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TC Packet 05-24-2016 TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, MAY 24, 2016 AVON LIQUOR AUTHORITY MEETING BEGINS AT 5:00 PM REGULAR MEETING BEGINS AT 5:05 PM URBAN RENEWAL AUTHORITY MEETING BEGINS AT 7:00 PM OR IMMEDIATELY AFTER THE ADJOURNMENT OF THE REGULAR MEETING AVON TOWN HALL, ONE LAKE STREET _______________________________________________________________________________ MEETING AGENDAS & PACKETS ARE FOUND AT: HTTP://WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, AVON PUBLIC LIBRARY & AVON ELEMENTARY SCHOOL IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING, CALL TOWN CLERK DEBBIE HOPPE AT 970-748-4001 OR EMAIL DHOPPE@AVON.ORG WITH ANY SPECIAL REQUESTS. 1 AVON LIQUOR LICENSING AUTHORITY MEETING BEGINS AT 5:00 PM (SEE SEPARATE AGENDA PAGE 3) URBAN RENEWAL AUTHORITY MEETING BEGINS AT 7:00 PM OR IMMEDIATELY AFTER THE ADJOURNMENT OF THE REGULAR MEETING AGENDA (SEE SEPARATE AGENDA PAGE 4) REGULAR MEETING BEGINS AT 5:05 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. WORK SESSION 4.1 YOUTHPOWER365 PRESENTATION (MELISA REWOLD-THUON & CARRIE BENWAY) 5. ACTION ITEMS 5.1 PUBLIC HEARING AND MOTION ON RESOLUTION 16-16, APPROVING THE MEZA PUD AMENDMENT FOR LOT 110, BLOCK 1, WILDRIDGE SUBDIVISION TO THE JUNE 14, 2016 MEETING, CONTINUED FROM THE MAY 10, 2016 COUNCIL MEETING (PLANNING DIRECTOR MATT PIELSTICKER) 5.2 PUBLIC HEARING SECOND READING OF ORDINANCE 16-09, APPROVING AN AMENDMENT TO THE AVON COMPREHENSIVE PLAN; DISTRICT 13: NOTTINGHAM ROAD COMMERCIAL DISTRICT (PLANNING DIRECTOR MATT PIELSTICKER) 5.3 FIRST READING OF ORDINANCE 16-10 AUTHORIZING THE ACQUISITION OF A REAL PROPERTY INTEREST IN LOT 1B, BUCK CREEK SUBDIVISION, TOWN OF AVON (TOWN ATTORNEY ERIC HEIL) 5.4 REVIEW AND ACTION ON DRAINAGE DETENTION FACILITY AGREEMENT WITH POINTS OF COLORADO AND THE TOWN OF AVON (TOWN ATTORNEY ERIC HEIL) 5.5 AUTHORIZATION FOR STAFF TO FILE A REZONING APPLICATION FOR LOT 4, SHERATON MOUNTAIN VISTA SUBDIVISION, CHANGING THE ZONING CLASSIFICATION FROM PUD TO THE PUBLIC FACILITIES ZONE DISTRICT (PLANNING DIRECTOR MATT PIELSTICKER) 5.6 DIRECTION REGARDING VEHICULAR AND PEDESTRIAN TREATMENT PLAN FOR WEST AND EAST BEAVER CREEK BOULEVARD AND MIKAELA WAY: MAY THROUGH NOVEMBER 2016 (ENGINEER JUSTIN HILDRETH AND PLANNING DIRECTOR MATT PIELSTICKER) TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, MAY 24, 2016 AVON LIQUOR AUTHORITY MEETING BEGINS AT 5:00 PM REGULAR MEETING BEGINS AT 5:05 PM URBAN RENEWAL AUTHORITY MEETING BEGINS AT 7:00 PM OR IMMEDIATELY AFTER THE ADJOURNMENT OF THE REGULAR MEETING AVON TOWN HALL, ONE LAKE STREET _______________________________________________________________________________ MEETING AGENDAS & PACKETS ARE FOUND AT: HTTP://WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, AVON PUBLIC LIBRARY & AVON ELEMENTARY SCHOOL IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING, CALL TOWN CLERK DEBBIE HOPPE AT 970-748-4001 OR EMAIL DHOPPE@AVON.ORG WITH ANY SPECIAL REQUESTS. 2 5.7 REVIEW AND ACTION FOR THE ADOPTION OF TOWN OF AVON MARKETING PLAN (EXECUTIVE ASSISTANT TO THE TOWN MANAGER PRESTON NEILL) 5.8 APPROVAL OF THE MINUTES FROM MAY 10, 2016 MEETING (TOWN CLERK DEBBIE HOPPE) 6. WRITTEN REPORTS 6.1. MONTHLY FINANCIAL REPORT (BUDGET ANALYST KELLY HUITT) 6.2. AVON POLICE 2016 BI-ANNUAL REPORT (POLICE CHIEF ROBERT TICER) 7. COMMITTEE MEETING UPDATES: COUNCILORS AND MAYOR 7.1. ECRTA (MAYOR PRO TEM JAKE WOLF) 7.2. PUBLIC ACCESS TELEVISION CHANNEL 5 (MAYOR PRO TEM JAKE WOLF) 8. MAYOR & COUNCIL COMMENTS 9. ADJOURNMENT TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, MAY 24, 2016 AVON LIQUOR AUTHORITY MEETING BEGINS AT 5:00 PM AVON TOWN HALL, ONE LAKE STREET _________________________________________________________________________________ MEETING AGENDAS & PACKETS ARE FOUND AT: HTTP://WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, AVON PUBLIC LIBRARY & AVON ELEMENTARY SCHOOL IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING, CALL TOWN CLERK DEBBIE HOPPE AT 970-748-4001 OR EMAIL DHOPPE@AVON.ORG WITH ANY SPECIAL REQUESTS. 3 1. CALL TO ORDER AND ROLL CALL 2. APPROVAL OF AGENDA 3. PUBLIC COMMENT 4. RENEWAL OF LIQUOR LICENSES 4.1. APPLICANT: TCF 1, LLC D/B/A CASTLE PEAK GRILL LOCATION: 0101 FAWCETT ROAD #100 TYPE: HOTEL & RESTAURANT MANAGER: DAN LEARY 5. PUBLIC HEARING SPECIAL EVENTS PERMIT 5.1. APPLICANT NAME: EAGLE VALLEY HUMANE SOCIETY EVENT NAME: SALUTE TO U.S.A. EVENT DATES: JULY 3, 2016; 4:00 PM UNTIL 10:30 PM LOCATION: NOTTINGHAM LAKE EVENT MANAGER: CHAR GONSENICA PERMIT TYPE: MALT, VINOUS & SPIRITUOUS LIQUOR 5.2. APPLICANT NAME: WALKING MOUNTAINS SCIENCE CENTER EVENT NAME: TASTE OF NATURE GALA EVENT DATES: JULY 6, 2016; 5:00 PM UNTIL 11:00 PM LOCATION: WALKING MOUNTAINS SCIENCE CENTER EVENT MANAGER: TERRI SCALES PERMIT TYPE: MALT, VINOUS & SPIRITUOUS LIQUOR 6. REPORT OF CHANGE - TRADE NAME 6.1. APPLICANT: MONTANA’S CANTINA & GRILL, LLC D/B/A MONTANA’S CANTINA & GRILL NEW TRADE NAME: MONTANA’S SMOKEHOUSE LOCATION: 82 E. BEAVER CREEK BLVD TYPE: HOTEL AND RESTAURANT LICENSE MANAGER: TOM BEAVER 7. MINUTES FROM MAY 10, 2016 8. ADJOURNMENT TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, MAY 24, 2016 URBAN RENEWAL AUTHORITY MEETING BEGINS AT 7:00 PM OR IMMEDIATELY FOLLOWING THE REGULAR MEETING ADJOURNMENT AVON TOWN HALL, ONE LAKE STREET _______________________________________________________________________________ MEETING AGENDAS & PACKETS ARE FOUND AT: HTTP://WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, AVON PUBLIC LIBRARY & AVON ELEMENTARY SCHOOL IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING, CALL TOWN CLERK DEBBIE HOPPE AT 970-748-4001 OR EMAIL DHOPPE@AVON.ORG WITH ANY SPECIAL REQUESTS. 4 1. CALL TO ORDER AND ROLL CALL 2. APPROVAL OF AGENDA 3. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE FOLLOWING AGENDA 4. MINUTES FROM JANUARY 26, 2016 5. EXECUTIVE SESSION FOR THE PURPOSE OF DETERMINING POSITIONS RELATIVE TO MATTERS THAT MAY BE SUBJECT TO NEGOTIATIONS, DEVELOPING STRATEGY FOR NEGOTIATIONS, AND/OR INSTRUCTING NEGOTIATORS, UNDER C.R.S. §24-6-402(2)(E) AS WELL AS A CONFERENCE WITH THE TOWN ATTORNEY FOR THE PURPOSE OF RECEIVING LEGAL ADVICE UNDER C.R.S. §24-6-402(2)(B) CONCERNING NEGOTIATIONS REGARDING THE USE OF URBAN RENEWAL PROCEEDS 6. ADJOURNMENT TOWN OF AVON, COLORADO AVON LIQUOR LICENSING AUTHORITY MEETING MINUTES FOR TUESDAY, MAY 10, 2016 AVON TOWN HALL, ONE LAKE STREET LA 5-10-2016 Minutes Page 1 1. CALL TO ORDER AND ROLL CALL Start Time 00:00:01 Chairman Fancher called the meeting to order at 5:01 p.m. A roll call was taken and Board members present were Scott Prince, Matt Gennett, Buz Reynolds, Jake Wolf and Sarah Smith Hymes. Megan Burch were absent. Also present were Town Manager Virginia Egger, Town Attorney Eric Heil, Assistant Town Manager Scott Wright, Police Chief Bob Ticer, Recreation Director John Curutchet 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 No public comments made. 4. RENEWAL OF LIQUOR LICENSES 4.1. APPLICANT: BENCHMARK LIQUORS, INC. D/B/A BEAVER LIQUORS LOCATION: 110 E. BEAVER CREEK BLVD. TYPE: RETAIL LIQUOR LICENSE MANAGER: DAVID COURTNEY Vice Chairman Wolf moved to approve the renewal application for Benchmark Liquors, Inc. d/b/a Beaver Liquors; Chairman Gennett seconded the motion and it passed unanimously by those present. Board member Burch were absent. Board member Prince left the room and abstained from the vote. 4.2. APPLICANT: EAST WEST RESORTS LLC & AVON RIVERFRONT LLC D/B/ A WESTIN RIVERFRONT RESORT & SPA & MAYA LOCATION: 126 RIVERFRONT LANE TYPE: RESORT COMPLEX LICENSE MANAGER: KRISTEN PRYOR Board member Burch arrived at 3:06 p.m. Board member Prince moved to approve the renewal application for East West Resorts LLC & Avon Riverfront LLC d/b/ a Westin Riverfront Resort & Spa & Maya; Vice Chairman Wolf seconded the motion and it passed unanimously by those present. 5. REPORT OF CHANGES CHANGE IN MANAGER 5.1. APPLICANT: EAST WEST RESORTS LLC & AVON RIVERFRONT LLC D/B/ A WESTIN RIVERFRONT RESORT & SPA & MAYA LOCATION: 126 RIVERFRONT LANE TYPE: RESORT COMPLEX LICENSE CURRANT MANAGER: JOHN EVANS NEW MANAGER: KRISTEN PRYOR 5.2. Board member Prince moved TO approve the permit application report of change in manager for East West Resorts LLC & Avon Riverfront LLC d/b/ a Westin Riverfront Resort & Spa & Maya; Vice Chairman TOWN OF AVON, COLORADO AVON LIQUOR LICENSING AUTHORITY MEETING MINUTES FOR TUESDAY, MAY 10, 2016 AVON TOWN HALL, ONE LAKE STREET LA 5-10-2016 Minutes Page 2 Wolf seconded the motion and it passed unanimously by those present. 6. MINUTES FROM APRIL 12, 2016 Vice Chairman Wolf moved to approve the Minutes from April 12, 2016; Board member Smith Hymes seconded the motion and it passed unanimously by those present. Board member Gennett abstained from vote. 7. ADJOURNMENT There being no further business to come before the Board, the meeting adjourned at 5:05 p.m. RESPECTFULLY SUBMITTED: ____________________________________ Debbie Hoppe, Town Clerk APPROVED: Jennie Fancher ______________________________________ Jake Wolf ______________________________________ Matt Gennett ______________________________________ Megan Burch ______________________________________ Albert “Buz” Reynolds ______________________________________ Scott Prince ______________________________________ Sarah Smith Hymes ______________________________________ TOWN OF AVON, COLORADO MINUTES FOR THE URBAN RENEWAL AUTHORITY MEETING FOR JANUARY 26, 2016 AVON TOWN HALL, ONE LAKE STREET URA 1-26-2016 Minutes Page 1 1. CALL TO ORDER & ROLL CALL Chairman Fancher called the meeting to order at 5:10 p.m. A roll call was taken and Authority members present were Sarah Smith Hymes, Scott Prince, Megan Burch, Matt Gennett, Buz Reynolds and Jake Wolf. Also present were Executive Director/Secretary Virginia Egger, Town Attorney Eric Heil, Treasurer Scott Wright, Recreation Director John Curutchet, Police Chief Bob Ticer, Executive Assistant to the Town Manager Preston Neill and Authority Clerk Debbie Hoppe. 2. APPROVAL OF AGENDA There were no changes to the agenda. 3. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE FOLLOWING AGENDA No comments were made. 4. CONSENT AGENDA 4.1. RESOLUTION NO. 16-01 DESIGNATING LOCATIONS FOR POSTING THE NOTICES OF PUBLIC MEETINGS (TREASURER SCOTT WRIGHT) 4.2. APPROVAL OF DECEMBER 8, 2015 URA MEETING MINUTES (AUTHORITY CLERK DEBBIE HOPPE) Authority member Gennett moved to approve the consent agenda; Authority member Reynolds seconded the motion and it passed unanimously by those present. 5. ADJOURNMENT There being no further business to come before the Authority, the meeting adjourned at 5:12 p.m. RESPECTFULLY SUBMITTED: ______________________________ Debbie Hoppe, Authority Clerk APPROVED: Jennie Fancher ________________________________ Jake Wolf ________________________________ Matt Gennett ________________________________ Megan Burch ________________________________ Albert “Buz” Reynolds ________________________________ Scott Prince ________________________________ Sarah Smith Hymes ______________________________ TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Preston Neill, Executive Assistant to the Town Manager Date: May 24, 2016 Agenda Topic: YouthPower365 Presentation SUMMARY: Melisa Rewold-Thuon and Carrie Benway with YouthPower365, formerly known as The Youth Foundation, will be present at Tuesday’s meeting to provide an update regarding the rebranding of YouthPower365 and explain an opportunity they have to expand their signature program, PwrHrs. Their PowerPoint presentation is attached. ATTACHMENT: YouthPower365 PowerPoint Presentation Why Rebrand? •With our new name comes a new identity – one that is more true to our legacy, our purpose and our programming. However, many may wonder: why rebrand? •The term “Foundation” is misleading: it implies we are a grant-giving organization, which we are not. • Many other Youth Foundations exist. • A community market research survey identified “Youth Foundation” as being too exclusive – counter to our “Every Child Every Day” philosophy. • There is confusion in our community about what our organization does, and we’d like to reset the conversation. • The Vail Valley Foundation’s Youth Foundation is repetitive Why YouthPower365? YOUTH The term "Youth" honors the history and legacy of Youth Foundation and is the best term to represent the wide range of ages we serve. POWER "Power" symbolizes the main objective of all our programs: the empowerment of our participants 365 It is our aspiration to create programming that is relevant and available to ALL children in the Vail Valley, year round, in every stage of their lives. EDUCATION IS A RIGHT. All children should be given significant educational opportunities. PWR HRS IS A REPLICABLE MODEL THAT LEVERAGES FACILITIES, INCREASES TEACHER PAY, AND YIELDS POSITIVE, SUSTAINABLE RESULTS. EDUCATION IS A RIGHT. OUR CHALLENGE In 2013 •National average was $11,328 for per-pupil spending in 2013 •Colorado spent $8,647 per pupil •Colorado was ranked 42nd in the nation In 2016 •Eagle County‘s expected per pupil spend is $7,575 OUR CHALLENGE 51.5% HISPANIC * 34.6% are English as a Second Language 50% OF MINORITY/LOW-INCOME STUDENTS ARE NOT PROFICIENT IN READING BY 4TH GRADE QUALIFY FOR FREE OR REDUCED LUNCH * Under $31,005 for a family of four qualifies for free lunch program PWR HRS SOLVES THIS. Ensuring academic excellence for EVERY CHILD, EVERY DAY through EXTENDED LEARNING opportunities tailored to individual needs. For an additional THREE PERCENT investment on a school budget, students experience three times the literacy growth of non-participants. SOLUTION PWR HRS MODEL Leverages Existing Facilities •School-centered community model Increases Teacher Pay •Teachers have potential to earn up to $10k additional pay per year Yields Positive, Sustainable Results •Consistent measures collected over multiple years Easily Replicable •Adaptable to any community SOLUTION SERVING YEAR ROUND Extended School Day •Two hours per day Extended Learning & Personal Enrichment Opportunities •Arts •Athletics •Academics Extended School Year •Four to six weeks each summer SOLUTION ENGAGING STUDENTS Increased number of students •2010: 16.5% of students in the school district •2016: 52% of students in the school district Increased number of sites •2010: 6 schools •2016: 14 schools RESULTS 10% 20% 30% 40% 50% 60% 70% 80% Fall Winter Spring Pe r c e n t o f S t u d e n t s P r o f i c i e n t Typical Pwr Hrs School Year Non-Pwr Hrs Students Pwr Hrs Students RESULTS Pwr Hrs Implemented National Blue Ribbon Award! External Tutor Company Employed 0% 10% 20% 30% 40% 50% 60% 70% 80% 2007 2008 2009 2010 2011 2012 2013 AE S C S A P R e a d i n g P r o f i c i e n c y Pwr Hrs is Working! Return to 100% Pwr Hrs * Awards schools closing achievement gaps among student subgroups “Pwr Hrs is having an influence on both academic improvement and quality of life for our students in Eagle County. Pwr Hrs has a tremendous positive impact in this community.” – Jason Glass, Eagle County Schools Superintendent PWR HRS IS A REPLICABLE MODEL THAT LEVERAGES FACILITIES, INCREASES TEACHER PAY, AND YIELDS POSITIVE, SUSTAINABLE RESULTS. THANK YOU! TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Matt Pielsticker, Planning Director Meeting Date: May 24, 2016 Agenda Topic: Motion to Continue the Public Hearing and Resolution No. 2016-16 – A Resolution Approving the Meza PUD Amendment for Lot 110, Block 1, Wildridge I respectfully ask that the Public Hearing and Resolution No. 2016-16 – A Resolution Approving a Minor PUD Amendment application for Lot 110, Block 1, Wildridge Subdivision, be continued. Since publishing public hearing dates, the applicant has modified the application; this has pushed the schedule back to allow for additional time to address neighborhood comments and work with the Planning and Zoning Commission. Thank you. PROPOSED MOTION I move to continue the Public Hearing and Resolution No. 2016-16 – A Resolution Approving the Meza PUD Amendment application for Lot 110, Block 1, Wildridge Subdivision, to the June 14, 2016, Town Council meeting. TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Matt Pielsticker, AICP, Planning Director Meeting Date: May 24, 2016 Agenda Topic: Public Hearing and Second Reading of Ordinance No. 16-09, An Ordinance Amending the Comprehensive Plan; District 13: Nottingham Road Commercial District SUMMARY The attached Ordinance (Exhibit A) approves an application to amend the Comprehensive Plan. Specifically, the application pertains to District 13: Nottingham Road Commercial District and results in more flexibility for building height and setback requirements related to the Joint Public Safety facility. The Joint Public Safety facility is located on property zoned Public Facility (PF); accordingly, the Avon Municipal Code allows development plans to vary from dimentional standards when there are unique design features if made part of the Comprehensive Plan. The Planning and Zoning Commission (“PZC”) reviewed the application at their April 5, 2016 meeting, where they approved the Development Plan for the Joint Public Safety contingent upon final approval of the Comprehsnive Plan Amendment by the Town Council. The Town Council held a public hearing and approved first reading of Ordinance No. 16-09 at the May 10, 2016 meeting. There are no changes to the Ordinance since first reading. STAFF ANALYSIS & PZC REVIEW The attached staff report to PZC includes a more detailed summary of the application and analysis of the mandatory review criteria. The PZC packet, including their resolution and recommendation, is attached (Exhibit B) for your review and consideration. PROPOSED MOTION “Move to approve Second and Final Reading of Ordinance No. 16-09, An Ordinance Amending the Comprehensive Plan for District 13: Nottingham Road Commercial District.” EXHIBITS A - Ordinance No. 16-09 B –Staff Report to PZC and Attachments TOWN OF AVON, COLORADO ORDINANCE NO. 16-09 AMENDING THE COMPREHENSIVE PLAN; DISTRICT 13: NOTTINGHAM ROAD COMMERCIAL DISTRICT WHEREAS, the Town of Avon (“Town”) is a home rule municipal corporation and body politic organized under the laws of the State of Colorado and possessing the maximum powers, authority and privileges to which it is entitled under Colorado law; and WHEREAS, the Eagle River Fire Protection District (“Applicant”) submitted development applications to the Town including a Major Development Plan and a Comprehensive Plan Amendment for the Joint Public Safety Facility project; and WHEREAS, the Joint Public Safety Facility is located on a property zoned Public Facilities (PF), and according to the Comprehensive Plan is located within District 13: Nottingham Road Commercial District; and WHEREAS, a Major Development Plan Application for the Joint Public Safety Facility was approved by the Planning and Zoning Commission contingent upon approval of a Comprehensive Plan amendment; and WHEREAS, according to the Avon Municipal Code (“AMC”) §7.20.080(e), the PF district is “intended to provide sites for public uses such as community centers, police and fire stations and governmental facilities,” and unless otherwise set forth in the Avon Comprehensive Plan the dimensional standards for the zone district apply; and WHEREAS, the Joint Public Safety Facility has unique design features, including a training tower and layout of emergency vehicle bays for effective ingress and egress, which are directly related to the performance and functioning of the public facility and which do not meet the dimensional standards set forth in the Public Facilities zone district; and WHEREAS, the Applicant submitted a Comprehensive Plan Amendment application (“Application”) to the Town’s Community Development Department for amendments to District 13: Nottingham Road Commercial District to set forth certain dimensional standards in the Avon Comprehensive Plan which reflect the unique design features of the Joint Public Safety Facility; and WHEREAS, the Town’s Planning & Zoning Commission (“PZC”), after publishing and posting notice as required by law, held a public hearing on April 5, 2016; and prior to formulating a recommendation to the Town Council considered all comments, testimony, evidence and Town Staff reports; and then took action to adopt Resolution 2016-03 to make a recommendation to the Town Council for approval of the Application, and Ord 16-09 Comp Plan Amendment for District 13: Nottingham Road Commercial SECOND READING - May 24, 2016 Page 1 of 4 Exhibit A WHEREAS, the Town Council of the Town of Avon, after publishing and posting notice in accordance with the requirements of AMC §7.16.020(d), Step 4: Notice, held public hearings on May 10, 2016, and May 24, 2016 and prior to taking final action considered all comments, testimony, evidence and Town Staff reports; and then took action by approving this Ordinance; and WHEREAS, in accordance with AMC §7.12.020, Town Council, and in addition to other authority granted by the Town Charter, its ordinances or State of Colorado law, the Town Council has application review and decision-making authority to approve, approve with conditions or deny the Application; and WHEREAS, pursuant to AMC §7.16.030(c), Review Criteria, the Town Council has considered the applicable review criteria for a Comprehensive Plan Amendment and specifically finds that the Application meets the criteria in AMC §7.16.030(c)(1) that the Joint Public Safety Facility as designed provides an essential public benefit of fire and police protection and other locations are not feasible or practical due to the proximity to the I-70 interchange and minimum size and access requirements for the Joint Public Safety Facility; and WHEREAS, development in District 13:Nottingham Road Commercial District in accordance with the Application will provide for orderly growth in accordance with the policy and goals set forth in the Comprehensive Plan; WHEREAS, the Application provides flexibility with site design and building form that are in response to changing circumstances in District 13: Nottingham Road Commercial District; and WHEREAS, it is the Town Council’s opinion the health, safety and welfare of the citizens by locating essential public safety services in an appropriate location of Town, sized accordingly with a 50 year design; and WHEREAS, approval of this Ordinance on First Reading is intended only to confirm the Town Council desires to comply with the requirements of the Avon Home Rule Charter by setting a Public Hearing in order to provide the public an opportunity to present testimony and evidence regarding the application, and that approval of this Ordinance on First Reading does not constitute a representation that the Town Council, or any member of the Town Council, supports, approves, rejects, or denies this Ordinance; NOW THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO: Section 1. Recitals Incorporated. The above and foregoing recitals are incorporated herein by reference and adopted as findings and determinations of the Town Council. Section 2. Comprehensive Plan Amendment. The Comprehensive Plan is hereby amended to modify language in District 13: Nottingham Road Commercial District, as attached (“Exhibit A to Ordinance No. 16-09”). Ord 16-09 Comp Plan Amendment for District 13: Nottingham Road Commercial SECOND READING - May 24, 2016 Page 2 of 4 Exhibit A Section 3. Severability. If any provision of this Ordinance, or the application of such provision to any person or circumstance, is for any reason held to be invalid, such invalidity shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are declared to be severable. The Town Council hereby declares that it has passed this Ordinance and each provision thereof, even though any one of the provisions might be declared unconstitutional or invalid. As used in this Section, the term “provision” means and includes any part, division, subdivision, section, subsection, sentence, clause or phrase; the term “application” means and includes an application of an ordinance or any part thereof, whether considered or construed alone or together with another ordinance or ordinances, or part thereof, of the Town. Section 4. Effective Date. This Ordinance shall in no event take effect sooner than thirty (30) days after final adoption in accordance with Section 6.4 of the Avon Home Rule Charter. Section 5. Safety Clause. The Town Council hereby finds, determines and declares this Ordinance is promulgated under the general police power of the Town of Avon, that it is promulgated for the health, safety and welfare of the public and this Ordinance is necessary for the preservation of health and safety and for the protection of pubic convenience and welfare. The Town Council further determines that the Ordinance bears a rational relation to the proper legislative object sought to be obtained. Section 6. No Existing Violation Affected. Nothing in this Ordinance shall be construed to release, extinguish, alter, modify, or change in whole or in part any penalty, liability or right or affect any audit, suit, or proceeding pending in any court, or any rights acquired, or liability incurred, or any cause or causes of action acquired or existing which may have been incurred or obtained under any ordinance or provision hereby repealed or amended by this Ordinance. Any such ordinance or provision thereof so amended, repealed, or superseded by this Ordinance shall be treated and held as remaining in force for the purpose of sustaining any and all proper actions, suits, proceedings and prosecutions, for the enforcement of such penalty, liability, or right, and for the purpose of sustaining any judgment, decree or order which can or may be rendered, entered, or made in such actions, suits or proceedings, or prosecutions imposing, inflicting, or declaring such penalty or liability or enforcing such right, and shall be treated and held as remaining in force for the purpose of sustaining any and all proceedings, actions, hearings, and appeals pending before any court or administrative tribunal. Section 7. Correction of Errors. Town Staff is authorized to insert proper dates, references to recording information and make similar changes, and to correct any typographical, grammatical, cross-reference, or other errors which may be discovered in any documents associated with this Ordinance and documents approved by this Ordinance provided that such corrections do not change the substantive terms and provisions of such documents. Section 8. Publication. The Town Clerk is ordered to publish this Ordinance in accordance with Chapter 1.16 of the Avon Municipal Code. [EXECUTION PAGE FOLLOWS] Ord 16-09 Comp Plan Amendment for District 13: Nottingham Road Commercial SECOND READING - May 24, 2016 Page 3 of 4 Exhibit A INTRODUCED AND ADOPTED ON FIRST READING AND REFERRED TO PUBLIC HEARING on May 10, 2016 and setting such public hearing for May 24, 2016 at the Council Chambers of the Avon Municipal Building, located at One Lake Street, Avon, Colorado. BY: ATTEST: ____________________________ ____________________________ Jennie Fancher, Mayor Debbie Hoppe, Town Clerk ADOPTED ON SECOND AND FINAL READING on May 24, 2015. BY: ATTEST: ____________________________ ____________________________ Jennie Fancher, Mayor Debbie Hoppe, Town Clerk APPROVED AS TO FORM: ____________________________ Eric J. Heil, Town Attorney Ord 16-09 Comp Plan Amendment for District 13: Nottingham Road Commercial SECOND READING - May 24, 2016 Page 4 of 4 Exhibit A Town District Planning Principles Medium Priority Districts Town of Avon Comprehensive Plan Page 93 District 13: Nottingham Road Commercial District This area’s proximity to the I-70/Avon Road Interchange establishes its importance to the Town’s identity. Development and redevelopment that occurs here should reflect the standards in the Town Center, but should not compete with the Town Center in terms of size of buildings or intensity of development. Planning Principles:  Limit access points on Nottingham Road to simplify traffic movements.  Require landscape setbacks and internal landscaping of parking lots.  Screen all equipment and storage areas from view.  Limit building heights and setbacks to that which is compatible with the existing surrounding development.  Allow a building height of up to 60’ on Lot 1B, Buck Creek Subdivision (zoned Public Facility), for a joint public safety facility, and allow scale and proportion in response to the adjacent medical office building height and scale.  Development intensity and activity should diminish when traveling north on Buck Creek Road. A secondary commercial district. Exhibit A to Ordinance No. 16-09 April 5, 2016 PZC Meeting – Joint Public Safety 1 Staff Report Meeting Date April 5, 2016 Project type Comprehensive Plan Amendment Prepared By Matt Pielsticker, Planning Director Staff Report Overview This staff report contains one application for consideration by PZC:  CPA16003: Comprehensive Plan Amendment for Nottingham Road Commercial District. Application Purpose 7.16.030 Comprehensive Plan Amendment The amendment process is established in order to provide flexibility in response to changing circumstances, to reflect changes in public policy, and to advance the general welfare of the Town. Introduction The Applicant, Goulding Development Advisors, LLC, is proposing a Comprehensive Plan Amendment for District 13: Nottingham Road Commercial District. The proposal is submitted in conjunction with the Major Development Plan application for a joint public safety facility and proposes to modify the language of District 13: Nottingham Road Commercial District to address dimensional standards of the public safety facility.. Attached to this Staff Report is a strikethrough of the Avon Comprehensive Plan that shows the proposed changes. According to the Avon Municipal Code Table §7.20.080(e), the PF district is “intended to provide sites for public uses such as community centers, police and fire stations and governmental facilities. The uses permitted in this district are identified by location in the Avon Comprehensive Plan. Unless otherwise set forth in the Avon Comprehensive Plan, the following dimensional requirements shall apply for the PF zone district”: This application is being submitted because the Major Development Plan includes heights exceeding that currently specified above for the PF zone district, and one of the side setbacks is less than 20 feet. Process The PZC will recommend approval or denial of this application to the Town Council at the April 5, 2016 hearing, and will be considered for final review by Town Council at a hearing scheduled for May 10, 2016. Review Criteria Exhibit B April 5, 2016 PZC Meeting – Joint Public Safety 2 The review procedures for this application are governed by the Development Code. According to the AMC §7.16.030(c), Review Criteria, the following criteria must be considered prior to formulating a recommendation to the Avon Town Council: (1) The surrounding area is compatible with the land use proposed in the plan amendment or the proposed land use provides an essential public benefit and other locations are not feasible or practical; Staff Response: The surrounding area is generally commercial in nature, and the Buck Creek drainage separates and buffers the property from the Walking Mountains residential and educational land uses. The Civic/Public land use designation within the Avon Comprehensive Plan specifies that public land uses should be evaluated separately based on compatibility with adjacent uses. The site layout of this project was designed at a conceptual level during the review of the Medical Office Building on Lot 1A to ensure compatibility and suitability of each property for the intended land uses. At that time, the setbacks and compatibility between properties was reviewed and found to be appropriate. The land uses are compatible in terms of use, size layout, and massing. (2) Transportation services and infrastructure have adequate current capacity, or planned capacity, to serve potential traffic demands of the land use proposed in the plan amendment; Staff Response: Allowing flexible development standards for properties within the Nottingham Road Commercial District should not impact transportation infrastructure or resultant demand in the area. There was a transportation study provided at the time of rezoning and that study remains valid. The study contemplated buildout of both properties and modeled their resultant potential impact on surrounding infrastructure. According to the study provided by Charles Buck, a traffic engineer with Feldburg, Hult and Ullevig, the development will generate approximately 1,870 vehicle trips per day (VPD), increasing the traffic on Nottingham Road from 12,100 VPD to 13,970 VPD, an increase of 15%. The traffic study concluded that the additional traffic generated will not increase congestion on Nottingham Road. The traffic will cause minor delays to vehicles attempting to make a left hand turn from Swift Gulch Road and Buck Creek Road onto Nottingham Road. This issue already exists and will slightly increase as a result of the development. Emergency vehicles causing long delays and back-ups on Nottingham Road when exiting is not expected to be significant since currently the delays when the emergency vehicles enter Avon Road at Benchmark Road are not, a roundabout with 28,042 VPD, twice the volume than Nottingham Road. The Town is committed to maintaining a safe road system and will hire a traffic engineer to evaluate Nottingham Road and the Swift Gulch Road and Buck Creek Road intersections once the two projects are complete and buildings occupied. (3) Public services and facilities have adequate current capacity, or planned capacity, to serve the land use proposed in the plan amendment; Staff Response: The land uses within the Nottingham Road Commercial District can be adequately served by public services. Water and wastewater requirements have been evaluated by the Water District and the property can be served. Exhibit B April 5, 2016 PZC Meeting – Joint Public Safety 3 (4) The proposed land use in the plan amendment will result in a better location or form of development for the Town, even if the current plan designation is still considered appropriate; Staff Response: The land uses and program for Lot 1A and Lot 1B, Buck Creek, were studied in detail by Davis Partnership Architects in early 2015. This site itself is strategically located near the Interstate, with quick access to areas where first responders frequent. Allowing a taller building height and some reduced areas of side setback result in a more efficient use of the land, and forms that are in context with the surroundings. (5) Strict adherence to the current plan would result in a situation neither intended nor in keeping with other key elements and policies of the plan; Staff Response: Adherence to the current plan and dimensional requirements of the PF zone district would result in a situation neither intended nor in keeping with other elements of the plan. The 40’ height limit would limit the ability to house a fire station with training facilities. It should be noted that the training tower element was part of the original Buck Creek PUD for Lot 1A (previously about 150’ to the south) and is suitable for this project. (6) The proposed plan amendment will promote the purposes stated in this Development Code; and, Staff Response: The Purposes stated in the Development Code are achieved with the siting and development of the properties for valuable public safety facilities in a site layout and scale appropriate for buildout of the community. (7) The proposed plan amendment will promote the health, safety or welfare of the Avon Community and will be consistent with the general goals and policies of the Avon Comprehensive Plan. Staff Response: The plan amendment is supported by the Comprehensive Plan policies (as stated in the application), and will help to ensure that essential public safety facilities are provided near the people who use them, at a scale appropriate for future buildout potential of the community. Staff Recommendation for CPA16003 Comprehensive Plan Amendment Staff recommends approving the Resolution 16-03, recommending approval of a Comprehensive Plan Amendment application for the Nottingham Road Commercial District. Recommended Motion: “I move to approve Resolution 16-03, a resolution recommending that the Town Council approve the Comprehensive Plan Amendment for the Nottingham Road Commercial District.” Attachments A: District 13: Nottingham Road Commercial District Strikethrough B: Project Narrative C: Resolution 16-03 Exhibit B Town District Planning Principles Medium Priority Districts District 13: Nottingham Road Commercial District This area’s proximity to the I-70/Avon Road Interchange establishes its importance to the Town’s identity. Development and redevelopment that occurs here should reflect the standards in the Town Center, but should not compete with the Town Center in terms of size of buildings or intensity of development. Planning Principles:  Limit access points on Nottingham Road to simplify traffic movements. A secondary commercial district  Require landscape setbacks and internal landscaping of parking lots.  Screen all equipment and storage areas from view.  Limit building heights and setbacks to that which is compatible with the existing surrounding development. (Allowing Building Heights up to 60’ with scale and proportion in response to the Medical Office Building height and scale.)  Development intensity and activity should diminish when traveling north on Buck Creek Road. Town of Avon Comprehensive Plan Page 93 Exhibit A _________________________________ Lot 1B Narrative Avon Public Safety Facility _________________________________ Submittal Date: March 02, 2016 Exhibit B Applicant: Eagle River Fire Protection District PO Box 2308 Avon , CO 81632 (970) 331-1732 Consultants: Architecture/Landscape Architecture Davis Partnership Architects 2901 Blake Street, Suite 100 Denver , CO 80205 (303) 861-8555 Civil Engineer Martin / Martin 0101 Fawcett Road, Suite 260 Avon, CO 81620 (970) 926-6009 Lot 1B highlighted in aerial shown above Exhibit B Lot 1B Applicant’s Written Statement Specific Reasons for the Site Eagle River Fire Protection District, the Applicant, is planning to develop a Public Safety Facility on Lot 1B. Lot 1B is currently zoned PF, Public Facilities. It was part of the Buck Creek PUD and identified as a Fire Station and an Administration Building on Lot 1A prior to the Nexcore Medical Office Building project. Lot 1B was removed from the PUD and rezoned to the PF Zone District. The plans for a Fire and Administration Building were then identified as more suitable to the Lot 1B site. The PF district is intended to provide sites for public uses such as community centers, police and fire stations and governmental facilities. The uses permitted in this district are identified by location the in Avon Comprehensive Plan. The PF district includes a building height restriction of 40 feet. The building height of Applicant’s development plan has a Fire Training tower that is 57’ tall. The remainder of the building is a three story facility. The portion that is two stories will conform to the 40’ height but the portion of the three stories is at 48’-5” height. The Applicant would like to modify the Avon Comprehensive Plan to allow the 48’-5” for the building and 57’ height for the Fire Training tower. The existing Utility Easement on the east will be adjusted to accommodate parking and retaining walls. The easement adjustment will run through a concurrent process that will reduce the current width from 30’ to 20’. The PF zone required setbacks on all sides are 20’. The Applicant would like to modify the Avon Comprehensive Plan to allow a 7.5’ building setback on the west side. The shared property line with Lot 1A allows a 0’ setback for their MC zone, but the development provided 7.5’ along the majority of the shared property line. The revised property line pushed towards Lot 1A but still left a 4’ setback bringing the total landscaped area between properties to 11.5’ to the building overhang. This setback along the shared west property line is to accommodate the fire parking bays, driveway and building eave overhang. Per the PF zone parking use type is determined by the director based on standards for the closest comparable use. The Applicant is proposing 48 spaces to be used for current use and future expansion. The numbers were determined by staff from both facilities based on needs. The applicant also used a comparison to other public buildings and fire/police stations in seventeen other communities. Many mountain communities determined the number of spaces to be by a jurisdiction authority, others were based on count of beds and SF calculations. The proposed building is broken down by 8 beds, 10,300 sf of police office space and 14,000 sf of fire administration. Assessment of Impacts on Town Services Assessing the impacts on Town services by comparing the current and proposed use of Lot 1B, involves the comparison of the relative impacts of the Public Safety Facility development where an existing vacant lot stands. Many of the below services were evaluated at the time of development of Lot 1A and included a Public Facility. Transportation. The existing Transportation Study was updated to account for the traffic generated by Lot 1A (medical office use) and included anticipated traffic for Lot 1B. Exhibit B Water. The estimated water consumption for Applicant’s Public Safety Facility use is less than what the original multi-family units would have consumed under the old PUD for 1B. The Buck Creek PUD submittal, dated January 16, 2009, estimated the annual water usage intensity of 11 multi-family units (townhomes) at 3.696 ac. ft./yr. For the Public Safety Facility the Applicant is providing an estimate of water consumption based historical data from buildings of similar size and use in its portfolio. The Applicant estimates that its 24,300 square foot Public Safety Facility will have an annual water usage intensity of 1,400 gal./day, which equals 1.57 ac. ft./yr. Sewer. The ERW&SD has adequate capacity to treat the wastewater estimated for Applicant’s proposed use. Do we have documentation (will call) letters from all the services? Schools. The proposed project will have no impact on schools. Emergency Services. Development of Lot 1B as a Fire and Police facility will provide emergency services central to the area but is not expected to place more demand on these services. Police and Fire use is for employee and some public use. Police employees are stationed at the office full time and patrol cars come and go at all times of day and night. Public will only park on site between 8am and 5pm as those are the police station business hours. Fire employees live at the fire station on 48 hour shifts and park on site as do their visitors. In the case of an emergency situation fire trucks would dispatch from the south apron out of the apparatus bay on to Swift Gulch Road and on to their destination. Police would dispatch, if necessary, from the parking lot to Buck Creek Road. If the exit to Buck Creek is blocked, an emergency ramp is provided onto Swift Gulch Road. Police. Development of the project will place Police central to the community but is not anticipated to require a greater demand Parks and Recreation. The project will result in no impact on parks and recreation. Medical. The project will not affect emergency response times throughout the valley and will be accessible for public services for the Town of Avon and its residents. Library. The proposed project will have no impact on the library. Response to Mandatory Review Criteria in Section 7.16.030(c) of the Town of Avon Municipal Code (1) The surrounding area is compatible with the land use proposed in the plan amendment or the proposed land use provides an essential public benefit and other locations are not feasible or practical; The proposed Land Use is a Public Facility and zoned for such. This proposed land use conforms to the definition if Civic/Public currently within the Avon Comprehensive Plan as; Civic/Public – Public areas are intended to contain uses related to community services, such as fire stations, schools, community centers, hospitals, municipal centers, recreation centers, police stations, and municipal maintenance yards. Each proposed public use should be evaluated separately in terms of its land area and topographical constraints, as well as its compatibility with adjacent uses. Exhibit B The proposed development was determined within the Buck Creek PUD to be a compatible land use and was planned for a fire station and administration building. The accompanying MDP document for the Fire and Police building shows that this building land area and topographic constraints will work if a portion of the building is three stories. The three story portion will need to be taller than the current allowed height. The fire tower exceeding the height limit was anticipated for and incorporated into the original Buck Creek PUD prior to the rezone to the PF district. District 13: Nottingham Road Commercial District This area’s proximity to the I-70/Avon Road Interchange establishes its importance to the Town’s identity. Development and redevelopment that occurs here should reflect the standards in the Town Center, but should not compete with the Town Center in terms of size of buildings or intensity of development. Planning Principles: • Limit access points on Nottingham Road to simplify traffic movements. The proposed development is planned to share the existing access point from Buck Creek Road and has no access to Nottingham Road. The Buck Creek Road access is shared by Lot 1A. Emergency exit only access from Swift Gulch Road is proposed. • Require landscape setbacks and internal landscaping of parking lots. The proposed development plans for landscaping to be accomplished within areas of the parking lot and property setbacks as well as maintaining existing landscape and native areas around the undeveloped portion of the property. The request for a reduced setback between Lot 1A and Lot 1B is reduced from code but greater than what is required on Lot 1A. This area is intended to be landscaped. • Screen all equipment and storage areas from view. All equipment and storage areas will be screen from public roads and from view with plantings and structures as required. • Limit building heights to that which is compatible with the existing surrounding development. Although the request for the third story and the fire tower to exceed the height limit set in the PF Zone of 45’, the height is lower than the adjacent Lot 1A property of 60’, including the fire tower. The development will be compatible with the existing surrounding development adjacent in height (less than) and materials. • Development intensity and activity should diminish when traveling north on Buck Creek Road. The proposed development will have emergency fire access exiting onto Buck Creek Road. Police access is intended to be from the shared drive from Buck Creek Road. The police will use this road except in the rare circumstances it is blocked (2) Exhibit B Transportation services and infrastructure have adequate current capacity or planned capacity, to serve potential traffic demands of the land use proposed in the plan amendment; The Transportation Study completed for Lot 1A indicates that the development will not cause traffic congestion nor degrade level of service on Avon roadways to an unreasonable degree. According to the Lot 1A Transportation Study, peak traffic demands will not reduce the level of service on roadways and intersections below an acceptable standard and since the fire and police do not produce heavy traffic demands the same will be true of Lot 1B. The Applicant’s proposed development plan will adequately address the effective coordination of pedestrian and vehicular transportation in a manner that is attractive aesthetically. (3) Public services and facilities have adequate current capacity or planned capacity to serve the land use proposed in the plan amendment; The fire and police station use is a less intensive use with respect to water consumption, wastewater service, schools, library, parks, and recreation than multi-family residential and was planned for within the Buck Creek PUD. The Town has adequate facilities to serve the proposed development without diminishing service to existing developments. The ERW&SD has the capacity to handle the water and wastewater requirements. (4) The proposed land use in the plan amendment will result in a better location or form of development for the Town, even if the current plan designation is still considered appropriate; Lot 1B land is suitable for the proposed development of a fire and police station. Having this location is conveniently situated in the Town of Avon and is beneficial to Avon residents. The proposed development plans are not likely to result in any adverse impacts on other properties in the vicinity. If any impacts were deemed to be adverse, these are unlikely to be significant. Traffic and site lighting have been considered to identify any possible adverse effects on other property in the vicinity of the subject tract. (5) Strict adherence to the current plan would result in a situation neither intended nor in keeping with other key elements and policies of the plan; The original Buck Creek PUD included the exception of a fire tower to be 60’ tall. When Lot 1A and Lot 1B were switched and the fire police station was moved to Lot 1B, the site was taken out of the Buck Creek PUD and rezoned to PF (Public Facility). The original intention was for a fire and administrative building, but now includes a fire and police station. In order to meet the program requirements of the fire and police services, a portion of the building is three stories and the fire tower is still needed. This causes the request to exceed the height limits in this zone district. The adjacent Lot 1A has a 60’ height limit. In addition, the footprint requirements of the garage bay to house the fire equipment and the exiting topography of the site require the encroachment of the side setback by XX’. (6) Exhibit B The proposed plan amendment will promote the purposes stated in this Development Code; and The Applicant understands that the Town of Avon’s entitlement process requires evidence of substantial compliance with the purpose of the Development Code. The purposes and goals of the Development Code are described in Section 7.04.030 (a) through (p), and the Applicant is addressing these items in order as follows: (a) Divide the Town into zones, restricting and requiring therein the location, erection, construction, reconstruction, alteration and use of buildings, structures and land for trade, industry, residence and other specified uses; regulate the intensity of the use of lot areas; regulate and determine the area of open spaces surrounding such buildings; establish building lines and locations of buildings designed for specified industrial, commercial, residential and other uses within such areas; establish standards to which buildings or structures shall conform; establish standards for use of areas adjoining such buildings or structures; Project is in compliance with current PF Zone District. The PF district is intended to provide sites for public uses such as community centers, police and fire stations and governmental facilities. (b) Implement the goals and policies of the Avon Comprehensive Plan and other applicable planning documents of the Town; The proposed project is compatible with the Avon Comprehensive Plan and other applicable planning documents of the Town, as described herein: District 13: Nottingham Road Commercial District This area’s proximity to the I-70/Avon Road Interchange establishes its importance to the Town’s identity. Development and redevelopment that occurs here should reflect the standards in the Town Center, but should not compete with the Town Center in terms of size of buildings or intensity of development. Planning Principles: • Limit access points on Nottingham Road to simplify traffic movements. This project is planned to have no entrances to the development from Nottingham Road. This also is consistent with the Buck Creek PUD which this site was once a part of. Entrance from Buck Creek Road will serve Parcel 1B. Sidewalks are going to connect to existing sidewalks on the medical office building site and terminate at the property line going up Swift Gulch Road. • Require landscape setbacks and internal landscaping of parking lots. Exhibit B Following the PF Zone, Parcel 1B will respect the natural features of the site and provide additional landscaping, following code for any future development. • Screen all equipment and storage areas from view. The geometry of the roof and the natural terrain of the site will allow the proposed development to screen all equipment and storage areas from view. This will be demonstrated further in the development plan. • Limit building heights to that which is compatible with the existing surrounding development. This project will follow the PF zoning by reducing the massing and present a frontage that is in scale with the neighboring development. The PF zone allows a building that is 40’ from finish floor, but the planned building will have a tower that is at 57’-0” above finished floor. The location of the building will place the long side facing Swift Gulch, and there is an opportunity to step back the upper levels to reduce massing. • Development intensity and activity should diminish when traveling north on Buck Creek Road once the MOB and Public Safety Facility are completed. Per the PF zoning the most intense uses, this development will be located at the Nottingham Road/Swift Gulch Road intersections. With this project, the land use planning will not change that configuration and will honor the goal of the intensity of the overall development diminishing north along Buck Creek Road. (c) Comply with the purposes stated in state and federal regulations which authorize the regulations in this Development Code; The Applicant’s Development Plan submittal indicates compliance with the Development Code and the state and federal regulations authorizing the Code. (d) Avoid undue traffic congestion and degradation of the level of service provided by streets and roadways, promote effective and economical mass transportation and enhance effective, attractive and economical pedestrian opportunities; The Applicant’s Transportation Study completed for 1A indicates that the development of these lots will not cause traffic congestion nor degrade level of service on Avon roadways to an unreasonable degree. (e) Promote adequate light, air, landscaping and open space and avoid undue concentration or sprawl of population; The proposed development of Lot 1B will not hinder the promotion of adequate light, air, landscaping and open space. Development of Lot 1B in the PF District will assist the Town of Exhibit B Avon in avoiding undue concentration or sprawl of population. The Applicant’s Development Plan submittal indicates compliance with Development Code requirements in connection with light, air, landscaping and open space. (f) Provide a planned and orderly use of land, protection of the environment and preservation of viability, all to conserve the value of the investments of the people of the Avon community and encourage a high quality of life and the most appropriate use of land throughout the municipality; Development in the PF Zone fosters a planned and orderly use of land. The development of Lot 1B will encourage a high quality of life by bringing additional high quality public safety facilities services and emergency response times to the Town of Avon. The Applicant’s Development Plan will meet Town of Avon standards for environmental protection, as required by the Development Code. (g) Prevent the inefficient use of land; avoid increased demands on public services and facilities which exceed capacity or degrade the level of service for existing residents; provide for phased development of government services and facilities which maximizes efficiency and optimizes costs to taxpayers and users; and promote sufficient, economical and high-quality provision of all public services and public facilities, including but not limited to water, sewage, schools, libraries, police, parks, recreation, open space and medical facilities; The proposed development in PF Zone enables the Applicant to improve the access to high quality public safety for the residents of the Town of Avon. This enhancement of public safety in the Town can be developed efficiently and without degrading levels of government services to residents. The results of applicant’s studies of traffic, water consumption and sewage treatment all indicate that the development will reduce the strain on government services and facilities. (h) Minimize the risk of damage and injury to people, structures and public infrastructure created by wild fire, avalanche, unstable slopes, rock fall, mudslides, flood danger and other natural hazards; Applicant’s development of Lot 1B poses no increase in risk due to natural hazards. The civil engineering associated with the development plan is intended to minimize the risks to people, structures, and public infrastructure described herein. (i) Achieve or exceed federal clean air standards; Applicant’s development plan is expected to meet or exceed federal clean air standards. (j) Sustain water sources by maintaining the natural watershed, preventing accelerated erosion, reducing runoff and consequent sedimentation, eliminating pollutants introduced directly into streams and enhancing public access to recreational water sources; Exhibit B Applicant’s development plan will incorporate the necessary features to maintain the existing watershed and mitigate adverse consequences of stormwater runoff. The stormwater will be treated for water quality before discharge into Buck Creek. (k)Maintain the natural scenic beauty of the Eagle River Valley in order to preserve areas of historical and archaeological importance, provide for adequate open spaces, preserve scenic views, provide recreational opportunities, sustain the tourist-based economy and preserve property values; The proposed development would provide a beneficial service to residents and tourists in need of convenient, shorter response time public safety. Development of Lot 1B will not impair scenic beauty, or consume areas of historical or archeological importance. (l) Promote architectural design which is compatible, functional, practical and complimentary checking to Avon's sub-alpine environment; The architecture of the development plan and design solution will be sensitive to the context of the immediate environs and the larger Avon community. Materials will be of a quality to last within the existing environment and chosen based on the influences from the immediate context of the natural area and visual connection to the Avon Community. (m) Achieve innovation and advancement in design of the built environment to improve efficiency, reduce energy consumption, reduce emission of pollutants, reduce consumption of non-renewable natural resources and attain sustainability; The Applicant understands the objectives of efficiency in engineering and design, and is experienced in developing healthcare facilities that reduce waste and are environmentally responsible. (n) Achieve a diverse range of attainable housing which meets the housing needs created by jobs in the Town, provides a range of housing types and price points to serve a complete range of life stages and promotes a balanced, diverse and stable full time residential community which is balanced with the visitor economy; The proposed public safety facility development will create a work environment for several paying jobs for highly trained and educated individuals. (o) Promote quality real estate investments which conserve property values by disclosing risks, taxes and fees; by incorporating practical and comprehensible legal arrangements; and by promoting accuracy in investment expectations; and The Applicant develops only high quality police and fire real estate assets. Applicant expects to comply with all applicable codes and regulations as it rezones and develops Lot 1B. Exhibit B (p) Promote the health, safety and welfare of the Avon community. The professionals and services of the public safety facility are intended to promote the health and welfare of the community. The development plan will be designed and implemented in a way that contributes to a safe community environment for public, visitors, staff, pedestrians and vehicular transportation. (7) The proposed plan amendment will promote the health, safety or welfare of the Avon Community and will be consistent with the general goals and policies of the Avon Comprehensive Plan. Consistency with the Avon Comprehensive Plan. District 13: Nottingham Road Commercial District This area’s proximity to the I-70/Avon Road Interchange establishes its importance to the Town’s identity. Development and redevelopment that occurs here should reflect the standards in the Town Center, but should not compete with the Town Center in terms of size of buildings or intensity of development. Planning Principles: • Limit access points on Nottingham Road to simplify traffic movements. This project is planned to have no entrances to the development from Nottingham Road. This also is consistent with the Buck Creek PUD. The main entrance from Buck Creek Road will serve all vehicular traffic public and employees. The fire truck exit will be onto Swift Gulch as will be the Police emergency exit. The Police Sally Port entry and exit will be accessed from Swift Gulch. • Require landscape setbacks and internal landscaping of parking lots. Following the PF Zone, Parcel 1B will respect the natural features of the site and provide additional landscaping around the proposed development following code and best practices. • Screen all equipment and storage areas from view. The geometry of the roof and the natural terrain of the site will allow the proposed development to screen all equipment and storage areas from view. This will be demonstrated further in the development plan. • Limit building heights to that which is compatible with the existing surrounding development. Exhibit B This project will follow the PF zoning by reducing the massing and present a frontage that is in scale with the neighboring development. The PF zone allows a building that is 40’ from finish floor, but the planned building will have a tower that is at 57’-0” above finished floor. The location of the building will place the long side facing Swift Gulch, and there is an opportunity to step back the upper levels to reduce massing. • Development intensity and activity should diminish when traveling north on Buck Creek Road. Per the PF zoning the most intense uses, this development will be located at the Buck Creek Road/Swift Gulch Road intersections. With this project, the land use planning will not change that configuration and will honor the goal of the intensity of the overall development diminishing north along Buck Creek Road. Conformity with the Town of Avon Plan Goals Goal C.1. - Provide a balance of land uses that offers a range of housing options, diverse commercial and employment opportunities, inviting guest accommodations, and high quality civic and recreational facilities, working in concert to strengthen Avon’s identity as both a year-round residential community and as a commercial, tourism and economic center. The addition of a public safety facility use will provide a convenient location for high quality fire fighter response times to the community. A public safety facility can be used year round and provide an essential service to both residence and visitors. Goal C.1.2 - Ensure each development contributes to a healthy jobs/housing balance in the Town and surrounding area. The proposed public safety development will provide an employment opportunity for both existing and future residents of Avon. The location balances with the proposed residences planned for the remainder of the Buck Creek PUD planning area. Goal C.1.6 - Include sufficient land for public uses such as schools, recreation, community facilities (such as childcare), and government services near the people who use them. The proposed public safety facility will serve the majority of the Avon community. Goal D.1.1 - Encourage creative, forward thinking development consistent with adopted plans. The planned public safety facility building use is a forward thinking safety opportunity to Avon that benefits the public. This type of development upholds the town’s goals and policies for the benefit the community. Exhibit B Goal D.2 - Create community gateways and streetscapes that reflect and strengthen Avon’s unique community character and image. The proposed public safety facility building along with the medical office building on the adjacent parcel will become a landmark for the immediate neighborhood and serve as a gateway to Nottingham Road. Goal H.3.4 - Ensure outdoor lighting does not create undesirable light pollution and complies with the “Dark Sky Ordinance”. Revisit the ordinance as needed to ensure it is achieving the desired goals. The proposed development within the site will comply with the “Dark Sky Ordinance”. Exhibit B E x h i b i t C Ex h i b i t C E x h i b i t C Heil Law & Planning, LLC Office: 970.468.0635 1022 Summit Drive Dillon, CO 80435 E-Mail: eric@heillaw.com e-mail: ericheillaw@yahoo.com H EIL L AW TO: Honorable Mayor Fancher and Town Council members FROM: Eric J. Heil, Town Attorney RE: Ordinance No. 16-10 Acquiring a Real Estate Interest in Lot 1B, Buck Creek Subdivision, Town of Avon DATE: May 19, 2016 Summary: Ordinance No. 16-10 Authorizing the Acquisition of a Real Property Interest in Lot 1B, Buck Creek Subdivision, Town of Avon is presented to Council for first reading. This Ordinance is one of several required actions and pre-requisites to issuing bond financing for Avon to commence construction of the police station portion of the joint public safety building. The conveyance of the property interest is an undivided interest in Lot 1B, Buck Creek Subdivision, Town of Avon (“Lot 1B”), by Special Warranty Deed, with Avon having a 45% undivided interest and the Eagle River Fire Protection District (“Fire District”) having a 55% undivided interest and each party’s interest to be further subject to and defined by a new intergovernmental agreement. A complete intergovernmental agreement will be presented with Ordinance No. 16-10 for second reading and the public hearing. Proposed Motion: “I move to approve Ordinance No. 16-10 Authorizing the Acquisition of a Real Property Interest in Lot 1B, Buck Creek Subdivision, Town of Avon on first reading and to set a public hearing for June 14, 2016.” Acquisition Price: The Town agreed to pay $852,042.33 for the Town’s portion of Lot 1B. The Town also provided “Temporary Financing” in the amount of $718,988.95 pursuant to the original IGA. The terms of the IGA with the Fire District allowed the Town to apply a credit to the purchase price for the Town’s portion of Lot 1B in the amount of the outstanding balance of the promissory note for the Temporary Financing. As of June 1, 2016, the Fire District will have made two payments in accordance with the schedule in the promissory note ($102,988.85 on 12/01/15 and $75,000.00 on 6/1/2016) leaving a balance of $540,000.00 due to the Town. Applying that balance as a credit reduces the acquisition price of Lot 1B to $312,042.33. Terms of a New IGA: The undivided interest conveyed to the Town of Avon in the Special Warranty Deed would be defined by and subject to a new Intergovernmental Agreement. An Intergovernmental Agreement is preferred by the Fire District compared to a condominium to avoid the need to create an association for common areas and to avoid subjecting the property to the Colorado Common Interest Ownership Act. Essentially, the IGA will include provisions which are similar to condominium declarations with regard to occupancy and use rights as well as ownership and maintenance responsibilities. This approach has been discussed with Bond counsel for the Town and is considered acceptable. The Fire District and Bond counsel for the Town will review the details of the new IGA over the next couple weeks. Second Reading and Effective Date: Second reading is scheduled for June 14, 2016. The effective date would be July 13, 2016 (30 days after adoption). Bond closing is scheduled for mid to late July, so the timeframe for authorizing the conveyance of the real estate interest is important to stay on schedule for an August 1, 2016 construction start date. Thank you, Eric M EMORANDUM & PLANNING, LLC Ord 16-10 Accepting Undivided Interest to Lot 1B, Buck Creek Subdivision First Reading – May 24, 2016 Page 1 of 3 TOWN OF AVON, COLORADO ORDINANCE NO. 16-10 AUTHORIZING THE ACQUISITION OF A REAL PROPERTY INTEREST IN LOT 1B, BUCK CREEK SUBDIVISION, TOWN OF AVON WHEREAS, Section 2.1 of the Avon Home Rule Charter provides that the Town Council may accept conveyances of real property to the Town; and WHEREAS, the Eagle River Fire Protection District and the Town of Avon entered into a INTERGOVERMENTAL AGREEMENT FOR A JOINT FIRE-POLICE STATION FACILITY BETWEEN THE TOWN OF AVON AND THE EAGLE RIVER FIRE PROTECTION DISTRICT (“IGA”) and a Second Amendment to the IGA which set forth the intentions, terms and purchase price for the Town of Avon to acquire an interest in Lot 1B, Buck Creek Subdivision, Avon, Colorado (“Property”) in order to construct a joint facility comprised of a regional fire station and a municipal police station on the Property (“Joint Public Safety Facility”); and, WHEREAS, in accordance with the terms of the IGA, the Eagle River Fire Protection District and the Town of Avon each referred ballot measures to authorize the financing of each party’s respective portion of the Joint Public Safety Facility and both ballot measures were approved by the voters for each party’s respective jurisdictions on May 3, 2016; and, WHEREAS, the outstanding balance of the Eagle River Fire Protection District promissory note to the Town of Avon after June 1, 2016 is $540,000.00, and pursuant to the IGA, the Town of Avon may apply the outstanding balance of the promissory note as a credit against the purchase price of a real estate interest in the Property, thereby reducing the cash to be paid to $312,042.33; and, WHEREAS, the Avon Town Council finds that the ownership, construction, occupancy, operation and maintenance of the Town’s portion of the Joint Public Safety Facility will establish a better location for emergency response, will provide a modern facility that is appropriately sized to meet the needs of the Avon Police Department for the next forty years and more, will achieve economies of scale and reduce costs by constructing with the Eagle River Fire Protection District, will promote enhanced coordination of emergency response between the Avon police and Eagle River Fire Protection District due to the shared Property location, and will thereby promote the health, safety and general welfare of the Avon community; and, WHEREAS, approval of this Ordinance on First Reading is intended only to confirm that the Town Council desires to comply with the requirements of the Avon Home Rule Charter by setting a public hearing in order to provide the public an opportunity to present testimony and evidence regarding this Ordinance and that approval of this Ordinance on First Reading does not constitute a representation that the Town Council, or any member of the Town Council, supports, approves, rejects, or denies this Ordinance. Ord 16-10 Accepting Undivided Interest to Lot 1B, Buck Creek Subdivision First Reading – May 24, 2016 Page 2 of 3 NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO the following: Section 1. Recitals Incorporated. The above and foregoing recitals are incorporated herein by reference and adopted as findings and determinations of the Town Council. Section 2. Property Acquisition Authorized. The Town Council hereby authorizes the acquisition of an undivided interest in Lot 1B, Buck Creek Subdivision, Town of Avon, Colorado. The form of the Special Warranty Deed attached as Exhibit A: Special Warranty Deed conveying an undivided interest in the Property is hereby approved by the Town. The Town Council hereby authorizes the Mayor, Manager and Town Clerk to pay consideration and related closing costs, execute and sign any documents related to the closing and conveyance of a real estate interest in the Property to the Town, including but not limited to extinguishment of the Eagle River Fire Protection District promissory note, dated June 8, 2015, subject to review of all documents by the Town Attorney. Section 3. Severability. If any provision of this Ordinance, or the application of such provision to any person or circumstance, is for any reason held to be invalid, such invalidity shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are declared to be severable. The Town Council hereby declares that it would have passed this Ordinance and each provision thereof, even though any one of the provisions might be declared unconstitutional or invalid. As used in this Section, the term “provision” means and includes any part, division, subdivision, section, subsection, sentence, clause or phrase; the term “application” means and includes an application of an ordinance or any part thereof, whether considered or construed alone or together with another ordinance or ordinances, or part thereof, of the Town. Section 4. Effective Date. This Ordinance shall take effect thirty (30) days after the date of final passage in accordance with Section 6.4 of the Avon Home Rule Charter. Section 5. Safety Clause. The Town Council hereby finds, determines and declares that this Ordinance is promulgated under the general police power of the Town of Avon, that it is promulgated for the health, safety and welfare of the public, and that this Ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The Town Council further determines that the Ordinance bears a rational relation to the proper legislative object sought to be obtained. Section 6. Publication. The Town Clerk is ordered to publish this Ordinance in accordance with Chapter 1.16 of the Avon Municipal Code. [EXECUTION PAGE FOLLOWS] Ord 16-10 Accepting Undivided Interest to Lot 1B, Buck Creek Subdivision First Reading – May 24, 2016 Page 3 of 3 INTRODUCED AND ADOPTED ON FIRST READING AND REFERRED TO PUBLIC HEARING on May 24, 2016 and setting such public hearing for June 14, 2016 at the Council Chambers of the Avon Municipal Building, located at One Lake Street, Avon, Colorado. BY: ATTEST: ____________________________ ____________________________ Jennie Fancher, Mayor Debbie Hoppe, Town Clerk ADOPTED ON SECOND AND FINAL READING on June 14, 2016. BY: ATTEST: ____________________________ ____________________________ Jennie Fancher, Mayor Debbie Hoppe, Town Clerk APPROVED AS TO FORM: ____________________________ Eric J. Heil, Town Attorney SPECIAL WARRANTY DEED [Lot 1B, Buck Creek Subdivision, Town of Avon, Colorado] [STATUTORY FORM – C.R.S. § 38-30-115] EAGLE RIVER FIRE PROTECTION DISTRICT, a Colorado Title 32 Special District (“Grantor”), whose street address is White River Center, 90 Benchmark Road, Suite 101, Avon, CO 81620, State of Colorado, for the consideration of EIGHT HUNDRED FIFTY TWO THOUSAND FORTY TWO AND 33/100 DOLLARS ($852,042.33) and other good and valuable consideration (in hand paid as follows: $540,000.00 credit for extinguishment of an Eagle River Fire Protection District promissory note to the Town of Avon, dated June 8, 2015, as defined in the Intergovernmental Agreement for a Joint Fire-Police Station Facility between the Town of Avon and the Eagle River Fire Protection District, dated April 28, 2015, for Temporary Financing as defined in such agreement and $312,042.33 cash) hereby sells and conveys to THE TOWN OF AVON, a home rule municipal corporation of the State of Colorado (“Grantee”), whose street address is P.O. Box 975, One Lake Street, Avon, Colorado 81620, County of Eagle, State of Colorado (“Grantees”), an undivided interest in Lot 1B, Buck Creek Subdivision, Town of Avon, Colorado (“Property”), such that the Eagle River Fire Protection District and the Town of Avon shall own the Property as a Tenancy in Common with the Eagle River Fire Protection District owning a 55% undivided interest and the Town of Avon owning a 45% undivided interest in the Property, subject to the rights, obligations and terms of the INTERGOVERNMENTAL AGREEMENT BETWEEN THE EAGLE RIVER FIRE PROTECTION DISTRICT AND THE TOWN OF AVON CONCERNING THE CONSTRUCTION, OCCUPANCY, OPERATION AND MAINTENANCE OF THE AVON JOINT PUBLIC SAFETY FACILITY, as may be amended from time to time, and attached hereto as Exhibit A. TO HAVE AND TO HOLD the said premises above bargained and described with the appurtenances, unto Grantee, and Grantee's heirs, successors and assigns forever. Grantor, for itself and its heirs, successors and assigns, does covenant and agree that Grantor shall and will WARRANT AND FOREVER DEFEND the above bargained premises in the quiet and peaceable possession of Grantee, and Grantee's heirs, successors and assigns, against all and every person or persons claiming the whole or any part thereof, by, through or under Grantor, subject to the matters set forth on Exhibit B attached hereto and made a part hereof. Eagle River Fire Protection District By: Clint Janssen, Chairperson STATE OF COLORADO ) ) ss: COUNTY OF EAGLE ) The foregoing instrument was acknowledged before me on ____________________, 2016, by Clint Janssen as Chairperson of the Board of Directors of the Eagle River Fire Protection District. Witness my hand and official seal. My commission expires: Notary Public Heil Law & Planning, LLC Office: 970.468.0635 1022 Summit Drive Dillon, CO 80435 E-Mail: eric@heillaw.com e-mail: ericheillaw@yahoo.com Heil Law & Planning, LLC Office: 970.468.0635 1022 Summit Drive Dillon, CO 80435 E-Mail: eric@heillaw.com e-mail: ericheillaw@yahoo.com H EIL L AW TO: Honorable Mayor Fancher and Town Council members FROM: Eric J. Heil, Town Attorney RE: Termination of Storm Water Detention Agreement DATE: May 19, 2016 Summary: Points of Colorado entered into an Agreement Governing Design, Construction, and Management of Stormwater Detention and Pollution Control Facilities, dated May 23, 2000 (“Storm Water Detention Agreement”) as part of the Amendment to Development Agreement for Confluence and Tract C and related Sheraton Mountain Vista PUD Plan. Points of Colorado constructed the storm water detention facility per the agreement, which is located on Tract G (the parking area in front of the Mountain Vista Office Building) and which is property owned by the Town of Avon. The drainage facility serves Lot 4, Mountain Vista Subdivision (i.e the new Town Hall property), the remainder of the Mountain Vista subdivision lots, and the adjacent Lot B (the vacant land between Avon Center building and the Sheraton Mountain Vista property). After review of the storm water detention facility and consultation with Justin Hildreth, Town Engineer, Town staff is recommending that the Town assume ownership and responsibility for the storm water detention. I understand that this is a simple underground concrete structure and is estimated to cost the Town approximately $1,000 per year in maintenance expense. Town staff is recommending that the Town assume ownership and maintenance responsibility because it is located on Town land, the maintenance cost is low, and it is more efficient and effective for the Town to own and maintain drainage facilities on Town property. The Town Engineer has requested a video camera inspection of the underground tanks to confirm structural integrity before accepting the drainage facility. Attached is a Termination of the Agreement Governing Design, Construction, and Management of Stormwater Detention and Pollution Control Facilities for Council consideration. In addition to terminating the existing Storm Water Detention Agreement, Town staff would require execution of a Bill of Sale for conveyance of the existing facility to the Town. Proposed Motion: “I move to approve the Termination of the Agreement Governing Design, Construction, and Management of Stormwater Detention and Pollution Control Facilities subject to verification by the Town Engineer that the facility is structurally sound.” Attachments: 1. Agreement Governing Design, Construction, and Management of Stormwater Detention and Pollution Control Facilities 2. Termination of the Agreement Governing Design, Construction, and Management of Stormwater Detention and Pollution Control Facilities Thank you, Eric M EMORANDUM & PLANNING, LLC Termination Agreement DRAFT May 19, 2016 AGREEMENT TO TERMINATE THE AGREEMENT GOVERNING DESIGN, CONSTRUCTION, AND MANAGEMENT OF STORM WATER DETENTION AND POLLUTION CONTROL FACILITIES This Agreement to Terminate the Agreement Governing Design, Construction, and Maintenance of Storm Water Detention and Pollution Control Facilities (“Termination Agreement”) is made on May 31, 2016, but and between the Town of Avon, a Colorado home rule municipal corporation (“Town”) and Points of Colorado, Inc., a Colorado corporation (“Points”), whose address is 101 University Boulevard, Suite 450, Denver, CO 80206. WHEREAS, Points has constructed and managed a storm water detention and pollution control facilities (“Facilities”) pursuant to the Agreement Governing Design, Construction, and Management of Storm Water Detention and Pollution Control Facilities, dated May 23, 2000 (“Storm Water Detention Agreement”); and, WHEREAS, Town has acquired Lot 4, Mountain Vista Subdivision, Avon, Colorado, and the Facility is located on Tract G which is property owned by the Town, and the Town has determined that it would be more efficient for the Town to accept and maintain the Facility; NOW, THEREFORE, in consideration of mutual promises contained herein, the parties agree as follows: Town and Points hereby agree to terminate the Agreement Governing Design, Construction, and Management of Storm Water Detention and Pollution Control Facilities, dated May 23, 2000. Points shall provide a Bill of Sale conveying the Storm Water Detention and Pollution Control Facilities (“Facilities”) to the Town upon execution of this Termination Agreement. Town accepts the Facilities in an “As Is” condition. Town shall be responsible for maintaining the Facilities. Points shall be released from any and all obligations contained in the Storm Water Detention Agreement. Town and Points agree that this Termination Agreement shall be recorded in the Clerk and Recorders Office for Eagle County, Colorado. READ, UNDERSTOOD AND AGREED: TOWN:_________________________________ ATTEST:__________________________ Virginia Egger, Town Manager Debbie Hoppe, Town Clerk POINTS:________________________________ Name: ________________________________ Title: ________________________________ TOWN COUNCIL REPORT To: Honorable Mayor and Town Council From: Matt Pielsticker, Planning Director Meeting Date: May 24, 2016 Agenda Topic: Authorization for Staff to File a Rezoning Application for Lot 4, Sheraton Mountain Vista Subdivision, Changing the Zoning Classification from PUD to the Public Facilities Zone District ACTION BEFORE COUNCIL Motion and vote to authorize staff to file a rezoning application for the new Town Hall property. PROPOSED MOTION “I move to authorize staff to file an application to rezone Lot 4, Sheraton Mountain Vista Subdivision, to change the zoning classification from PUD to the Public Facilities (PF) Zone District.” SUMMARY The Town of Avon acquired the Mountain Vista Office Building, located on Lot 4, Sheraton Mountain Vista Subdivision, on May 20, 2016. This property is currently zoned Planned Unit Development and is included in the Sheraton Mountain Vista PUD. Points of Colorado has submitted a rezoning application for the remainder of the Sheraton Mountain Vista property to rezone its property to the Town Center Zone District. The Points of Colorado re-zoning application is scheduled for a public hearing before the Planning and Zoning Commission on June 7, 2016. A rezoning of a portion of the Sheraton Mountain Vista PUD will result in an outdated and confusing PUD plan for Lot 4, Sheraton Mountain Vista Subdivision. Staff recommends submitting a rezone application for Lot 4, Sheraton Mountain Vista so that the Planning Commission and Town Council can consider the zoning change from Planned Unit Development to Town Center and Public Facilities in a comprehensive manner for the entire Sheraton Mountain Vista property. Pursuant to Avon Development Code Section 7.16.020(b), Application Submittal, “the owner of real property or authorized representative of the owner with a properly acknowledged power of attorney, may submit a development application.” Authorizing the submittal of a rezoning application will begin a public review process of a development application that will reflect the intended Town Hall use of the building. The zoning change to Public Facility for the Town Hall property would be consistent with the Public Facility zone district designation for other Town owned property adjacent to Lot 4, Sheraton Mountain Vista Subdivision. Consideration of the Points of Colorado rezoning application may be before Council for 1st reading consideration as early as June 14, 2016, pending action by the Planning and Zoning Commission. Action by the Town Council to authorize Town staff to submit a rezoning application for Town owned property is not a decision on the re-zoning application. Any recommendation by the Planning Commission and final action by Town Council cannot occur until after conducting the required public hearings. TOWN COUNCIL REPORT To: Honorable Mayor and Town Council From: Justin Hildreth, Town Engineer Matt Pielsticker, Planning Director Meeting Date: May 24, 2016 Agenda Topic: Vehicular and Pedestrian Treatment Plan for Beaver Creek Boulevard and Mikaela Way: May through November, 2016 ACTION BEFORE TOWN COUNCIL Review and approve proposed changes to Beaver Creek Boulevard from Lake Street to Beaver Creek Place and Mikaela Way that will be a test case for the final design of the Beaver Creek Boulevard pedestrian and bicycle improvements. SUMMARY The preliminary design of the Beaver Creek Boulevard Reconstruction project is underway and the existing conditions analysis work has been completed by the Design Workshop project team. Staff will present the proposed May – November, 2016 striping plan to test some of the concepts, collectively being referred to as the Vehicular and Pedestrian Treatment Plan. If the treatments are successful, they will be incorporated into the final design with construction scheduled to start in 2017. Staff is seeking Council direction and confirmation of the approach to test the temporary treatments. Vehicular and Pedestrian Treatment Plan The following striping changes to Beaver Creek Boulevard are planned for this summer: • Three (3) new pedestrian crossings with painted “bulb outs” and 3-FT tall delineators to enhance pedestrian safety by reducing the distance for pedestrians to cross Beaver Creek Boulevard • Stencils are proposed in the bulb-outs and the attachment includes the proposed options • Narrowing of the travel lanes from 12 FT to 11 FT • Stripe bicycle lanes with a 2 to 3-FT wide buffer between the bicycle and vehicle lanes to enhance bicyclists safety • Closure of driveways at First Bank and Post Office to lesson vehicle and bicycle conflicts • Additional angled and on-street parking spaces • Closure of Mikaela Way to through traffic just north of the Library near Prater Lane Daycare Center Attachments A –Striping Plan Stencil Options – May 11, 2016 B – West Beaver Creek Boulevard Pavement Marking Plan – May 18, 2016 C – Mikaela Way Pavement Marking Plan – May 18, 2016 BEAVER CREEK BOULEVARD RECONSTRUCTION AVON, CO Striping Plan Stencil Options May 2016JVA, Incorporated McDowell Engineering BULB OUT STENCIL OPTIONS Option 1 - Avon Logo 2 BULB OUT STENCIL OPTIONS Option 2 - Aspen Trees Option 3 - Aspen Leafs 3 PLANTER OPTIONS Self watering planters - “Desert Planters” www.desertplanters.com Model - Avenue Size - 36” diameter Color - Pink Granite or Millstone Required amount - 20-25 4 BULB OUT INTERSECTION DIAGRAM Alternative 1 Avon Logo/ Traditional Crosswalk Planters Cycle track per striping plan Avon logo stencil - green/blue Pedestrian crossing- white striping extends to existing curb 5 BULB OUT INTERSECTION DIAGRAM Planters Cycle track per striping plan 6 Alternative 2 Aspen Leafs/Trees Aspen leafs stencil - green Pedestrian crossing- aspen trees stencil - white Striping stops at bulb out/allows new pedestrian area to read as one space White striping at cycle track crossing Bonus option Bonus option BULB OUT STENCIL OPTIONS 7 8 SHEET NO. DRAWN BY: DATE: JOB #: DESIGNED BY: CHECKED BY: NO . DA T E DE S ' D RE V I S I O N D E S C R I P T I O N D'W N 2506c TO W N O F A V O N C JVA INC JVA, Incorporated 1319 Spruce Street Boulder, CO 80302 Phone: 303.444.1951 www.jvajva.com E-mail: info@jvajva.com CONSULTING ENGINEERS GWS SAR/RMM SAR/RMM WE S T B E A V E R C R E E K B O U L E V A R D PA V E M E N T M A R K I N G P L A N 05/18/2016 TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Preston Neill, Executive Assistant to the Town Manager Date: May 24, 2016 Agenda Topic: Review and Action for the Adoption of the Town of Avon Marketing Plan ACTION BEFORE COUNCIL: Review and action for the adoption of the Town of Avon Marketing Plan. RECOMMENDED MOTION: I move to adopt the Town of Avon Marketing Plan. BACKGROUND: In October 2015, after a competitive solicitation process, Slate Communications was recommended by a staff and citizen interview committee to be retained as the consultant to develop the Town’s first Marketing Plan. The citizen and staff committee agreed to continue as the Steering Committee to oversee the development of the plan. The Steering Committee was comprised of the following members: • Sarah Smith Hymes • Megan Burch • Phil Struve • Brian Nolan • Dennis McMahon • Virginia Egger • Robert Ticer • John Curutchet • Preston Neill • Matt Pielsticker • Jane Burden • Danita Dempsey • Jamie Taylor • Matt Koch Slate Communications met with the Steering Committee on four separate occasions between January and May to present the progress of the developing Marketing Plan and solicit input. The Marketing Plan was developed in three phases. • The first phase of the development process kicked off in January 2016 when Kim Newcomer, CEO of Slate Communications, came to Avon to gain a better understanding of the Avon community, Town services and opportunities. • The second phase, which was presented to the Steering Committee in late February, included a detailed audience analysis, key messages, and high level strategies to address brand activation, civic engagement and marketing of Town services. • The implementing action plans, comprised the third phase of the work, and were presented and reviewed with the Steering Committee on May 4th, at which time the Marketing Plan received an unanimous endorsement from the oversight group. The final plan, as recommended by the Steering Committee, is provided for Council adoption. The Marketing Plan includes an “Implementation” section that identifies priorities for 2016 and 2017. One of the priorities listed for 2016 is the redesign of the Town’s website, www.avon.org. Staff has obtained redesign quotes from three (3) website companies and is scheduled to begin the interview process on June 3rd, with the goal to have the new website made active in the fall. The Steering Committee, joined by all department directors, will assist in the selection of the website consultant and oversee the website development. FINANCIAL IMPLICATIONS: The cost to develop and implement the Town of Avon Marketing Plan is within existing budget amounts. ATTACHMENT: Town of Avon Marketing Plan TOWN OF AVON MARKETING PLAN a MARKETING PLAN MAY 2016 TOWN OF AVON MARKETING PLAN HOW TO USE THIS PLAN The Town of Avon Strategic Marketing Plan outlines all the key components needed for successful public outreach efforts. Departments within the Town can access the information within this plan to help them identify key audiences, messages, and methods to reach community members and visitors. Identify the goal and/or product/service to promote from pages two and three. Example: Increase use of Avon’s soft and hard use trails Determine which of Avon’s four key audiences would be most applicable. Example: Singles 123 4 DEVELOPING MARKETING ACTION PLANS Use the Audience Communication & Consumer Behaviors to help determine the best strategies and tactics. Example: >Multitaskers >Want to engage with brands on social media >Use other people’s decisions to help them form their own opinion Choose key messages from the audience profile and tweak to correspond with the goals. Example: Avon is.... >A mountain playground for outdoor adventure >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Vibrant and positive start here RE S U L T S Re-designed trail map showing all trails in the area and connectivity; integrate key messages; increase distribution to local outdoor gear retailers and restaurants. Use social media to promote the trail use. >Develop a custom hashtag (e.g., #mountainplayground) to increase visibility of posts and encourage others to use when they post content >Post pictures of key audiences using the trails to demonstrate connectivity and easy accessibility to Town Page intentionally left blank. TOWN OF AVON MARKETING PLAN 1. ASSESSMENT ............................................................................ 1 Goals ............................................................................................. 2 Audience Snapshot ...................................................................... 4 Evaluation of Existing Materials ................................................. 6 Marketing Assets ......................................................................... 9 SWOT Analysis ............................................................................ 10 Findings .......................................................................................12 2. BRAND FOUNDATION ...................................................... 15 Key Messages ............................................................................. 16 Audience Profiles ....................................................................... 17 Peer Communities at a Glance ................................................. 24 3. BRAND ACTIVATION .......................................................... 27 Strategies ................................................................................... 28 Tools and Tactics ....................................................................... 30 4. CIVIC ENGAGEMENT ........................................................ 33 Strategies ................................................................................... 34 Tools and Tactics ....................................................................... 36 Social Media ............................................................................... 38 5. MARKETING ............................................................................. 45 Overall Strategies ....................................................................... 46 Tools and Tactics ....................................................................... 48 Department Action Items .......................................................... 51 6. IMPLEMENTATION .............................................................. 57 Executive Summary .................................................................... 58 Implementation Chart ............................................................... 66 Advertising Opportunities ......................................................... 70 7. APPENDIX ................................................................................. 71 City of Fort Collins Social Media Policy ..................................... 72 CONTENTS Undaunted, inclusive and dynamic. Avon is a mountain community with a story to tell. This is how to tell it. Marketing plan provided by: Page intentionally left blank. TOWN OF AVON MARKETING PLAN 1TOWN OF AVON MARKETING PLAN a ASSESSMENT TOWN OF AVON MARKETING PLAN 2 Avon Recreation Center Increase revenue through membership sales, daily passes, and class participation (fees), for both locals and tourists. This includes youth and adult programs, fitness classes, summer/winter programming, and facility memberships, which includes an indoor pool, weight training, cardiovascular exercise equipment, yoga, spin and aerobic spaces. Avon Fleet Maintenance Shop Increase third party vehicle service appointments for governmental and nonprofit agencies and fill the 10% private sector allowance. Avon’s Free-to-Rider Year-Round Transit Services and Free Public Parking >Increase transit ridership by locals and tourists. >Ensure locals and tourists know where free Town parking is available and ultimately use the parking. Avon’s Soft and Hard Multi-Use Trails >Awareness of trail locations and types, parking and regulations. >Promote trails as a tourist amenity where a vacation in Avon can be built around the interests of biking and hiking. >Improve understanding of connectivity between trails, transit, and pedestrian corridors. 1. To build an identity for the Town of Avon as THE place to live, work and play, featuring the Town’s and region’s year-round recreational opportunities, central commercial and lodging location, cultural offerings, walkability and specialty retail shops and restaurants. 2. To develop Avon’s reputation as an arts, education and cultural center, highlighted by the events at the Performance Pavilion, art at the Main Street Mall and the Avon core, and Walking Mountains Science Center. GOALS OBJECTIVES OVERALL GOALS TOWN OF AVON MARKETING PLAN 3 Harry A. Nottingham Park Increase awareness of offerings, including but not limited to, volleyball, beach, playground, disc golf, winter ice rink, general picnic and play areas. Main Street Mall and Possibilities Plaza >Raise awareness of bronze art and murals. >Promote as a place to relax and enjoy vendor cart offerings. >Encourage the community to book events such as an arts fair or farmers’ market as a private producer/entrepreneur. >Promote the potential to own and operate a vendor cart. Performance Pavilion at Harry A. Nottingham Park >Promote the opportunity to book events such as weddings, corporate events, etc. >Encourage independent producers to produce single or multi-day events. Avon’s Direct Production of Salute to the USA >Retain prominence and awareness of the annual event on July 3rd, from 5:00 – 10:00 pm, which attracts approximately 20,000 guests. Avon’s Funded Special Events & Festivals Produced by Independent Producers >Identify the appropriate role for the Town of Avon, as a municipality, in promotion and activation of an event, beyond calendar listing. Public Information, Communication, Civic Engagement >Ensure current and timely information about upcoming discussions and actions by the Council, Planning & Zoning Commission and Avon Recreational Trails Advisory Group. >Communicate current Town work and operations. >Provide opportunities for citizens to engage when at meetings or when not attending meetings. >Eliminate the ability for any Town business or local citizen “to not know what is going on in Town.” Avon as a place to live, work and/or retire >Interface with Vail Valley Partnership and Vail Leadership Institute to promote the business friendly nature of Avon and business assistance; economic development programs and information. >Ensure the comprehensive message that Avon is an important location in the Vail Valley and at the base of Beaver Creek Resort per the Town’s Brand Platform. TOWN OF AVON MARKETING PLAN 4 AUDIENCE SNAPSHOT 86% of population rated the overall quality of life in Avon as “high” 38% of population rated the overall quality of life in Avon as “excellent” 31 Average Age $83,700 Median Household Income YEAR-ROUND RESIDENTS PART-TIME RESIDENTS VISITORS >6,500 year-round residents >62% of population are full time residents >Want Avon to be a balance of an upscale resort town and a focus on local families and workers >More concerned about parking spaces in commercial areas and creating affordable housing than part-time residents >3,500 part-time residents >28% of population are part-time residents >68% work outside of Avon and 30% are not in the workforce or retired >Part-time residents more in favor of developing with a greater focus on creating an upscale resort town >More likely to be satisfied with Recreation Center facilities and programs, and the free bus service than full-time residents >25–54 >$100K+ household income >Expanded family composition >Female skew Winter Visitors >Skews a bit older (35-70) and a bit higher household income ($150+ or more) >Top geographic markets mirror the non-stop flight markets into Eagle County Airport (Source: Town of Avon 2015 Community Survey) TOWN OF AVON MARKETING PLAN 5 Direct Mail 29% HOW RESIDENTS RECEIVE TOWN INFORMATION Top ways full-time and part-time residents prefer to receive Town information: Newspaper 51% Email Blast 47% Town Website 36% Social Media 17% (Source: Town of Avon 2015 Community Survey) TOWN OF AVON MARKETING PLAN 6 EVALUATION OF EXISTING MATERIALS PRINTED MATERIALS 4 Overall, the tone of printed materials is friendly but still professional, which goes well with Avon’s brand voice. 4 Materials seem to provide some similar messages, however they could be more coordinated with the use of the new brand messages. 4 Most of these pieces serve an important purpose, however their value could be increased with better design that makes the information easier to read. 4 There is very little visual consistency among materials. Most use the new Avon logo, otherwise the materials have no common design elements. 4 The quality of graphic design varies among these materials. Some event materials are well designed and easy to understand, while some banners are colorful but difficult to read over busy backgrounds. Other materials such as the transit and trail brochures contain low quality design, which makes the material difficult to read and understand. TOWN OF AVON WEBSITE General Observations 4 Low quality images in some areas. 4 The Departments top navigation menu is very long, making it difficult to navigate. Other top menus are fine in length. 4 Good bread crumb trail to help navigate menus with multiple layers. 4 Light blue side bar menus with white text can be difficult to read and there are some departments where these menus are too long or have too many layers. 4 Social media accounts for Recreation and Police Department not easy to find on the website. 4 Discover Avon page has great content, however there are some side navigation links that seem unnecessary or should belong with a different page. TOWN OF AVON MARKETING PLAN 7 TOWN OF AVON WEBSITE (continued) Homepage 4 The current homepage doesn’t reflect the brand well or showcase what makes Avon special. 4 It doesn’t showcase important information well. The rotating images on the bottom corner move quickly and there’s no ability to pause them or navigate between them if a user wanted to click on one. 4 Background images used on pages other than homepage seem better quality and more appealing than the fireworks on the homepage. 4 Rotating images underneath primary image are inconsistent in size and quality. Parks & Recreation Pages 4 Overall, the content on the main page is good and informative, however it could be spruced up and made more concise. 4 Recreation registration is still done by submitting printed forms. It may be helpful to consider implementing an online registration system. Transit Page 4 There are currently no sub-menus within the Transit page and the main page contains a lot of information. It may be helpful to create new pages to house the content currently at the bottom of the Transit page. This would make the information easier to find. 4 No route maps are available on this page, only the time tables. Fleet Maintenance Page 4 Very little information is displayed about this department. The main page should include more content or new department pages should be added. 4 Almost no information is given about what the department offers to outside agencies and how an agency can become a customer. TOWN OF AVON MARKETING PLAN 8 SOCIAL MEDIA Town of Avon Facebook – 1,100 Likes 4 Posts are informational, however these posts don’t foster much citizen engagement. 4 There is an opportunity to share more good news or personality-showing posts. 4 Currently sharing fun or scenic images and videos from Beaver Creek and other places. This is great, however Avon needs to generate its own content like this. 4 Share more pictures and human-interest stories to increase engagement. Police Department Facebook – 863 Likes 4 Has not changed the profile picture to the new Avon logo. 4 This page gets more follower engagement than the Town even though they have similar number of followers. 4 Posts are informational, but tend to have a more human tone. 4 Shares a good amount of pictures and stories about the department. Recreation Facebook – 1,115 Likes 4 This page also has low follower engagement. 4 Posts are typically just information. 4 Shares some images of flyers, however these flyers can be difficult to read after the size has been adjusted to fit Facebook’s specifications. 4 This department sometimes posts multiple times a day, which may hinder the reach of its posts. Unless there is urgent information to share, it’s best to post once a day or less as to not monopolize the News Feeds of the page’s followers. Town of Avon Twitter – 681 Followers 4 Similar to Facebook, post are mostly informational and could have a friendlier tone. 4 Not many images or pictures are shared through this platform. TOWN OF AVON MARKETING PLAN 9 MARKETING ASSETS >Digital displays at entrance of the Town >Space on side of buses and other Town fleet vehicles >Streetlight banners >Lifestyle banners >Bridge banner >Wayfinding and trail signage >Stage banners >Variable message boards >Harry A. Nottingham Park >Email database >Town clothing >Council chambers >Town facilities >Three video screens >Outside banners >Lots of space in inside lobby >Email databases & e-newsletters (although not currently being used) >Vail Daily ads >Local radio >Beaver Creek weekly newsletter to residents >Beaver Creek bus ads >Walking Mountain Science Center >Vail Valley Leadership Institute >Vail Centre GENERAL TOWN ASSETS RECREATION CENTER EXTERNAL RESOURCES TOWN OF AVON MARKETING PLAN 10 SWOT ANALYSIS STRENGTHS WEAKNESSES OPPORTUNITIES >Strong brand platform, story and logo >Based on the latest Citizen Survey, residents are overall very satisfied with the Town and the services it provides >Events coming to the area >Large email databases available >Good relationship with Beaver Creek and Vail Resorts >Parking available >Avon brand not being used by all departments >Limited translated materials for Spanish-speaking residents >Fleet doing limited marketing, even to existing customers >Lack of connectivity and limited information on how to connect to neighboring communities through trails, transit, etc. >Departments talk with concierges and other visitor services on their own >Transit fleet not updated to reflect new brand >Website redesign planned >Creating a strategy for using the Vail Daily ad space >Creating a solid sub-brand and unique tools for Recreation >Creating strong engagement-focused social media presence for the Town and departments that need their own pages, such as Recreation >Partnering with schools for some programs and promotions >Usage of video screens in Town facilities >Build partnerships for Fleet business >Use data to tell Avon’s story >Create a Chamber of Commerce or cohesive business community group >Assist in the marketing of events coming to Avon TOWN OF AVON MARKETING PLAN 11 OPPORTUNITIES (continued) THREATS >Increase public engagement >Lake and river recreation unlike any in Colorado’s mountain towns >Limited budget to create new materials >Town has many part-time and transient residents – not all residents are there year-round >Privately owned property along Main Mall limits Town’s ability to create a lively, high quality experience >Occasional lack of capacity at Harry A. Nottingham Park and in local hotels due to popular events TOWN OF AVON MARKETING PLAN 12 FINDINGS Avon is a Brand Story without a Platform The basis of the Avon brand is well developed, but Avon lacks the tools to completely integrate the brand into all communication and marketing. Without key messages, design standards and templates, Town departments are left to create their own interpretations of the brand, which in turn creates visual inconsistency and diluted messaging. This is particularly problematic for Recreation and Transit as they try to market their services while also supporting the Town brand. Engagement = Good Government While residents truly enjoy living in Avon, the Town struggles to turn that affinity into engagement. The Town is finding recent success in meeting people where they are by hosting meetings in hyper local locations. However, building engagement on a smaller level, such as social media, interactive displays, etc., can be leveraged to address major Town issues. Leveraging the Hill While the Town has a very strong relationship with Beaver Creek Resort, marketing and communication partnerships are lacking. Continued discussions about future marketing strategies and partnerships could help leverage the million-plus visitors to the area. Events Represent the Brand Town of Avon sponsored events play a critical role in defining who you are as a community. The processes determining funding, success, and renewals are clearly defined. There is an expectation that individual event organizers promote their own products, and there is also opportunity for Avon to collectively market the entire assortment of events (music, art, culture, outdoors) as a living embodiment of the Avon brand. The Vibe Matters Avon’s brand is authentic. The community is truly a balance of a resort town and a community that supports local families and workers. There is great pride among residents in being a community first and a place to visit second. Lack of Connectivity It’s not difficult to link Avon to Beaver Creek and Vail. Yet marketing materials for transit and trails don’t clearly explain how those connections work. Further, it’s difficult to determine the best way to access different parts of the Avon community – a clearer link between restaurants, trail heads and transit stops via sidewalks, trails, and transit would prove beneficial to boosting transit ridership and marketing trails. TOWN OF AVON MARKETING PLAN 13 Potential for Department Cooperation There are specific tools that many – if not all – Town of Avon departments use (or would like to use), yet the coordination of these investments is lacking. For example, there is opportunity to pool resources to better leverage Vail Daily ads, or to develop a formal outreach program to area concierges/visitor services so that each department does not carry that burden individually. Leading the Data-driven Charge As an organization, the Town of Avon has made critical decisions about operations and investments based on data. There is an opportunity to better highlight this practical approach to continue to bolster the Town’s reputation among residents. Data-driven decision making boosts credibility and helps the community understand and engage in Town issues. New Partnerships with the Business Community The Town has created a truly valuable partnership with area businesses to gauge the success of special events. However, without a formal business group representing Avon enterprise, additional coordination is difficult. This includes investigating public/private partnerships as they relate to fleet services and could also include marketing and promotional partnerships. Avon loves its restaurants – and decks – and there is opportunity to leverage this passion. Burgeoning Arts and Education While a high priority for the marketing strategy, Avon’s arts and educational assets are still growing. It will require a strategic and deliberate effort to highlight these elements in addition to Avon’s natural beauty and outdoor activity. Page intentionally left blank. TOWN OF AVON MARKETING PLAN 15TOWN OF AVON MARKETING PLAN b TOWN OF AVON MARKETING PLAN 16 KEY MESSAGES VALUE PROPOSITION: Community benefits that are relevant, unique, compelling, and believable >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience > Packed with family-friendly activities; a day of vacation away from your vacation AVON IS: PROMISE: Long-term commitments a community makes to their residents >Creating a safe and inclusive community for residents and visitors >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Forward-thinking, data-driven, and engaging local government, which is actively building the community residents want AVON IS: PERSONALITY: A set of human characteristics associated with a community >Light hearted and good humored > Vibrant and positive >Smart, yet down-to-earth and inclusive AVON IS: POSITION: How the community is perceived in the context of competitive alternatives >Unpretentious Rocky Mountain resort community > A mountain playground for outdoor adventure >Accessible and participatory arts and education activities for all AVON IS: THE BOTTOM LINE: Your core message An undaunted, inclusive, dynamic resort communityAVON IS: TOWN OF AVON MARKETING PLAN 17 AUDIENCE PROFILES FULL-TIME RESIDENTS: FAMILIES 58% of Avon households are families 58% of Avon kids 3 and older are in elementary school (1-8) Moms remain the major household purchasing decision maker in about 80% of families 46% identify as Hispanic or Latino 40% Spanish speaking 22% speak Spanish less than “very well” Key Messages from Brand Platform: >Unpretentious Rocky Mountain resort community >Accessible and participatory arts and education activities for all >Vibrant and positive >Creating a safe and inclusive community for residents and visitors >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Forward-thinking, data-driven, and engaging local government, which is actively building the community residents want >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Packed with family-friendly activities; a day of vacation away from your vacation MARKETING TO FAMILIES (GENERAL) Strategies for Reaching Families: >Know the parenting groups you’re speaking with. Different generations of parents are in different stages of parenthood and have different needs. >Talk with your parents, not at them. >Position yourself as a partner and resource in their eyes, rather just another organization throwing information at them. >Find a way to join their social circle, as this is where parents interact and spread information with one another. (Sources: The Parent Trap: Marketing to Parents; Marketing to Parents) (Source: American Community Survey; Child’s Play Communications) TOWN OF AVON MARKETING PLAN 18 Characteristics:Communication & Consumer Behavior: >Immediate and extended family >Culture and heritage >Building relationships >Integrity and respect >Social: enjoy spending time with family and friends >Tend to place less of an importance on time >Traditional views on gender roles >Event-driven >Enjoy sports >Prefer to speak in Spanish when possible >Tech savvy: 60% of Latino households own at least one video and Internet enabled cell phone, compared to 43% of the general market >Hispanics are more likely to download apps, chat, stream videos, listen to music and play games than non-Hispanics >Families tend to shop together >Relationship-oriented and less transactional Mom’s Values:Characteristics:Communication & Consumer Behavior: >Family >Healthy lifestyle and fitness >Marriage and relationships >Life balance >Authenticity >Busy and always on the run >Experts at multitasking >Being a mom isn’t the only thing that defines moms >Enjoy helping others and contributing to causes >Extremely social >More likely than past generations of moms to provide opinions and recommendations >Highly engaged on social media, as it makes sharing easier and more efficient >70% of moms own a smart phone, compared to 60% of the general market >Look for convenience, and make many of their purchases online >Expects real, authentic connections with and from brands MARKETING TO MOMS MARKETING TO SPANISH-SPEAKING FAMILIES According to a 2013 study conducted by Child’s Play Communications, moms remain the main household purchasing decision maker in about 80% of families. Moms are also responsible for the majority of individual household decisions - about two-thirds. Dads continue to dominate decision making in what might be considered traditionally “male” categories. However, moms dominate purchasing decisions for children’s products. (Sources: Building Our Understanding: Culture Insights Communicating with Hispanic/Latinos; Understanding the Hispanic/Latino Culture) (Sources: The Millennial Generation Becomes Parents; Social Moms: Demographic and Psychographic Profile; The New Female Consumer: The Rise of the Real Mom) Values: TOWN OF AVON MARKETING PLAN 19 SINGLE ADULTS 46% of adult males have never married, 35% of women Avon population skews male at 60% Key Messages from Brand Platform: >Unpretentious Rocky Mountain resort community >A mountain playground for outdoor adventure >Light hearted and good humored >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Genuine people who are proud of their local community and welcoming to visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience Marketing to Singles: >Don’t assume all singles fall into the 18-24 age group. Never-married single people ages 25 to 34 now outnumber the married crowd by 46% to 45%, a stark reversal from just a decade ago >Focus on fun! Work toward making your products and services look as fun as it can. Bonus points if it’s something they can share with friends or use to meet new people >Highlight ways to lighten the burden and focus on simplicity >Sell the experience, not the product Values:Characteristics: > Education > Collaboration > Work-life balance > Wellness > Always looking for an adventure > Highly values-driven > Strong sense of community > Confident & optimistic (Source: American Community Survey) TOWN OF AVON MARKETING PLAN 20 VISITORS 25-54 years old $100K+ household income Expanded family composition Female skew Skews a bit older (35-70) and a bit higher household income ($150+ or more) Top geographic markets mirror the non-stop flight markets into EGE VISITOR SNAPSHOT WINTER VISITORS (Source: Longwoods International) Communication & Consumer Behavior: All Male Female >Digital natives and prefer to receive information electronically >Multitaskers >Get most news from television and the Internet >Value authenticity >Want to engage with brands on social media >Brand loyal >Use other people’s decisions to help them form their own opinion >Tone: Action-oriented and competitive >Humor: Slapstick, edgy and sarcastic >Technology: Look at practicality >Use other people’s opinions to help make their own decision >Tone: High-energy, relate to an aspirational approach and role models >Humor: Silly, off beat and non-mean spirited >Technology: Interested in “look what it can do” abilities (Sources: 2015 is the Year of the Millennial Customer: 5 Key Traits These 80 Million Consumers Share 10 New Findings About the Millennial Consumer; Millennials Coming of Age; Tips for Targeting Millennials by Gender) TOWN OF AVON MARKETING PLAN 21 Characteristics:Communication & Consumer Behavior: >Summer visitors are more value based than winter visitors >Highly educated >Affluent >Summer visitors often drive up from the Front Range whereas winter visitors are more likely to fly – the length of stay is shorter for summer visitors than winter visitors >Ski trips prove to be the most valuable among the marketable trip segments in Colorado; on average, ski trip spending is $1,152 per capita >Colorado skiers were above the national average in terms of their use of smart phones both before and during travel Values: Key Messages from Brand Platform: >Unpretentious Rocky Mountain resort community >A mountain playground for outdoor adventure >Accessible and participatory arts and education activities for all >Vibrant and positive >Creating a safe and inclusive community for residents and visitors >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience >Packed with family-friendly activities; a day of vacation away from your vacation Marketing to Visitors: >Invest in community signage and physical branding as many visitors need to travel through Avon to get to their resort destination >Leverage Avon’s proximity to world-class skiing >Go electronic. Colorado visitors are more likely to use the internet when planning their vacations (both in advance and while a their destination) and are also more likely to use a mobile device >Focus on the complete mountain experience. Visitors categorized as Colorado’s “Outdoor Market” listed hiking/ backpacking (48%), camping (40%), visiting a national/state park (27%), and fishing (23%) as the most popular activities TOWN OF AVON MARKETING PLAN 22 Retail hub of the Vail Valley Arts, entertainment and recreation, and accommodation and food services most common industries for employment Most common industries in 2013: >Overall: »Construction (22%) »Accommodation and food services (22%) >Males: »Construction (31%) »Accommodation and food services (16%) >Females: »Accommodation and food services (33%) »Health care and social assistance (13%) »Retail trade (10%) Most common occupations in 2013: >Males: »Construction and extraction occupations (30%) »Sales and related occupations (13%) »Building and grounds cleaning and maintenance occupations (11%) >Females: »Office and administrative support occupations (23%) »Food preparation and service related occupations (12%) »Building and grounds cleaning and maintenance occupations (11%) »Personal care and service occupations (11%) »Education, training and library occupations (11%) BUSINESSES TOWN OF AVON – BUSINESS SUMMARY Business Snapshot: >Unpretentious Rocky Mountain resort community >Vibrant and positive >Smart, yet down-to-earth and inclusive >Creating a safe and inclusive community for year-round residents and visitors >Forward-thinking, data-driven, and engaging local government, which is actively building the community residents want >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience TOWN OF AVON MARKETING PLAN 23 The Town of Avon is home to approximately 300 businesses: >42% Service related >18% Other >11% Restaurant/bar >8% Sporting goods retail/rental >7% Misc. retail >6% Home/garden >3% Banks >3% Grocery, specialty, health >1% Liquor stores >1% Accommodations Top Employers in 2014 (Number of Employees): >Westin Riverfront Resort & Spa (270) >Wal-Mart (260) >Home Depot (222) >Maya, Mexican Kitchen (150) >City Market (125) >Eagle River Water & Sanitation (99) >Town of Avon (79) >Sheraton Mountain Vista (79) >Christie Lodge (79) >Montana’s Bar & Grill (25) Based on these top 10 employers, and the number of employees these have, we can conclude that the majority of businesses in Avon have 25 employees or less. (Sources: City Data, Avon Business Directory, 2014 Avon Comprehensive Annual Financial Report) TOWN OF AVON – BUSINESS SUMMARY (continued) TOWN OF AVON MARKETING PLAN 24 EMERGING VALLEY COMMUNITIES COMPARISON The Town of Gypsum does have a brand and utilizes it fairly well, especially on its website’s homepage. The content greatly emphasizes Gypsum as a healthy, active community as well as a great place to live and do business. The Town has a well developed tagline and identity, which is described as follows on the homepage: “Live, Work, Play and Be Healthy.” That’s our motto in Gypsum, and we live every word of it. It’s a quality of life we are proudly committed to serving and protecting with strong leadership that has an eye on opportunities for business, recreation and our children. We’re located at the west end of Eagle County, just 30 minutes from Beaver Creek and 45 from Vail. We don’t get as much snow as they do which means there’s more to do here in spring and fall. Some folks have been here a long time, some are new, but everyone welcomes you to playful, healthy Gypsum! The website design looks new and is easy to use. It also reflects the Town and the Town’s brand well. However, for their printed materials and reports, it seems like they’re still trying to figure out how to properly use the brand. Many of their 2015 materials could have a higher quality of graphic design. The Town utilizes both Facebook and Twitter. Their Twitter following is fairly low, but they appear to generate a good amount of Twitter engagement despite the low number of followers. They have a stronger following on Facebook and are receiving high engagement on this platform. The Town also posts more frequently on Facebook than on Twitter, with about one post every day or two. In terms of design, the Town of Eagle seems to be using their brand fairly well. They have some brand colors and fonts that are used consistently throughout their website. However, the Town seems to be lacking a brand identity and messages. The website’s homepage tells very little about the community, with simply a large picture before going into resident resources and news. There also isn’t an “About” page where the Town’s brand could be showcased. Regarding social media, the Town utilizes Facebook and Twitter postings on both platforms several times a week. The Facebook page has a strong following that is providing some engagement. However, the Twitter page has fewer followers and posts are receiving no engagement. Twitter messages aren’t very strong and no images have been posted here. This page also looks disconnected from other Town communication outlets as the logo is not in the profile picture and doesn’t have any description or links back to the main webpage. TOWN OF GYPSUM TOWN OF EAGLE TOWN OF AVON MARKETING PLAN 25 The Town of Vail describes itself as “North America’s Premier International Mountain Resort Community”, and emphasizes that its open space, free transit, environmentally-sensitive services, and recreational, cultural and educational opportunities make Vail a great place to live and visit. It also describes how the community has evolved to be more than just a ski resort. The Town of Vail’s website design reinforces its brand promise by showcasing many photos of Vail’s beautiful scenery as well as real people partaking in various types of recreation activities. The Town also publicizes the major events going on in Vail with a “Signature Events” webpage, listing these events by season. A special website has also been set up by the Town for a Master Events Calendar, so users can easily see everything going on in the community. The Town of Vail’s main presence on social media is through Twitter, where the Town posts at least once a day mostly with informational updates and other Town news. The Town also has Twitter accounts for Town Council, the Public Library, the Fire Department, and the Police. All accounts seem to be receiving medium rates of engagement. The Town does not have its own Facebook account, however there are pages for the Library, Fire and Police departments, all of which have fairly strong followings. TOWN OF VAIL TOWN OF AVON MARKETING PLAN 26 The Town of Breckenridge describes itself as a small town with big town amenities. It encourages residents and visitors to participate in the many activities that the Town has to offer besides skiing. On its “Living in Breckenridge” webpage, it’s mentioned that “Locals always say, ‘I came for the winters but stayed for the summers,’” showing that there’s plenty to do in Breckenridge no matter what season it is. The Town of Breckenridge mission statement is as follows: The Town of Breckenridge protects, maintains, and enhances our send of community, historical heritage and alpine environment. We provide leadership and encourage citizen involvement. The Town also has several key areas that are a part of its vision to be a cohesive and diverse community: >Community character >Economic viability/ sustainability >Natural resources >Transportation >Housing >Cultural resources >Recreational resources >Education, government, institutions >Population >The built environment The Town’s website design is a bit outdated and could benefit from a redesign to enhance the user’s experience on the site and to support the Town’s brand. The Town has some high-quality photos in its online Photo Gallery that showcase many of the different cultural attractions and recreational opportunities, however more of these photos could be used throughout the site. The Town’s Recreation section of the website is one area where the brand platform is well represented and common messaging is used. The introduction to the Recreation page emphasizes the large variety of recreation options as it says, “Whatever recreation means to you, you’ll find it here in Breckenridge.” The Town has a strong following and presence on Facebook and Twitter. It posts on both of these platforms at least once a day with information about upcoming events and other Town news, pictures from Town activities, articles related to the Town, etc. They also frequently share or retweet information or photos posted by other organizations or individuals that are related to the Town. The Town may utilize other social media platforms as well, however those accounts could not be easily found on the website. TOWN OF BRECKENRIDGE TOWN OF AVON MARKETING PLAN 27TOWN OF AVON MARKETING PLAN c TOWN OF AVON MARKETING PLAN 28 STRATEGIES Develop brand guidelines and key messages to give staff and vendors the tools necessary to implement brand elements. While the Town currently has logo guidelines and basic direction for using the brand, more specific guidelines will make it easier for staff to put the brand into practice. Sub, or complementary, brand standards for Recreation and Transit will also help these departments establish a more individualized image while still supporting the overall Town brand. Update all Town communication and marketing materials to meet brand standards to further consistent use of established brand messaging and elements. A comprehensive audit of materials across the organization reveals that there are still pockets where the new brand has not been implemented. Developing an organization-wide implementation schedule and budget for the remaining items that require transition will help move the initiative forward and establish accountability. Leverage Avon event attendees to promote future events and activities. They say it’s easier to keep a customer than to go find a new one! Marketing to event attendees and encouraging them to return at a later date allows Avon to cross promote activities to targeted audiences. Leverage special events to tell your brand story by investing in comprehensive event promotions (not individual event marketing). The variety and type of events Avon supports paints a comprehensive picture of the Town’s unique qualities. Materials and campaigns that show the panorama of events in one comprehensive package reinforces Avon’s image as a Town for outdoor recreation, music and arts. Develop suggestions for event organizers to follow when marketing individual events. Event organizers are spending significant money to promote their individual events. Establishing suggested brand elements to include in promotional efforts (logo, link on the website, imagery, etc.) allows Avon to further build your identity and reach markets/ audiences that may be inaccessible otherwise. TOWN OF AVON MARKETING PLAN 29 Continue partnership discussions with Valley destinations. Continuing conversations about partnership and collaboration with Vail and Beaver Creek could result in additional opportunities to promote Avon and build brand awareness. Develop comprehensive wayfinding and community signage program. The physical embodiment of a brand often begins with what a person sees upon entering the community. While Avon has smartly invested in “lifestyle banners,” further opportunity exists for a more comprehensive wayfinding and community signage program. Incorporate art into standard outdoor assets. Each outdoor asset (river put-in’s and take-out’s, Nottingham Lake, trail heads) provides an opportunity to inform users that Avon is also a town for arts, culture, and education. Interpretive signage, art installations, or simply promotional materials at these locations broaden the user’s awareness of all Avon has to offer. Centralize brand implementation and develop staff resources to create buy-in for the brand initiative and problem solve barriers for use. Sometimes brand implementation stalls because there isn’t buy-in from those expected to champion its cause; sometimes there are legitimate barriers to making a brand come to life. Regardless of the circumstances, empower one person and/or department to identify and overcome obstacles to maximize brand implementation. Partner with key businesses and outside organizations to empower them to tell your story on your behalf. Potential touch points are everywhere! Resourcing those entities that often interact with visitors, residents and businesses will further the Town’s reach. From Realtors to hotels, restaurants to healthcare providers, airport transit to schools, creating partnerships will reveal additional opportunities to share the Avon brand. TOWN OF AVON MARKETING PLAN 30 TOOLS AND TACTICS Develop brand guidelines and key messages to give staff and vendors the tools necessary to implement brand elements. >Develop brand guidelines >Distribute appropriate logos and other files to staff members >Create toolkit to be sent to vendors with files, design requirements and brand messages >Develop Town of Avon overview brochure for general distribution Update all Town communication and marketing materials to meet brand standards to further consistent use of established brand messaging and elements. >Create comprehensive implementation timeline to keep brand activation on track >Redesign website to better reflect Avon brand >Redesign Vail Daily ad template >Create e-newsletter templates >Develop apparel standards >Design new graphics for fleet vehicles >Develop facility signage Leverage special events to tell your brand story by investing in comprehensive event promotions (not individual event marketing). >Develop seasonal event rack cards with a list of all upcoming events in Avon >Design special wraps for Town vehicles that showcase upcoming Avon events >Develop suggestions for event organizers to follow when marketing the Town sponsored events. This toolkit can include logos, a link on the website, imagery, etc. The Town should continue to require event organizers to provide family-friendly activities and include provision of space for a Town display booth at each event >Redesign special events page on avon.org to provide a more visual and comprehensive picture of coming events >Dedicate a page on the avon.org website for each event to promote timely activities, specials, and promotions TOWN OF AVON MARKETING PLAN 31 Centralize brand implementation and develop staff resources to create buy-in for the brand initiative and problem solve barriers for use. >Develop toolkit to be distributed to staff about the brand and how they can help implement >Designate a single point of contact for brand resources and questions Leverage Avon event attendees to promote future events and activities. >Host a Town of Avon booth with marketing and informational materials at local events including, but not limited to: »CoverRock Tribute Music Festival, June 25-26 »Salute to the USA, July 3 »Dancing in the Park!, July 29 »Avon LIVE! Summer Concert Series, August 3, 10, 17 and 24 (choose 2 dates) »Man of the Cliff, October 10-11 Continue partnership discussions with Valley resort destinations. >Organize regularly scheduled collaboration meetings to discuss upcoming events and opportunities for collaboration >Share Avon promotional materials and event calendars Develop comprehensive wayfinding and community signage program. >Evaluate current signage stock >Design gateway signage that reflects community and brand Incorporate art into standard outdoor assets. >Redesign trailhead signage to cross-promote Main Street Mall and Possibilities Plaza or other art assets >Host photo contests and showcase winning images in outdoor displays near Town facilities Partner with key businesses and outside organizations to empower them to tell your story on your behalf. >Develop overview brochure with a snapshot of Avon that can be distributed to realtors, hotels, associations, employers, healthcare providers, relocation agencies, etc. >Partner with transportation companies that provide transit to and from the airport. Arm them with an Avon visitor’s guide or brochure >Host local business luncheon to talk about the state of Avon and tell the story of Avon, which businesses can then share and emulate Page intentionally left blank. TOWN OF AVON MARKETING PLAN 33TOWN OF AVON MARKETING PLAN d TOWN OF AVON MARKETING PLAN 34 STRATEGIES Meet people where they are. Plain and simple, people are busy. Engaging in local government doesn’t often rise to the top of their priority list. Making engagement easy is a critical strategy to success. Leveraging Town facilities (Recreation Center, Town Hall) and parks to install stand alone interactive displays is a great way to gather feedback in a manner that’s convenient for your residents. Similarly, people are spending a significant of time online; on average 1:25 hours on a smartphone and 1:06 hours on the Internet/PC. Improving opportunities for engagement through mediums such as the website, social media, and texting campaigns will provide interaction through the tools people are already using. Encourage Town Council members to increase visibility and accessibility as well as resource Council with relevant information to share with the community. Town Council members are excellent conduits to the community. In addition to providing passive methods for connections (e-mails, submitting online forms, etc.), Town Council has the opportunity to invest in more personal and strategic appearances. Whether manning Town booths at community events or organizing informal coffee chats with constituents, Council can both gather feedback from residents and help share important information. Revise social media policy and practice to focus more on engagement. At its core, social media is a platform for conversa- tion. Changing the Town’s practice regarding social media to focus more on engagement will open the door to new relationships. Enabling comments, as well as embracing Avon’s brand tone, will strength- en online relationships. This topic requires further exploration and detail; therefore this plan includes additional information and specific recommendations in a later chapter. Use the Town of Avon’s data-driven culture to help the public better understand complex issues. An informed community can provide valuable insight when the Town is gathering feedback on budgets, capital projects, and other notable investments. Developing easy-to-understand, graphically rich materials and visuals creates better comprehension. Create opportunities for positive, non-issue based interaction. If the only time we ask residents to engage is during hot issues, we miss an opportunity to build connections in a non-controversial environment. Relationships that are formed independent of specific topics can endure and pay dividends when issues arise. TOWN OF AVON MARKETING PLAN 35 Expand current communications calendar to include all media outlets. The Town has additional options to engage the community through the local media in addition to sending press releases. Editorial submissions, local television programming, public service announcements, etc. all provide venues to introduce topics and encourage participation. Further, a comprehensive calendar will allow for planning and coordination of internal tools (website spotlights, email blasts, etc.) A comprehensive media strategy also will support development of relationships with local reporters to determine the best resources for media based on their needs. Invest in translation services for high priority issues and long-term communication products. Avon’s large population of Spanish speaking individuals warrants consistent investment in translating communication. While it’s not feasible to translate every marketing or communication effort, providing Spanish translations of materials that support high priority issues, or items that have a long shelf life demonstrates a true commitment to including all residents in engagement techniques. TOWN OF AVON MARKETING PLAN 36 TOOLS AND TACTICS Meet people where they are. >Leverage Town facilities and parks to create engagement points with stand-alone engagement displays >Make online interaction easy by enhancing website and other digital tools to encourage back and forth engagement >Explore nontraditional methods of engagement such as Textizen, a service that utilizes text messages to create a dialogue with residents Revise social media policy and practice. >Along with providing Town information, focus on creating more engagement and dialogue on these platforms. This can be done through: »Asking questions »Posting pictures just for fun »Hosting contests through social media >Implement quasi-centralized approach; one person in charge of accounts and departments submit content >Generate quarterly analytics of social media platforms. Focus on what types of posts get the highest engagement and reach See the Social Media section of this plan for more details. Create opportunities for positive, non-issue based interaction. >Host a Citizen’s Academy that enables residents to “look behind the curtain” and learn about the Town functions >Host booths at community events with general information about the Town instead of focusing on a specific topic Use Town’s data-driven culture to help the public better understand complex issues. >Create easy to understand, graphically rich materials to help explain complex topics such as: »Annual reports »Budget summaries »Capital investments summaries >Include pertinent community statistics in monthly or quarterly newsletters >Provide City Council with one-page summaries for key issues that can also be shared online TOWN OF AVON MARKETING PLAN 37 Encourage Town Council members to increase visibility and accessibility as well as resource Council with relevant information to share with the community. >Encourage Town Council members to host office hours once a month at a coffee shop. Residents are welcome to stop by and discuss any question or concern with a Council member. This informal setting for dialogue is a great way to interact with citizens >Include reminders in Vail Daily ads, newsletters, the website, etc. that Town Council members are accessible to all residents and encourage residents to get to know their representative >Ask Town Council members to work the Town of Avon booths at special events Develop comprehensive local media strategy and editorial calendar. >Host a breakfast for local media. Invite key contacts in media outlets to come learn about the Town of Avon, work plans, and goals for the coming year(s) >Create comprehensive media contact list to be used by Town staff >Create contact list of staff representatives to be sent to media contacts about who to contact for specific topics >For every project or department, designate who will be the point person to talk with the media. If the media contacts other employees for information, they will be directed to this “expert” >Send a weekly or bimonthly comprehensive news email to media contacts. Instead of sending out multiple press releases, departments can provide content for this email so media can stay up to date on what’s happening in Avon >Plan out priority topics several months in advance. Determine which topics will be highlighted in which venue. For example, what will be highlighted on the home page of avon.org, what will be discussed on the new TV 5 show, etc. Invest in translation services for high priority issues and long-term communication products. >Create guidelines for when materials should be translated >Develop a list of approved translators as a resource for staff TOWN OF AVON MARKETING PLAN 38 SOCIAL MEDIA PROFILES SOCIAL MEDIA Age Distribution at the Top Social Networks % of Users in Each Age Group – US Data - Users Aged 18 and Over –December 2014 / Source: comScore Snapchat Tumblr Google+ Pinterest Vine Twitter Instagram Facebook LinkedIn 18-24 35-44 55-64 65+ 25-34 45-54 Instagram has become the most important and most-used social networks for US teens. 32% of US teenagers cited it as their most important social network in Piper Jaffray’s twice-annual teen survey, compared to only 14% saying that of Facebook. Less than two-fifths of Facebook’s adult user base in the US is aged 18 to 34, according to comScore. Facebook Highest usage among ages 45-54 65% of users are age 35 or older Unlike Twitter, average age of users is getting older Among U.S. users - 53% female, 46% male Twitter Virtually equal usage among genders Most popular among ages 18-29 More urban/suburban users than rural High levels of usage among African Americans Instagram More popular among women Equal among Apple and Android smartphone users Ages 35 and under Most popular among urban users TOWN OF AVON MARKETING PLAN 39 Best Practices Relating to First Amendment Right and Risks Local government must adhere to certain legal policies when using social media that don’t apply to private sector businesses and individuals using the same platforms. Specifically, it’s important to understand how First Amendment Rights are a factor in the way local governments manage their social media presence. Below are some best practices to help you understand the issue and how to follow this law. The full report that this information was pulled from, Social Media and Public Agencies: Legal Issues, has been included in the Appendix. >The First Amendment forbids the government from engaging in unlawful censorship. >If a public agency allows others to post materials of their choosing on a website, blog or social media site, then this can be considered a designated public forum. Because of this, the agency cannot exclude (or delete) material based on its contents unless that restriction served a compelling state interest that is narrowly tailored to achieving this interest. >Governments on social media cannot delete posts simply because they are critical of the agency, its officials or employees, or the agency otherwise dislikes what the posts say. >Public agencies are allowed to delete its own content if something was inappropriately posted, but it’s best to also publish a post acknowledging the mistake. >A public agency can take actions to “control” comments posted, such as delete a comment, remove a follower or permanently ban someone from your page; however only under some circumstances is it lawful to do so. For example, comments containing profanity can be deleted. >Public agencies may not restrict their employee’s First Amendment rights to comment on matters of public interest, however can offer guidance on how employees should use social media. >Whenever any content is deleted from a page it should be retained, and a record should be kept of why. Resources for Best Practices Full copies of the following reports have been included in the Appendix. These documents help demonstrate trends in social media for local governments, how agencies are using social media platforms, and how best to create a social media policy. 1. Designing Social Media Policy for Government: Eight Essential Elements 2. Government Public Relations and Social Media: An Analysis of the Perceptions and Trends of Social Media Use at the Local Government Level 3. A New Way to Communicate with Residents: Local Government Use of Social Media to Prepare for Emergencies 4. Making the Most of Social Media: 7 Lessons from Successful Cities SOCIAL MEDIA RESOURCES Strategy: Revise social media policy and practice to focus on engagement. The current Town of Avon social media policy does support engagement on digital platforms in that it encourages posters to utilize a friendly and interactive tone, and to add pictures whenever possible. However, this policy is not being translated to practice, as most Avon social media posts are formal and only informational. Here are some resources for becoming more interactive on social media and options to increase the Town’s social media presence. TOWN OF AVON MARKETING PLAN 40 Do: >Adopt and publicize a social media policy that limits the purpose of the site to serve as a mechanism for communication between the agency and the public. >Define what kinds of content fall outside that purpose (including commercial, campaign, discriminatory or profane postings) and include a warning that content outside the purpose is subject to removal. >Advise staff that they may not delete postings simply because they may be critical of the agency or agency officials. >Respond with a sense of common humanity and humor if the agency makes a mistake in a social media post. >Use privacy settings that allow the public to access information on the agency’s page without having to become a fan or friend. >Think of social media as a way of driving people to the agency’s website for substantive information as opposed to social media being a place where important information is posted. >Post a caution to those who might want to become a friend or fan of an agency page that their information may become a disclosable public record. >Endeavor to make information made available online also available through alternative channels. PEER CITIES & SOCIAL MEDIA MANAGEMENT Posts includeinformal content 2-Way Communication Centrally Managed Aspen Yes Yes, no restrictions Yes Steamboat No, but want to improve Allow external comments but not posts Yes Breckenridge Yes Allow external comments but not posts; will reply to Tweets Point person in each department with an account Telluride No Allow external comments but not posts All posts automated Vail Sometimes No restrictions; will reply to Tweets Point person in each department with an account TOWN OF AVON MARKETING PLAN 41 PEER CITIES & SOCIAL MEDIA PRESENCE OPTIONS RECOMMENDATIONS & PRIORITIES Facebook Twitter Pinterest Flickr Instagram YouTube Vimeo Google+Other Aspen MindMixer Avon Town, Police, Recreation For Town Only Breckenridge Couple Accounts Couple Accounts MindMixer Eagle County Several Accounts Jackson Park City Pitkin County Snowmass Village Couple of Pages Steamboat Trip Advisor, Yelp, FourSquare Telluride Vail Several Accounts (Source: Town of Avon’s Community Relations Officer provided detailed data on social media and peer communities.) The Town of Avon already has a social media policy in place, however it never hurts to seek policy improvement. The City of Fort Collins has a very comprehensive social media policy and a framework that is good to follow. The full policy has been included in the Appendix. Establish core accounts and limit expansion to new platforms. Avon currently operates three Facebook pages and one Twitter account. Before expanding into new platforms, Avon must first focus on maximizing the effectiveness and use of existing tools. Limiting expansion will ensure that neither staff nor content is spread too thin. As with most recommendations, there is an exception. Given Recreation’s marketing goal of attracting a younger audience, they should create a Twitter handle. Instagram will be a tool for consideration in the future, but not until Avon’s other platforms are performing as desired. 1 TOWN OF AVON MARKETING PLAN 42 Centralize management of core accounts. All content and engagement should be funneled through a single department and/or individual with the ability to grant permissions to others as deemed appropriate. Having a single person manage your accounts will help create consistency and accountability. Similar to your current processes for press releases, Departments can forward content to a single individual who can then prioritize a post as appropriate. Centralized management also will result in centralized reporting so that you can gauge your ROI. On special occasions or during key events, this individual can delegate the task to trusted co-workers throughout the organization. For example, during festival weekends the Director of Festivals & Special Events could be empowered to post real-time photos of events and happenings. 2 3 4 5 Drive traffic to avon.org. Avon.org is the Town’s most effective communication tool. Social media should support, not replace, content on the website. Establish criteria for when/how new accounts will be approved. The Town of Avon should continue to operate their core accounts and limit expansion unless a department can demonstrate a unique business need AND the ability to successfully generate consistent content. The responsibility to raise revenue, such as the Recreation Center, often qualifies as a unique business need and warrants the ability to create accounts that are more marketing driven. Giving Recreation permission for their own Facebook (existing) and Twitter (new) accounts also lets them allocate limited marketing dollars to promote their accounts in a very targeted manner. Police is the only other department with an individual Facebook page. At this time, it does not make sense to grant additional departments permission to start and manage their own accounts. However, an application and review process should be established for future requests. Focus efforts on engagement and targeted marketing. Creating online relationships with residents to support community engagement should be the primary intention of the Town’s social media program. This allows Avon to reach and connect with more people in a more convenient platform. Further, social media advertising allows the Town to market to key audiences through specific imagery and tools. Social media is a platform built for easy customization. Additionally, advertising on social media is relatively inexpensive and very targeted. >Twitter: Used by: younger adults (18-29) Frequency: 5-7 times a week >Facebook: Used by: middle aged (44-54) Frequency: 3-5 times a week TOWN OF AVON MARKETING PLAN 43 While managing the Town’s social media strategy is not a full-time job, it does require time and attention. If management is centralized, the Town can better track how much time and resource are dedicated to social media, and weigh that against the value. Recommended Staff Time: 10 hours per month Measurements of Success: >Engagement analytics on Facebook (likes, shares, comments) >Engagement analytics on Twitter (favorites, re-tweets, mentions) >Growth in Facebook likes and Twitter followers across accounts >Users driven to website from Facebook and Twitter RESOURCES AND MEASUREMENT Page intentionally left blank. TOWN OF AVON MARKETING PLAN 45TOWN OF AVON MARKETING PLAN e TOWN OF AVON MARKETING PLAN 46 OVERALL STRATEGIES Redesign website for maximum brand impact, improved engagement and marketing messaging. Already in the works, a comprehensive website re- design is a critical first step. A new design can better support the Town’s brand activation, civic engagement, and marketing goals. Re-tooled navigation, new imagery, and prioritized content are needed. Work in partnership with Vail Valley resort destinations to leverage existing tourism industry. The Vail Valley already spend significant dollars attracting visitors to the area. The most effective and efficient strategy leverages the fact that these individuals are already nearby and that Avon offers the perfect vacation from your vacation. Working in partnership with hotels, concierges, or having a presence within these communities provides access to the millions of visitors to the region. Re-brand Recreation and Transit services. While addressed earlier in this plan, it bears repeating that Recreation and Transit would benefit from strong brand identities that are both unique and supportive of the overall Town brand. The transit system in particular could elevate its image and awareness through a new system name, bus design, and branded materials. Pool resources to increase efficiency of outreach and marketing efforts. Combining resources among departments (such as with the Vail Daily) or between private businesses (such as a cooperative ad buy) creates greater purchasing power than what departments can access alone. Plus, many departments recognize the value of marketing to concierges and other visitor services, but don’t have the time to create and distribute materials – a centralized resource could eliminate this barrier. Develop and implement targeted and niche media strategy with key outlets. This strategy should address traditional sources as well as more targeted publications that specifically cater to target audiences. TOWN OF AVON MARKETING PLAN 47 Use Avon’s unique assets to best position the community by target audience: >Singles: Swimming, SUPing, paddle boating on the lake and river coupled with trails, mountain biking, and hiking offer an all in one mountain adventure that you can’t find elsewhere. >Families: Lazy river, rock climbing wall, beach, playground make Avon the best place for families looking for an affordable day of activities. >Both: A convenient, sensible and accessible option with unparalleled access to Vail or Beaver Creek. Develop business partnerships to expand reach and cross promote services. Marketing that outlines how to bike to dining and retail, that highlights Avon’s fantastic decks/ patios and views, that promotes dining discounts when riding the bus – these types of partnership promotions tie together Avon’s unique businesses, retail, and Town services in a win-win campaign. Leverage Avon’s unique position as the only I-70 mountain town to provide all forms of water recreation. Fishing and kayaking on the river, SUPing and paddle boating on the lake, playing on the beach, swimming in the water – no other town offers water-lovers more opportunity for recreation and enjoyment all in one place. Capitalize on free parking and transit and trail connections to encourage people to visit Avon. Marketing materials that demonstrate the easy connections between Avon, Beaver Creek, and Vail help visitors and residents understand how to access key destinations and attractions while also boosting transit ridership. Focusing on the connections also encourages residents to explore their home town. Promote accessibility of and connections to trails to boost usage. Avon is steadily improving its walkability and trail system. Focusing efforts on how to access trails (hard and soft surface) and how the network connects makes using the trails easier for residents and visitors. TOWN OF AVON MARKETING PLAN 48 TOOLS AND TACTICS Pool resources to increase efficiency of outreach and marketing efforts. >Continue centralized approach to Vail Daily ads to maximize benefit >Engage in cooperative ad buys with businesses on a quarterly basis to promote special events, activities, and the overall Avon experience >Fund a single concierge/hospitality liaison that could represent all Avon departments to communicate Town information to area concierges, transit drivers, front desk clerks, ski instructors, and other members of the community that have direct touch points with visitors >Fund a traditional direct mail piece to residents promoting key offerings >Create a more user friendly version of the Discover Avon Google map now online to better highlight Avon activities, transit stops, etc. Develop a print version for distribution at local establishments >Develop organization-wide e-newsletter and subscription service. Provide each appropriate department their own custom template Work in partnership with Vail Valley resort destinations to leverage existing tourism industry. >Provide Avon materials and information at hotels and/or information kiosks >Advertise in Vail and Beaver Creek publication targeting visitors Re-brand Recreation and Transit services. Recreation and Transit operate under a unique business model that focuses more on marketing than other Town services (such as public works). Each requires a brand that stands out from other Town services but also supports the general Town look and feel. Develop and implement targeted and niche media strategy with key outlets. >Create media list of local, regional, and Front Range publications sorted by key audience >Implement limited advertising buy Use Avon’s unique assets to best position the community by target audience. >Feature economic development efforts in an update to the Economic Development section of the website TOWN OF AVON MARKETING PLAN 49 Redesign website for maximum brand impact, improved engagement and marketing messaging. Already in the works, a comprehensive website re-design is a critical first step. A new design can better support the Town’s brand activation, civic engagement, and marketing goals. Re-tooled navigation, new imagery, and prioritized content are needed. >Audit existing site to evaluate usability and organization >Create new site map that better highlights events, engagement opportunities and other key content >Redesign to reflect brand guidelines Specific site recommendations: >Convert Recreation registration to an online process >Create sub-pages on the Transit page to make information easier to find >Include transit maps along with transit schedules >Integrate information about how outside agencies can access fleet maintenance services on the fleet page >Re-design special event page to include more imagery and brand messaging Develop business partnerships to expand reach and cross promote services. >Partnership with hotels »Provide local hotels with kiosks promoting events and/or activities »Point-of-sale items at counters >Business partnerships »Meet regularly to discuss impact of special events and upcoming plans >Expand partnerships to businesses outside of Town limits to include those in Edwards, Eagle, and Gypsum Capitalize on free parking and transit, and trail connections to encourage people to visit Avon. >Create more community signage to communicate this message (relates to wayfinding) >Share this specific information with local hotels and resorts >Highlight free parking in communication with visitors >Update parking map to highlight connectivity; increase distribution; repurpose for community signage TOWN OF AVON MARKETING PLAN 50 Promote accessibility of and connections to trails to boost usage. >Redesign trail map highlighting connections and access >Cross promote services and attractions with signage at trailheads Leverage Avon’s unique position as the only I-70 mountain town to provide all forms of water recreation. >Include river put-ins and take-outs on all community maps and wayfinding >Cross promote lake and river access with special events >Use river and lake imagery in communication and marketing materials TOWN OF AVON MARKETING PLAN 51 RECREATION DEPARTMENT ACTION ITEMS Create a comprehensive quarterly program catalogue Convert program registration and other forms (i.e., athletic field reservations) to an online platform Partner with the school district to send a monthly flyer home with students (English and Spanish versions) Expand use of social media >Create a Twitter account >Encourage user reviews on Yelp >Confirm listing on travel websites/apps including: TripAdivsor, Expedia, etc. >Encourage sharing/engagement with use of custom hashtags; display tagged posts on the Recreation web page Publish classes more than one week in advance Use multiple assets to cross promote products >Insert postcard promoting the Recreation Center in event packets >Produce signage promoting events to display in the lobby of the Recreation Center Develop and implement comprehensive email marketing strategy >Resurrect previous email lists >Develop general Recreation template >Send an initial email to weed out invalid email addresses and allow recipients the opportunity to opt-in to areas of interest >Segment email lists according to product offerings >Develop templates for each area of interest >Actively grow email list by including a sign up on the Recreation web page, promoting on social media, and on print materials Develop year-long Recreation awareness campaign TOWN OF AVON MARKETING PLAN 52 RECREATION GOALS AUDIENCES SINGLESS FAMILIESF BUSINESSESB VISITORSV ALLA RECREATION AUDIENCE TOP TOOLS MEASUREMENT GOAL: Increase Recreation Center Use Twitter, Vail Daily Increase in day pass and membership sales. Facebook, Flyers Sent Home through Schools, Vail Daily, Postcards in Event Packets Facebook, Vail Daily, Rack Cards at Hotels GOAL: Increase Participation in Youth Programs Flyers Sent Home through Schools, Postcards in Event Packets, Facebook Increase in revenue from youth programs. GOAL: Increase Participation in Adult Programs Twitter, Vail Daily Increase in revenue from adult programs.Direct Mail, Posters at Place of Business GOAL: Build General Awareness Twitter - #mountainplayground Overall increase in revenue from programs. Increase in website visits and social media engagement. Flyers Sent Home through Schools Posters Hotels Community Signage TOWN OF AVON MARKETING PLAN 53 TRANSIT Create an identity for the transit system so that it reflects the Town of Avon brand. >Re-design route map and schedule; expand distribution to community partner facilities, hotels, and business along the routes >Create high quality posters that promote the service and distribute them in businesses, hotels, partner facilities, etc. to raise awareness of the service and start building the idea of public transit in Avon Re-designed web page to focus more on the details needed to ride transit. Leverage bus stop signage to communicate routes and connectivity. Use the Town’s current social media platforms for distribution of information such as: >Service updates >Detours >News >Featured drivers >Featured riders >Special events >Photos of the buses in service >Community news that affects transit Leverage Town’s agreement with the Vail Daily by dedicating occasional ads to promote transit service and connectivity. Offer tours of the bus and bus maintenance facility to stakeholders - especially Town elected officials, Town leaders, business leaders, school groups, etc. to raise awareness of the service, and put a face to the transit department. Share short format videos of drivers talking about why they drive the bus and what they love about their job. Include articles about the service periodically in Town newsletters and updates. Create swag or give away items that are branded with the bus identity and pass out at Town community events, during the tours mentioned previously, or give some to the drivers to pass out to riders. >Bike lights >Weather ponchos >Key chains >Stickers >Water bottles TOWN OF AVON MARKETING PLAN 54 TRANSIT GOALS AUDIENCES SINGLESS FAMILIESF BUSINESSESB VISITORSV ALLA TRANSIT AUDIENCE TOP TOOLS MEASUREMENT GOAL: Increase Ridership in Town Twitter, Swag Increased number of riders. Website analytics show increased visits. Facebook, Bus Tours, Ads, Article, Website Poster Facebook, Rack Card at Hotels, Article, Website GOAL: Increase Ridership on Ski Shuttle Bus Stop Signs, Website, Facebook Increased number of riders. Website analytics show increased visits.Swag, Bus Map & Schedule in Hotels, Website, Happy Hour Punch Card GOAL: Build Awareness Twitter - Handle TBD Material is reordered often and distributed to partners. Website an- alytics show increased visits. Increase in social media engagement. Bus Tours, Videos, Swag, Facebook Posters, Website Bus Stop Signage, Bus Map & Schedule in Hotels, Swag, Website TOWN OF AVON MARKETING PLAN 55 SPECIAL EVENTS Re-design event page on avon.org to feature event photos and generate enthusiasm for pending events. Convert/re-purpose seasonal event rack cards with list of all upcoming events in Avon into other methods of communication >Vail Daily and other advertising opportunities >Stand alone roll-up banner to display in Town Hall and the Recreation Center Event calendar bookmark distributed in the Library Promote events/event website with wraps on Town vehicles Promote events at Town bus stops Provide businesses with posters and other promotional materials Create media kit for event planners such as wedding planners, corporate meeting planners and special event organizers promoting the Performance Pavilion, local hotels, and regional activities >Distribute to group sales offices of local hotels Develop a guide for the Main Street Mall bronze statues; include the guide and compelling photography of the statues on the Main Street Mall web page. TOWN OF AVON MARKETING PLAN 56 PARKS, TRAILS & OUTDOOR RECREATION FLEET Re-designed trail map showing all trails in the area and connectivity; increase distribution to local outdoor gear retailers and restaurants Use social media to promote the trail use, recreation on the river and lake Develop a custom hashtag (e.g., #mountainplayground) to increase visibility of posts and encourage others to use when they post content Post pictures of key audiences using the trails to demonstrate connectivity and easy accessibility to Town Plan grand opening for the final piece of the paved trail connection opening in August Develop simple one-pager promoting Fleet Maintenance services targeted to key outside organizations Better highlight Fleet services on avon.org with more clarity around what entities can take advantage of the service and the benefits Research and create a list of the top five potential clients and reach out with a personal phone call TOWN OF AVON MARKETING PLAN 57TOWN OF AVON MARKETING PLAN f TOWN OF AVON MARKETING PLAN 58 EXECUTIVE SUMMARY 2016 PRIORITIES 1. FOCUS ON COMPLETE BRAND IMPLEMENTATION. 1. Invest in templates. Developing templates for signage, posters, advertisements, e-newsletters will help improve the presence and consistency of a new brand. 2. Centralize brand activation. Designate one person to manage the brand implementation process and to help the organization put the brand to use. Top priorities of this individual in 2016 should be: »Train and support staff. Check-in with appropriate staff to identify barriers and needs. »Create a brand toolkit/cheat sheet for vendors to use when ordering materials, apparel, etc. »Identify new opportunities to infuse the brand language and visuals into Avon communications. 2016 is an opportunity to rejuvenate the brand process by focusing on activation. High priority ac- tion items include: Why:Resources:Measurement: Your brand is your foundation to all communication. Building a strong base will allow the Town to leverage messaging and awareness into further participation in civic issues and services. 15% of a full-time position or 6 hours per week Creation and implementation of brand implementation chart TOWN OF AVON MARKETING PLAN 59 2. RE-DESIGN AVON.ORG WEBSITE. 1. Integrate visual brand standards and key messages. 2. Design to include a stronger emphasis on key information and issues. 3. Focus on community engagement options. The website is your single most important source of information and your biggest opportunity to tell the Avon story. The re-design should take place with three key elements in mind: Why:Resources:Measurement: Your website is your most important communication tool. It not only provides residents and visitors with important information, it also paints a picture of who you are as a community. Contractor/Firm: $20K-$40K 15% of a full-time staff person >Increase in unique website visits >Increase in amount of time spent on the website >Increase in visits to high priority content >Conversion rates of web visits converted into registrations TOWN OF AVON MARKETING PLAN 60 3. CHANGE SOCIAL MEDIA PRACTICE AND POLICY. A refresh of the Town’s social media policies and practice will improve connections and relation- ships with residents, build Town awareness beyond town limits and provide a convenient venue for gathering community input. The new approach should include: 1. Quasi-centralize management. »One person manages all accounts and content with “special permissions” granted to key individuals throughout the organization. Special permissions would include the authority to post information during a crisis, at live events, or other special occasions. »The Town would maintain central social media accounts (as opposed to one for each department) unless a department can demonstrate a unique business need (i.e. Recreation). 2. Increased focus on engagement. »By integrating posts that are less informational and more casual, the Town will start to build more relationships with social media users. »Encourage two-way dialogue to create a venue for feedback on hot topics or general operations. 3. Revisit the Town policy to ensure that it clearly outlines guidelines and allows for changes to the way Town operates social media accounts. Why:Resources:Measurement: Although not as highly used as your website, social media is a required tool for local government. Moving to a more interactive mode of operation will allow Avon to create more personal relationships with residents as well as connect with potential visitors. 10% of a full-time staff person >Increase in followers across all accounts >Increase in engagement statistics >Successful use as a mechanism to gather public input on important issues TOWN OF AVON MARKETING PLAN 61 4. INVEST IN COMPREHENSIVE SPECIAL EVENT MARKETING. 1. Advertising in limited locations: one tourism focused, Vail Daily, and one radio. 2. Create and develop seasonal materials including rack cards, stand up banners, and posters. 3. Wrap/decal Town vehicles with image and event website. 4. Refresh event website to better reflect the variety and excitement of Town sponsored events. Town sponsored events tell a comprehensive story of the community. Arts, music, outdoor activities, families, and more! Use this variety to showcase the community through: Why:Resources:Measurement: Marketing special events in a comprehensive manner demonstrates the Avon brand of Endless Possibilities, and builds community pride and involvement. Print, Production, and Advertising Costs: $7,500 10% of full-time staff person >Increase in event attendance >Increase in sales tax collections TOWN OF AVON MARKETING PLAN 62 EXECUTIVE SUMMARY (continued) 2017 PRIORITIES 1. POOL RESOURCES AND CONNECT THE DOTS. Assign a staff member the task of connecting the dots between Town communication, Recreation, Transit, Fleet, Police, etc. Identify opportunities for cross promotion as well as integrated communication. Develop partnerships with local and regional businesses to keep them updated. Why:Resources:Measurement: A centralized approach to communication will allow the Town to be more strategic and cost-effective. A single point of contact can prioritize content, look for internal partnerships, and act as single resource for media, businesses, and other outside partnership organizations. 25% of a full-time staff person >Established content/ editorial calendar >Number of partnership campaigns/efforts TOWN OF AVON MARKETING PLAN 63 2. GET TOWN COUNCIL OUT AND ABOUT. Whereas 2016 was about laying foundations, 2017 is about getting out and about. Work with events in the region to create a Town of Avon booth and/or presence to tap into their audiences. Coordinate with Town Council to man a Town of Avon booth at local events to encourage civic engagement. Host coffee chats to casually engage residents. Create stand-alone displays that increase the Town’s presence as well as gather valuable feedback. Why: Why: Resources: Resources: Measurement: Measurement: Human connections go a long way in creating trust and building relationships. The more Town staff and Council interact with members of the community, the more residents understand that intentions, programs, and policies of Town government. Social media lends itself to a measured and targeted approach. Use analytics from current efforts to determine what type of content works best for which audience. Further, advertising opportunities through social media allow for very specific targeting by age, income, location, etc. >City Council volunteer time – estimated quarterly coffee chats, 3-4 events per season >Booth materials: $2,100 >Included in social media time allocation (10% of a full-time staff person) >Advertising budget »$1,000 annually for Recreation accounts »$1,000 annually for Town of Avon accounts >Number of events attended and people contacted >Number of individuals who sign up at events for email newsletters >Occasional surveys to gauge effectiveness >Increase in followers across all accounts >Increase in engagement statistics >Successful use as a mechanism to gather public input on important issues 3. FOCUS SOCIAL MEDIA BY AUDIENCE. Once the new practice is in place, a regular evaluation of engagement statistics should guide future content. Note which posts garner the highest engagement rates. Start to target what type of information is posted on which medium. For example, use Facebook for marketing to families and Twitter to connect with young adults. TOWN OF AVON MARKETING PLAN 64 4. BITE THE WAYFINDING BULLET. 5. CREATE A REGIONAL MEDIA STRATEGY. With improved trails, potential improvements to walkability, free parking, and a refreshed transit system, wayfinding will play a key role in the visitor/resident experience. Any future investment in wayfinding should reflect the new brand elements established in 2016. Advance a discussion with regional outlets about how the Town can provide content in creative ways such as regular columns, new television programs, video snippets, talk shows, photos, etc. Now more than ever, media outlets are understaffed but the demand for content continues. Regularly reach out to Vail Daily, the Weekly, Eagle Valley Enterprise, TV 5 and 8, KZYR, KSKE, and KKVM to see what opportunities you can create together. Why: Why: Resources: Resources: Measurement: Measurement: For many, their first impression of Avon is formed as soon as they exit I-70. Visitors who are coming to Beaver Creek will drive through the community and form opinions of the Town… and whether or not they want to come back to visit. Effective, wayfinding also helps residents understand all the services/ assets the Town has to offer and how to access them. Editorial coverage expands your reach beyond Town managed communication tools. Editorial coverage requires an investment of time (not hard costs) and can pay dividends when credible, third-party outlets help share your story. $60,000-$85,000 for a comprehensive wayfinding program including research, design, and production Staff time: 15% of a full-time person >Successful implementation of wayfinding plan >Number of stories placed in regional publications TOWN OF AVON MARKETING PLAN 65 6. REFRESH TRANSIT IMAGE & MOBILIZE MARKETING EFFORTS. The Avon transit system is brimming with potential. Town buses, stations, stops, and signage provide ample opportunity for Town brand implementation and transit marketing efforts. Currently the system operates under the radar as a supplement to ECO, in 2017 a refreshed image and boosted marketing will contribute to increased ridership and awareness. Why:Resources:Measurement: A new transit brand will increase the visibility of the service as well as support the overall Town of Avon brand >New bus wraps: »Design & production: $3,105 »Full wrap: $9,000 »Half wrap: $6,000 >New bus stop/ station signage: »Design: $1,000 »Production: $100/sign >Redesigned route map: »Design & production: $2,875 >Printing: »2,000 = $1,200 >Increased ridership on routes TOWN OF AVON MARKETING PLAN 66 PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 BRAND ACTIVATION DEVELOP BRAND GUIDELINES AND KEY MESSAGES TO GIVE STAFF AND VENDORS THE TOOLS NECESSARY TO IMPLEMENT BRAND ELEMENTS. A included Develop brand guidelines x A included Distribute appropriate logos and other ﬁ les x A $500 Create toolkit to be sent to vendors x A $3,250 Develop overview brochure for general distribution at events and businesses x UPDATE ALL TOWN COMMUNICATION AND MARKETING MATERIALS TO MEET BRAND STANDARDS TO FURTHER CONSISTENT USE OF ESTABLISHED BRAND MESSAGING AND ELEMENTS. A staff time Create comprehensive implementation timeline x A $34,000 Redesign website to better reﬂ ect Avon brand x x x A included Vail Daily ad x B $600/template E-newsletter templates x B $400 Apparel x B $700 for design; $800/vehicle Logos and design of ﬂ eet vehicles x C $500 for design; $10,000 for monument sign Facility signage x x LEVERAGE SPECIAL EVENTS TO TELL YOUR BRAND STORY BY INVESTING IN COMPREHENSIVE EVENT PROMOTIONS (NOT INDIVIDUAL EVENT MARKETING). A design included; print: $550 Develop seasonal event rack cards x B $1,000 for design; $800/vehicle Design special wraps for Town vans that showcase events x B staff time Develop requirements for event organizers to follow when marketing the Town sponsored events x A staff time Re-design special event page on avon.org x C staff time Dedicate a page on the avon.org website for each event to promote timely activities, specials, and promotions x DEVELOP STAFF TRAINING TO CREATE BUY-IN FOR THE BRAND INITIATIVE AND PROBLEM SOLVE BARRIERS FOR USE. A $500 Develop toolkit to be distributed to staff x A $250 Host a “check-in” meeting or luncheon to discuss barriers x C staff time Create an ambassador program within the staff to advocate for use of the brand x USE CAPTIVE AUDIENCE AT AVON EVENTS TO PROMOTE FUTURE EVENTS AND ACTIVITIES. A $2,100 for booth products Host a Town of Avon booth with marketing and informational materials at local events CoverRock Tribute Music Festival, June 25-26 x Salute to the USA, July 3 X Dancing in the Park!, July 29 X Avon LIVE! Summer Concert Series, August 3, 10, 17 and 24 (choose 2 dates)X Man of the Cliff, October 10-11 x CREATE A BRANDED PRESENCE AT OTHER VAIL VALLEY EVENTS. B $2,100 for booth products Host a Town of Avon booth with marketing and informational materials at local events including, but not limited to: 13th Annual Success Awards, May 13 X Vail Arts Festival, June 24-26 X Vail Family Fun Fest, Saturdays June 25 – August 8 (choose a few)X X X B repurposed materials Supply Town of Avon brochure and give-aways for event goodie bags, such as at: GoPro Mountain Games, June 9-1 x Vail Board of REALTORS Foundation 4th Annual Golf Tournament, June 17 x 36th World Fly Fishing Championship, September 11-18 x C repurposed materials Supply Town of Avon information to any host hotels for Valley events or competitions x x x x x x x TOWN OF AVON MARKETING PLAN 67 B n/a Develop comprehensive wayﬁ nding and community signage program. B n/a Design gateway signage that reﬂ ects community and brand INCORPORATE ART INTO STANDARD OUTDOOR ASSETS C $1,300 Re-design trail signage to cross promote Main Street Mall or other art assets. C staff time Host photo contests PARTNER WITH KEY BUSINESSES AND OUTSIDE ORGANIZATIONS TO EMPOWER THEM TO TELL YOUR STORY ON YOUR BEHALF. A repurposed materials Develop overview brochure for general distribution at event and businesses X A $500 for template Resource transit drivers with quarterly updates about Avon activities X X X X X X X B $350 Host local business luncheon to talk about the state of Avon x CIVIC ENGAGMENT MEET PEOPLE WHERE THEY ARE A $300 design, $250/sign Leverage Town facilities and parks to display engagement materials X A included in web redesign Make online interaction easy by enhancing website and other digital tools X staff time Explore nontraditional methods of engagement such as Textizen, a service that utilizes text messages to create a dialogue with residents REVISE SOCIAL MEDIA POLICY AND PRACTICE A staff time Focus on creating more engagement x A staff time Implement quasi-centralized approach A staff time Generate quarterly analytics, focus on what types of posts get engagement and reach CREATE OPPORTUNITIES FOR POSITIVE, NON-ISSUE BASED INTERACTION C $2,000 Host a Citizen’s Academy X X A repurposed Host booths at community events x x x USE TOWN’S DATA-DRIVEN CULTURE TO HELP THE PUBLIC BETTER UNDERSTAND COMPLEX ISSUES. B Create easy to understand, graphically rich materials focused on single issue x x x x x x x $2,675 Budget Brief $6,500 Annual Report C staff time Include pertinent community statistics in newsletters X X X X X X X A staff time Provide City Council with one-page summaries for key issues X X X X X X X ENCOURAGE TOWN COUNCIL MEMBERS TO INCREASE VISIBILITY AND ACCESSIBILITY AS WELL AS RESOURCE COUNCIL WITH RELEVANT INFORMATION TO SHARE WITH THE COMMUNITY. A staff time Encourage Town Council members to host ofﬁ ce hours A staff time Include constant reminders in communication about how to contact Council B staff time Town Council members work the Town of Avon booths at special events.x x x x DEVELOP COMPREHENSIVE LOCAL MEDIA STRATEGY AND EDITORIAL CALENDAR. B $250 Host a media breakfast.X A staff time Create comprehensive media contact list X B staff time Create contact list of staff representatives X A staff time For every project or department, designate who will be the point person X X X X X X X X C staff time Send a weekly or bimonthly comprehensive news email to media contacts X X X X X B staff time Editorial calendar: plan priority topics months in advance X X X X X INVEST IN TRANSLATION SERVICES FOR HIGH PRIORITY ISSUES AND LONG-TERM COMMUNICATION PRODUCTS. A staff time Create guidelines for when materials should be translated X B staff time Develop a list of approved translators as a resource for staff X PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 TOWN OF AVON MARKETING PLAN 68 OVERALL MARKETING POOL RESOURCES TO INCREASE EFFICIENCY OF OUTREACH AND MARKETING EFFORTS A staff time Centralized approach to Vail Daily ads X C varied Engage in cooperative ad buys with businesses X X X B cost of employee Fund a single concierge/hospitality liaison C $2,500 Fund one a year traditional direct mail piece X B $2,500 Create a more user friendly version of the Discover Avon Google Map X A $600/template Develop organization-wide e-newsletter and subscription service x TARGET VISITORS THROUGH THEIR CONNECTION TO VAIL AND BEAVER CREEK, NOT THROUGH DIRECT MARKETING. A repurposed material Provide Avon materials and information at hotels and/or information kiosks x B varied Advertise in Vail and Beaver Creek publication targeting visitors.x x RE-BRAND RECREATION AND TRANSIT SERVICES. REDESIGN WEBSITE FOR MAXIMUM BRAND IMPACT, IMPROVED ENGAGEMENT AND MARKETING MESSAGING. A included in re-design cost Audit existing site X X A included in re-design cost Create new site map X X A included in re-design cost Redesign to reﬂ ect brand guidelines X X DEVELOP AND IMPLEMENT TARGETED AND NICHE MEDIA STRATEGY WITH KEY PUBLICATIONS. B varied Implement limited advertising buy (see Advertising Chart for recommendations)X USE AVON’S UNIQUE ASSETS TO BEST POSITION THE COMMUNITY TO VISITORS BY TARGET AUDIENCE. C staff time Better highlight economic development efforts on avon.org X X DEVELOP BUSINESS PARTNERSHIPS TO EXPAND REACH AND CROSS PROMOTE SERVICES. B $400 desgin/ $150 per stand Partnership with hotels: kiosks in lobbies X A $625 Partnership with hotels: point-of-sale items at counters X B $4,000 Business partnerships: bike & dine promo X X A $1,750 Business partnership: outdoor dining guide X C staff time Business partnership: food trucks at the river X X C staff time Expand partnerships to businesses outside of City limits to include those in Edwards, Eagle, and Gypsum X X X X X CAPITALIZE ON FREE PARKING AND TRANSIT AND TRAIL CONNECTIONS TO ENCOURAGE PEOPLE TO VISIT AVON. B included in wayﬁ nding Create more community signage to communicate this message X X X X X B staff time Share this speciﬁ c information with local hotels and resorts X B staff time Highlight free parking in communication with visitors X A $500 Update parking map X SPECIAL EVENTS A staff time Re-design event page on avon.org A $300 design; cost of ad Convert/repurpose seasonal event rack cards: Vail Daily and other ads x x x x A $600 Convert/repurpose seasonal event rack cards:roll-up banner display x x x x B $410 Bookmark to distribute at the Library X X B $1,000 for design; $800/vehicle Promote events/event website with wraps on City vehicles X X X X B $1000 design; $100/sign Promote events at Town bus stops X X X A $500 Provide businesses with posters and other promotional materials X X X X C $2,100 Create an end-of-year report highlighting the Town-sponsored events, money invested, economic impact X X PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 TOWN OF AVON MARKETING PLAN 69 B staff time Create media kit for event planners X B $500 Develop a guide to the bronze statues along Main Street Mall - online X RECREATION A included Develop template for ﬂ yers and post cards X B $3,500/edition Create a comprehensive quarterly program catalogue x x x x x A n/a Convert program registration to an online platform x x B included Partner with the school district to send a monthly ﬂ yer home with kids (English and Spanish versions)x x x x x x x A staff time Expand use of social media to include Twitter, Instagram, You Tube, and Flickr X TRANSIT A included Re-design route map and schedule; expand distribution X A staff time Re-designed web page X X A included Re-brand buses with new wrap design X X B $1000 design; $100/sign Leverage bus stop signage to communicate routes and connectivity X PARKS, TRAILS AND OUTDOORS A included Re-designed trail map X B $2,500 Plan grand opening for the ﬁ nal piece of the paved trail connection X FLEET C $1,500 Create leave-behind material marketing ﬂ eet services X C staff time Improve web presence with marketing focus X C staff time Develop target list, and contacts for speciﬁ c outreach/sales call X PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 TOWN OF AVON MARKETING PLAN 70 ADVERTISING OPPORTUNITIES MEDIA OUTLET ABOUT OUTLET OPPORTUNITY COST REACH DISTRIBUTION Adventure Guide - Vail-Beaver Creek Magazine Magazine is published 3 times/year with a seasonal guide. Celebrates the lifestyle of the Vail Valley Deliver recreational messages and a photo in guide Small (50 words): $600; Large (110 words): $995 25,000 copies/issue Vail Valley lodging, visitors centers, select local businesses, City Market racks. Direct mailed to 2,500 homeowners Vail Lifestyle Published 3 times/year to year-round residents, affluent second homeown- ers & destination guests Place ad in magazine Ad prices range from $680 to $2,470 66,000/year or 22,000/issue 550 locations throughout Vail Valley in high-traffic areas. Also in Denver and Metro Boulder areas. Vail Daily Daily printed news outlet in Eagle County Place print ad or online ad No prices available 15,000 daily circulation; 130,191 unique online users/month Vail, Beaver Creek, Avon, Gypsum, Edwards and Eagle Vail Daily Weekly Once/week publication as an insert in the Vail Daily Place print ad No prices available 15,000 weekly circulation Same as the Vail Daily Beaver Creek Magazine Published once/year and offers a snapshot of the resort in all seasons to reflect the area Place ad in magazine Only full page size available: $2,365 30,000 copies Available in BC hotels – in-room, lobby and newsstands WhatToDo Online resource with activities, coupons, events, lodging, etc. in the Vail Valley List events online for free No prices available 50,000 web users/month Online resource The Parents Handbook Magazine for family activities in Vail, Beaver Creek and the Colorado High Country Place ad Ad prices range from $875 to $2,200 Print run of 17,000 copies for summer/fall Lodging in Vail Valley, property w/real estate companies, info booths, family friendly locations Best Deals and Coupons Book Digest sized publication with 12 pages of coupons surrounded by 16 pages of ads Place ad Ad prices range from $450 to $1,500 Print run of 30,000 copies for summer/fall No data available Vail en EspañolMagazine Vail magazine that focuses on delivering news, pop culture, etc. to the Span- ish-speaking population Place ad No prices available No data available Eagle and Summit Counties, Vail Valley, cars traveling between Vail and Denver 104.7 The Mile - KKVM Vail FM radio that plays a blend of Adult Album Alter- native and Classic Hits Have ad air or sponsor any radio segment Spots range from $5 to $15/air No data available N/A TV 8 Provides latest info on local events, businesses, weather, traffic and news pertaining to Vail Valley Variety of advertising and sponsorship opportunities No prices available Available to 900,000 Comcast digital subscribers and streamed live online N/A Vail Board of Realtors Professional trade associ- ation of over 600 licensed real estate agents and 100 affiliate members Town of Avon as an affiliate member to access broadcast email system and send events to all members $200 per year 600 real estate agents; 100 other affiliate members N/A TV 5 Public access television for Vail, Avon, Beaver Creek, Minturn, Eagle Vail, Edwards, Wolcott and Cordillera Underwriting $500 to $1,000 No data available N/A TOWN OF AVON MARKETING PLAN 71TOWN OF AVON MARKETING PLAN g APPENDIX TOWN OF AVON MARKETING PLAN 72 CITY OF FORT COLLINS SOCIAL MEDIA POLICY 6.13 Social Media Policy The City of Fort Collins has established three organizational priorities: innovation, customer service, and sustainability. The purpose of this policy is to define how social media tools aid in accomplishing these goals. Further, this policy defines social media, establishes procedures to develop an overall social media presence, and outlines appropriate implementation of social media tools. The City of Fort Collins aims to responsibly engage residents to learn about needs and concerns, contribute to relevant conversations, and promote City programs and services. In all City social media tools, the City will represent itself appropriately and consistently. To that end, Service Areas, Service Units, Departments, and programs must not create social media accounts themselves but must follow the provisions of this policy. A. SCOPE This policy applies to any pre-existing or proposed social media tools including but not limited to the tools below: >Social Media Web Sites – social media web sites focus on creating and fostering online social communities. Many sites offer different ways for users to interact such as instant messaging, blogging and commenting, online forums, status update, sharing of pictures and video, etc. Examples include Facebook and MySpace. >Blog – is a web site where a blog author posts information on specific topics. Readers can respond to the article by posting comments online. >Microblogging – Microblogging is a form of blogging that allows registered users to post short updates (140 characters or less). Examples include Twitter and Yammer. >Discussion Forums – a discussion forum is an online bulletin board that may also be referred to as a discussion group or board, a message board, or an online forum. On a forum, a registered user can post a message and receive responses to the message on the site. >Photo and Video Sharing Web Sites – these sites gives users a method and location to store their digital images and videos and share them with others. >Wiki – a wiki is a web site that allows visitors to add, remove, edit and change content with or without the need for registration depending on the settings. A wiki also allows for posting links to other web pages. >Virtual Worlds – virtual worlds are web sites and/or software that allow registered users to create a presence in a simulated community through the use of graphical identification tool known as an avatar. They can then use the avatar to interact with others in the online world. B. GENERAL CONDITIONS All use of City social media tools is to be consistently branded in order to communicate a clear association with the City and must contain a City-standard disclaimer. Branding should include, but is not limited to, the inclusion of the City logo and, where possible, the City’s official web site colors. The naming and contact convention used for social media web tools should be City of Fort Collins specific and must not contain individual employee names. All approved social media tools will be linked with the City’s official web site, fcgov.com. TOWN OF AVON MARKETING PLAN 73 All use of City social media tools must comply with the applicable laws, regulations, and policies, as well as proper business etiquette. Social media networks should not be used to disclose sensitive and/or confidential information without the prior express written approval of the City Manager/City Attorney. City social media tools may not be used to express personal views or concerns. City social media tools may not be used to promote recommendations or referral for friends/associates. City social media use shall comply with the Terms of Service outlined by applicable social media networks and tools. Communication through City social media tools shall not be considered Service Area Requests (SARS) but rather communication between City staff and the public similar to e-mail or a phone call. C. AUTHORIZATION OF SOCIAL MEDIA ACCOUNTS Departments will use City-wide social media tools and shall not create individual accounts or identities for specific programs, events, or departments unless: >The social media account pertains to a partnership program where the City is not the lead or coordinating entity. >There is a unique business need that requires autonomy. Any department wishing to create, modify or remove a social media presence must initially submit a request to the Communications and Public Involvement Office. The Communications and Public Involvement Office will play an active role in the implementation and regulation of all social media initiatives regardless of whether or not they are initiated by a different department. The Communications and Public Involvement Office will report this information to the City Manager twice per year (June and December). Requests should include: >Purpose >Topic >Timeframe >Implementation/management plan including frequency of updates, staff assigned as moderators and content providers, etc. >Target audience Further, any department engaging in social media is required to maintain timely and accurate information on fcgov.com and management of such tools should not interfere with the employee’s primary job responsibilities. D. RULES OF ENGAGEMENT Upon approval from the Communication and Public Involvement Office, content providers of these tools should follow these guidelines: >Be honest – your honesty – or dishonesty – will be quickly noticed in social media. If you have a vested interest in something you are discussing, be the first to point it out. Clearly identify your role in the organization. >Be judicious – make sure your efforts to be transparent don’t violate the City’s confidentiality and legal guidelines. Ask permission to publish or report on conversations that are meant to be private or internal. All statements must be true and not misleading. Never comment on anything related to personnel or legal matters, litigation, or any parties the City is in litigation with. Also, be smart about protecting yourself and your personal privacy. >Write what you know – make sure you write and post about your areas of expertise. >It’s a conversation – talk to your readers like you would talk to real people in professional situations. In other words, avoid overly pedantic or composed language. Don’t be afraid to bring in your own personality and say what’s on your mind. >Add value – communication through social media tools should be thought-provoking, educational, and help people better understand the topic at hand. TOWN OF AVON MARKETING PLAN 74 >Take responsibility – you are responsible for what you post. Be mindful that what you publish will be public for a long time. If you make a mistake, admit it, correct it, and move on. >Speak in the first person. >If it gives you pause, pause – if you’re about to publish something that makes you even the slightest bit uncomfortable, don’t shrug it off and hit send. Take a minute to review these guidelines and try to figure out what’s bothering you, then fix it. >Respect your audience – don’t use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in the City of Fort Collins workplace. >Don’t get into arguments – social media tools are an outlet to communicate. Don’t let an opinionated statement pull you into an online argument for all to witness. E. STANDARD DISCLAIMER The City of Fort Collins makes use of social media to engage residents to learn about needs and concerns, contribute to relevant conversations, and promote City programs and services. Despite efforts to keep the City-provided information timely and accurate, users should be aware that the information available through this social media tool may not be timely, accurate, or complete. No communication to the City of Fort Collins through this social media shall be deemed to constitute legal or official notice for any purpose. Users are encouraged to consult with appropriate non-City professional advisors for advice concerning specific matters before making any decision, and the City of Fort Collins disclaims any responsibility or liability for positions taken by individuals or entities in their individual cases for any misstatement, misunderstanding and losses, directly or indirectly, on the part of the users. The City of Fort Collins’ use of external social media tools is provided as a public service. The City of Fort Collins disclaims liability for ads, videos, promoted content or comments accessible from any external web page. The responsibility of external content or comments rests with the organizations or individuals providing them. Any inclusion of external content or comments on external social media web sites does not imply endorsement by the City of Fort Collins. The City of Fort Collins reserves the right and may choose to reprint comments/materials placed on the social media web sites to other media, such as by providing comments/ materials to City staff or City Council in private or public settings. We reserve the right and will remove comments/materials from City social media tools when those comments/materials, in the City’s sole discretion, are: >Potentially libelous >Obscene or sexually explicit >Hateful or mean-spirited >Personal attacks, insults, profane, name-calling, or threatening >Plagiarized material or material that potentially violates intellectual property rights >Private, personal information published without consent >Commercial promotions or spam >Off topic or that link to material that is off topic >Embedded images from external sources >Violate any law or promote the violation of any law >Encourage or constitute prohibited discriminatory or harassing conduct >Made by a person masquerading as someone else Additionally, the City reserves the right to terminate a person’s ability to post comments/materials or otherwise participate in the City’s social media tools when the person has repeatedly posted any of the above listed inappropriate comments/materials. TOWN OF AVON MARKETING PLAN 75 F. RETENTION AND DOCUMENTATION Please see the City of Fort Collins General Records Retention Schedule for retention guidelines. G. EMPLOYEE USE Please see the City of Fort Collins Personnel Policy for details regarding employee use of social media. H. EXCEPTIONS/CHANGES This policy supersedes all previous policies covering the same or similar topics. Any exception to this policy may be granted only by the City Manager. This policy may be reviewed and changed at any time. TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, MAY 10, 2016 AVON TOWN HALL, ONE LAKE STREET FINAL - Avon Council Meeting 05-10-2016 Minutes Page 1 1. CALL TO ORDER & ROLL CALL Mayor Fancher called the meeting to order at 5:06 p.m. A roll call was taken and Council members present were Megan Burch, Matt Gennett, Buz Reynolds, Jake Wolf, Scott Prince and Sarah Smith Hymes. Also present were Town Manager Virginia Egger, Town Attorney Eric Heil, Assistant Town Manager Scott Wright, Police Chief Bob Ticer, Recreation Director John Curutchet, Planning Director Matt Pielsticker and Town Clerk Debbie Hoppe. 2. APPROVAL OF AGENDA Mayor Fancher asked to make a change to the Executive Session number one (1). She explained that instead of it being a potential special event it is actually potential events. Mayor Fancher advised that with the revision of the agenda she will let everyone know where the changes are. The agenda was approved with the suggested changes. 3. PUBLIC COMMENT Michael Cacioppo and Scott Peterson commented. 4. ACTION ITEMS START TIME 00:11:32 4.1. PUBLIC HEARING MOTION TO CONTINUE RESOLUTION 16-16, APPROVING THE MEZA PUD AMENDMENT FOR LOT 110, BLOCK 1, WILDRIDGE SUBDIVISION TO THE MAY 24, 2016, COUNCIL MEETING (PLANNING DIRECTOR MATT PIELSTICKER) Mayor Fancher opened the Public Hearing and no comments were made. Mayor Pro Tem Wolf moved to continue the Public Hearing and Resolution No. 2016-16 – A Resolution Approving the Meza PUD Amendment application for Lot 110, Block 1, Wildridge Subdivision, to the May 24, 2016, Town Council meeting; Councilor Reynolds seconded the motion and it passed unanimously by those present. 4.2. PUBLIC HEARING SECOND READING OF ORDINANCE 16-08 AMENDING SECTION 3.98.050(3) OF THE AVON MUNICIPAL CODE TO EXEMPT GOVERNMENTAL INSTITUTIONS FROM SALES TAX ON CONSTRUCTION MATERIALS (TOWN ATTORNEY ERIC HEIL) Mayor Fancher opened the Public Hearing and no comments were made. Mayor Pro Tem Wolf moved to approve Ordinance 16-08 Amending Section 3.98.050(3) of the Avon Municipal Code to Exempt Governmental Institutions from Sales Tax on Construction Materials on second and final reading; Councilor Reynolds seconded the motion and it passed unanimously by those present. 4.3. PUBLIC HEARING FIRST READING OF ORDINANCE 16-09, APPROVING AN AMENDMENT TO THE AVON COMPREHENSIVE PLAN; DISTRICT 13: NOTTINGHAM ROAD COMMERCIAL DISTRICT (PLANNING DIRECTOR MATT PIELSTICKER) Mayor Fancher opened the Public Hearing and no comments were made. Mayor Pro Tem Wolf moved to approve Ordinance No. 16-09, An Ordinance Amending the Comprehensive Plan for TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, MAY 10, 2016 AVON TOWN HALL, ONE LAKE STREET FINAL - Avon Council Meeting 05-10-2016 Minutes Page 2 District 13: Nottingham Road Commercial District; Councilor Gennett seconded the motion and it passed unanimously by those present. 4.4. PRESENTATION OF THE 2015 TOWN AUDIT AND MOTION TO ACCEPT (ASSISTANT TOWN MANAGER SCOTT WRIGHT, PAUL BACKES, MCMAHAN & ASSOC., CPAS) Mayor Pro Tem Wolf moved to accept the 2015 Comprehensive Annual Financial Report; Councilor Burch seconded the motion and it passed unanimously by those present. 5. WORK SESSION START TIME 01:01:09 5.1. UPPER EAGLE REGIONAL WATER AUTHORITY/EAGLE COUNTY WATER AND SANITATION DISTRICT JOINT WORK SESSION (COUNCILOR SARAH SMITH HYMES) Michael Cacioppo, TOM Ruemmler, Lee Freeman and Michael Lindholm commented. Mayor Pro Tem Wolf moved to direct Sarah Smith-Hymes to vote in favor of adopting the Unallocated Water Policy; Councilor Gennett seconded the motion and it passed unanimously by those present. 6. ACTION ITEMS START TIME 00:37:29 6.1. PUBLIC HEARING SECOND READING OF ORDINANCE 16-07, ALLOWING FOOD TRUCKS TO OPERATE ON TOWN RIGHT-OF-WAYS (TOWN MANAGER VIRGINIA EGGER) Mayor Fancher opened the Public Hearing and no comments were made. Mayor Pro Tem Wolf moved to approve Ordinance No. 16-07, an Ordinance Allowing Food Trucks to Operate on Town Right- of-Ways; Councilor Prince seconded the motion and it passed unanimously by those present. 6.2. ACTION ON RESOLUTION 16-17 SETTING THE LOCATIONS AND NUMBERS OF FOOD TRUCKS (TOWN MANAGER VIRGINIA EGGER) Councilor Prince moved to approve Resolution 16-17, Establishing the Locations and Number of Food Trucks and set out a special condition for the Town Manager to develop a guideline for the succession of food truck services starting October 1st; Mayor Pro Tem Wolf seconded the motion and it passed on a 6 to 1 vote. Councilor Burch voted no. 6.3. PUBLIC HEARING RESOLUTION 16-18, TO AMEND THE 2016 TOWN OF AVON CAPITAL PROJECTS FUND BUDGET (ASSISTANT TOWN MANAGER SCOTT WRIGHT) START TIME 03:24:43 Mayor Fancher opened the Public Hearing and no comments were made. Councilor Prince moved to approve Resolution 2016-18, a Resolution Summarizing Expenditures and Revenues by Fund and amending the 2016 Capital Projects Fund Budget for the Town of Avon for the Calendar Year 2016; Mayor Pro Tem Wolf seconded the motion and it passed on a 6 to 1 vote. Councilor Gennett voted no. TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, MAY 10, 2016 AVON TOWN HALL, ONE LAKE STREET FINAL - Avon Council Meeting 05-10-2016 Minutes Page 3 6.4. CONSENT AGENDA START TIME 03:31:58 6.4.1. APPROVAL OF RESOLUTION 16-15 FOR THE HOLY CROSS EASEMENTS, TRACT A RIVERSIDE FOR EAGLE VALLEY TRAIL (PROJECT ENGINEER JIM HORSLEY) 6.4.2. APPROVAL OF AN AMENDMENT TO INTERGOVERNMENTAL AGREEMENT BETWEEN THE TOWN OF AVON AND EAGLE COUNTY, COLORADO CONCERNING THE AVON TO EAGLE-VAIL RECREATIONAL TRAIL PROJECT (PROJECT ENGINEER JIM HORSLEY) 6.4.2. APPROVAL OF MINUTES FROM APRIL 12, 2016 MEETING (TOWN CLERK DEBBIE HOPPE) Councilor Burch moved to approve the Consent Agenda; Councilor Reynolds seconded the motion and it passed unanimously by those present. 7. WORK SESSION START TIME 03:32:29 7.1. PUBLIC SAFETY FACILITY/POLICE STATION & NEW TOWN HALL – DEVELOPMENT & FINANCING SCHEDULES (TOWN MANAGER VIRGINIA EGGER) 8. WRITTEN REPORTS 8.1. MONTHLY FINANCIAL REPORT (BUDGET ANALYST KELLY HUITT) 8.2. 2017 BUDGET CALENDAR (BUDGET ANALYST KELLY HUITT) 9. COMMITTEE MEETING UPDATES: COUNCILORS AND MAYOR START TIME 04:09:30 9.1. TOWN CLEAN-UP DAY (COUNCILOR MEGAN BURCH) 9.2. COLORADO CREATIVE INDUSTRIES SUMMIT (MAYOR JENNIE FANCHER) 9.3. UPPER EAGLE REGIONAL WATER AUTHORITY (COUNCILOR SARAH SMITH HYMES) 9.4. EAGLE COUNTY CLIMATE ACTION COMMITTEE (COUNCILOR SARAH SMITH HYMES) 9.5.CLIMATE REALITY PROJECT (COUNCILOR SARAH SMITH HYMES) 10. MAYOR & COUNCIL COMMENTS 11. EXECUTIVE SESSION START TIME 04:23:05 11.1. FOR THE PURPOSE OF DETERMINING POSITIONS RELATIVE TO MATTERS THAT MAY BE SUBJECT TO NEGOTIATIONS, DEVELOPING STRATEGY FOR NEGOTIATIONS, AND/OR INSTRUCTING NEGOTIATORS, UNDER C.R.S. §24-6-402(2)(E) AS WELL AS A CONFERENCE WITH THE TOWN ATTORNEY FOR THE PURPOSE OF RECEIVING LEGAL ADVICE UNDER C.R.S. §24-6-402(2)(B) CONCERNING 1) A POTENTIAL SPECIAL EVENT; AND 2) UPPER EAGLE REGIONAL WATER AUTHORITY FACILITIES The time was 9:31 p.m. Executive session began at 9:46 p.m. TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY, MAY 10, 2016 AVON TOWN HALL, ONE LAKE STREET FINAL - Avon Council Meeting 05-10-2016 Minutes Page 4 Executive session ended at 10:50 p.m. Council reconvened into regular session at 10:51 p.m. 12. ACTION ITEM START TIME 00:01:53 12.1. REVIEW AND ACTION TO APPROPRIATE $60,000.00 FROM THE GENERAL FUND CONTINGENCY TO LINE ITEM 69402 FINANCIAL SUPPORT – SIGNATURE EVENT SEED FUNDING (TOWN MANAGER VIRGINIA EGGER) Councilor Burch moved to appropriate $60,000.00 from the general fund contingency to line item 69402 financial support for signature event seed funding; Councilor Burch seconded the motion and it passed on a 6 to 1 vote. Mayor Pro Tem Wolf voted no. 13. ADJOURNMENT There being no further business to come before the Council, the regular meeting adjourned at 10:51 p.m. RESPECTFULLY SUBMITTED: ______________________________________________ Debbie Hoppe, Town Clerk APPROVED: Jennie Fancher ________________________________ Jake Wolf ________________________________ Matt Gennett ________________________________ Megan Burch ________________________________ Albert “Buz” Reynolds ________________________________ Scott Prince ________________________________ Sarah Smith Hymes ________________________________ FISCAL YEAR 2016 FINANCIAL REPORT May 24, 2016 ______________________________________________________________________________________ 1. Fiscal Year 2016 Financial Report Cover Memo 2. Sales and Accommodations Tax Reports – March 2016 3. Real Estate Transfer Tax Report and Monthly Detail – April 2016 4. Recreation Center Admissions – April 2016 5. General Fund Year-To-Date Expenditures - April 2016 6. Fleet Maintenance Fund Year-To Date Expenditures - April 2016 7. Transit Fund Year-To Date Expenditures - April 2016 TOWN COUNCIL REPORT To: Honorable Mayor Jennie Fancher and Avon Town Council From: Kelly Huitt, Budget Analyst Meeting Date: May 24, 2016 Agenda Topic: Fiscal Year 2016 Financial Report – March/April SUMMARY Revenues SALES TAX • Sales tax revenue for the month of March is up $70,296 or 8.03% compared to March 2015, and up 5.52% compared to the budget. This year-over-year increase includes $67,974 from new businesses, and after adjusting for new business growth, .27% is the growth in revenue from existing business for the month. A portion of this increase is attributable to Easter falling in March this year. • March sales tax collections show considerable increases for the Home/Garden category at 20.19%, Accommodations at 18.29%, and Service Related businesses which increased 64.66% compared to March 2015. Miscellaneous Retail and Other businesses declined -6.53% and -15.56%, respectively. The large increase in the Service Related category is due to wide variances in returns from interior design and architecture businesses, which were unusually high in March 2016 from several new businesses in the category. The decrease in existing business growth from Miscellaneous Retail can be partially attributed to two entities being re-categorized. The Other business category is down -35.67% for existing business due to increased returns in March 2015 related to increased compliance with construction suppliers and contractors working at the Wyndham. Conversely, the Other business category is up 20.11% for new businesses, of which approximately $9,500 is related to the construction of the Buck Creek Medical Plaza. 2015/2016 Growth Growth Variance Existing Business New Business Home/Garden 8,128.22 3.85%16.33% Grocery, Specialty, Health 27,060.33 11.69%4.20% Liquor Stores 1,328.17 3.74%0.00% Sporting Goods Retail/Rental 684.24 0.08%0.43% Miscellaneous Retail (2,050.40)-9.33%2.80% Accommodations 33,864.72 14.80%3.49% Restaurants/Bars 2,887.79 -2.23%4.30% Other (17,688.74)-35.67%20.11% Service Related 16,081.85 -5.61%70.27% Total $70,296.18 0.27%7.76% Category Sales Tax Monthly Totals - March 2016 ACCOMMODATIONS TAX • Accommodations tax revenue for March is up $33,737, or 18.37% compared to March 2015, and up 17.28% compared to the monthly budget. • March 2016 accommodations tax collections increased 23.12% for Hotels, 1.17% for Timeshares and 23.99% for Vacation Rentals compared to March 2015. REAL ESTATE TRANSFER TAX • 2016 real estate transfer tax collections for April equal $159,046.06, which is a $33,780 increase over April 2015. $46,488 of April RETT is from March sales at the Wyndham. • Year-to-date RETT collections are on track at 32.83% of the 2016 annual budget. RECREATION CENTER ADMISSIONS • April admissions fees at the ARC total $67,398, a 21.54% increase over April 2015. Year-to-date admissions are 12.61% above 2015, and $34,635 over the estimated annual budget. Expenditures • General Fund expenditures through April 2016 total 38.84% of the 2016 annual budget. These expenditures include the Town’s annual insurance premium, $252,000 toward signature event seed funding, $137,460 spent for community grants, as well as a large encumbrance for the Town Attorney. • Fleet expenditures for April are at 27.80% of the total budget. These costs include blanket encumbrances for stock parts and ongoing expenditures such as regularly purchased shop supplies and monthly copier charges. • Transit funds are 40.32% expended compared to the 2016 budget. These expenditures include a $135,000 expenditure for the 2015 people mover bus purchase, as well as $176,000 for the Town’s half of the 2016 gondola operations. TOWN OF AVON SALES TAX 2016 Actual vs. Budget Budget YTD Collections Budget % of change 2011 2012 2013 2014 2015 2016 2016 Variance from 2015 January 511,040.76$ 519,784.89$ 677,943.78$ 638,863.27$ 765,195.68$ 754,412$ 743,689.78$ (10,722.17)$ -2.81% February 532,903.25 533,546.48 636,702.27 673,722.03 788,999.06 767,268 774,754.00 7,486.36 -1.81% March 665,532.70 643,910.29 720,267.31 793,301.96 875,499.53 896,356 945,795.71 49,440.00 8.03% April 305,269.73 304,220.84 307,407.13 381,839.56 403,560.42 412,562 May 236,424.93 270,082.79 309,938.72 340,332.28 353,840.11 366,107 June 406,828.27 430,588.57 490,329.18 538,517.31 570,424.51 590,545 July 452,873.44 472,215.40 537,479.66 570,959.86 601,516.82 638,618 August 419,977.29 455,439.86 504,332.25 547,085.80 572,647.57 605,764 September 391,546.49 424,793.75 475,362.88 546,016.59 595,235.68 589,641 October 299,193.35 341,711.43 356,925.96 417,921.46 423,701.53 445,802 November 301,407.41 336,060.63 362,460.94 397,935.36 438,315.55 445,009 December 921,815.61 852,868.64 981,917.79 1,221,263.98 1,159,160.45 1,244,988 Total 5,444,813.23$ 5,585,223.57$ 6,361,067.87$ 7,067,759.46$ 7,548,096.91$ 7,757,072$ 2,464,239.49$ 46,204.19$ 1.42% Actual Collections $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 $1,000,000 2012 2013 2014 2015 2016 Year Sales Tax Collections for March TOWN OF AVON SALES TAX 2016 Actual vs. Budget $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 2012 2013 2014 2015 2016 YTD Sales Tax Comparison January - March $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 $1,000,000 Sales Tax Monthly Comparison 2014-2016 2014 2015 2016 TOWN OF AVON ACCOMMODATIONS TAX 2016 Actual vs. Budget Budget YTD Collections Budget % change 2011 2012 2013 2014 2015 2016 2016 Variance 2015 January 85,233.73$ 90,118.88$ 108,508.43$ 129,851.78$ 164,361.04$ 144,277$ 168,424.63$ 24,147.30$ 2.47% February 114,035.90 106,016.32 137,503.61 150,317.06 175,056.31 170,447 185,370.53 14,923.11 5.89% March 122,145.16 115,043.42 153,208.80 168,597.39 183,650.29 185,351 217,387.54 32,036.06 18.37% April 26,214.58 20,786.24 26,494.49 31,626.02 34,825.13 34,928 May 15,152.82 16,664.44 24,527.17 21,961.97 28,002.56 26,533 June 49,999.66 56,012.17 66,578.91 54,232.23 53,397.46 69,938 July 62,928.07 66,726.73 73,008.92 81,083.01 86,301.22 92,358 August 52,037.55 58,358.93 67,688.07 71,044.33 75,107.71 80,924 September 35,521.81 42,245.24 44,661.37 50,840.16 60,417.74 58,324 October 21,801.56 25,879.51 27,154.53 34,977.59 38,706.72 37,068 November 24,971.33 22,786.42 28,171.04 32,064.02 34,328.47 35,521 December 135,984.00 112,759.02 131,361.43 168,944.85 198,421.26 186,556 Total 746,026.17$ 733,397.32$ 888,866.77$ 995,540.41$ 1,132,575.91$ 1,122,226$ 571,182.70$ 71,106.48$ 9.20% Actual Collections $- $25,000 $50,000 $75,000 $100,000 $125,000 $150,000 $175,000 $200,000 $225,000 2012 2013 2014 2015 2016 Accommodations Tax Collections for March Town of Avon Real Estate Transfer Tax 2016 Actual vs. Budget Budget YTD Collections $ change % of change 2011 2012 2013 2014 2015 2016 2016 2015 2015 January 57,540.00$ 50,204.00$ 22,535.00$ 85,126.74$ 48,640.40$ 50,308$ 64,422.00$ 15,781.60$ 32.45% February 230,705.50 41,750.07 55,872.69 562,219.70 85,479.08 185,960 200,850.86 115,371.78 134.97% March 187,099.47 84,760.49 125,927.64 50,375.06 168,744.22 117,537 265,061.65 96,317.43 57.08% April 249,482.30 219,195.80 144,437.80 197,656.36 125,266.30 178,341 159,046.06 33,779.76 26.97% May 187,668.62 270,170.12 121,784.12 183,745.60 237,971.08 190,782 June 49,606.58 169,040.47 90,309.74 220,009.15 294,434.84 156,880 July 46,707.37 71,057.40 386,434.78 141,051.52 396,838.68 198,546 August 106,785.21 232,505.93 97,579.70 154,032.32 152,380.93 141,616 September 140,876.56 96,389.34 157,010.67 267,886.92 291,223.61 181,646 October 64,005.33 176,889.62 169,839.80 178,044.24 172,855.22 145,112 November 98,057.44 150,549.86 112,491.82 122,582.66 169,328.38 124,416 December 198,448.03 145,134.57 83,382.60 1,598,062.92 225,862.90 428,856 Total 1,616,982.41$ 1,707,647.67$ 1,567,606.36$ 3,760,793.19$ 2,369,025.64$ 2,100,000$ 689,380.57$ 261,250.57$ 61.02% Budget 2,100,000.00 Variance, Favorable (Unfavorable)(1,410,619.43)$ Actual Collections $- $100,000.00 $200,000.00 $300,000.00 $400,000.00 $500,000.00 $600,000.00 $700,000.00 $800,000.00 $900,000.00 2012 2013 2014 2015 2016 YTD Real Estate Transfer Tax Collections TOWN OF AVON RECREATION CENTER ADMISSION FEES 2016 Actual vs. Budget Budget YTD Collections Budget % of change 2011 2012 2013 2014 2015 2016 2016 Variance from 2015 January 76,386$ 66,113$ 70,040$ 62,607$ 64,723$ 67,526$ 74,674$ 7,148$ 15.37% February 72,997 78,782 68,578 63,838 68,506 70,075 86,342 16,267 26.04% March 78,985 62,670 72,616 77,902 81,664 74,275 76,023 1,748 -6.91% April 59,991 49,982 64,370 61,760 55,452 57,927 67,398 9,471 21.54% May 47,368 44,880 35,064 43,119 50,067 43,809 June 49,850 49,442 46,194 55,052 58,431 51,452 July 70,839 73,067 71,491 61,472 66,400 68,201 August 68,324 67,510 57,329 63,233 66,389 64,131 September 40,822 38,141 43,829 36,846 44,719 40,602 October 52,476 41,588 48,803 75,818 61,167 55,602 November 93,746 94,044 93,822 29,570 71,384 76,009 December 80,985 72,059 69,258 77,672 112,201 81,892 Total 792,769$ 738,277$ 741,394$ 708,889$ 801,102$ 751,500$ 304,437$ 34,635$ 12.61% $- $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 2011 2012 2013 2014 2015 YTD Rec Admissions Thru April Dept./Div.2016 Encumbrances Year To Date Available Number Description Budget Outstanding Expenditures Balance YTD/Budget General Government: 111 Mayor and Town Council 211,907$ 9,187$ 75,845$ 126,875$ 40.13% 112 Boards and Commissions 15,300 - 3,171 12,129 20.73% 113 Town Attorney 130,000 92,578 36,446 976 99.25% 115 Town Clerk 158,811 16,232 44,229 98,350 38.07% 121 Municipal Court 124,826 13,609 26,665 84,552 32.26% 131 Town Manager 367,267 - 107,660 259,607 29.31% 133 Community Relations 149,897 6,915 21,210 121,772 18.76% Total General Government 1,158,008 138,521 315,226 704,261 39.18% Human Resources Department: 132 Human Resources 412,319 6,588 131,603 274,128 33.52% Finance & IT Department: 141 Finance 819,334 17,385 225,990 575,959 29.70% 143 Information Systems 388,494 27,725 140,257 220,512 43.24% 149 Nondepartmental 401,231 66,096 243,880 91,255 77.26% Total Finance & IT 1,609,059 111,206 610,127 887,726 44.83% Total General Gov't Departments 3,179,386 256,315 1,056,956 1,866,115 41.31% Community Development: 212 Planning 317,767 16,229 46,529 255,009 19.75% 213 Building Inspection 146,758 3,350 43,083 100,325 31.64% 214 Economic Development 65,600 4,888 15,113 45,599 30.49% 215 Town Produced Events 335,502 865 47,641 286,996 14.46% 216 Signature Event Seed Funding 400,000 - 252,250 147,750 63.06% 217 Community Grants 230,150 6,500 137,460 86,190 62.55% Total Community Development 1,495,777 31,832 542,076 921,869 38.37% Police Department: 311 Administration 658,759 23,230 188,156 447,373 32.09% 312 Patrol 2,331,166 41,405 962,550 1,327,211 43.07% 313 Investigations 263,742 - 78,430 185,312 29.74% Total Police 3,253,667 64,635 1,229,136 1,959,896 39.76% Public Works: 412 Engineering 273,664 21,270 67,566 184,828 32.46% 413 Roads and Bridges 1,612,864 167,778 450,292 994,794 38.32% 415 Parks 1,133,005 63,599 281,040 788,366 30.42% 418 Buildings & Facilities 1,124,910 137,633 350,021 637,256 43.35% Total Public Works 4,144,443 390,280 1,148,919 2,605,244 37.14% Recreation Department: 514 Administration 245,396 22,737 81,918 140,741 42.65% 515 Adult Programs 58,827 - 15,445 43,382 26.25% 516 Aquatics 427,447 7,377 130,860 289,210 32.34% 518 Fitness 132,740 - 86,244 46,496 64.97% 519 Guest Services 292,090 5,797 89,752 196,541 32.71% 521 Youth Programs 132,412 1,867 27,707 102,838 22.33% Total Recreation 1,288,912 37,778 431,926 819,208 36.44% TOTAL OPERATING EXPENDITURES 13,362,185$ 780,840$ 4,409,013$ 8,172,332 38.84% Department Expenditure Summaries General Fund April 2016 Expenditures to Date Dept./Div.2016 Encumbrances Year To Date Available Number Description Budget Outstanding Expenditures Balance YTD/Budget EXPENDITURES Public Works: 434 Fleet Maintenance 1,817,945$ 56,479$ 448,864$ 1,312,602$ 27.80% Total Operating Expenditures 1,817,945 56,479 448,864 1,312,602 27.80% TOTAL EXPENDITURES 1,817,945$ 56,479$ 448,864$ 1,312,602$ 27.80% Expenditure Summary Fleet Maintenance Enterprise Fund April 2016 Expenditures to Date Dept./Div.2016 Encumbrances Year To Date Available Number Description Budget Outstanding Expenditures Balance YTD/Budget EXPENDITURES 431 Transit Administration 240,052$ 26,262$ 87,887$ 125,903$ 47.55% 432 Transit Operations 1,684,207 2,825 674,859 1,006,523 40.24% 435 Wash Bay 159,486 8,529 39,833 111,124 30.32% Total Operating Expenditures 2,083,745 37,616 802,579 1,243,550 40.32% TOTAL EXPENDITURES 2,083,745$ 37,616$ 802,579$ 1,243,550$ 40.32% Expenditure Summary Transit Enterprise Fund April 2016 Expenditures to Date TOWN COUNCIL REPORT To: Mayor Jennie Fancher & Town Council From: Robert L. Ticer, Chief of Police Date: May 24, 2016 Re: Avon Police Department 2015 Bi-Annual Report (2015 Yearly Recap) Department Overview The Avon Police Department is a full-service municipal law enforcement agency responsible for 24/7 service to the Town of Avon, with a population of 6410, as of 2013 U.S Census Bureau estimates. The Department consists of eighteen (18) sworn police officers, two (2) non-sworn employees, one (1) part time seasonal non-sworn employee, and one (1) part time police officer. The 2016 Avon Police Department adopted budget is $3,253,284, which is 19% of the Town’s general fund operating expenditures. Avon Police employees focus attention to the Department’s Mission Statement and Goals on a day-to-day basis to ensure the safety and security of residents and visitors in the community. Administration of the Department The Police Department is administered by the Police Chief, and is assisted by a Deputy Chief and three (3) Sergeants. Each Patrol Sergeant oversees six (6) police officers, while the Detective Sergeant supervises the detective and major programs such as Police Training. The twelve (12) Patrol Officers and two (2) Patrol Sergeants work 11.5 hour shifts. Avon Police Department Organization Chart Significant Activity Since December 8, 2015 Written Report to Council: Local Eagle County Resident Brad Stamp completed his basic training at the Colorado Mountain College Law Enforcement Training Academy in Glenwood Springs, and the Avon Police Department Field Training Program. Officer Stamp is now an Avon Police Officer. Ms. Brenda Torres, a temporary Administrative Assistant, is now a full-time employee with the Town, sharing time between the Police Department and the Town Clerk’s Office. Her bi-lingual skills have been instrumental in achieving day-to-day tasks within the organization. The Police Department was awarded full accreditation through the Commission on Accreditation for Law Enforcement Agencies (CALEA) in April of 2016. The Police Department becomes the smallest law enforcement agency, and only agency on the Western Slope to secure such prestigious accreditation. Less than 10% of American Law Enforcement agencies are accredited. Chief Ticer has tendered his resignation after serving 6 years as the Avon Police Chief. Chief Ticer is now the Chief of Police for the City of Loveland, CO. Avon Police Deputy Chief Greg Daly is the Interim Chief of Police pending the outcome of a national search process for this position. The Police Department wrapped up another successful Kids, Cops, and Hoops Basketball Program over the winter months. The Police Department, in partnership with Vail Resorts, and through the Eagle County Sheriff’s IGA, implemented the Law Enforcement Ski Program at Beaver Creek. This program allows officers to ski as police officers and assist the Sheriff with operations on the mountain during an off-duty/secondary work agreement. The officers are compensated a ski-pass for participating in the program. Initial feedback from the community, Vail Resorts employees, and visitors, has been excellent and welcoming of the officers on the slopes. Annual Reporting of Crime and Traffic Statistics: The Avon Police Department is committed to reducing crime and improving traffic/community safety through community partnerships, education, and by enforcement of laws. The Department has been capturing known data since 1997, which is available for analysis and is used for strategic planning. Additionally, the data is used to identify when and where crimes and crashes are occurring and to efficiently and effectively deploy officers to further deter/reduce crime and improve traffic safety. Some crime is random, but utilizing data and identifying areas of concern allow the most efficient use of personnel to improve community safety. This document contains year-to-year historical crime reporting and traffic data, which highlights highs and lows in activity. There are many variables that contribute to crime and traffic crashes: such as weather, staffing, philosophy, prioritization, special events, population, economy, etc. Secondly, this memorandum contains 2015 crime/traffic data as compared to 2013 and 2014. Lastly, additional programs and community projects that the Police Department is working on is documented. Year-to-Year Crime/Traffic Reporting The Police Department captures a wide variety of data and statistics for a variety of reasons. First, crime data is sent to the FBI for documentation in the Uniformed Crime Report (UCR). The FBI uses this information to produce a crime index for each community that voluntarily submits crime information. The latest index available is from 2013 and lists the Avon UCR Index at 99.1, which is less than a third of the national average of 294.7. The 2013 UCR in Avon is the second lowest in the town over the last 13 years (2010 had an index of 81.8). This is an excellent indicator of low crime rates in the Town of Avon. Between 2009 and through the current data available, Avon has had the lowest UCR indexes dating back to 2001. Additionally, the Police Department compares statistical data against the Annual Benchmark Cities Survey, which is a nearly two decade long comparative police performance analytics. Twenty-nine (29) law enforcement agencies from throughout the country participate in this survey including Boulder, Ft. Collins, and Lakewood, Colorado. The latest available annual data for this national survey is 2014. http://www.opkansas.org/maps-and- stats/benchmark-cities-survey/ The yellow and red highlights in the table below indicate high and low ranges of the historical period. The larceny category includes shoplifting cases and has shifted year-to-year depending upon staffing of safety and loss departments at local retailers. Reporting procedures changed in 2004, therefore, data for total reports and calls for service are most accurate for comparison purposes moving forward to today’s data. Avon Police Department 2000-2015 Activity Statistics 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Total Crimes Reported 965 1153 1119 1101 1310 1191 1330 1438 1227 869 786 908 613 667 912 937 Group A Crimes 498 620 632 495 585 553 592 571 562 438 368 440 372 313 388 381 Group B Crimes 467 533 487 606 725 638 738 867 665 431 418 468 241 354 524 556 Clearance Rate .62 .56 .40 .43 .52 .42 .35 .49 .41 .43 .43 .48 .59 .44 .40 .50 Total Reports 4529 5223 5544 5325 3947* 1284 1406 1453 1338 952 897 1111 1015 925 912 972 Calls for Service 3214 3608 4294 19819 21250 21215 19359 13364 14382 16905 16213 13829 16909 16302 Traffic Accidents 310 330 307 270 187 221 213 204 253 177 170 161 142 174 148 148 Traffic Accidents ETOH/Drug 0 7 14 16 14 6 8 7 10 12 8 Total Arrests 452 526 533 500 595 477 568 722 607 366 334 384 450 435 501 509 Adult Arrests 402 453 472 443 520 421 512 654 549 350 291 363 419 413 478 485 Juvenile Arrests 50 73 61 57 75 56 56 68 58 16 43 21 31 21 23 24 Felony Arrests 87 83 117 86 70 39 71 88 54 50 66 Sexual Offenses 8 7 11 9 8 6 6 2 4 6 6 12 12 4 10 9 Robbery 3 5 3 2 5 2 1 1 0 0 0 2 1 Burglary 36 61 45 41 37 30 47 33 41 38 28 24 9 11 12 10 Larceny 173 204 231 166 175 184 198 164 155 153 149 160 87 129 159 154 Motor Vehicle Theft 14 16 20 15 15 22 15 13 17 7 9 4 1 4 6 6 Assault 71 93 77 90 101 85 78 90 74 42 48 41 37 36 45 53 Arson 0 4 4 3 1 2 1 0 0 0 0 2 1 1 3 1 Forgery/Counterfeiting 20 35 18 17 24 20 24 29 38 25 9 5 5 4 9 6 Fraud 42 51 33 21 43 37 49 42 48 32 20 17 28 32 27 27 Vandalism 78 96 118 69 74 117 110 104 117 94 54 64 51 72 69 76 Weapon Offense 9 2 6 3 7 4 8 6 9 1 1 3 4 0 6 4 Narcotics 39 41 67 55 85 34 43 80 50 36 41 101 135 15 36 29 DUI 76 69 85 123 169 95 105 154 153 93 78 118 89 105 150 156 Liquor Laws 93 96 87 106 49 48 61 52 37 17 31 25 23 23 16 20 Disorderly Conduct 46 33 23 61 47 39 61 59 42 25 26 30 33 24 19 27 Domestic Violence 54 53 42 42 75 70 88 84 64 30 40 41 38 55 37 30 Traffic Stops 2115 2039 1553 1765** 1193* 1227 1894 2055 2126 2383 2860 4691 4299 3283 4302 3470 Traffic Warnings 791 1169 1143 1098 1434 1811 3101 2523 2371 3275 2599 Traffic Summons Speeding Avon Wildridge WBC BL EBC BL 495 555 443 569 397 278 554 237 142 9 17 16 614 233 70 11 19 9 772 340 80 1 49 33 663 312 57 8 101 35 782 393 63 15 86 31 1192 379 31 2 46 7 961 275 16 3 36 6 701 118 5 2 9 6 820 169 14 4 22 5 615 182 7 13 24 14 Swift I 70 Metcalf Nottingham 3 5 24 7 5 91 16 11 6 139 21 8 13 36 9 44 7 147 22 19 6 265 3 17 13 191 1 7 2 85 3 4 2 103 7 7 2 91 18 7 Safety Belt 25 0 86 410 407 365 316 143 Child Safety Seats 2 2 8 3 7 1 5 0 Criminal Summons 320 329 291 293 91* Odor Complaints 28 30 3 2 2 0 0 0 0 0 0 0 0 Animal Control Warnings 66 30 20 25 33 19 12 10 28 58 Animal Control Summonses 35 32 12 22 20 22 38 34 13 27 9 6 7 11 3 6 Wildlife Protection Ordinance (CFS) N/A N/A N/A N/A 4 189 136 103 62 55 23 11 40 3 29 5 Wildlife Protection Ordinance Summonses N/A N/A N/A N/A 0 15 16 20 0 7 0 0 2 0 1 5 Bear Calls N/A N/A N/A N/A 120 24 32 106 16 108 38 35 131 18 60 26 Smoking Violation Summonses N/A N/A N/A N/A N/A N/A 7 7 2 0 0 0 0 0 0 0 Smoking Violation Warnings 4 3 4 0 0 0 0 0 0 0 January 1-December 31, 2015 Group A crimes include: Homicide, Kidnapping/Abduction, Robbery, Assault, Arson, Extortion, Burglary, Larceny/Theft, Motor Vehicle Theft, Counterfeiting, Fraud, Embezzlement, Stolen Property, Vandalism, Drug/Narcotic Offenses, Sex Offenses, Pornography/Obscene, Gambling Offense, Prostitution, Bribery and Weapon Violations. Group B crimes include: Bad Checks, Curfew/Loitering, Disorderly Conduct, DUI, Family Offenses, Liquor Law Violations, Peeping Tom, Runaway and Trespass. 2003 Traffic Stops January 1-December 28, 2003 Crime/Traffic Statistics and Calls for Service: During 2015, Vail Public Safety Communication Center dispatched 4,442 calls for service to the Avon Police Department. In addition to these calls, officers logged 11,860 self-initiated calls for service, which include traffic stops, building checks, foot patrols, extra patrols as requested by community members, community contacts, etc. The Benchmark Cities Survey shows that the average number of annual calls for service per 1,000 citizens is 457.8. Calls for service in Avon have been significantly higher over the last three years at 619 in 2013, 652 in 2014, and 692 in 2015 . This indicates that the Avon Police Department is busier than the average law enforcement agency in response requests, which may be an indicator of public trust. Community members call when they need assistance, whether emergent or not. The Police Department, as part of the annual performance matrix, measures response times to calls for service. These times are documented and calculated through the Vail Public Safety Communications Center. Calls for service are broken into four priorities, which are: Priority 1: Life or property in immediate threat or just occurred. Units respond immediately, lights and sirens. Priority 2: Respond promptly, no lights and sirens necessary. Priority 3: Normal everyday calls for service, needs to be handled in a timely manner. Priority 4: Calls can be held for a period of time. The Annual Benchmark Cities Survey indicates that the average response time for Priority 1 responses is 5.61 minutes for the twenty- nine (29) agencies surveyed. The survey does not break down Priority 1 or 2 as does the Vail Public Safety Communications Center; however, the Avon Police Department’s response times for emergency calls (Priority 1 and 2) are significantly less than the survey average. All response times in the Town of Avon for 2015 were lower than each of the previous two years demonstrating a steady decrease in times. Avon Police Department Response Times: 2013 Priority 1 – 0:03:53 (2 Priority 1 events) Priority 2 – 0:03:53 Priority 3 – 0:11:38 Priority 4 – 0:09:18 2014 Priority 1 - 00:00:57 (2 Priority 1 events) Priority 2 - 00:03:13 Priority 3 - 00:10:59 Priority 4 - 00:07:40 2015 Priority 1 – No priority 1 Events Priority 2 – 0:02:18 Priority 3 – 0:09:47 Priority 4 – 0:06:42 Crime Reporting/Incident Reports: During 2015, crime reporting and incident reports remained stable in comparison to 2014. Alcohol/Drugs: Persons under the influence of alcohol and/or drugs continue to be a root cause of crime, especially in relation to crimes against persons incidents and driving under the influence cases. Marijuana arrests have continued to decline substantially since the passage of Amendment 64 by Colorado voters three years ago. Officers made significantly more DUI arrests in 2014 and 2015 compared to 2013. DUI related crashes declined 33% from 12 to 8 and narcotic arrests declined 19% over the same time period. Arrests: These arrest numbers include full custodial arrests, where the subject is booked into the Eagle County Detention Facility and summons and releases for minor offenses. Due to the distance to the Detention Facility and current staffing levels, Avon Officers attempt to summons and release when possible to ensure the Officers are within the town boundaries as much as possible. In 2015, Avon Police Officers made 8 arrests more than 2014 and an increase of 17% since 2013. Felony arrests increased 22% since 2013. Property Crimes: Property crimes have remained at historic lows over the last several years. In 2015, burglary, forgery, theft, fraud, and vandalism remained nearly the same as in 2014. In comparison to the Benchmark Cities Survey, the average annual number of burglaries per 1,000 residents is 4.5. Avon has seen an annual average below 2 for each of the last three years. In comparison to the Benchmark Cities Survey, the average annual number of auto thefts per 1,000 residents is 1.9. Avon has seen an annual average below one (1) for each of the last three years. Crimes Against Persons: In the last three years, Avon has averaged one robbery per year. Sex offense declined 1 from the 10 in 2014, yet is significantly higher than the 4 recorded offenses in 2013. Assaults were up 18% between 2015 and 2014, yet domestic violence declined 19% over the same time period to an all-time low of 30. In comparison to the Benchmark Cities Survey, the average annual number of reported domestic violence per 1,000 residents is 5.9. Avon has seen an annual average less than that number in 2015 and 2014, yet higher at 8.5 in 2013. In comparison to the Benchmark Cities Survey, the average annual number of reported sexual assaults per 1,000 residents is .37. Avon has seen a rate significantly higher than this average for each of the last three years at 0.62 in 2013, 1.5 in 2014, and 1.4 in 2015. The Avon Police Department tracks clearance rates for the most serious crime. Some crime has high solve rates such as narcotic arrests and assaults, while other crime like sexual assaults, burglaries, and theft have lesser solve rates. The Avon Police Department has a clearance rate that is significantly higher than the Benchmark Cities Survey average. The Avon rate has declined over the last two years, primarily because of less drug arrests as a result of the passage of Amendment 64 by Colorado voters. Traffic Crashes: Traffic Crashes have declined from 174 in 2013 to 148 in both 2014 and 2015 respectively. Of the 148 crashes in 2015, 15 involved injuries and 8 involved an impaired driver. The majority of crashes occur on Interstate 70, Avon Road, Beaver Creek Boulevard, Beaver Creek Place, and Metcalf/Nottingham Roads. The Benchmark Cities Survey indicates that the crash rate for 1,000 citizens annually is 23.4. Factoring this average would equate to 150 crashes in Avon annually. Avon recorded 142 crashes in 2012, 174 in 2013, and 148 in 2014 and 2015. 2012 was the lowest number of crashes on record for Avon. Traffic Enforcement: Traffic crashes continue to decline in the Town of Avon with historic lows being recorded. Traffic summons in 2015 decreased 25% in comparison to 2014. Officers issued 2599 warnings to traffic offenders in 2015, which was a 21% decrease from 2014. Seat belt citations declined 55% in 2015 compared to 2014. The Benchmark Cities Survey lists the average number of annual traffic citations per 1,000 citizens at 159. In 2015, the Avon Police Department issues 771 traffic citations/summons, which included 156 arrests for Driving Under the Influence (DUI). This annual number is 120 citations per 1,000 citizens in Avon, which is below the survey data average. Patrol Vehicle Usage and Annual Mileage: The Police Department utilizes nine (9) black and white fully marked patrol vehicles for patrol operations. Each of the two Patrol Sergeants is assigned a vehicle and the other seven (7) vehicles are shared between the 12 Patrol Officers. Of the nine (9) vehicles, eight (8) are Chevrolet Tahoe and the other is a Chevrolet Caprice sedan. Annual mileage usage for these vehicles differed slightly over the last three years in comparison due to staffing and calls for service. Using the formula of 14 sworn personnel assigned to patrol operations, officers averaged 8,216 miles driven in 2014, 7,723 miles driven in 2013, and 7,304 miles driven in 2012. The Department was fully staffed in 2014. Mileage for 2015 is pending. 102260 7304 108133 7723 115073 8219 Total Mileage Average Per Officer/Sgt Patrol Vehicle Mileage Annual Comparison 2012 2013 2014 Community Policing Projects and Involvement: • Kids, Cops, and Hoops Community Basketball Program. • Eagle River Youth Coalition Partnership. • Suicide Prevention Coalition of Eagle County (Speak up Reach out). • Dinner and Dialogue Presentation on Youth Substance Abuse. • Eagle County Law Enforcement Immigrant Advisory Committee. • Presentation at Colorado Association of Chiefs of Police Marijuana Summit. • Planning of the proposed new Avon Public Safety Facility. • Managing the Gore Range DUI Task Force grants. Special Events: • 2015 Alpine World Ski Championships. Incident Command, Tactical Command, Dignitary Protection, and community presentations. • Après Avon 2-week staffing. • Winter Wondergrass Festival. Staffing/Incident Command. • July 3rd Salute to the USA. • Multiple Summer Nottingham Park Community Events. • 7th Annual Citizen’s Academy • 3rd Annual Latino Citizen’s Academy Special Projects/Personnel/Training: • End of Year department reports completed. • CALEA on-site assessment and award of accreditation • Quarterly inspections and audits completed. • Quarterly Department Training completed. • Bi-monthly Eagle County Special Operations Unit Training completed. • Implementation of Body Worn Cameras. • Implementation of electronic citation/data system in partnership with multiple agencies through grant funding. Summary: The Avon Police Department believes that every crime victim is a victim regardless of what the crime rate is. Recognizing this, the Town of Avon has seen a community with low rates of crime and improved traffic safety. Reasons for these successes are varied; however, it is apparent that high visibility patrol, efficient use of data to deploy officers efficiently and effectively, and excellent community involvement/trust are significant factors. This document is the first requested quarterly report for the current Avon Town Council and should be utilized to ask further questions and provide additional ideas for community policing and problem solving to reduce crime and improve traffic safety.