art Students League - Denver, Colorado ▪ 2011 Juror, Wyoming Arts Council 2011 VA Fellowships - Laramie, Wyoming ▪ 2011 Speaker, Red Rocks Community College, Morrison, Colorado ▪ 2011 Presenter/Workshops-Southwood Mid.& Perinne Elem.-Palmetto Bay, FL ▪ 2010 Juror, Colorado Artfest / 21st Annual - Castle Rock, Colorado ▪ 2009 Presenter, University of Colorado - Boulder, Colorado ▪ 2009 Juror/UCD/College of Architecture & Planning - Denver, Colorado ▪ 2009 Residency, PlatteForum - Denver, Colorado ▪ 2009 Juror, La Academia, “Art for Youth” Art Show - Denver, Colorado ▪ 2008 Presenter/Instructor, Denver Art Museum - Denver, Colorado ▪ 2008 Instructor for workshop, Colorado Academy - Denver, Colorado ▪ 2007 Presenter, Communication Arts, Inc. - Boulder, Colorado ▪ 2006 Instructor/Presenter, Bridge School - Boulder, Colorado ▪ 2006 Presenter, Parker High School - Parker, Colorado ▪ 2005 Sub. Instructor, Armory Art Ctr Master Artist Workshop - W. Palm Beach, FL SELECTED EXHIBITIONS ▪ 2015, 2014, 2013, 2012 “Snow Sculpture in the Dark” competition (2013 & 2012 won 2nd place), Loveland, Colorado ▪ 2014 Denver Maker Faire, Sculpture Games (2nd place) - Denver, Colorado ▪ 2013 Co-Curator for “Side Effects May Include...” Exh. - Art Students League, Denver, CO ▪ 2013/12/11 City of Lafayette’s ‘Art on the Streets’ exhibit, Lafayette, CO ▪ 2013/12/11/10 City of Durango outdoor exhibit, Durango, Colorado ▪ 2013/12 City of Berthoud outdoor loan exhibit - Berthoud, Colorado ▪ 2012/11/10/04/03 US Bank ‘Art on the Streets’ Exh. (3) - Colorado Springs, CO ▪ 2011/10 City of Greeley outdoor exhibit (2 sites) - Greeley, Colorado ▪ 2011-99 Stone Carver’s Exhibition at Redstone Art Center, Redstone, CO ▪ 2011 Arts Students League ‘14 Collaborations’ - Denver, Colorado ▪ 2010/09/08 Douglas Cty “Art Encounters”ex. (4 sites)- Castle Rock & Parker, CO ▪ 2009/08 Invited Artist, “Sculpture in the Park” exhibition - Loveland, CO ▪ 2007/06/05/04/03 Juried Artist, “Sculpture in the Park” Exh. - Loveland, CO ▪ 2009 Madden Museum, “Windows to the Divine”, juried - Denver, Colorado ▪ 2009 Loveland Museum/Gallery, “Twirling Dali’s mustache” - Denver, CO ▪ 2009 RedLine Gallery, “Art for Ransom’ - Denver, Colorado ▪ 2009 PlatteForum Gallery,“Elevating nature/Germination of ideas”Denver, CO ▪ 2009 eventgallery 910Arts, “Exploring the Values of our Waters” - Denver, CO ▪ 2009/08/06/05 Evergreen Sculpture Walk (3 sites) - Evergreen, Colorado ▪ 2009/08/07 Sioux Falls Sculpture Walk (3 sites) - Sioux Falls, South Dakota ▪ 2009/08/07 “Art on the Move” (3 sites) - Longmont, Colorado ▪ 2009/2007 Access Gallery - Denver, Colorado ▪ 2009/08 El Paso’s pre-qualified artist pool, juried - El Paso, Texas ▪ 2009/08 City of Evanston’s pre-qualified database, juried - Evanston, Illinois ▪ 2008 Solo Show, Icelantic Gallery - Denver, Colorado ▪ 2008/07 20th Annual Outdoor Sculpture Exhibition - Lawrence, Kansas ▪ 2008/2007 Fryberger Art Consulting Gallery & Sculpture Garden - Littleton, CO ▪ 2007/06 The Standing Sun Fine Art Gallery (2007 Solo Show) - Denver, Colorado ▪ 2007 Functional Park Art Database, juried - Colorado Springs, Colorado ▪ 2006/05/04/03 Randall Chase Gallery - Palm Desert, California ▪ 2006/05/04 Treeline Gallery - Estes Park, Colorado ▪ 2005/04 Gallery 730 - Prospect, Colorado ▪ 2004 Sumukha Art Gallery - Bangalore, India ▪ 2003/01 Colorado History Museum / Stone Sculptor Showcase, Denver, CO ▪ 2002 15th Annual Sedona Sculpture Walk - Sedona, Arizona ▪ 2002 “Eclectic Mess” Invitational at Ironton Gallery - Denver, Colorado ▪ 2002 Purple Door Studio Exhibition - Denver, Colorado ▪ 2001/00 Odalisque Gallery - Online Gallery Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 15 Kim Snyder, Public Art Coordinator City of Greeley 701 10th Avenue Greeley CO 80631 (970) 350-9450 Kim.Snyder@greeleygov.com Project: Homestead Park ~ Greeley, CO Patrick J. Judd, LLA, ASLA, Principal Landscape Architect Conservation Design Forum 220 South Main Street, Suite 300 Ann Arbor, MI 48104 (734) 663-3751 Direct ▪ (630) 559-2000 General ▪ (734) 353-9091 Cell pjudd@cdfinc.com Project: Kingsley and First Street Rain Garden ~ Ann Arbor, MI Brenda Tierney, Public Information Manager, RTD FasTracks, North Metro Rail Line Postal Mail: 1600 Blake Street ▪ Denver, CO 80202 ▪ Project Office: Westminster, CO 80234 (303) 299-2401 Office ▪ (303) 908-4978 Cell ▪ Brenda.Tierney@RTD-Denver.com Project: Oak Light Rail Station ~ Lakewood, CO Project: Perry Light Rail Station ~ Denver, CO Project: Decatur/Federal Light Rail Station ~ Denver, CO Tara France, PARC Chair Rawlins DDA/Main Street PO Box 1778 Rawlins, WY 82301 (307) 328-2099 ▪ (307) 321-7606 Cell france.tara@gmail.com Project: Downtown Rawlins, “Building Community Energy with Public Art” ~ Rawlins, WY Sherri Dugdale, Special Projects Coordinator City Manager’s Office City of Durango 949 East 2nd Avenue Durango, CO 81301 (970) 375-5002 DugdaleSL@ci.durango.co.us Project: Florida Rd. Roundabout, USA Pro Cycling Challenge Commemoration ~ Durango, CO Mary Valdez, Public Art Program Coordinator Arts and Venues, Denver CO 1245 Champa Street, First Floor Denver, CO 80204 (720) 865-4313 Mary.Valdez@denvergov.org Project: Decatur/Federal Light Rail Station ~ Denver, CO Lauren Greenfield, Art in Public Places Administrator City of Longmont 400 Quail Road Longmont, CO 80501 (303) 651-8924 Lauren_Greenfield@ci.longmont.co.us Project: Mid Town Redevelopment Project ~ Longmont, Colorado Hal Hannula, P.E., Supervising Civil Engineer City of San Luis Obispo ▪ Public Works Department 919 Palm Street San Luis Obispo, CA 93401 (805) 781-7201 ▪ (805) 783-7751 Fax hhannula@slocity.org Project: Community Park at Meadow Gardens~San Luis Obispo, CA Michael Cogle, Park Planning Manager City of Kirkland 123 5th Avenue Kirkland, WA 98033 (425) 587-3310 mcogle@ci.kirkland.wa.us Project: Juanita Beach Park ~ Kirkland, Washington Judy Anderson, Artistic Director/Founder PlatteForum 1610 Little Raven Street, Suite 135 Denver, Colorado 80202 (303) 893-0791 judy@platteforum.org Project: Residency at PlatteForum ~ Denver, Colorado Dean Pearson, Landscape Architect Architerra Group 5881 South Defrane Street Littleton, Colorado 80127 (303) 948-0766 dpearson@architerragroup.com Project: Gemstone Park ~ Castle Rock, Colorado Professional References 16 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 17 To Whom It May Concern, I would like to highly recommend sculptor Joshua Wiener for public art projects. In 2009, Mr. Wiener completed a two-month residency at PlatteForum where he continued to work on his living art series that inverts the typical garden-to-sculpture relationship. This living art series aligns ingenuity with environmental protection. By placing living organisms in refined compositions, he presents a new way of relating nature to urban expanses. With traditional and contemporary sculpting techniques, Wiener constructs living sculptures with internal irrigation to allow the cultivation of plant materials. The work becomes a combination of construction and subtractive sculpting with man-made and natural materials. In the exhibition, Wiener showcased six living sculptures as seeds for public projects. Each piece experiments with integrating plants into the sculpture in a way that they become the “binding” element. The statement is one of sustainability and the examination of how we harvest, use, reuse, and/or discard materials. Wiener’s dream is to have the viewer slow down, physically and emotionally, to notice the resources around them as valuable for themselves and biodiversity. Wiener’s residency and exhibition continues the development of PlatteForum’s urban garden, a project that transforms the concrete courtyard into an urban space to celebrate nature and sustainability. While in residence, Wiener worked intensely with eight students from La Academia at Denver Inner City Parish in a seven-week Learning Lab series. Students explored salvaged materials, dirt, and plant materials as they created living sculptures. Working collectively, they created a limestone living sculpture for their school that expresses their culture, pride, and hopes for the future. Working from the starting point of the Aztec calendar, the students created symbols that expressed their cultural identity and their relationship as stewards of nature. Weighing over 1,000 pounds, the limestone disc incorporates rings of sandblasted images and integrated earth, seeds, and plants. The work, intended to inspire imaginative stewards of the land, will be sited at their school at the culmination of the exhibition. Public art projects demand a level of commitment, vision, passion, collaborative spirit and attention to detail that is challenging for many artists. I have absolutely no doubt that Josh Wiener would, should you be so fortunate in contracting him for your project, not only rise to the occasion but also knock your socks off doing it! Having been involved as a public artist in numerous projects (Seattle), I know first hand the importance of selecting an artist that has vision, but that can also work with the community, collaborate with vendors and fabricators, and, most importantly, navigate the public process in a way that results in successful projects. Josh is a delight to work with, has so much talent, and is poised for any major commitment. Please give him your highest consideration. Regards, Judy Anderson Artistic Director, Founder PlatteForum, 2006 Mayors Award for Excellence in the Arts 1610 Little Raven Street, Suite 135 Denver, CO 80202 www.platteforum.org 303.893.0791 18 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” May 26, 2009 To Whom It May Concern: I am honored to write a recommendation for Joshua Wiener, with whom I have worked on several projects over the past three + years in my role of Art in Public Places Administrator for the City of Longmont. I met Joshua and his wife, Gia, just over three years ago when they were selected as finalists (one of three teams) for a “crosswalk” project that I was working on. I put together a design team through the public art council that linked Joshua, Gia, Longmont streets, CDOT, an asphalt fabricator, and myself to design and build a completely new type of public art project in asphalt. The team worked exceptionally well together and found a way to generate a significant amount more detail in the final project. While the project was delayed due to fabrication vendors, Joshua and Gia were extremely flexible in their willingness and ability to work with me and the (potential) vendors as modifications to the project were explored. Ultimately, they went above and beyond the scope of the contract, delivering to the vendors exactly what they needed, on time, and never asking me for more money. In addition to this “permanent” installation, I have had the pleasure of working with Joshua over the past two years as he has had several pieces selected for Longmont’s Art on the Move program. I enjoy working with Joshua; he is always on time with his deliveries, thorough in his installations, and has addressed any questions or concerns that arise in a timely manner. Due in part to our good working relationship and Joshua’s ability to present and his enthusiastic energy, Joshua was selected as a guest speaker for Longmont’s Virtual Art Tour in 2008. The Longmont Community has embraced his work that is and has been here, and I would be happy to work with him again in the future, if and when the opportunity presents itself. I would highly recommend Joshua as a competent and professional artist to work with –from the artistic and creative side to the business side. Please don’t hesitate to contact me should you have any further questions. Lauren Greenfield Art in Public Places Administrator City of Longmont, CO Lauren.greenfield@ci.longmont.co.us 303.651.8924 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” 19 20 Joshua Wiener ~ Avon, CO, Roundabout #4, “Pathways” “Rain Symphony” 15’ x 100’ x 8’ Greeley, CO 2013 “Roots of Innovation”, 8’ x 8’ x 6’, Oklahoma City, OK, 2013 “Tread Lightly” 7 at 14’ x 25’ x 6’ Lakewood, CO 2014 “City of Dreams”, 20’ x 14’ x 14’, Denver, CO, 2013 “Tree Lights”, 7 at 20’ x 10’ x 10’, Boulder, CO, 2015 “Interconnectivity”, 2 at 6’ x 6’ x 1’, Denver, CO, 2014 “Riverscape”, 5 fish at 8’ x 20’ x 7”, Ann Arbor, MI, 2014 TOWN COUNCIL REPORT To: Honorable Mayor and Town Council From: Danita Dempsey, Director of Festivals & Special Events Virginia Egger, Town Manager Date: September 2, 2015 Re: WinterWonderGrass – 3 Day Music Festival – February 19-21, 2016 BACKGROUND The Town’s Economic Development Strategies (December 2014) detail the goals for developing “Signature Events” in the Town of Avon: A signature event is one which is synonymous with Avon. Salute to the USA is an example. The economic development program seeks to build additional signature events in Avon over the next 5 – 10 years. Seed Funding for Signature Special Events: The business model for developing signature special events is based upon attracting qualified, passionate private sector producers. These generally small and medium sized business owners, are helped to establish special events either on the Pavilion or Main Street Mall through multi- year support funding to assist the right special events in gaining notoriety and thereby profitability through ticket sales and sponsorships. The goal is that signature events can be produced at profit levels that need no on-going financial support. - Funding for seed support is from General Fund revenues; the goal is to end seed funding after the 3rd year of the event being produced - All signature events and funding are approved by Town Council In applying the seed funding program, the Town Council allocated $50,000 in funding for the first and second years of the WinterWonderGrass (WWG) Festival to WONDERGRASS, LLC, producer Mr. Scotty Stoughton. An additional $25,000 was allocated each year for in-kind services for police, bus transportation operations and snow/ice removal. At the time of the first year request for WWG, the Council took two additional actions in regard to supporting events in Avon: • Council passed new legislation for a $2.00 per day/per ticket fee for all ticketed special events to help pay for in-kind services, if needed, purchase equipment and/or build a reserve for the funding of equipment for special events. • Council appropriated funds for new tax collection software which can measure individual daily sales and lodging taxes when events occur (MuniRev/Event Tracker). 2016 WWG FUNDING AND IN-KIND REQUEST Town Council in its 2015 funding approval, on July 15, 2015, conditioned its approval that “FOR 2016, A FUNDING REQUEST WILL BE AT LEAST 20% LESS”. As such, Producer Scotty Stoughton is requesting funding of $40,000 representing a 20% decrease in compliance with the motion, but requesting the same level of in – kind support of $25,000, instead of the “at least 20% less” amount of $20,000. He will be planning for a crowd size not to exceed 5,000 paid tickets per day, but realistically expecting ticket sales not to exceed 3,750 per day. Producer Stoughton has shared with staff that WWG already has reached profitability, with Town support, in its second year. The third year request, therefore, is targeted to expand the event, as described in the attached Festival Proposal, and fully meet the objective of WWG being one of Avon’s “signature events”. Producer Stoughton will present the Festival Proposal at the Council meeting. 2015 WWG FESTIVAL The three-day February event was a unique, boutique winter music and beer festival, highlighting bluegrass and roots music performing on the new Avon Performance Pavilion. Grammy award winning musicians, plus some of the most recognizable names in bluegrass music with well-received “performers on the rise” were contracted with by Producer Stoughton. The exceptional line-up attracted over 9,500 people to the event over the course of the weekend, not including the addition of a kick-off event held on Thursday evening at the Vilar Center. With stage performances ending early each evening, music was moved into Avon’s bars for a successful partnership in support of restauranteurs and retailors. Paid attendance for the event: Friday – 3,063; Saturday – 3,705; Sunday – 2,825. Total – 9,593 There were no arrests during the weekend and two citizen complaints regarding one band’s deep electric base sounds. RETURN ON INVESTMENTCALCULATION While is it not possible to isolate exactly how much of the total lodging, restaurant and retail revenue reported through MuniRev during the three -day mandatory reporting period are directly attributable to WWG, versus, for example, skiers here for just skiing, assumptions can be made in calculating the return on the Town’s investment as shown in Table 1 below.  Page 2 Based on the assumptions, 80% of the Town’s investment of $75,000 was recovered from the WWG production. NON-EVENT WEEKEND COMPARISON The Town asks businesses to also report through the MuniRev system specific days over a non-event weekend. This allows a comparison in measuring whether investing in special events yields higher lodging, restaurant and retail sales than when there is no special event occurring. The results are shown in the following table. TABLE 1 – 2015 ROI CALCULATION BASED ON ACTUAL AVERAGE TICKET SALES OF 3,200 PER DAY COMMODITY ASSUMPTION CALCULATION TOTAL TICKETS PER DAY 3,200 TOTAL PERCENT PURCHASING 2 & 3 DAY PASSES 90% 2,880 LODGING TOTAL % STAYING IN LODGING = # OF PERSONS 40% 1,152 AVERAGE PERSONS PER UNIT = # OF ROOMS 2 576 AVERAGE HOTEL RATE* = 2 nights/per person $233 $268,416 4% ACCOMMODATIONS TAX ESTIMATE $10,737 RESTAURANTS/BARS TOTAL MEALS AVAILABLE FOR THE WEEKEND (7 MEALS/PERSON) 22,400 TOTAL PERCENT EATING MEALS IN RESTAURANTS = # OF PERSONS 80% 17,920 AVERAGE SPEND IN RESTAURANTS/BARS** $20 $358,400 4% SALES TAX ESTIMATE $14,336 GROCERIES/LIQUOR/SPORTING GOODS RETAIL TOTAL PAID ATTENDANCE FOR THE WEEKEND 9,593 TOTAL % BUYING FOOD, RETAIL = # OF PERSONS 80% 7,675 AVERAGE DAILY INCREMENTAL SPEND*** $50 $383,750 4% SALES TAX ESTIMATE $15,350 TOTAL TAXES ESTIMATE $40,423 MINUS ANNUAL TOWN IN KIND INVESTMENT $25,000 MINUS ANNUAL TOWN CASH INVESTMENT $50,000 PLUS ADMISSION FEE PAID ON 9,593 ATTENDANCE ($2/TICKET) $19,186 UNRECOVERED INVESTMENT ($15,391) * MuniRev Report **Based in conservative cost (dinner Friday, 3 meals Sat./Sun) ***Source: WWG Event Survey 2014 MUNIREV DATA FOR WWG WEEKEND & & NON-EVENT WEEKEND Number of Days in Reporting Period Percentage of available rooms occupied Total Lodging Revenue Total Restaurant Revenue Total Retail Revenue Other Revenue Total Revenue Room night Average Non-Event Weekend 2/27/15-3/1/15 3 72.60% $501,259 $388,747 $1,097,206 $30,295 $2,017,508 $230 WWG Weekend 2/20/15 - 2/22/15 3 77.07% $510,450 $446,245 $1,071,696 $26,298 $2,054,689 $233 Variance 4.47% $9,191 $57,498 ($25,510) ($3,997) $37,181 $2 The data indicates the WWG weekend produced total net positive revenue, with restaurants having the greatest gain from sales and retains yielding less revenue than the nonevent weekend. RETURN ON OBJECTIVES Two successful WWG events in Nottingham Park, exemplify how the development of a signature music event, with Town support, can be launched. The WWG brand lines up well with Avon’s brand with the entrepreneurial producer providing a community and family-minded event that respected and celebrated the natural world, provided an enriching experience for the cultural fabric of the community during the winter season, and brought new business into Town. 2016 WWG EVENT RETURN ON INVESTMENTCALCULATION Relying on the same assumptions in the Table 1- 2015 ROI calculation, Table 2 below indicates WWG, with increased paid attendance can be expected to generate total sales tax revenue of $60,017. An estimated $28,500 in admission fees would be yielded with an average daily paid ticket count of 4,750 persons per day. The ROI would result in a net gain to the Town of $28,517.  Page 4 TABLE 2 – 2016 ROI CALCULATION BASED ON ESTIMATED TICKET SALES OF 4,750 PER DAY COMMODITY ASSUMPTION CALCULATIONS TOTAL TICKETS PER DAY 4,750 TOTAL PERCENT PURCHASING 2 & 3 DAY PASSES 90% 4,275 LODGING TOTAL % STAYING IN LODGING = # OF PERSONS 40% 1,710 AVERAGE PERSONS PER UNIT = # OF ROOMS 2 855 AVERAGE HOTEL RATE* = 2 nights/per person $233 $398,430 4% ACCOMMODATIONS TAX ESTIMATE $15,937 RESTAURANTS/BARS TOTAL MEALS AVAILABLE FOR THE WEEKEND (7 MEALS/PERSON) 33,250 TOTAL PERCENT EATING MEALS IN RESTAURANTS = # OF PERSONS 80% 26,600 AVERAGE SPEND IN RESTAURANTS/BARS** $20 $532,000 4% SALES TAX ESTIMATE $21,280 GROCERIES/LIQUOR/SPORTING GOODS RETAIL TOTAL PAID ATTENDANCE FOR THE WEEKEND 14,250 TOTAL % BUYING FOOD, RETAIL = # OF PERSONS 80% 11,400 AVERAGE DAILY INCREMENTAL SPEND*** $50 $570,000 4% SALES TAX ESTIMATE $22,800 TOTAL TAXES ESTIMATE $60,017 MINUS ANNUAL TOWN IN KIND INVESTMENT $20,000 MINUS ANNUAL TOWN CASH INVESTMENT $40,000 PLUS ADMISSION FEE PAID ON 14,250 ATTENDANCE ($2/TICKET) $28,500 RETURN ON INVESTMENT $28,517 * MuniRev Report **Based in conservative cost (dinner Friday, 3 meals Sat./Sun) ***Source: WWG Event Survey 2014 STAFF RECOMMENDATION WWG was a resounding success on many levels – the site was well designed and managed, the music was comprised of well-known and lauded musicians with groups at the vanguard of the bluegrass/roots craft, and there were no off-site impacts. In many respects, WWG continues to set the bar and expectations for new events in Nottingham Park in Avon and the path to being a signature event. In our view, WinterWonderGrass LLC provides a valuable return on the Town’s investment and is well on its way to becoming synonymous with Avon and of signature quality. The producer continues to find creative ways to increase the value to the consumer; desires to expand the venue to integrate businesses  Page 5 in Avon and neighboring communities, adds event elements which increase the number of lodging nights and exhibits the Avon brand to like communities (Tahoe WWG event). The 2016 funding request supports the expansion and continued development of the event as stated above, including the proven expectation for continued quality of production. The goals of seeding special events over time are: 1.) Establishment of the event 2.) Gaining notoriety of the event to become of signature quality 3.) Enhancement of the cultural fabric of our community 4.) Providing economic vitality WWG has delivered on all four of the aforementioned goals. Staff, therefore, recommends Council consider approval of $40,000 in direct funding, and $20,000 in-kind for year three support, based upon the expansion of the WWG program as presented in the Producer Proposal. MOTION: If Council wishes to proceed, a motion should be made and include one of the more of the following: • Approval of event dates: February 19, 20, 21, 2016 • Approval of in-kind up to $20,000 • Approval of $40,000 in financial support to be paid from the 2015 Contingency Fund • Approval of the Town Manager to sign an agreement for production, including but not limited to all planning and producer performance dates, insurance, indemnification, deposits, marketing plan, security and law enforcement plan, demographic data collection and other metrics as may be determined, and reporting requirements Attachment: WWG Producer Proposal 2016  Page 6 AVON PROPOSAL 2016 MISSION “To create a simple an d authentic community gathering for the adventurous spirit, concentrating on quality of the experience over quantity of attendees with a focus on dedicated artists, sustainability, locally sourced pro ducts and support of non profits. To be a leader in the national festival music scene and deliver the best, safest and most environmentally sustainable winter bluegrass & roots music f estiva l in the nation .” WinterWonderGrass came in to Avon to fill a soft weekend following Presidents Day 2013 to enhance an economic dip in the winter calendar. Two years later and Avon has seen higher capacity lodging reports, community vibrancy, marketing on a national level, record setting local business numbers and a strong sense of pride. Avon now hosts the biggest and best winter Bluegrass Music Festival in the nation! We came in and took considerable risk on an event with no blueprint or understanding of costs in year one. Our vision has always been to grow carefully, mindfully, strategically and within the capacity to lodge locally and deliver a customer service based festival experience. Following 2 sold out and successful events, we now have the numbers and understand the risk associated plus the additional costs allocated to the new stage. I feel this is an incredible investment for the Town of Avon and this world class event brings numerous short term and long term financial and strategic up sides. It is equally an incredible opportunity for WinterWonderGrass and a chance to continue to build something very special in our community now and into the future. Not to mention a wonderful hedge against a slow snow year. I feel the direct cash ROI on tickets sales plus the estimated sales tax returns mitigates the financial contribution for the Town while WinterWonderGrass continues to shoulder the majority of risk on well over one half million dollars. We have worked hard to align with brands that promote the positive sense of community in Avon, while attracting the biggest and best roots and bluegrass musicians nationally. WinterWonderGrass seeks to raise the bar each and every year in terms of customer experience, talent, creative, comfort, food, local community integration and marketing. The authentic roots and bluegrass community is extremely supportive of our efforts, as is the growing craft brew and spirit industry. To continue this upward momentum and foundation building for a long term relationship with The Town of Avon we are seeking the following terms: AVON CONTRIBUTION  Total capacity of 5000 in 2016  $40K investment  $25K in kind  Avon finishes the Avon Stage wind walls and ensures the protection is finished prior to Dec 2015 WINTERWONDERGRASS RETURNS  $2 Per ticket on all tickets to TOA (Daily fee) NEW FOR 2016  Bigger beer halls  More heated space / heaters / propane  Bigger cafe / bizarre space  A songwriter stage featuring acoustic performances and storytelling  Addition of Wednesday night farm to table dinner in Avon  Promoting the event as a (4-5) day gathering to drive midweek lodging  Deeper integration of Town of Avon into all marketing  Upgraded VIP experience  Expanded kids zone  Increased talent budget  More bands  Additional security (to secure the new stage)  Additional fencing (to secure the new stage) HIGHLIGHTS / ROI  Direct return of over $19,000 in 2015  Increased sales taxes returns  Businesses reporting above average sales $0.00 $1,000.00 $2,000.00 $3,000.00 $4,000.00 $5,000.00 $6,000.00 $7,000.00 $8,000.00 $9,000.00 $10,000.00 4250 tickets Cash Return on Ticket Sales Includes ticket fees and estimated ROI via city tax Tickets sold TOA Cash return  Some businesses reporting record sales  Local lodging sold out (based on our research calling the hotels the week of)  Bringing a well rounded demo with disposable income  Showcasing the ‘new’ Avon and stage  WWG risks over $500,000 to produce this event  WWG donated $10,000 to local non profits and will continue to support these organizations  Over a 70% waste diversion rate – the highest among festivals  We are exploring adding WinterWonderYoga at local studios  We are exploring a one day kids mini camp funded by WWG partnered with EFEC  We are continually setting trends in terms of sustainability, authenticity, community involvement, NPO outreach, and a commitment to over the top customer service  Avon benefits greatly not only financially but with multiple intangibles o Greater sense of community o Having the biggest and best Winter Bluegrass Festival in the United States o Ever expanding national media exposure o Promotions through our Squaw Valley and North Lake Tahoe partnership – Avon is included in the blasts to over 500,000 plus email subscribers and direct marketing in California, Oregon, Washington, Nevada and beyond We continue to be eternally grateful to the Town and Community of Avon, Colorado for the support and deep partnership needed to launch and sustain a mid winter string festival. TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Matt Pielsticker, Planning Manager Date: September 8, 2015 Town Council Meeting Agenda Topic: Walkability Audit Summary On July 17, 2015, representatives from Blue Zones, LLC facilitated a Walkability Workshop in Avon that aimed to help the community identify how to improve economic vitality and social connections and equity by addressing obstacles to walkability. About 25 key stakeholders from the Town including the Mayor, several Town Council members, staff, residents and business and property owners took to their feet during a walking audit and collaborated during interactive sessions to identify the Town’s assets and opportunities. The primary goal of the “Walkshop” was to engage the community in transportation decision-making by walking together to evaluate existing conditions. Together, Walkshop participants determined next steps for encouraging active living and improving the quality of life through more walkable streets. The draft Blue Zones, LLC report is attached to this Memorandum and is the culmination of the Walkshop input from stakeholders. It includes near-term to long-term recommendations that will advance smart growth and safety principles as the Town grows. At the September 8th Work Session planning staff will present the findings of the report and highlight next steps to implement findings from the report. Parking Interface One key recommendation from the report is to implement a formal parking management plan. Staff has already commenced a Parking Study to determine available quantities, and occupancy rates of public parking areas. It was found that average occupancy rates in the western core (Lake Street, W. Beaver Creek Boulevard, Rec Center, Municipal Lots) are approximately 58% of capacity and only 25% of capacity in the western core – primarily the large parking lot in front of Pier 1 and Sports Authority. Looked at collectively, less than half of the available 547 spaces in the Town Core are occupied at any given time. In order to capitalize on existing Town assets and available parking supply, a formal parking management plan, wayfinding and public awareness campaign will be implemented. All parking spaces in the Town Core are not more than a 10 minute walk from either the park or all businesses east of Avon Road. The management plan will also account for an increased supply of on-street parking (i.e. West Beaver Creek Boulevard in 2016) in the future. Additional next steps are identified below. September 8, 2015 Town Council Meeting Blue Zones, LLC & Walkability Next Steps 1) Capital Plan. Town Staff meets September 10th to review the capital improvement plan for roadway improvements. The goal is to identify roadway projects funded by the bond proceeds that can implement recommendations from the Blue Zones, LLC report (i.e. narrower 10 foot travel lanes, removing yellow centerlines on low volume streets). 2) Avon Elementary. Crossing design and construction at Avon Elementary with recommended 10’ crossing and flashing signalization – Fall 2015 construction. 3) West Beaver Creek Blvd. Acquire land survey of West Beaver Creek Boulevard in September and agree upon scope of the project, with designer(s) on board in October to kick-off design of streetscape elements. Work to complete design and bid for a April 15, 2016, construction date. In 2016, also convert Mikaela Way to one-way with added on street parking. 4) Wayfinding. Implement Walk [Your City] wayfinding system pilot program in fall with referral to PZC. 5) Parking Management. Review parking requirements in Fall/Winter to review the feasibility of removing minimum parking standards in concert with a multi-modal parking management plan. Marketing efforts will include higher visibility parking information. Attachment Blue Zones Draft Report September 8, 2015 Town Council Meeting Blue Zones, LLC & Walkability 1 Creating a Vision Toward a More Prosperous Future Through Healthier Built Environments Avon, Colorado 2 Table of Contents Executive Summary 3 Introduction 4 Process 8 Key Findings and Recommendations 10 How to Get to Livability 16 Visualizing West Beaver Creek Blvd 18 Overarching Opportunities 21 Concluding Thoughts 27 3 Livability refers to the quality of life of an area; it is directly affected by the quality of the built environment, especially the completeness of our transportation systems. Streets are attractive and safe for all users, or they are not. Streets encourage a variety of transportation options, including walking and bicycling, or they limit choices. Streets enable social interaction, or they do not. Streets put a person at ease, or they do not. The Town of Avon has many community assets from its trails and parks and close-in neighborhoods to its bourgeoning town center that celebrate the best of livability. There are also community assets that need to be stitched together, becoming more accessible by foot, by promoting human-scale design. In July 2015, Blue Zones, LLC Dan Burden, director of innovation and inspiration and national walkability expert, and associate Samantha Thomas facilitated a Walkability Workshop in Avon, CO. The Walkability Workshop aims to help communities identify how to improve economic vitality and social connections and equity by addressing obstacles to walkability. About 25 key stakeholders from the Town including the Mayor, several town council members, staff, residents and business and property owners took to their feet during a walking audit and collaborated during interactive sessions to identify the area’s assets and opportunities. The primary goal of the workshop was to engage the community in transportation decision-making by walking together to evaluate existing conditions. Together, work- shop participants determined next steps for encouraging active living and improving the quality of life through more walkable streets. This report provides a summary of findings from the Walkability Workshop and provides recommendations to improve walkability and livability within the town core of Avon. Key recommendations include: • Integrate best practices and tools of Complete Streets, walkability, bikability, and placemaking into the redesign of West Beaver Creek Boulevard. This street is already in the Town’s capital improvement plan, use this opportunity to create a model street within a short-term time frame. • Build upon and enhance wayfinding systems. • Adopt narrower--10-foot travel lanes--as the default. • Mid-to long-term update current parking policies and create a parking management plan; and • Lead a design charrette to right-size and improve safety and operation of Avon Road -- Avon’s signature street. Many positive signs and trends, including strong leadership, pride of place, access to nature, and a sense of community were found. There are many positive indications that people are ready to work together. The initial recommendations outlined (in this document) are based on a short visit to the community and shouldn’t be considered exhaustive. This report captures the findings, states opportunities and presents tools that provide a strong starting point to support the Town in applying new tools and principals to any future street or development project, paving the way for future projects that will improve health and well-being through better built environments. Executive Summary 4 A walking renaissance is upon us. We are walking more as a nation, for fun, health and to access daily goods and needs—grocery stores, coffee shops, pharmacies, friend’s houses, or places of worship—in our neighborhoods. At least 80 percent of Americans now want walkable neighborhoods, according to the National Association of Realtors. However, we are still dealing with a legacy of roadways that fail to account for the safety and accessibility of people on foot or bicycle, and people of all ages and abilities. Historically, we have applied advanced engineering to move more cars and to move them faster. The result: streets that accommodate cars and that deter people from active transportation. Land settlement practices— strip centers, cul-de-sacs, poorly sited schools, and single-use zoning—compound the problem, producing auto dependency. Our auto dependency is furthered by development patterns that have changed the form of communities from walkable, transit oriented, street grid systems to strip and single-family development accessed by regional automobile corridors. Level of Service focuses on vehicle mobility at the expense of all other modes. We generally do not consider acceptable Levels of Service for pedestrians, bicyclists and transit users. Various trends are changing the projections for future travel demands; that is, they are changing our understanding of the type of transportation systems people will want and need in the future. Aging population, rising fuel prices, growing traffic problems, increasing health and environmental concerns, and changing consumer preferences are all increasing demand for walking, bicycling and transit. The benefits of supporting active transportation, and thus improving walkability and livability, are numerous. They improve health and reduce health-care costs. Less parking is needed. They help alleviate pressure on roadways that are nearing saturation and have very little “grow room.” They are the lowest-cost way to reduce vehicle-miles-traveled and thereby keep motorized traffic moving smoothly. Beyond that, on average more than 25 percent of all trips people take are within walking distance and 60 percent are within bicycling distance. This holds true for rural communities, too. In fact, a report by Rails-to-Trails Conservancy, Active Transportation Beyond Urban Centers, 2011, found that small towns (with populations of 2,500 - 10,000 people) have twice as many bike to work trips than their urban counterparts. Having the option to walk or bike – or move naturally – makes sense. In fact, study after study shows that walkable, bikeable, and livable communities are also healthier communities, not only in terms of individual health, but also environmental and economic health. Consider that: • A one-point increase in WalkScore is associated with a $500 to $3,000 increase in home values (CEOs for Cities in 2009). • For every five-percent increase in walkability, a community could expect more than a 30-percent increase in “physically active travel” and nearly a quarter-point reduction in individual body mass index, which is a common indicator for obesity and health. The increase in walkability also was correlated with more than a five-percent reduction in air pollutants that are associated with vehicle travel (Journal of the American Planning Association in 2006). The most energy efficient and least costly mode of transportation is muscle power. People who live in neighborhoods with sidewalks and/or trails are 47% more likely than residents of areas without sidewalks/trails to be active for at least 39 minutes a day. Source: “Neighborhood Environments and Physical Activity among Adults in 11 countries.” American Journal of Preventive Medicine Introduction 5 • Installing sidewalks on all of a city’s streets would increase physical activity enough to offset weight gain in about 37 percent of the population, leading to health-care savings that could repay the cost of installing the sidewalks (Preventive Medicine in 2010). • A majority of adults view neighborhood infrastructure as highly important to physical activity (Journal of Physical Activity and Health, 2011). Other benefits of encouraging active transportation include: • Protection of natural and cultural resources • Increased economic development • Reduction in crime and violence • Opportunities for social connections and community building • Reduced infrastructure costs • Transportation equity • Ability to age in place We know that street design matters. Walkability is the measure of the overall conditions in an area, defined as the extent to which the built environment is friendly to the presence of people, and not just cars. Walkable streets may teem with people shopping, commuting by foot, or simply enjoying recreation and exercise. Factors improving walkability include: • Destinations: nearby land uses, such as retail shops located near offices and housing, and schools located within neighborhoods. • Connectivity: Street connectivity, ideally in a fine- grain grid or modified grid without unnecessary cul- de-sacs, and a network of sidewalks and trails. • Slow Streets: road widths that contribute to slower vehicle speeds. Vehicle speeds affect walkability and livability: the wider a road or a vehicle travel lane is (or appears to the driver to be), the faster the driver tends to travel. The faster cars are traveling, the less safe and comfortable a person feels walking or bicycling next to them. • Safety, Comfort, Sense of Welcome: A sense of security and “eyes on the street,” or feeling of comfort is created by orienting the homes and buildings toward the street, and providing transparency—occupied buildings and homes with windows and doors at the street level that have 70 percent transparency—so occupants can watch over the street. The big dividend: if we design streets to not just be safer, but to also be more comfortable and inviting for people we see walking and bicycling, as well as business, increase. The benefits should not be minimized. Avon’s leadership is ready to continue to effect change so that healthy (active) transportation becomes a normal choice and routine part of every day.Trails, like the Eagle River Trail in Avon, are important community amenities that help to spur economic development, and foster a high quality of life. From home owners choosing to live along a trail to bicycle tourists making their way from small town to small town, trails are important community facilities that attract people and dollars. 6 7 Town of Avon: Overarching Observations The Town of Avon is located in the “Heart of the Valley,” at the base of Beaver Creek Resort and along the Eagle River in Colorado, about eight-miles from Vail, making it a favorite summer and winter destination for recreation within the region. Avon is a linear town sandwiched between two mountain ranges, a river, a former working railroad, Highway 6 to the South, and Interstate 70 to the North, resulting in growth in an East/West line, with mountainside neighborhoods--Wildridge--that are disconnected from town. Avon has many great achievements and assets —Nottingham Park, Main Street Mall (a pedestrian-only street), an outdoor gallery of bronze sculptures, and miles of hiking/walking/ biking/skiing trails. The town center is compact and has the bones for human-scale village form. However, like many towns throughout the U.S., Avon suffers from an interstate highway that bi-sects part of the town, and has forced Avon Road (one of the only North/South corridors) to be overbuilt for one mode—the automobile. In turn, this has lead to suburban style retail centers with large off-street parking lots and set-back big-box style buildings. Most problems needing to be addressed for Avon to become fully walkable came about by designing the center of the town around the car. Avon led the U.S. with the introduction of roundabouts on Avon Road. However, transportation mistakes were made. The roundabouts and road were overbuilt, which has resulted in unfriendly crossings for people on foot due to higher design speeds. Avon Road can be transformed into an area of great attraction and walkable form by amending the size, scale and performance of the roundabouts along the corridor, and by helping direct vehicle traffic in ways that honor walking as the preferred mode. But, before tackling its biggest problem and opportunity the Town of Avon has many changes underway, including a streetscaping project along West Beaver Creek Boulevard to further transform this street into a safe, attractive, and inviting place that is a people- and business-friendly destination within the town core. The walkability workshop helped to validate the Town’s interest in improving pedestrian and bicycle connectivity within the town center and to/from neighborhoods North of Interstate 70 and to/from the Eagle River through enhanced connections (i.e. improved trail crossings) and wayfinding tools. Avon is taking the steps to re-frame land use and transportation decisions centered on a “people-first approach.” To this end, the Town also has progressive language within their “Mobility and Connectivity” section of the code, including: • Reduce dependency on the automobile; • Reduce the number of daily trips by a single-occupancy vehicle and preserve the capacity of the existing roadways; • Support the creation of highly connected transportation system with the Town in order to provide choices for drivers, bicyclists, and pedestrians; • Promote walking and bicycling, and connect neighborhoods to each other and to local destinations such as employment, schools, parks and shopping centers; • Reduce vehicle miles of travel and travel times; improving air quality; and reducing emergency response times. The move to put a cap on the growth of Vehicle Miles Traveled (VMT) places Avon as a top national leader for future transportation, health, sustainability, resiliency and quality of life. By investing in and incentivizing the designs and places that make a visit or a lifetime in Avon pleasant, healthy and special, it is possible to imagine a more vibrant, relaxed, resilient and prosperous Town center. Avon is ready to build upon past successes, and to set a trend toward values driven, walkable placemaking. 8 Process - Visioning Together A project is more likely to succeed if motivated individuals set a course to accomplish their goals immediately. During the Walkability Workshop participants worked together to strengthen the vision for their town; a vision where streets are seen as public places that support healthy lifestyle choices, active living, thriving businesses, and an age-friendly community. Early successes provide the hand and toe-holds needed to pull the group from one achievement to the next. With this in mind, the following opportunities are arranged to allow for immediate wins that show a genuine commitment to supporting active modes of transportation and livability in Avon. 9 On July 17, 2015 twenty-five leaders from the Town of Avon came together to discover and discuss ways to continue improving the walkability and livability of the Town of Avon. Participants included Mayor Fancher, Council Member Burch, Council Member Smith-Hymes, Zoning and Planning Commission members, Town planners and engineers, police, residents, and key business and property owners. Dan Burden, national walkability expert and director of innovation and inspiration of Blue Zones, LLC led a walkability workshop, which included a walking audit--or on-street mobile tour. Following the walking audit, participants worked in tables to discuss next steps. The group gained consensus on the opportunity for West Beaver Creek Boulevard to serve as a model project for new street treatments, such as protected bike lanes and head-out angled parking. Two photo-visions were created to help illustrate the design options, as the Town’s next step towards envisioning a different future for West Beaver Creek Boulevard; with a look to East Beaver Creek Boulevard in the future. 10 It surprised me to think Avon Road could become a two-lane road. This would change our entire feel of our town, making it feel more like a town. And, I loved the idea of more on-street parking so we would not need so many asphalt parking lots.” - Mayor Fancher Avon celebrates its town’s location within the heart of the Eagle River valley. The area is distinctly defined by the Eagle River, surrounding mountains, Nottingham lake and park, and its pedestrian mall and streets lined with bronze sculptures, celebrating the areas unique arts and culture. The Town of Avon is working towards transforming into a walkable and bikable town, as seen with newly posted signs proclaiming it as a walk/bike-friendly city. During the walking audit it was unanimously shared that Avon Road is a big barrier to people safely walking and biking due to high speeds from the overbuilt road (too many lanes) and roundabouts. Today, too much of the surrounding land has been designed primarily for the car with large off-street parking lots. During the walking audit, Mayor Jannie Fancher said, “It surprised me to think Avon Road could become a two-lane road. This would change our entire feel of our town, making it feel more like a town. And, I loved the idea of more on-street parking so we would not need so many asphalt parking lots.” Every city/town is a living organism; Avon will continue to evolve. In fact, there is funding for streetscape improvements to West Beaver Creek Boulevard, an opportunity to model new street tools such as head-out angled parking. During the walking audit and walkability workshop other clear opportunities emerged including enhanced wayfinding and new trail connections to connect Nottingham Park to the Eagle River Trail from Lake Street, for example. As the Town continues to evolve into a more people- focused place and funding/investment opportunities become available the goal should be not to continue to grow vehicle traffic, but instead to cap vehicle growth at what it is today by creating an environment that makes moving naturally the easy, safe and unavoidable choice, while continuing to support those who choose to drive. This will include creating the right incentives, such as addressing a parking management plan with paid parking in the area. The following pages outline short- to long- term opportunities that will help advance the town center of Avon into a more vibrant, people-centered place, based on observations made during the walking audit and walkability workshop. Key Findings & Recommendations Current building set-backs and expansive off-street parking lots make active transportation--walking, biking, and transit use-- less attractive and comfortable. Avon Road is an attractive gateway into the center of Avon with its landscaped medians and roundabout. The road however is overbuilt for one mode--the automobile. 11 Short-Term Recommendations Enhance Wayfinding. Avon is focused on enhancing quality of life, focusing on designing and planning choices that support downtown walkability for people enjoying the town’s many natural, cultural and commercial amenities. The town still desires an increased awareness of how accessible key destinations-- i.e. the river, park, library, grocery store, and restaurants--are by foot. Strengthening wayfinding is a short-term opportunity to encourage more people to walk when exploring the town’s quarter-mile pedestrian mall, for example. Good wayfinding systems make people feel welcome and comfortable, reinforce the destination’s essence, or core offering, and communicates to people what kind of experience they should expect when they visit. It is very important that the signage is based on an area’s authentic offerings—the factors that truly make it a special place. Wayfinding should also point to where people are (“you are here” dot) and direct people to a destination based on how many minutes it will take to walk there. For a speedy, affordable alternative wayfinding system (while a more permanent system is being planned) implement a Walk [Your City] pilot program (learn more at walkyourcity.org). Remove Yellow Centerline. All streets in the town core should be designed for a target speed of 20 to 25 mph. On streets where traffic volumes are under 6,000 vehicles a day consider removing the yellow centerline, if it exists. Paint bold edge stripes (eight to 10 inches) leaving a driving space of 18 feet. Keep the centerline marking at intersections, hill crests, and curves. Centerline removal preserves the life of the road and provides cues to the motorist to give more room to a person walking, bicycling, parking or unparking. For example, Hurd Lane and Lake Street may be good candidates for this treatment. Transform West Beaver Creek Boulevard. The Town has its sights (and funding) on further right-sizing West Beaver Creek Boulevard from Avon Road to Lake Street. This is a near-term opportunity to model Complete Streets (living streets) that are more people- and business-friendly through the addition of new street tools, including: narrowing travel lanes to 10-feet, maximizing on-street parking with head- out angled parking; creating well marked and protected crossings; adding gateway and placemaking treatments, such as a domed mini-circle; and emphasizing bike infrastructure. An option is to create two one-way protected bike lanes (cycle tracks). WalkNYC’s wayfinding maps show people where they are and how long it will take to get to their destination on foot. Wayfinding signs helps to get more people walking. Fairhope, AL is a leading city implementing centerline removal. College Street in Burlington, VT, successfully carries over 6,000 vehicles a day with no centerline. 12 Enhancing the street to prioritize and place the focus on people walking, biking and using transit will add value to surrounding land, priming the land for future redevelopment. As a next step, two conceptual design options were created to help the Town move from vision, into design, and then into implementation. The conceptual designs, also known as photo-visions start on page 21. Enhance Street Crossings. Trail crossings and other street crossing areas, such as the crossing at Avon Elementary School, along West Beaver Creek would benefit from raised tables. Raised crossings are not only used in midblock locations, they are used at intersections. Crossings are designed to restrict all through speeds to 15-20 mph. Raised crossings at intersections can be used in snow country. The grade change is generally 1:16 to 1:20 when snow and ice are involved, but 1:12 in non-snow country. Color is often used. Features such as bollards, paver stones, colorized concrete or colorized asphalt are often specified. Raised crossings at intersections are used widely in snow cities such as Boulder, CO and Cambridge, MA. Raised table crossings paired with a crossing island also improves yielding behavior. Crossing islands should be another tool incorporated into future designs. Crossing islands are used on all categories of streets, and they have their highest return on investment when they create more courteous yielding behaviors by motorists. Well designed crossing islands achieve yielding rates above 80-percent. In addition, set the default minimum crosswalk width for 10 feet, and as appropriate increase this width for significant crossings. This makes crossing more visible and improves operations. A “Piano Keys” design can be used to reduce the volume of paint. Insetting markings can also help with year round maintenance. Enhance Connections to Eagle River Trail. Identify and prioritize additional connections from the town center to the Eagle River Trail. One immediate opportunity is creating a connection from Lake Street to better connect Nottingham Park to the River. Complete the Pedestrian Mall. Work with the adjacent property owners along Lake Street to fully close the off-street parking behind the Recreation Center, greening the space and carrying the pedestrian mall to meet the park. Add More Bicycle Parking. Identify areas that need more bicycle parking, place racks in locations that have natural security (i.e. in front of buildings, near storefronts with windows). Identify Opportunities for Protected Bike Lanes or Cycle Tracks. More and more cities Top Left and Right: Raised table crossing with crossing island in Aspen, CO; raised table crossing at a trail crossing in Boulder, CO. Below: a neighborhood-scale raised table crossing (left) and crossing island (right), which is colorized through use of different materials, to a motorist their travel lane reads 8-feet, in Golden, CO. 13 across the U.S. are turning to integrating protected bike lanes as another tool to support people biking on their roadways. A protected bike lane is an opportunity for the length of Beaver Creek Boulevard, starting with the West Beaver Creek Boulevard section between Lake Street and Avon Road. A protected bike lane or cycle track is a bike-only separated facility that runs alongside a street and is physically separated from people in vehicles and distinct from the sidewalk. Unlike bike lanes, cycle tracks are typically separated from automobile traffic by a physical barrier, such as parked cars, bollards, a landscaped buffer or a curb. Cycle tracks may be one-way or two-way, at street level or raised to sidewalk level. If a raised cycle-track at sidewalk level, a curb or median typically separates them from traffic, while different pavement color and textures separates the cycle track from the sidewalk and points of conflict, such as driveways or street crossings. The separation of people biking from people driving with a protected bike lane helps make riding a bike more comfortable part of daily life for everyone. Protected bike lanes help eliminate perceived risk and fear of collisions of people biking; reduce the risk of dooring collisions; and add a level of predictability making streets safer for everyone. See more on protected bike design from National Association of City Transportation Officials (NACTO) at NACTO.org. Implement Bike Share or a Bicycle Library. More and more cities and towns are creating public-private relationships in order to develop a bike share or bicycle library system. This may be an opportunity for the Town of Avon to partner with Beaver Creek Resort and/or bicycle shops to help make biking more accessible. Mid- to Long-Term Recommendations Right-Size Avon Road. Conduct a charrette-driven design project to study and build Avon Boulevard into a key main street signature street for Avon. A likely new form will emerge that may include converting four of the five current roundabouts into single lane roundabouts from their current 2-3 lane sizes. This calls for setting up an upper level (maximum) carrying capacity operation. Why take this action? In off-peak hours a smoother vehicle flow will result from a people-friendly design. During near peak and on peak season demand, a bypass sign operation should go into effect. Each of two locations (Beaver Creek and I-70/SR 6) will have attractive, informative signs that predict the travel times of the Avon Road route or the other (more efficient route to The City of Fort Collins, CO and partners are working to build from the success of the Fort Collins Bike Library, taking it to the next level by implementing a city-wide bike share system. A one-way protected bike lane (cycle track) in Missoula, MT; to add higher visibility to the bike lane conflict areas (i.e. driveways and intersections) are colorized green. 14 the ski resort) along SR 6. SR 6 should be designed for an appropriate target speed of 30 mph; slow, but steady. For the upcoming West Beaver Creek Boulevard project, eliminate non-essential lanes at the roundabout at Avon Road (i.e. there is no need for three lanes entering the roundabout from West Beaver Creek and one of the right- only I-70 turn lanes can be eliminated immediately, as well). The full rebuild of Avon Road should focus on changes that make crossing simpler, safer and more attractive to pedestrians and bicyclists. In general, a two-way single-lane roadway only requires a single lane of entry. Traffic engineering analysis should determine exceptions, but today many of the approach legs are over-built for capacity, thus creating a divide. Address Complex Intersections. In addition to fixing the roundabouts at Avon Road, consider the placement of domed mini-roundabouts at the intersection of East Beaver Creek Boulevard and Beaver Creek Place, as well as East Benchmark Road and Beaver Creek Place. A domed mini-roundabout maintains speeds to 15-20 mph 24 hours a day, while fitting into tighter existing conditions and still accommodates large semi-trucks. With the potential hotel development along West Beaver Creek Boulevard this is a treatment option that can be considered for this new intersection (see photo-vision). Increase On-Street Parking. Opportunities exist for increasing on-street parking, for example ‘head-out angled’ parking or head-in angled parking can be indented along Lake Street, adjacent to Nottingham Park. Head-out angled parking is the safest form of on-street parking, while maximizing parking space. It offers multiple benefits, including creating a sight line between the people driving and other road users, such as people biking, when un-parking. For people driving with young children, seniors or others who need extra help, the open doors direct passengers to the safety of the sidewalk, not into traffic. Getting into a head-out angled parking spot is simple—a person driving signals their intention, slows, pulls past the spot and then backs into it, which is equivalent to making only the first maneuver of parallel parking. Create a Parking Management Plan. “The cost of all parking spaces in the U.S. exceeds the value of all cars and may even exceed the value of all roads,” says UCLA urban planning researcher Donald Shoup. The lost opportunity cost can be high as well. The Town of Avon should consider shifting the cost of parking from the general public to the users, especially if a parking garage is to be built. The ideal parking garages are mixed- use garages that provide ground-level retail; then two or three stories of parking, with condos or apartments on the top floor. Such designs can provide an immediate supply, and then permit reductions over time. As the need for parking declines some or many As part of the road diet in Manitou Springs, CO, a domed mini-roundabout was installed. Head-out angled parking allows an unparking motorist better see oncoming traffic, including bicyclists, as seen in Seattle, WA. Below: Head-out angled parking in Durango,CO. 15 of the parking spaces can be converted into offices or living units. As the town works towards transforming from strip-style to town, mixed-use village a parking management plan is needed to identify on-street parking opportunities, change parking code, and a plan to manage parking (i.e. paid parking). Eliminate off-street parking requirements for most housing. Allow the market place to determine how many parking spaces are needed. Reduce maximum allowed parking. Honor and Turn Towards the River. Enhance the connection to the river, and activate the trail by creating new landings and ways for people to further engage with the river. In 1998, the City of Golden, CO created a unique water park along Clear Creek for canoeing and kayaking, along with places for kids to dip their toes in or platforms for families to fish from. Buildings should Front the Street, Trails and Pedestrian Mall. Buildings and homes should “front” the street—instead of being set back far from the street—to create a pedestrian-scale landscape and to put “eyes on the street” so that people feel watched over. Establish maximum allowable setbacks for mixed-use and commercial buildings in places of emphasis. Encourage placement of buildings and homes so that they create natural surveillance and maximize opportunities for people to meet or say hello. This practice is especially important near schools and parks, and within civic, retail, and commercial districts. Look for opportunities to support a developer in implementing linear buildings. Address the Vacant Railroad Tracks. The old railroad line has been a point of conversation for many years within Avon and among other neighboring communities. The Town should not lose sight of potential near- and long-term opportunities, such as creating additional street connections, or placemaking features such as a “high-line” style park. Address Bus Pullouts. Eliminate bus pullouts where dwell times are normally one minute or less. Clear Creek River Trail in Golden, CO has celebrated place by creating unique and playful ways to engage with the water from walking along the trail, kayaking the creek, to outdoor dining. 16 How to Get to Livability Livability calls for combining transportation with land use. People will walk when we design places and streets to make walking a natural activity again. Sidewalks, bike lanes and crosswalks are not enough. We can start by providing people with destinations within reach and both safe and comfortable routes to get them there. Generally, people will prefer to walk five-minutes to reach a destination; this is about a quarter-mile for the average person. If the built environment is well shaded, homes and shops watch over streets, and there are decent destinations, then a 10-20-minute walk (about one-half to a full mile) is acceptable to many people. Add to this bicycling. A bicyclist riding a leisurely 12 mph covers a mile in eight minutes, two miles in 16 minutes and three miles in about 24 minutes. When communities make moving naturally the easy choice a person is achieving a heart-healthy lifestyle. Walkability and its associated placemaking is the source of future job growth. Walkability helps incentivize the placement of buildings, streets, parks and other infrastructure in ways that reduce the growth of traffic and ease congestion. In addition, walkability reduces environmental and economic costs associated with expanding roads, parking, and drainage. In short, walkable communities put people in healthy motion, and keep taxes low. Recent research reveals that sprawl- friendly Atlanta, Georgia had to increase its taxes 27% during a period where Portland, Oregon, more walkable in focus, reduced their taxes 21%. Street connectivity is key increasing walkability, easing traffic congestion and improving emergency response time. For example, a well connected street system keeps the cost of fire service down to about $159 per household, where disconnected street patterns in neighborhoods force costs upwards of $740 per household. Walkability makes sense, winning on almost every count. Where to Invest First? To shift from a past over-emphasis on building the town core for (and rewarding) car trips, which has resulted in current sprawl and strip-style building practices, wider roads, and outdated parking policies the Town of Avon needs to continue to hold to its vision of investing in a people-centered town core, first. Invest from the town center (core) out. Continue working from the town core out into surrounding neighborhoods. Implement early wins in the town center, such as West Beaver Creek Boulevard and wayfinding tools that enhance connections to the riverfront. Set in motion those actions that will achieve early wins. Most of them can be achieved with no other resource than paint and signage. Others enable youth, adults and seniors to make their own commitment, get their hands dirty, and engage in helping to make their community, their town even better. Launch infill and connectivity projects to create the most community benefit. Attract the best developers and show bankers the successes of the new model of walkability and livability. Meanwhile, any incentives that induce inappropriate growth must be identified and revised. New policies and practices that incentivize density need to be adopted, such as an urban design guide, street connectivity index for permitting developers, and removing parking minimums. In addition, new street design policies It costs $2.8M per year for one fire station with two apparatus. A well connected system covers 4.6 times more houses. The annual cost per household in a well connected neighborhood is $159. Poorly connected, the annual cost per household is $740. Source: City of Charlotte, NC 17 and practices are needed, including adopting a Complete Streets or “Living Streets” policy, making narrower—ten foot—vehicle lanes the default, and adopting and adapting a street design guide. Living Streets are complete streets that are designed to incorporate economic, environmental and social considerations. Avon is reinvesting in its town center, first, which is encouraging. Cities and towns that are doing this are attracting and retaining young professionals and growing their economic base. A recent study from Smart Growth America titled: Core Values, Why American Companies are Moving Downtown, further confirms what companies are looking for, in a community of any size: • Walkable with close-by live/work/play neighborhoods; • Convenient access by a range of transportation options; • A welcome mat; and • Clean, safe streets. These overarching qualities validate the direction of Avon when it comes to built environment changes that are occurring in the town. Avon is taking the steps to connect to its natural surrounding and tourist industry while moving into tomorrow’s future of health and place- based innovation. Additional principles for building walkable, livable communities that Avon should continue to promote and implement include: Prioritize Active Transportation Prioritize development of trails, bike/pedestrian links, and streets that are multi-modal, providing residents of all ages and abilities, and all economic levels with safe, reliable, comfortable and economical transportation choices. Promote Safety Design streets where people walking, parking, shopping, bicycling, working and driving can cross paths safely, reducing serious injuries, decreasing crime, and ensuring accessibility for all. Streets in the town core should not be designed or posted over 20-25 mph. Design for Health: Invest in Great Streets, They Mean Business; and Embrace Streets as Civic Places Design, operate and manage streetscapes and public spaces as ecosystems or living streets. From previous pavements to street trees that provide shade and are critical to the health of cities, promoting active living by lessening the exposure to sun, air and noise pollution and water and soil contamination. Streets are an economic asset as much as they are a functional element. Invest in transportation improvements, including operational improvements that support the economic health and competitiveness of the town’s businesses, and general welfare of its residents. People- friendly streets generate higher revenues for businesses and higher values for homeowners. Streets should be regarded as important spaces for civic and social engagement by being designed to promote health, economic vitality and well-being while reflecting the town’s unique character, and maintaining movement and accessibility. Integrate Transportation and Land Use Planning To achieve reduction in VMT, keep more money in the local economy and boost health and environmental benefits Avon should continue to coordinate transportation infrastructure with land use and development. The following pages outline overarching opportunities, principles and street treatments that can be applied. While some findings and recommendations will take greater community engagement (social capital) and financial capital to implement, the Town of Avon is well positioned to get several new models on the ground, including the immediate opportunity of West Beaver Creek Boulevard, illustrated in photo-visions on the following pages. 18 Envision a Healthier Street: West Beaver Creek Blvd, Existing Conditions NEED FOR A TERMINATING VISTA, AND TO OPTIMIZE CROSSING LOCATION Terminating vistas anchor destinations and establish a sense of place. Currently, this section of road does not help define, or create a sense of welcome, into the town core. The boulevard also lack safe, well marked crossings. NEED FOR ON-STREET PARKING Off-street parking takes up three times more space than on- street parking. On-street parking visually narrows streets and brings down traffic speeds, while providing the most affordable parking. NEED FOR ‘EYES ON THE STREET,’ AND SENSE OF ENCLOSURE West Beaver Creek Blvd recently went on a road-diet. However, due to suburban form--set back buildings and off- street parking--speeds remain high because there is a lack of enclosure. Sidewalks are also attached, which make walking less comfortable and attractive. Overall, this street lacks visual cues, such as buffered sidewalks, crossings,and seating that create place, signifying this is a place for people, not just cars. 19 Envision a Healthier Street: West Beaver Creek Blvd, Option 1 more traffic while keeping speeds through the corridor 20-23 mph. The lower speed of traffic makes it easier to park a car, walk, bicycle, and located and approach a business. The truck apron plus domed center accommodates the thru-movement of the largest fire-truck, or semi-truck. The curb extensions in combination with the mini-roundabout reduces crossing distances for people on foot, from 62-feet to 20-24-foot crossings. Properly placed crosswalks are setback one car length from the circulating lanes. This intersection becomes a gateway that welcomes people to the heart of Avon, and connects people to the river, Main Street Mall, parks, and the ski hill. Placemaking is improved through the intersection design and right-sizing of the road, setting the stage for new buildings and businesses that honor the street. West Beaver Creek Boulevard is right-sized, becoming a place more supportive of people and businesses. The street is narrowed by reducing the two-travel lanes to 10-feet, adding curb extensions to inset the parking. Parking is increased with head-out angled parking (the safest way to park the car) on both sides of the street. Sidewalks are widened and two 6-foot bike lanes remain. The bike lanes provide space for motorists to pull out of the travel lane to allow an emergency responder to pass, an added benefit. As pictured, the intersection becomes well-managed, improving the access, safety and efficiency for all users while creating a gateway (place) with the instillation of domed mini-roundabout. All major safety, capacity, noise, access and mobility challenges are removed. The roundabout will move 30% 20 Envision a Healthier Street: West Beaver Creek Blvd, Option 2 Sidewalks are widened, allowing for a “landscape zone” (for bike racks, lamp posts, and trees), a “walk-talk zone,” and an “outdoor cafe zone.” As pictured, the intersection becomes stop controlled. The curb extensions keep the intersection compact, reducing crossing distances for people on foot, from 62-feet to about 28-feet. Crosswalks are highly visible, and the bike lane is marked through the intersection to emphasize potentially conflict points. Placemaking is improved through the protected bike lanes, street trees, street furniture, and on-street parking setting the stage for new buildings and businesses that honor the street. West Beaver Creek Boulevard is right-sized, becoming a place more supportive of people and businesses. In this option the street is still narrowed by reducing the two-travel lanes to 10-feet, adding curb extensions to inset the parking. Parallel parking and head-out angled parking buffer a protected bike lane (cycle track) on both sides. Buffering the protected bike lane from the parked cars is a 2-foot “door zone” on the parallel parking side, and a 3-4 foot “trunk zone” with tree wells. The protected bike lane is recessed several inches below the sidewalk to keep complete separation. The one-way protected bike lanes are 7-feet, providing ample space and comfort for people of all ages to bike through this area. 21 Overarching Opportunities 1 Fewer than one-third of drivers drive the speed limit; rather, they drive the “design” of the road, using cues such as lane width, street texture, the distance buildings and trees are set back from the street, and site-line distances. Streets should be designed for a “target” speed: the speed at which the designers want cars to travel with a particular focus on a standard lane with of 10 feet. A general practice in the transportation profession has been to set design speeds higher than the target speed. It is now recognized that such actions tend to induce greater speeds, which can cause a significant rise in crashes, especially to the most vulnerable roadway users—children and older adults. Town center (places where people are expected) area design speeds should match the desired target speed. A lower target speed is a key characteristic of streets in walkable, mixed use, traditional town areas. Half of all people hit by a car traveling at 30 mph will not survive, and of the survivors, many will suffer severe life- long injuries. About 85 percent of people hit at 40 mph will die, with others suffering incapacitating injuries. Enforce- ment of speed limits usually isn’t successful until the car is going at least 5 mph over the posted speed, so impact speeds often are higher than the posted speed. Reduce speed limits and design for the target speed of 20 mph on all streets within Avon town core; Avon road should be designed to meet a target speed of 25 mph. In some areas, such as near schools, medical centers, transit stations, trail crossings and other places cars should go 15 mph. To meet the desired target speed and improve safety, streets should be right-sized to include a combination of street treatments such as narrow travel lanes, bike lanes on-street parking, street trees, landscaped medians, curbs, and safer intersection treatments-- i.e. modern roundabouts, domed mini-roundabouts, mini-circles, curb extensions, table crossings, or short medians. Design for Target Speed; Design for Safety The graphic below shows a pedestrian’s likely survival rate if hit by a vehicle traveling 20, 30, 40 miles per hour. Source: Smart Transportation Guide, Planning and Designing Highways and Streets that Support Sustainable and Livable Communities. Chapter 6. Designing the Roadway http://www.state.nj.us/transportation/community/mobility/pdf/ smarttransportationguidebook2008.pdf 22 2 Less is More: Narrow Travel Lanes; Create Compact Intersections The wider a roadway, the faster cars tend to travel. Wide roadways also make for wide pedestrian crossings, increasing the amount of time a person is exposed to the threat of being hit by a car and the amount of time that cars are held back. The same is true with auto-to-auto crashes and bicycle crashes. Throughout the Town of Avon, there are opportunities to reduce vehicle lanes to 10 feet wide. This should be the default lane width. If needed, such as when there are high numbers of large trucks on the road or where there are significant curves, permission can be given to build wider lanes, but the narrower lane should be the default. Several other lane width recommendations include: • Keep driveway crossings to a minimum, even if some delay may result. As a best practice a one-way driveway can be held to 14 feet. A two-way driveway can be held to 24 feet. • Keep street crossings, especially minor streets joining a principal street, to 28 feet wide. Allowances can be made when a turn lane is justified, but generally a short median on the entry approach can help keep crossing distances for pedestrians to a minimum exposure. In addition to lowering vehicle speeds, narrowing travel lanes and keeping more compact intersections and other potential conflict points, saves on materials, reduces environmental impacts, and provides physical space for wider sidewalks, or bike lanes, or wider buffers between sidewalks and passing vehicles. Studies by the Transportation Research Board reveal that there is slight improvement in safety when narrower (10 foot) lanes are applied. In many areas, the narrower lanes also make intersections more compact and add to vehicular efficiency and performance. Truly, when it comes to the width of vehicle lanes, less can be more. Route 62 or Main Street in Hamburg, NY is a major state truck route. In the street redesign travel lanes were narrowed from 12 feet—highway-size strips that invite drivers to go fast—to 10 feet. This and other street treatments helped Hamburg achieve their target speed of 20-23 mph. 23 3 Apply Safer Intersection Treatments Avon knows many of the benefits of roundabouts. However the roundabouts on Avon Road are overbuilt, often with too many entering and circulating travel lanes. The Town should look at making design and operational changes so Avon Road has a string of modern roundabouts that effectively control speeds to 25 mph, improving yielding behavior of motorists, and reallocating space to wider sidewalks, on street parking, or buffered bike lanes. Right-sizing roads--narrowing travel lanes, eliminating travel lanes and adding new tools and treatments-- to truly meet the needs of all users works. In some places, including the Bird Rock neighborhood of San Diego, CA, single-lane roundabouts successfully carry 25,000 vehicle trips per day at 19 mph with hundreds of people walking biking, and parking (pictured on right). To keep the traffic volume moving smoothly a new tool--a nine-foot ‘transition’ lane- -was invented to allow people to park/un-park without interrupting the main lane of travel. A double-lane roundabout in Clearwater Beach, FL roundabout is one of the busiest in the nation, handling 58,500 people driving daily at peak season, along with 8,500 people walking. For comparison, Avon Road carries between 18,000 and 23,000 vehicles per day. Other intersections (i.e. East Benchmark Road and Beaver Creek Place, and East Beaver Creek Boulevard and Beaver Creek Place) are also strong candidates for safer intersection treatments such as a domed mini-roundabouts (pictured on page 14. Similar to modern roundabouts, but smaller in size, domed mini-circles are more efficient, safe and move more vehicles at slower speeds while providing a gateway that establishes place and a sense of welcome. Five intersections were replaced with roundabouts, reducing La Jolla Boulevard to two-lanes. Today, people in cars are getting home sooner, and crossing distances went from 78 feet down to 14 feet! Below: A nine-foot ‘transition’ lane was invented to allow space for people to park/un-park without interrupting the main lane of travel. La Jolla Boulevard in Bird Rock San Diego, CA was a five-lane road (pictured above). 24 4 Address Street Connectivity and Placemaking Street layout determines how directly one can get from point A to point B. A grid of streets with relatively small blocks (300 to 600 feet) and frequent intersections suits pedestrians, bicyclists, motorists and transit users the best because every intersection presents a choice of routes. A higher number of intersections indicates better connectivity. Where blocks are long, walkable neighborhoods feature alternative routes for pedestrians and bicyclists that offer shorter trips or quite, safe respites from traffic, which often lead through courtyards, between buildings and other public places. An example of a pedestrian-only route in Avon is Main Street Mall. Congestion increases with broken connectivity and it also forces all users onto a limited network of streets, which can make walkability and active transportation challenging. Avon has limited North/South street connectivity due to the former working railroad, river and highways. In Avon current block patterns reduce walkability due to limited North/South street or trail connections and large off-street parking lots. Avon prohibits cul-de- sacs, and supports internal street connectivity for new development. To further support walkable development and infill, Avon should look at passing a maximum block length policy (between 300 to 600 feet) and a link to node strategy for future developments to ensure short block lengths and intersection density, e.g. a minimum number of intersections per acre. Connectivity can come in the form of alleys, in spaces be- tween buildings, and in other public trails and links that bring added value to all buildings and homes in a town center. Placemaking, like interior decorating, must create a strong, compelling sense that makes time spent in these spaces rewarding and memorable. Consider the public and private realm of a town center as a public/private partner- ship. Places can be funky and relaxed, but they must be thoughtful, sensitive to place, and maintained. Plaza spaces must be carefully crafted to bring about prop- er levels of enclosure, transparency, human scale, com- plexity, imageability and comfort. The Main Street Mall is Avon’s great example of these elements coming together. Overtime, links to/from the mall can be strengthened and new buildings with more transparency and that help acti- vate the space can me encouraged through a town design guide. As a placemaking tool, consider adding movable chairs and tables to promote gathering spots along the promenade and more lingering. 25 5 Design for Livability: Transform ‘Strip’ to Mixed-Use Village; Incentivize Density In the past, cities were weakened as land use failed to integrate transportation. Many cities turned to suburban development—lower density, large single land use parcels, and hierarchal road networks that limited through streets in communities—and away from urban or mixed- use neighborhood pattern. This led to a devalued or compromised set of land uses and roadways. Establish maximum allowable setbacks for homes and commercial buildings in places of emphasis. Encourage placement of buildings and homes so that they create natural surveillance and maximize opportunities for people to meet or say hello. This practice is especially important near schools and parks, and within civic, retail and commercial districts. Incentivize and set new policies to support the highest density within the town core. Create many destinations near the highest-density development. The combination of higher-density housing in the core, or along select sections of Highway 6 near the base of the ski resort as an example, will yield the highest number of walking trips. The Town Maker’s Guide to Healthy Building Placement graphic, left, shows the different forms that are generated by using an automobile as the design vehicle (left) versus placing a person at the center of the design scale (right). The Town should look at lightening parking requirements, and eventually implementing paid parking, which in turn incentivizes more walking, biking and transit use. Prioritize intersections, street target speeds and routes up to three miles in all quadrants for the greatest return on investment. A tool to help with suburban strip transformation: liner buildings. The use of “liner” buildings—shallow-depth buildings typically 20 to 24 feet deep, built on the edge of parking lots—can transform setback commercial districts that have come to define areas with Avon’s town center. Liner buildings can re-activate both the street and community, infusing the street with pedestrian activity and incubator spaces that allow for “mom and pop” shops that create jobs and diversify the retail market. Converting strip-style centers to villages is a very important concept and practice. To ensure that this transition in development and planning can occur ordinances and zoning codes need to be in place. Revise codes and ordinances to allow for strip to village development through mixed-use and Form Based Code overlay areas. Even national chains will adapt to build-to requirements as practiced in Honolulu, HI. Liner buildings transform a setback to a village in Kingston, WA. 26 Avon is working to apply modern town-making tools, but not all tools are in place. Enhance healthy community development opportunities, improve the local economy, and help assure that only the best type of development is incentivized. Municipalities depend on street design and urban design manuals as they retrofit or modify existing streets and land use to improve performance and encourage sustainable development. Street design and urban design manuals play a large role in determining form by providing guidance to agencies, property owners and investors. A manual should not prescribe how to design every segment of every street; rather, after clearly defining what a community wants to accomplish with its streets, designers can apply this framework along with the specific treatment guidance to ensure investment meets the community’s goals. 6 Adopt and Adapt Leading Design Manuals A manual will need to be endorsed by the town council, enabling developers to use better land development practices. In time, a manual can be further customized for more specific application to Avon, meeting its scale, climate and context-specific needs. Consider adoption and, then, adaptation of leading design manuals, including the Los Angeles County Living Streets Design Manual and Collingwood, Ontario Urban Design Manual, and provide government staff and consultants training in its use. Adopting a modern street-design guide also better protects local engineers and engineering firms now working to improve the quality of streets. In addition, consider integrating a Complete Streets, context-sensitive, policy into the City’s street standards. Model manuals to learn from or adopt include: the Town of Collingwood, Ontario: Urban Design Manual and Los Angeles County, California: Model Design Manual for Living Streets. 27 Concluding Thoughts Toward Implementation, Creating a Healthier, Prosperous Future The winds of change are strong. Keep up the vision, passion and work. We must change the way we approach transportation planning to ensure our communities are desirable places to live, learn, work, and play. Many parts of Avon are still over-built for cars and under-built for people. Some streets have unnecessary or overly wide vehicle travel lanes, to the detriment of adjacent businesses and people using other modes of travel. Additionally, walking routes get broken by off-street parking. Land-use and transportation decisions appear in many places within the town core to be out of sync with each other. We can, and we need, to do better. Our future planning needs to recognize the significance of moving away from a car-centered way of planning. Residents and stakeholders who participated in the Walkability Workshop recognize that integrating transportation and land use planning improves safety, protects resources, improves health, encourages living in place, and provides opportunities for residents to interact. The good news is that the challenges we face are opportunities. It is critical to remember that our communities are incredibly dynamic and ever changing, so this work takes patience, collaboration and vision. The Town of Avon staff, Mayor, Council Members, and other community partners, are ready to do just that. Together, resident advocates and government staff are ready to move forward the vision for West Beaver Creek Boulevard into designs and ultimately into implementation (construction). This model project will give the Town much needed lift, further building and strengthening its social capital and the town’s people readiness to right-size Avon Road. The Town of Avon already has in place progressive policies, reducing Vehicles Miles Traveled (VMT) and is ready to address parking and form-based code policies to unify future land-use and transportation planning for the entire city, spuring change and directing the type of growth the Town envisions. This document provides guidance as the Town takes steps towards a more walkable, livable, healthier, happier and more complete community. At large, Avon has the opportunity to apply key concepts and principles, such as target speed, setting the default lane width to ten feet and many others shared in this document, and to apply them to the major capital improvement projects, or projects currently in the funding pipeline. It is also time for the Town to pass a Complete Streets, or Living Streets, Policy and create a town and street design guide to inform all new investment and set new design guidelines that will help create more sustainable and thriving community of the future. TOWN COUNCIL REPORT To: Honorable Mayor Rich Carroll and Avon Town Council From: Kelly Huitt, Budget Analyst Date: September 8, 2015 Agenda Topic: 2016-2017 Budget Work Session The following is a situational analysis that is intended to communicate short-term factors that may influence the decisions that will be made in the final development and approval of the 2016-2017 budget. It is presented as a matrix of issues identified by staff that may affect the Town as part of its budget planning process. Early identification allows the Town to be proactive during budget development. Following the situational analysis are staff’s revenue projections, fee recommendations and information regarding personnel costs and proposed new positions. A PowerPoint presentation will be provided during the budget work session. Items Impact Strategy REVENUES Property Taxes The preliminary certification of values indicates that the Town's gross assessed value will increase by 17.1%. Projecting a 10% increase in 2016. General Fund revenues will increase by $254,057 in 2016 and remain flat for 2017. Continue to encourage growth and new construction. Avon URA TIF The preliminary certification of values indicates that the Town Center West TIF District's assessed value increased by $4,977,850 or 43.3%. This increase is largely due to the completion of the Wyndham project. Avon URA TIF revenues will increase by approximately $305,129. Approximately two-thirds of this increase is due to the Wyndham. Continue to model revenues in the URA for possible leveraging of TIF financing. Continue to evaluate possible additional URA plan areas subject to redevelopment. Sales Tax Revenues Year-to-date sales tax revenues are up 11.61% from the same period last year. Through June, sales tax revenues are over budget by a total of $390,943. Continue to encourage new businesses, ease the administrative burden of licensing and sales tax reporting by offering on-line filing. Sales Tax Exemptions Councilor Prince has requested that the Town consider waiving sales tax on solar installations. The impact at this time is not determined. In order to implement this exemption, the Town Council would need to pass an ordinance providing a temporary credit for a specific period of time for solar installations. Accommodation Tax Revenues Year-to-date accommodation tax revenues are up 14.86% from the same period last year. Through June, accommodation tax revenues are over budget by a total of $89,097. Continue to implement the new licensing requirements of short- term rentals, and ensure the compliance with the Town's new ordinance. Real Estate Transfer Tax Year-to-date revenues are down from the previous year by $82,809 or 5.75%. However, RETT from the sale of Wyndham vacation points have failed to materialize. A write-down of estimated revenues of $1,325,312 is necessary to reflect the delay in Wyndham vacation ownership shares. RETT revenues in 2016 are estimated at $1.8 million and for 2017 $1.9 million. Revenues projected from the Wyndham have been removed from the CIP long-range plan so that the Town may be assured of being able to pay for projects without these revenues. EXPENDITURES Personnel Through reorganization of departments and constant review of employee job duties and responsibilities there have been significant budgetary savings in the past two years. In 2016 we see staffing needs in certain departments. New positions being proposed in the 2016 budget include a Human Resources director, long-range planner, Transit operations supervisor, and Transit wash-bay operator. Positions eliminated for 2016 are the Economic Initiative director. Continue to review vacant positions for potential savings and work efficiencies prior to re-hire. Employee Compensation n 2014 a step pay program was implemented for all job classifications, each well defined in terms of job description, responsibilities, and qualifications required for performance. To qualify for advancement to the next higher step, an employee must demonstrate work at high level of competence. The staff anticipates a cost of approximately $290,577 associated with the step program and related market increases for 2016. Continue to work on and improve the now implemented pay-for-performance step program for 2016-2017 with a long-term commitment toward the program, including annual market surveys, employee evaluations and funding. Capital Improvements Town staff prepare a long-range capital improvements plan that models forecasted revenues against priorities in capital projects based upon the Council's strategic plan and other criteria. Because of delays in receipt of anticipated real estate transfer tax from the Wyndham , resources from other funds, including the General Fund and Equipment Replacement Fund are having to be transferred into the Capital Projects Fund. Continue to prioritize capital projects and identify projects that should be financed vs. pay- as-you-go. Joint Public Safety Facility A new joint public safety facility is being planned and designed in partnership with the Eagle River Fire District. Town Council will make a final decision in November whether to move forward with the project. The cost of the project and how it will be financed is not included in the current long-range CIP. Continue to assist Council in their decision-making efforts regarding costs, funding, elections, etc. Town Hall A facility assessment and Space Needs Analysis has been completed for Avon Town Hall. A number of decisions remain to be made regarding a possible replacement or refurbishment of Town Hall. The costs and possible funding options are not currently included in the long-range CIP. Continue to assist Council in their decision-making efforts regarding costs, funding, elections, etc. Fund Balances and Contingencies Revise reserve policy to calculate an appropriate reserve percentage based upon total expenditures. Amounts over and above the reserve minimum would be assigned to be used for capital improvements. There is no impact to revenues related to changing the General Fund reserve policy. Continue to maintain adequate reserves and fund deferred maintenance. Revenue Projections General Fund Sales Tax  Up 11.61% over 2014 and 12.11% over budget through June 2015  Total year-over-year growth equals $390,943, of which 59.95% can be attributed to new business  Proposed increase to current 2015 budget by 6%, or $422,192, to reflect actual increases in revenue collections  Projected 5% year-over-year increase for years 2016-2017 Accommodations Tax  Up 14.86% over 2014 and 15.51% over budget through June 2015  Proposed increase to current 2015 budget by 9%, or $89,097, to reflect actual increases in revenue collections  Projected 4% year-over-year increase for years 2016-2017 Property Tax  Increase in 2015 net assessed values caused a $254,057 (17.03%) increase in 2016 property tax revenue  2016 net assessed values remain flat keeping revenue stable for 2017 Building Fees  Proposed increase to 2015 building fees by $150,000 for new medical building permit and plan check fees  Projected decrease of $150,000 in building fees for 2016-2017 to remain flat with no new large development projects General Fund Summary  Changes to the 2015 final budget based on actuals to date will realize $661,289 in additional revenues  2016 budget projections equal a $568,875 increase in the Town’s major revenue sources  The 2017 budget anticipates another $436,472 in revenues over 2016 from a 5% increase in sales tax and 4% increase in accommodations tax. Capital Projects – Real Estate Transfer Tax  Fund revenues are down -5.75% compared to 2014 and -31.96% compared to the budget through July 2015  Decrease current 2015 budget by $1,325,312 down to a total of $2,500,000 to reflect the decrease in revenue collections due to sales delays and miscalculations provided to the Town from the Wyndham  2016 revenues are budgeted at $1,800,000 which reflects the average RETT collections the Town receives annually. Revenues from the Wyndham have been removed because they are unknown and unreliable.  2017-2018 estimates a $100,000 year over year increase to reflect an optimistic housing market. Fee Recommendations Avon Recreation Center Admission Fees  Staff proposes to increase resident monthly passes by the following amounts:  These rate changes will increase revenue by an estimated $33,074, which has been reflected in the 2016 and 2017 budgets. Please see the attached memo for detail regarding the pass rate market research that led to these proposed changes. Special Events Admission Fee  Staff proposes a $1 increase to the $2 Special Event Admission Fee established in 2014  $1 increase will result in an anticipated $13,713 in additional revenue  2016 total revenue increase of $15,645 based upon the following assumptions: o An anticipated 8.90% increase in ticket sales to an equivalent total of 10,800 daily admissions for 2016 Winter Wonder Grass based on projections provided by the event producer and approved by staff o 10% increase in ticket sales for Reds, Whites, & Brews from 830 to 913 total tickets o An estimated 2,000 tickets sold for the Cielito Lindo Music Festival  Projected 10% increase in Winter Wonder Grass and Reds, Whites, & Brews for 2017 o Approximately $3,514 in additional revenue Fleet Maintenance Shop Rates  Current Rates = $102/hr. for light duty vehicles and $110/hr. for heavy duty vehicles  The Town annually compares rates to private shops in order to stay competitive. Fleet rates were last changed in 2011 when the fee went from one blanket rate of $105 for all vehicles to separate rates for light duty vs. heavy duty vehicles.  A survey of regional private shops in 2015 produced an average of $126/hr. for light duty and $137/hr. for heavy duty.  Based on this survey staff proposes to increase 2016 shop rates to $107 for light duty and $116 heavy duty vehicles. This increase puts the Town’s rates more in line with other shops in the area while remaining competitive by maintaining a lower than average rate for both vehicle types. These rates are based on 85% of the market average.  The increase in rates will translate into approximately $73,203 in additional revenue for 2016  In order to continue to stay competitive, it is proposed to raise shop rates an additional $3/hr. in 2017 for both light and heavy duty vehicles, resulting in a $66,870 increase in revenue in 2017 Parts Mark-Up  The Town currently charges a 15% mark-up on the purchase of parts  A market comparison of parts mark-ups revealed that charges range anywhere from 25-75%  Based on this information it is proposed to raise the current parts mark-up to 20% in 2016, increasing revenue by approximately $23,750  To continue to stay competitive in 2017 it is proposed to raise the parts mark-up an additional 5% to 25%, increasing revenue another $24,938 Employee Compensation and Staffing Levels Employee Salary Step Program The Salary step program, launched in January 2014, is approaching its third year of implementation. The step program is designed to reflect the increasing value of an employee over time and provides a structure for employees to progress through their range and reach the top at the same time that they full proficiency in their field of work. Since implementation, the program has been enthusiastically accepted by employees and successful in competitive hiring and retaining the best employees. A salary market survey was completed in July comparing Avon’s salary ranges to the Towns of Vail and Breckenridge, and to Eagle County. For recreation positions, the Western Eagle County Metropolitan Recreation District (WECMRD), and the Town of Silverthorne are used for the market analysis. The results of the survey are used to evaluate adjustments to salary ranges, where appropriate. The salary market survey reflects an average increase of 3.65% to the Town’s salary ranges, which will, if approved, help maintain employee compensation in comparison to other governmental and private organizations with whom the Town competes for employees. The approximate cost of the 2016 step program and related market increases is $290,995. Staffing Level Changes New Positions  Human Resources Director  Long Range Planner  Transit Operations Supervisor  Transit Wash Bay Operator New positions salary cost totals $293,457 Reduction in Full-Time Positions  Economic Initiatives Director Savings from position reduction totals $87,708 Attachments: Attachment #1 – Recreation Center Pass Rates Memo TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: John Curutchet, Director of Recreation Date: September 1, 2015 Re: Recreation center pass rates Background Staff completed a market research effort this year to determine the need for any cost adjustments to recreation center admission fees. Fee structure information was gathered from recreation centers in Summit County, Glenwood Springs, Gypsum and the Westin Athletic Club. Staff found that most recreation centers have a fee structure similar to ours that differentiates fees for residents and non-residents. The separation in resident/non-resident monthly fees of our regional facilities averaged $11.00, while the Avon Recreation Center cost differential for monthly resident versus non-resident is $27.00. Our non-resident monthly pass is currently set at $76.00. That amount is higher than the regional recreation centers that we studied, however, does represent a competitive value locally. The current resident monthly pass at the Avon Recreation center is $49.00. Our research showed that amount to align with regional recreation centers, but proved to be very low when compared to local facilities. Summary Staff concluded that our focus should be to remain competitive in the local market, while representing a fee structure that is consistent with other regional providers. Staff believes the non-resident pass rates remain a good value in the local market, but our resident pass rates have been determined to be low, and should be considered for upward adjustment. An increase in resident pass rates will decrease the gap in cost difference between resident and non- resident fees, while remaining a great value in the local market. See proposed 2016 rate structure, (Attachment A). Staff Recommendation Staff is confident that the numerous upgrades and additions to recreation center amenities will be perceived as reasonable to warrant an increase to fees. At current membership, the adjustment to resident pass rates will net an increase in admission revenue of $33,074.00 annually. Staff recommends that Council approve the adjustment to Avon Resident pass rates. Attachments Attachment A. Proposed fee structure for Avon resident pass rates. Proposed 2016 Pass Rate Structure Pass Type 2014 Count 2014 Cost 2014 Revenues 2016 Projected Count Proposed 2016 fee structure 2016 Projected Revenue Increase Adult Non-Resident 1 Month 652 $76.00 $49,602.00 652 $76.00 $49,602.00 6 Month 14 $398.00 $5,572.00 14 $398.00 $5,572.00 1 Year 4 $687.00 $2,748.00 4 $687.00 $2,748.00 Total $57,922.00 $57,922.00 N/A Adult Resident 1 Month 2090 $49.00 $102,453.00 2090 $56.00 $117,040.00 6 Month 47 $259.00 $12,173.00 47 $294.00 $13,818.00 1 Year 13 $447.00 $6,003.57 13 $516.00 $6,708.00 Total $120,629.57 $137,566.00 $16,936.43 Family Non-Resident 1 Month 48 $148.00 $7,118.20 48 $148.00 $7,118.20 6 Month 0 $773.00 $0.00 0 $773.00 $0.00 1 Year 1 $1,332.00 $1,332.00 1 $1,332.00 $1,332.00 Total $8,450.20 $8,450.20 N/A Family Resident 1 Month 428 $96.00 $41,144.00 428 $118.00 $50,504.00 6 Month 0 $502.00 $0.00 0 $576.00 $0.00 1 Year 7 $866.00 $6,062.00 7 $1,000.00 $7,000.00 Total $47,206.00 $57,504.00 $10,298.00 Buddy Non-Resident 1 Month 72 $69.00 $4,968.00 72 $69.00 $4,968.00 6 Month 2 $366.00 $732.00 2 $366.00 $732.00 1 Year 2 $639.00 $1,278.00 2 $639.00 $1,278.00 Total $6,978.00 $6,978.00 N/A Attachment A Pass Type 2014 Count 2014 Cost 2014 Revenues 2016 Projected Count Proposed 2016 Cost 2016 Projected Revenue Increase Buddy Resident 1 Month 293 $45.00 $13,226.00 293 52 15236 6 Month 22 $238.00 $5,236.00 22 270 5940 1 Year 2 $415.00 $830.00 2 475 950 Total $19,292.00 $22,126.00 $2,834.00 Youth/Senior Non-Resident 1 Month 332 46 $15,299.00 332 46 $15,299.00 6 Month 14 239 $3,346.00 14 239 $3,346.00 1 Year 5 413 $2,065.00 5 413 $2,065.00 Total $20,710.00 $20,710.00 N/A Youth/Senior Resident 1 Month 348 $31.00 $10,788.00 348 $37.00 $12,876.00 6 Month 10 $155.00 $1,550.00 10 $186.00 $1,860.00 1 Year 19 $268.00 $5,092.00 19 $300.00 $5,700.00 Total $17,430.00 $20,436.00 $3,006.00 Total Revenue Increase due to price increase $33,074.43 TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Virginia Egger, Town Manager Date: September 3, 2015 Agenda Topic: Action on Resolution 15-16 Adopting the Town of Avon 2016-17 Strategic Plan Please find attached proposed Resolution 15-16 Adopting the Town of Avon 2016-2017 Strategic Plan. The Plan summarizes the purpose of developing a strategic plan, Vision Statement and lists future priorities and strategies to meet the objectives of the Vision Statement. The document is the culmination of your direction at the August 25, 2015, retreat work session. I have placed the strategies into prioritized “tiers” as I understood your priorities at the retreat, and, as such, are subject to your review. Council’s stated priorities from earlier in 2015 and progress on the work, follows this cover memo. Recommended Motion Once Council has finalized its review and provided any modifications, the appropriate motion to be considered is: I move to approve Resolution 15-16 Adopting the Town of Avon 2016-2017 Strategic Plan. Attachment Resolution 15-16 Town Council Strategic Priorities Fiscal Year 2015 REPORT ON SUMMARY OF 2015 COUNCIL STATED PRIORITIES FROM COUNCIL RETREATS OF JANUARY 29 & February 20, 2015  COMPREHENSIVE PLAN AND AREA PLAN UPDATES  COMPLETED: Appoint Planning and Zoning Commission Members – April 28th  COMPLETED: Commence update June 1st  COMPLETED ON JUNE X, 2015: Develop process for update prior to April 28th for PZC to review  DISTRIBUTED AUGUST 3, 2015: Community Survey  CONDUCTED, TO DATE, FOR SURVEY ONLY: Neighborhood meetings  HAS NOT YET COMMENCED: Develop process and planning updates to zone Wildridge  COUNCIL DIRECTION PROVIDED/AT PZC: Place for action on PZC/Council agendas the reinstitution of Wildridge HOA “covenant/design guidelines”  AVON – PARKING, PEDESTRIAN & BICYCLE FRIENDLY IMPROVEMENTS  CONCEPT: Figure out an Avon Road elevated crossing  PLANNED 2016: Build Metcalf Climbing Lane in 2015 – Evaluate cost and feasibility of segregated Metcalf Bike Path  FALL 2015: Prioritized sidewalk and safe crossing improvements at the Avon Elementary School  TO BE COMPLETED: Develop and market town-wide parking plan  BLUE ZONE GUIDE: Develop a cohesive plan to foster and implement a culture of safe and easy pedestrian and bicycle travel  BLUE ZONE: Develop investment plan for completion of sidewalk system, traffic calming techniques, winter snow management for safe walking  TO BE STARTED: Develop pedestrian and bicycle connections to important circulators and trails, such as Nottingham Road  TO BE PLANNED/IMPLEMENTED 2016: Implement more wayfinding signage and public outreach  ON HOLD/LONG RANGE PLANNER: Advance the Multi-Modal Transportation Committee Work  CAPITAL PROJECTS  2015 COMPLETED/2016 MAY INCLUDE CHANGES: Streets  2015 IN PROCESS OR COMPLETED: Deferred Maintenance  2016 PRIORITY: If possible, prioritize the completion of the Eagle Valley Regional Trail along US 6 to Stonebridge, include path lighting  IN PROCESS: RFQ for Playground  COMPLETE TOWN HALL SPACE NEEDS ASSESSMENT & FACILITY CONDITION ASSESSMENT  IN PROCESS: Develop RFP for area plan including Nottingham Park, Town Hall, Fire Station & Main Street Mall  IN PROCESS: ACTIVATION – ALL ASPECTS FOR PAVILION AND POSSIBILITY PLAZA  IN PROCESS: MARKETING – RFP for consultant services to develop Marketing Plan posted in August  West Avon Trails, Rec Center, Fleet, Available offices  Page 2 TOWN OF AVON, COLORADO RESOLUTION NO. 15-16 SERIES OF 2015 RESOLUTION ADOPTING THE TOWN OF AVON 2016-17 STRATEGIC PLAN WHEREAS, the Avon Town Council participated in a Retreat on August 25, 2015, 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 has set forth its direction in the attached Town of Avon 2016-17 Strategic Plan; and WHEREAS, the Avon Town Council has reviewed this document at its regular Town Council meeting on September 8, 2015, in order to provide opportunities for the public to comment on the proposed vision and strategies; and WHEREAS, the Town Council has committed to quarterly progress reviews of the 2016-17 Strategic Plan, to evaluate success, and to consider any needed amendments. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO, that the Avon Town Council adopts the attached Town of Avon 2016-17 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 this 8th day of September 2015. By:_________________________________ Attest:____________________________ Jennie Fancher, Mayor Debbie Hoppe, Town Clerk TOWN OF AVON 2016-2017 STRATEGIC PLAN Adopted by the Avon Town Council Resolution 15-16, Series of 2015 September 8, 2015 Purpose of the Strategic Plan The Strategic Plan is developed and adopted to guide decision-making and provide the structure for ensuring investments and programs reflect Council priorities in achieving the vision and adopted plans of the Town of Avon. This work of the Council has been done since 2013, when the Town’s first Strategic Plan was developed and adopted at regular Council meetings, with meeting notice. In July of 2015, the Town Council provided the opportunity for residents and businesses to identify the most important issues in the Town through civic engagement outreach at open houses. The outreach was specific to the development of a community survey, which was distributed on August 3, 2015. Results, due to be presented to Council on September 22, 2015, are expected to more fully evaluate and inform the Council on priorities over the next several years. From the results, the Council will also have information as to other methods to engage the public in the vision and strategic planning of the Town. The Strategic Plan is updated each year to reflect dynamic change, as may be needed, and to present to the Avon community the important work planned by the Town over the planning period. • The following section presents the Strategic Plan Vision, which provides a dynamic overview describing the way of life in Avon, the values the community holds and serves as a comprehensive statement regarding the focus and directed outcomes of the Town’s work. • From the Strategic Plan Vision, four key outcomes have been identified to set the prioritized work of the Town. The four outcomes, with successes, challenges and strategies to achieve each vision are detailed, resulting in a Strategic Plan. • Once the Strategic Plan is adopted, a budget is prepared to meet the multi-year program, followed by each department submitting a business work plan to the Town Manager identifying the timing and process for implementing each strategy. Progress on the work plans are monitored to ensure outcomes are met. Pa g e 2 2016-17 STRATEGIC PLAN September 8, 2015 Strategic Plan Vision “… To provide a high quality of life, today and in the future, for a diversity of people and interest, and to promote their ability to live, work, visit and recreate in the community.” TOWN OF AVON COMPREHENSIVE PLAN, REVISED MARCH - 2008 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. Pa g e 3 2016-17 STRATEGIC PLAN September 8, 2015 Pa g e 4 Strategic Plan Fiscal Years 2016-17 SUPPORT A STRONG COMMUNITY, BUILDING ON STRENGTHS AS A YEAR-ROUND MOUNTAIN RESORT COMMUNITY The Town will continue to value and support our community through a strong and diverse economy, attentive to business retention and proactively partnering with the private sector to expand Avon’s retail and commercial base. The Town’s commitment to planning for future growth; openness to new community development trends; and, recognition of private property interests and the costs of doing business with the Town, sets forth a dynamic relationship for the successful construction of the built environment and business growth. RECENT SUCCESSES MEDICAL OFFICE BUILDING NEGOTIATION, APPROVAL & BUILDING PERMIT - AVON ROAD SAFETY IMPROVEMENTS FOR PEDESTRIANS AND BIKES - ELEMENTARY SCHOOL STREET SAFETY IMPROVEMENTS - DEVELOPMENT OF WALKABILITY PLAN & WAYFINDING IMPROVEMENTS - BUFFALO RIDGE BUS SERVICE - BUS SHELTER PLANNING & FUNDING – STREET & PUBLIC LOTS PARKING PROMOTION - BRAND PLATFORM ADOPTED MARKETING RFP DISTRIBUTED - REGIONAL AND KEY STAKEHOLDER MEETING PARTICIPATION CURRENT CHALLENGES SHORTAGE OF AFFORDABLE LOCAL HOUSING FOR WORKERS & SENIORS - FEW HOUSING OWNERSHIP OPPORTUNITIES - CHANGING DEMOGRAPHICS OF THE SKI INDUSTRY & INCREASED COMPETITION STRATEGIES Tier 1 Priorities  Update the comprehensive plan, including demographic data update and consideration of policy support for the millennial generation and seniors  Develop diverse options for local working housing through public - private partnerships; study successful models in other resort communities  Invest in multi-modal improvements prioritizing walkability and bicycle use on streets, with transit, parking and wayfinding.  Complete Wildridge design guidelines to address constraints and neighborhood compatibility Tier 2 Priority  Map railroad right-of-way and Town easements to evaluate transportation options  Work with local merchants on a bike sharing program  Evaluate the pros and cons of zoning Wildridge On-going  Maintain a strong partner relationship with our business community, developers, Vail Valley Partnership and the Vail Leadership Institute  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 2016-17 STRATEGIC PLAN September 8, 2015 Pa g e 5 Strategic Plan Fiscal Years 2016-17 PRESERVE & ENHANCE THE NATURAL ENVIRONMENT Maintaining a strong foundation for the stewardship of Avon’s natural resources is a top commitment by the Town. Avon will promote sustainability through the funding of programs and projects to protect the Town’s and the regions clean waters and clean air. RECENT SUCCESSES WATER AUTHORITY MASTER PLAN COMPLETED - AVON & POST BLVD ROAD IMPROVEMENTS/ WATER CONSERVATION - IBC/WILDLAND FIRE UPGRADE - WILDLAND FIRE MODULE IN WILDRIDGE CURRENT CHALLENGES POTENTIAL COLORADO WATER COMPACT CALLS & SHORTAGES - WILDFIRE POTENTIAL - POTENTIAL LONG-TERM DROUGHT IMPACTS - EAGLE RIVER PROTECTION - CLIMATE CHANGE - RESOURCE COST ESCALATION STRATEGIES Tier 1 Priorities  Within the Council membership, develop succession knowledge of water rights and understandings in the Water Master Plan Agreement so that institutional history and relevant facts are retained and serve as the basis for future domestic water decisions  Participate with Water Authority representatives to develop a program and policy for the accounting and dedicated use of unallocated water held by the Authority  Partner with ERFPD on wildfire protection, methods and education  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  Amend the Town’s landscape code to more effectively replace vegetation which has been removed Tier 2 Priorities  Process Annexation and Zoning applications, including surveying and public notification requirements, for the 85.99 acre “Village Parcel” deeded to Town through the Eagle Valley Land Exchange of 2013  Evaluate climate action plan/adaptation needs for public and private properties  Evaluate waste reduction options  Resolve Avon Drinking Water Facility fenced area for ownership and/or lease to the Water Authority; and, in the interim, remediate liability concerns  Assess the Town's public tree stock in the park and in right-of-ways for timely replacement On-going  Participate as a member of the Urban Run-off Group to evaluate and support, as appropriate, needed Eagle River improvements 2016-17 STRATEGIC PLAN September 8, 2015 Pa g e 6 Strategic Plan Fiscal Years 2016-17 DEVELOP INCLUSIVE & DIVERSE ECONOMIC, EDUCATIONAL & CULTURAL OPPORTUNITIES 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, educational 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. RECENT SUCCESSES PAVILION COMPLETION & DIVERSE ACTIVATION - MAIN STREET MALL COMPLETION & ACTIVATION - 2015 CHAMPIONSHIPS APRES AVON & AUDI SUCCESS - WEST AVON MULTI-USE TRAILS CONSTRUCTED & MAINTAINED - MALL MOBILE CART PROGRAM - SOLICITATION FOR 3RD PARTY PAVILION CONTRACTOR - RECREATION CENTER UPGRADES - PLAYGROUND RFP – MARKETING PLAN RFP CURRENT CHALLENGES IDENTIFYING & NURTURING A DIVERSE & SUSTAINABLE YEAR-ROUND SCHEDULE OF CULTURAL EVENTS - SUMMER REVENUE, WHEN MEASURED BY SALES TAX, LAGS WINTER RECEIPTS. STRATEGIES Tier 1 Priorities  Fund a diverse program of vibrant arts, educational, cultural and recreational offerings at the Pavilion & Mall  Upgrade and relocate the Nottingham Park Playground, prioritizing this project for a 2016 GOCO grant application  Update the Avon Trails Plan to provide a comprehensive, prioritized soft and hard trails plan, including trail connectivity; pursue grant funding  Develop and fund an effective marketing plan for civic engagement, Avon’s events, revenue-generating programs, vacation amenities (including lake, beach, and trails), and promoting Avon as a place to play, work and live. The plan will evaluate the use of social media, website and print media. Reaching all segments of the population is paramount, including but not limited to residents, visitors, the younger generation and Hispanic population. Tier 2 Priorities  Provide needed improvements to Whitewater Park, its parking and access  Support regional World Class events and the Walking Mountains School  Build photo monuments around the commercial core to memorialize Avon’s history  Work to keep and maintain the Hahnewald Barn on site  If possible, find a new location for Blacksmith Barn On-going  Maximize the grant resources available through potential sources available such as through the Office of Economic Development and International Trade, including its new Outdoor Industry Recreation Office; a Scientific & Cultural Facilities District, and Department of Local Affairs 2016-17 STRATEGIC PLAN September 8, 2015 Pa g e 7 Strategic Plan Fiscal Years 2016-17 PROVIDE A RESPONSIVE, CUTTING-EDGE & EFFECTIVE GOVERNMENT 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. 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. Support a work culture that is flexible, innovative and resilient to change RECENT SUCCESSES COUNCIL STRATEGIC PRIORITY DIRECTION/PLAN - BALANCED BUDGETS/RESERVES MAINTAINED - RESPONSIVENESS FOR WYNDHAM AND MEDICAL OFFICE BUILDING REVIEWS - COMMUNITY SURVEY - CIVIC ENGAGEMENT PROGRAMS - TOWN HALL STUDY COMPLETED - DEFFERED MAINTENANCE FUNDING - EXPENDITURE SAVINGS FROM ORGANIZATIONAL RESTRUCTURING,IMPLEMENTATION OF POWERPLAN RFP SOLICITATION FOR TRACT G CURRENT CHALLENGES FUNDING FOR TOWN HALL/PUBLIC SAFETY FACILITY - FUNDING FOR OTHER CAPITAL PROJECTS - CIVIC ENGAGEMENTOUTREACH CHALLENGES - LABOR FORCE COMPETITION - COMPETING FOR GRANTS FOR PUBLIC PROJECTS STRATEGIES Tier 1 Priorities  Determine location(s), costs and financing plans for the Town Hall and Police Department  Maintain Town infrastructure, including all buildings, roads, parks, preserves and trails; appropriating deferred maintenance funds as required, and seeking long term debt approval, when appropriate Tier 2 Priority  In a collaborative work group, with Eagle County, its municipalities and major metropolitan districts, review Eagle County’s revenues and expenditures apportionment On-going  Provide strategic Council leadership, consistently practicing open and transparent government  Maintain and consistently evaluate a strong civic engagement program, including ad hoc committees, a bi-annual community survey, volunteerism program, etc.  Maintain fund balances, contingency and reserves to guarantee a fiscal position that is resilient to economic fluctuations; transfer surplus funds to capital projects  Continue to develop annual Department work plans, which are measurable and maintain accountability  Hold annual or bi-annual sessions in joint meeting settings with government partners 2016-17 STRATEGIC PLAN September 8, 2015