TC Packet 11-12-2019
AVON TOWN COUNCIL MEETING AGENDA
TUESDAY, NOVEMBER 12, 2019
MEETING BEGINS AT 5:00 PM
AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO
_______________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
AGENDAS ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AND AVON PUBLIC LIBRARY
IF YOU HAVE ANY SPECI AL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE M EETING,
CALL TOWN CLERK BRENDA T ORRES AT 970-748-4001 OR EMAIL BTORRES @AVON.ORG WITH ANY SPECIAL RE QUESTS.
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A VON TOWN COUNCIL PUBLIC MEETING BEGINS AT 4:00 PM
WORK SESSION: COUNCIL TUTORIAL ON AVON CLIMATE ACTION ACTIVITIES AND UPCOMING EVENTS
R ECESS UNTIL REGULAR C OUNCIL MEETING 4:40
1. CALL TO ORDER AND ROLL CALL 5:05
2. APPROVAL OF AGENDA
3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS
4. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE FOLLOWING AGENDA
[AN INITIAL THREE (3) MINUTE LIMIT ALLOWED TO EACH PERSON WISHING TO SPEAK. SPEAKER MAY REQUEST MORE TIME AT
THE END OF THE THREE (3) MINUTES, WHICH MAY BE APPROVED BY A MAJORITY OF THE COUNCIL.] 5:10
5. BUSINESS ITEMS
5.1. PRESENTATION: PROCLAMATION HONORING COLORADO GIVES DAY (JOHN WEISS, SMALL CHAMPIONS)
(5 MINUTES) 5:15
5.2. PUBLIC HEARING : P ROPOSED 2020 BUDGET AND REVIEW OF 2020 STRATEGIC PLAN
(TOWN M ANAGER ERIC HEIL AND FINANCE DIRECTOR SCOTT WRIGHT ) (60 MINUTES) 5:20
PIZZA AVAILABLE FOR PUBLI C
• STAFF PRESENTATION – 20 MINUTES
• DISCUSSION/COUNCIL Q&A – 20 MINUTES
• PUBLIC COMMENT – 20 MINUTES
5.3. APPOINTMENTS TO AD HOC FINANCE COMMITTEE (TOWN MANAGER ERIC HEIL) (10 MINUTES) 6:20
5.4. PUBLIC HEARING : SECOND READING ORDINANCE 19-09 APPROVING A VESTED RIGHTS EXTENSION AND MINOR
PUD AMENDMENT FOR LOT 1, RIVERFRONT SUBDIVISION (PLANNING DIRECTOR MATT PIELSTICKER)
(20 MINUTES) 6:30
• STAFF PRESENTATION – 5 MINUTES
• APPLICANT PRESENTATION – 5 MINUTES
• DISCUSSION/COUNCIL Q&A – 5 MINUTES
• PUBLIC COMMENT – 5 MINUTES
• COUNCIL ACTION
5.5. DEVELOPMENT PLAN EXTENSION FOR LOT B HOTEL (PLANNING DIRECTOR MATT PIELSTICKER) (15 MINUTES) 6:50
5.6. APPROVAL OF MINUTES FROM OCTOBER 22, 2019 REGULAR COUNCIL MEETING
(DEPUTY TOWN CLERK KENDALL MOORE) (5 MINUTES) 7:05
5.7. APPROVAL OF MINUTES FROM OCTOBER 30, 2019 BUDGET RETREAT
(EXECUTIVE ASSISTANT TO THE TOWN MANAGER INEKE DE JONG) (5 MINUTES) 7:10
AVON TOWN COUNCIL MEETING AGENDA
TUESDAY, NOVEMBER 12, 2019
MEETING BEGINS AT 5:00 PM
AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO
_______________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
AGENDAS ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AND AVON PUBLIC LIBRARY
IF YOU HAVE ANY SPECI AL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE M EETING,
CALL TOWN CLERK BRENDA T ORRES AT 970-748-4001 OR EMAIL BTORRES @AVON.ORG WITH ANY SPECIAL RE QUESTS.
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6. WRITTEN REPORTS
6.1. UPDATE ON EFFORTS TO IMPROVE EAGLE RIVER HEALTH AND WATER QUALITY
(DEPUTY TOWN MANAGER PRESTON NEILL)
6.2. UPPER EAGLE REGIONAL WATER AUTHORITY OCTOBER 24, 2019 MEETING SUMMARY (MAYOR SMITH HYMES)
7. MAYOR & COUNCIL C OMMENTS & MEETING UPDATES (10 MINUTES) 7:20
8. EXECUTIVE SESSION FOR THE PURPOSE OF DE TERMINING POSITIONS RELATIVE TO MATTERS THAT MAY BE SUBJECT TO
NEGOTIATIONS; DEVELOPING STRATEGY FOR NEGOTIATIONS ; AND INSTRUCTING NEGOTIATORS PURSUANT TO CRS 24-6-
402 (4)(E) MATTERS SUBJECT TO NEGOTIATIONS RELATED TO A POTENTIAL COMMUNITY HOUSING PROJECT AND
P OTENTIAL ECONOMIC DEVELOPMENT OPPORTUNITY (45 MINUTES) 7:30
9. A DJOURN 8:15
*Public Comments: Council agendas shall include a general item labeled “Public Comment” near the beginning of all Council meetings.
Members of the public who wish to provide comments to Council greater than three minutes are encouraged to schedule time in advance
on the agenda and to provide written comments and other appropriate materials to the Council in advance of the Council meeting. The
Mayor shall permit public comments for any action item or work session item, and may permit public comment for any other agenda item,
and may limit such public comment to three minutes per individual, which limitation may be waived or increased by a majority of the
quorum present. Article VI. Public Comments, Avon Town Council Simplified Rules of Order, Adopted by Resolution No. 17-05.
FUTURE AGENDAS:
November 19, 2019
- PUBLIC HEARING: PROPOSED 2020 BUDGET
- AD H OC HEALTH AND RECREATION COMMITTEE INTERVIEWS AND APPOINTMENTS
- FIRST READING ORDINANCE 19-11 ADOPTING A NEW CHAPTER 8.40 OF TITLE 8 OF THE AVON MUNICIPAL CODE ESTABLISHING
PROVISIONS REGARDING BAN ON USE OF POLYSTYRENE FOAM
- PUBLIC HEARING: SECOND READING ORDINANCE 19-05 ADOPTING INCREASED RETT EXEMPTION FOR PRIMARY RESIDENTS
- JOINT WORK SESSION WITH THE PLANNING AND ZONING COMMISSION
- ICE SKATING WORK SESSION
December 10, 2019
- PUBLIC HEARING FOR THE ADOPTION OF THE 2019 FINAL REVISED BUDGETS, 2020 OPERATING BUDGET, 2020 CAPITAL PROJECTS FUND
BUDGET & LONG-RANGE CAPITAL PROGRAM
o RESOLUTION 19-XX, AMENDING THE 2019 TOWN OF AVON OPERATING FUNDS BUDGETS
o RESOLUTION 19-XX, AMENDING THE 2019 TOWN OF AVON CAPITAL PROJECTS FUND BUDGET
o RESOLUTION 19-XX, ADOPTING THE 2020 TOWN OF AVON OPERATING FUNDS BUDGET
o RESOLUTION 19-XX, ADOPTING THE TOWN OF AVON LONG-RANGE CAPITAL PROGRAM AND SIMULTANEOUSLY ADOPT THE
2019 CAPITAL PROJECTS FUND BUDGET
- RESOLUTION 19-XX, LEVYING GENERAL PROPERTY TAXES FOR THE TOWN OF AVON FOR THE 2020 B UDGET YEAR
- RESOLUTION 19-XX, LEVYING GENERAL PROPERTY TAXES FOR THE AVON GENERAL IMPROVEMENT D ISTRICT NO. 1 FOR THE 2020
BUDGET YEAR
TOWN COUNCIL REPORT
To: Honorable Mayor Sarah Smith Hymes and Town Council
From: Preston Neill, Deputy Town Manager
Date: November 12, 2019
Topic: Proclamation Honoring Colorado Gives Day
SUMMARY:
The Town Council is asked to consider adopting the attached Proclamation supporting Colorado Gives
Day. According to its supporters, this is a statewide day of philanthropy where citizens are encouraged to
“Give Where You Live” by logging onto www.coloradogives.org and investing in local charitable
organizations. Colorado Gives Day takes place midnight to midnight on Tuesday, December 10, 2019.
John Weiss with Small Champions will attend Tuesday’s meeting to present more information about
Colorado Gives Day.
ATTACHMENT:
Colorado Gives Day Proclamation
PROCLAMATION
Town of Avon, Colorado
COLORADO GIVES DAY
WHEREAS, charitable giving in the Town of Avon, Colorado is critical to providing
support that local nonprofit organizations need to make our community a desirable
place to live; and
WHEREAS, research shows an increase in online giving both locally and
nationally, and many believe it is the future of philanthropy; and
WHEREAS, Community First Foundation and FirstBank have partnered in an
effort to increase charitable giving in our community through the online giving
initiative Colorado Gives Day; and
WHEREAS, Colorado Gives Day in 2018 raised $35.1 million in a single 24-hour
period via online donations, $1.1 million of which was raised for Eagle County
nonprofits at eaglecogives.org, a website allowing donors to direct their contributions
to one or more of the 51 local, Eagle County, charities featured on the site, making it
an ideal resource for facilitating charitable giving to our locally-based nonprofit
organizations; and
WHEREAS, Colorado Gives Day is Tuesday, December 10th this year, and all
citizens are encouraged to participate because all donations, large or small, can make a
difference to nonprofits in need.
NOW, THEREFORE, LET IT BE KNOWN:
The Town Council of the Town of Avon, Colorado, hereby proclaims Tuesday,
December 10, 2019 as Colorado Gives Day in our community.
Mayor Sarah Smith Hymes
On behalf of the Town of Avon, Colorado
Page 1
TOWN COUNCIL REPORT
To: Honorable Mayor Sarah Smith Hymes and Avon Town Council
From: Scott Wright, Asst. Town Manager / Finance Director
Meeting Date: November 12, 2019
Re: 2020 Proposed Budget Public Hearing
Summary
Tuesday evening is the first of two public hearings to be held by Town Council regarding the 2020
proposed budget. The public hearing notices have been published and bound copies of the budget are
on file at the Avon Library, Avon Recreation Center, Avon Town Hall and may be viewed or
downloaded from the Avon website. In addition, there will be several printed copies available at
Tuesday evenings meeting.
I will have a brief PowerPoint presentation to review for the public highlights of the budget and to
answer questions.
Action Before Council
There is no required action of Council other than opening the public hearing.
Proposed Motion
None
970.748.4004 eric@avon.org
TO: Honorable Mayor Smith Hymes and Council FROM: Eric Heil, Town Manager
RE: Proposed 2020 Strategic Plan and
3rd Quarter Strategic Plan Update
DATE: November 6, 2019
SUMMARY: The proposed 2020 Strategic Plan is presented along with the 3rd Quarter 2019 Strategic Plan
Update. The proposed 2020 Strategic Plan has been reformatted to describe only new projects, programs
and policy efforts and does not include general goals for on-going operations. Goals associated with on-
going operations are stated within the annual Budget as part of each Department and Fund.
Another revision to the format and process is that the 2020 Strategic Plan will become part of the annual
and will be adopted as part of the annual budget adoption. This follows an effort to streamline and
consolidate community documents were possible to facilitate access and readability.
There are several multi-year projects and programs which were started in 2019 and continue in 2020 or
which are proposed to begin in 2020 and are expected to continue into future years.
The proposed 2020 Strategic Plan includes several Capital Improvement Project plan items, especially
concerning improvements to Nottingham Park. The proposed 2020 Strategic Plan is also intended to
include an ambitious, but realistic, list of projects, programs and policy efforts that can be accomplished or
significantly advanced in 2020 based upon Avon’s staffing level and proposed appropriations.
Please note that the 3rd Quarter 2019 Strategic Plan Update includes several instances where Council
direction is desired.
REQUESTED COUNCIL ACTION: Council review and direction is requested for the proposed 2020
Strategic Plan as part of the 2020 Budget adoption and public hearing process.
Thank you, Eric
ATTACHMENTS: Proposed 2020 Strategic Plan
3rd Quarter 2019 Strategic Plan Update
2020 Strategic Plan
DRAFT November 3, 2019
Page 1 of 7
ATTACHMENT A: Proposed 2020 Strategic Plan
2020 Strategic Plan
DRAFT November 3, 2019
Page 2 of 7
INTRODUCTION
The annual Strategic Plan is a component of the annual Budget. The Strategic Plan identifies new projects,
programs and policies for the calendar year which are a priority for the Avon community. The Budget
allocates the finances required to implement the Strategic Plan projects, programs and policies. The
construction of capital improvement projects, implementation of new programs or the formulation of new
policies are appropriate for the Strategic Plan. Projects, programs and policies are collectively referred to as
“tasks” in the Strategic Plan. The Strategic Plan provides clear direction to Council and Staff for tasks that
go beyond routine annual operations.
The 2017 Avon Comprehensive Plan guides the Strategic Plan. The Comprehensive Plan includes many
other adopted planning documents for the Town (collective referred to as the “Comprehensive Plan
Documents”). The tasks in the Strategic Plan either implement capital improvements identified in the
Comprehensive Plan Documents, advance the goals of the Comprehensive Plan Documents with new
programs or policies, or improve the efficiency, accountability, and transparency of the Avon Town
Government.
The Avon Town Council adopts the Strategic Plan as part of the annual budget. The Town Manager shall
(1) maintain and update a Strategic Plan schedule which shall identify the approximate timeframes for actions
to implement the Strategic Plan, (2) shall determine the assignment and delegation of Strategic Plan tasks
amongst Department Directors and Staff, and (3) shall submit a quarterly progress update promptly after the
end of each quarter.
Complex projects often require multi-year efforts and may include tasks from the prior year which carry-over
and as well as tasks initiated this year that cannot be completed within a calendar year. Implementation of
the Strategic Plan schedule can be impacted by unanticipated priorities, such as new or emerging policy
issues, development applications which require intensive review and public involvement, and new
opportunities with potential to benefit the Avon community. Council may amend or re-prioritize the Strategic
Plan at any time.
ATTACHMENT A: Proposed 2020 Strategic Plan
2020 Strategic Plan
DRAFT November 3, 2019
Page 3 of 7
COMMUNITY ENGAGEMENT
Community engagement is an essential function of local government. Avon Town Council is committed to
improving and enhancing engagement practices to increase participation from all sectors of our community.
The following initiatives have been identified for implementation in 2020.
1. Improve Community Survey: The community survey is a valuable tool for collecting direct input from
the greatest number of community members. The purpose of the survey is to measure the level of
satisfaction with Town services and identify consensus on policies, projects and initiatives. Planned
improvements to the Community Survey include (a) implementing an accessible, attractive and
accountable on-line survey format, (b) significantly expanding participation from 355 to over 1,000, (c)
offering English and Spanish versions, (d) distributing to residents, property owners, and business
owners, and (e) increasing frequency to even-numbered years. Approximately half of the questions in
the Community Survey will be related to Town services and will be repeated on subsequent surveys to
track trends in community satisfaction. The rest of the questions will address proposed or potential
community programs, policies and investments.
2. Website Enhancements: Planned enhancements to the Avon.org website include (a) greater
information on Town initiatives in an accessible and attractive format, (b) information on the status of
various capital improvement projects, and (c) expanded opportunity for on-line sign-ups and
reservations.
3. Spanish Proficiency Initiative: Avon’s community is approximately one-half Hispanic and Spanish
speaking. The Spanish Proficiency Initiative is intended to improve the Town government’s ability to
effectively community with Avon’s Spanish-speaking community. Modest financial incentives, which
increase based on the level of Spanish fluency, will be awarded to Town employees who demonstrate
proficiency.
4. New Property Owner Welcome Letter: A letter will be sent to all new Avon property owners to welcome
them to the community and provide basic information on the Town operations and other items of potential
interest, including business and short-term rental licensing and signing up for the Town’s e-blasts and
monthly newsletter.
5. Finance Committee: The Finance Committee will be comprised of community members who will
analyze the Town’s budget and finances in light of current and projected economic conditions. Analysis
will include, but not be limited to, review of the impact of sales and accommodations tax fluctuations. As
set forth in Resolution No. 19-15, the Finance Committee will provide recommendations to the Avon
Town Council.
6. Health and Recreation Committee: The Health and Recreation Committee will be comprised of
community members who will review, research and study (a) “health community” issues, (b) comparisons
to peer community recreation facilities and programs, and (c) design, programming and estimates costs
for remodeling and potential expansion of the Avon Recreation Center.
ATTACHMENT A: Proposed 2020 Strategic Plan
2020 Strategic Plan
DRAFT November 3, 2019
Page 4 of 7
COMMUNITY HOUSING
Continue implementation of the 2018 Avon Community Housing Plan.
1. Wildwood Property: Continue site assessment, including physical assessment of soils and topography
and review of title issues related to Wildridge covenants. Pursue entitlement process including
preparation and submittal of a Planned Unit Development Amendment application through the public
process to change permitted use from open space to Community Housing. Solicit and explore
partnerships to construct housing.
2. Wildridge Fire House: Conduct design work and develop cost estimates to renovate ground floor into
one or two additional employee housing units.
3. Deed Restriction Purchase Program: Vail has adopted a successful deed restriction program named
“Vail In-Deed”. An Avon deed restriction investment program will be proposed along with preliminary
market analysis, review of various forms of deed restrictions, and anticipated funding requirements.
4. Dedicated Housing Fund Revenues: Research and present for consideration potential revenue
sources that could be dedicated to the Housing Fund.
5. Swift Gulch Property: Conduct design and site feasibility analysis for employee housing project.
Explore partnership opportunities with Habitat for Humanity and other potential partners.
6. East Avon Parcel: Conduct site design and feasibility analysis for future Community Housing project on
a portion of the Town-owned “East Avon parcel” which the Town acquired from the U.S. Forest Service.
7. Housing Partnerships: Explore opportunities to work with property owners and potential regional
partners to facilitate housing projects, with an emphasis on for-sale housing product and with an
emphasis on Tract Y/Metcalf Road and the Village (at Avon).
NOTTINGHAM PARK
A variety of improvements to Nottingham Park have been identified through the Town Owned Properties
Plan. Improvements are coordinated for efficiency, design cohesion and multi-purpose functionality. The
timing and cost of improvements are described in the Capital Improvements Plan.
1. Old Town Hall Site/Public Restrooms: Commence demolition of the old Town Hall in early spring of
2020. Design public restrooms for the old Town Hall site in 2020. The public restrooms will be sized to
accommodate events of up to 2,000 people at the Avon Pavilion and Main Field. Construction is planned
to commence in 2021. Design should incorporate potential additions in the future for facilities or
infrastructure to support events at the Avon Pavilion/Main Field area. Related improvements include
renovating the seating wall to match the Avon Pavilion stage and improvements to the patio and picnic
seating area. Design consideration will include installing lighting.
2. Expanded Parking for North Access: Design expanded parking along the north side of West Beaver
Boulevard along with pedestrian crossing improvements in 2020. Commence construction in fall 2020
or early spring 2021.
ATTACHMENT A: Proposed 2020 Strategic Plan
2020 Strategic Plan
DRAFT November 3, 2019
Page 5 of 7
3. Beach Area Public Restrooms: Conduct preliminary design for public restrooms to be located adjacent
to the existing north parking area (Lot 16, Benchmark Subdivision) to determine estimated cost for future
public restrooms. Install screening and additional porta-lets near the beach area.
4. Landscape Enhancements to West Nottingham Park: Design and install landscape enhancements to
the West Nottingham Park area.
5. Field improvements to West Nottingham Park: Prepare concept plans to remove softball field and
chain link back stop, install grass, and establish an adult soccer field and smaller children’s soccer field
to support soccer play for multiple ages. Solicit community input before finalizing designs. Proceed with
implementation in spring 2020 if community support exists for project.
COMMUNITY PLANNING AND DESIGN
1. Pedestrian Mall Design: Design for the extension of the Main Street Pedestrian Mall from Lettuce Shed
Lane to the west to Nottingham Park, including details for phased construction, crossing of Mikaela Way,
and a temporary route and improvements across the existing Avon Recreation Center parking area. This
design project is integral to Town’s long-standing plans to connect Avon’s accommodation core area to
Nottingham Park.
2. Convention Center Preliminary Analysis: Council provided direction in fall, 2019 to commission a
study on the feasibility of a convention center in Avon. Potential areas for a convention center include
(a) the former Town Hall property and former Avon Station Fire District property and (b) the northside of
Planning Area A in the Village (at Avon). Retain a qualified consultant to conduct preliminary analysis of
the market feasibility and potential economic benefits of a convention center. Such analysis should
include, but not be limited to: determination of existing conventions centers in peer communities in
Colorado, consideration of optimum convention center size for Avon, identification of required site size
and required lodging base to support convention center, and estimates of required public financial
participation.
3. Joint Planning for Planning Area A, Village (at Avon): Planning Area A, Village (at Avon) comprises
43 acres which is approved for high-density, mixed-use, commercial core development similar to the
Town Center zone district. This Planning Area is anticipated to feature large accommodation buildings
and mixed-use high-density residential with ground level retail. A preliminary planning analysis to
consider road layout, pedestrian access, multi-modal transportation support is needed to generate a
planning concept for development of this area that will attract high quality investment and development.
This joint planning process anticipates partnership funding from the Town of Avon, Traer Creek-RP
and/or Traer Creek Metropolitan District and the Department of Local Affairs. A preliminary planning
analysis is intended to provide guidance for additional planning work on Planning Area A.
4. 351 Benchmark Planning: 351 Benchmark (old Avon Fire Station) presents a very unique opportunity
for redevelopment and/or re-use. Formulate a community-based planning process for potential
redevelopment and/or re-use of the old Avon Fire Station property. Incorporate questions into the 2020
Community Survey. Research examples and estimated costs of potential alternatives for redevelopment.
5. USFS Road 779: Coordinate with U.S. Forest Service to develop plans for maintenance and potential
re-alignment of U.S.F.S. Road 779 to preserve public access. Conduct robust public process during the
ATTACHMENT A: Proposed 2020 Strategic Plan
2020 Strategic Plan
DRAFT November 3, 2019
Page 6 of 7
conceptual design and planning process. Consider developing parking, gates and signage on Wildridge
Road rather than at the Avon/USFS boundary.
CLIMATE ACTION
1. Waste Reduction and Recycling: Fully implement best practices for waste reduction and recycling for
all Avon Town Facilities and for all Avon sponsored events. Install uniform trash and recycling containers
throughout Town. Contact lodging and multi-family developments to determine existing practices and
promote waste reduction and recycling where possible.
2. PuRE Program: Actively promote Holy Cross Energy customers in Avon to sign-up for 100% renewable
electricity under the PuRE program. Measure progress in sign-ups. Establish five-year community wide
goals in 2020.
3. Baseline Inventory: Perform a baseline inventory of the Avon Town government’s 2014 greenhouse
gas emissions and the entire Avon community. Post baseline inventory information along with Climate
Action projects and progress towards Climate Action goals on the Town’s website.
4. Fleet Inventory: Evaluate Avon’s vehicle fleet inventory and determine 2014 baseline for greenhouse
gas emissions. Prepare plan to update and convert Avon vehicle fleet to achieve 25% greenhouse gas
reduction by 2025.
5. Expanded Polystyrene Reduction: Implement expanded polystyrene regulations and restrictions.
Calculate existing usage and measure reduction resulting from regulations.
6. Eagle County Climate Action Collaborative: Continue participation in the Eagle County Climate Action
Collaborative, development and implement specific programs and events for Avon. Pursue regional
opportunities to enhance bus transportation and ridership.
7. Net Zero Communities: Research Net Zero communities and practices, present findings and
recommendations for implementation in Avon.
MULTI-MODAL IMPROVEMENTS
1. I-70 Underpass Enhancements: Conduct designs to enhance for the west side of the I-70/Avon Road
under pass and proceed with construction.
2. Zagster Bike Share: Explore expansion of Zagster bike share program, including stations, sponsorships
and partnerships with outside organizations; coordinate expansion plans with Eagle County.
3. Parking Management Plan: Research parking management demands and potential programs for the
Avon commercial core and Tract G area, including but not limited to implementation of parking kiosks
and integration of smart phone parking apps.
UNION PACIFIC RAILROAD
1. Ground Squirrel Reduction: Reduce or eliminate Richardson Ground Squirrel population. Research
third party services to assist.
ATTACHMENT A: Proposed 2020 Strategic Plan
2020 Strategic Plan
DRAFT November 3, 2019
Page 7 of 7
2. Multi-Use Railroad Activities: Explore permission for a cross-country ski track and allowing railbikes
from Edwards to Minturn. Research costs for acquiring and operating snowmobile, trail groomer, and
staffing to set and maintain cross-country ski trail.
3. Pedestrian Connections: Pursue easements across Union Pacific right-of-way for pedestrian
connectivity from Village (at Avon) to Eagle Bend Road.
ENVIRONMENTAL
1. Water Quality Improvement: Coordinate with the Eagle River Watershed Council to develop and
implement plan to reduce constituent loading to Eagle River in Avon with the goal of improving water
quality. Implement Avon’s CIP Plan to install stormwater interceptors on Avon Road.
2. Noxious Weed Regulation Enforcement: Educate and notify property owners concerning noxious
weed regulations. Actively monitor and administer enforcement in 2020.
GOVERNMENTAL
1. Water Tap Fees: Evaluate the tiers of the Avon water tap fee to ensure that the fee accounts fairly for
residential home sizes. Explore the viability of making water taps adjustable based on unit size. Amend
water tap fee schedule as determined appropriate by Council.
2. Procurement Code: Research procurement codes with peer communities, re-evaluate the current Town
Manager authorization to sign contracts up to $100,000, and present an updated procurement code for
adoption by Council.
3. Install Photo Monuments: Design and install photo monuments around Avon’s commercial core to
memorialize Avon’s history. Submit design, estimated costs and proposed locations to Town Council for
public review prior to construction.
4. GIS Improvements: Many communities have extensive GIS data which is consolidated, publicly
accessible, and regularly updated. Research existing GIS data across Departments, utilization of GIS
data by peer communities, and costs to implement and maintain an updated GIS data base for Avon.
5. Business Map: Research options and cost to develop an Avon business map for smart phones and
print.
6. Sister City: Research sister city programs, identify costs, program activities, and benefits. Present
findings to Council for direction and determination of further interest.
7. Community Broadband: Conduct Request for Proposal for consulting services to consider joining
project THOR and consider other means of broadband expansion. Conduct survey of major business
entities in Avon to determine interest in potential broadband improvements. Survey existing assets.
Conduct community survey to determine preferences.
ATTACHMENT A: Proposed 2020 Strategic Plan
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 0
TOWN OF AVON
2019 STRATEGIC PLAN
3rd QUARTER PROGRESS UPDATE
SUPPORT A STRONG COMMUNITY, BUILDING ON STRENGTHS AS A YEAR-ROUND MOUNTAIN RESORT COMMUNITY
The Town will continue to value and support our community through a strong and diverse economy, attentive
to business retention and proactively partnering with the private sector to expand Avon’s retail and
commercial base. The Town’s commitment to planning for future growth; to ensuring there is a hierarchy of
built forms to reflect the importance of the Town Center; an openness to new community development trends;
and, recognition of private property interests and the costs of doing business with the Town, sets forth a
dynamic relationship for the successful construction of the built environment and business growth. In its
commitment to supporting a strong, mountain resort community, the Town endeavors to create a visually
appealing gateway to Avon.
STRATEGIES
Tier 1 Priorities
Meet the Comprehensive Plan Housing goals to 1) Achieve a diverse range of housing densities, styles
and types, including rental and for sale, to serve all segments of the population; and 2) Coordinate with
neighboring communities to provide an attainable housing program that incorporates both rental and
ownership opportunities, which are affordable for local working families. Community Housing is an on-
going effort. On June 25, 2019, Council voted to appropriate $50,000 from the Community
Housing fund to be given to the Eagle County land fund. Town continues to support the Eagle
Valley Homestore as the centralized housing base/entity. Town actively participates on Eagle
County Housing and Development Authority Advisory Committee.
Meet the goals and objectives of the Avon Community Housing Plan. Staff and Council continue to
work on various aspects of the Avon Community Housing Plan, including site analysis of the
Town owned Wildwood property, consideration of increasing the Primary Residence Exemption for Real Estate Transfer Taxes, and actively seeking partnerships with potential land owners and
housing developers. Introduction of proposed deed restriction purchase program is planned for
the fourth quarter of 2019. Site analysis of the Town owned Swift Gulch property is planned for
the first half of 2020. Potential use and remodel of the lower level of the Wildridge Fire House for
additional Town employee housing is planned for consideration in the first quarter of 2020.
Implement the development strategies identified within the adopted Town of Avon Town-Owned
Properties Plan for seven sites including Tract G, Wildridge Fire House, Swift Gulch, the Village at Avon’s
“Park Site,” “School Site” (Lot E), Public Works Site (Lot 5), and the Wildwood Properties.
TRACT G: Demolition of the old Town Hall is proceeding. Staff is currently conducting a Request
for Proposal for designs services.
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 1
VILLAGE (AT AVON) PARK SITE (LOT B): Staff will explore temporary construction of dog park
on this parcel in 2020.
VILLAGE (AT AVON) SCHOOL SITE (LOT E): Staff will explore temporary construction of dog
park on this parcel in 2020.
PUBLIC WORKS SITE (LOT 5): No work is planned for Lot 5 at this time.
o Develop an implementation plan. In progress.
o Work with Eagle County to ensure a successful transition of the regional recycling center to Lot 5.
COMPLETED.
o Ensure increased access to the Eagle River. RIVERFRONT TRAIL CONNECTOR PROJECT
RECENTLY COMPLETED.
o In the interim, construct cleaning and minor facility upgrade budgets for Fire Station 7 and the
Wildridge Fire Station for renting to workers and/or working families, with consideration of terms
which allow for future renovation. In progress. Work completed for the Wildridge fire station
units. Both Wildridge fire station units being rented to town employees. The Wildridge fire
station was reroofed this summer. Secondary egress for 351 Benchmark Building has been
placed on hold because the costs came in higher than expected. The western half of the
building has been leased for a period of one year to Vail Tenure, llc for the purpose of
workforce housing. A fire suppression system is currently being installed and should be
completed by end of November.
o Evaluate the development of an Ad Hoc Committee to evaluate the expansion of the Avon
Recreation Center for the purposes of: 1) involving community in one of the most used and
expensive community assets, (2) determining the best uses as desired by the community for the
expansion, and (3) allowing a community-based support for any taxing ballot question to be
established on a grass-roots basis. Council approved Resolution 19-16 approving the formation
of an ad hoc citizen committee for health, recreation programming and recreation center
design. Interviews of applicants and appointments are scheduled for November 19, 2019
Council meeting.
Invest in multi-modal improvements prioritizing walkability and bicycle use on streets, with transit, parking
and wayfinding.
o Complete the Beaver Creek Boulevard Streetscape Improvements Project. COMPLETED.
o Complete the Town of Avon Multimodal Transportation and Parking Plan AVON MULTIMODAL
TRANSPORTATION AND PARKING PLAN COMPLETED IN 2017.
o Nottingham Road/I-70-Avon Road Underpass Improvements – Design 1) Nottingham Road
drainage improvements to mitigate mud and debris flows; 2) Pedestrian safety improvements
including crosswalks and sidewalks; and 3) I-70-Avon Road Underpass Safety/Beautification Entry
Improvement. Bid and Construct as designs and funding are approved. Preliminary design and pricing completed. Design of the west section is proposed in the CIP budget for 2020, with
construction slated for 2021.
o Fully support Avon transit as a key element of a walkable community; stay attentive to the potential
role of autonomous cars. THIS IS A GENERAL STATEMENT AND NOT SPECIFIC TO POLICY
ADOPTION OR PROJECT IMPLEMENTATION.
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 2
o Participate in the development of the ECO Transportation Development Plan and work with the ECO
Board to advance Avon initiatives, such as increasing to late night bus service to serve workers.
ACTIVE PARTICIPATION BY COUNCIL REPRESENTATIVES ON ECO BOARD CONTINUES.
THIS IS A GENERAL STATEMENT AND NOT SPECIFIC TO POLICY ADOPTION OR PROJECT
IMPLEMENTATION.
Evaluate the tiers of the Avon water tap fee to ensure that the fee accounts fairly for residential home
sizes. Discussed during the fee waiver and tax exemption ordinance (Ordinance 19-01). Staff will
bring draft ordinance to council in 4th quarter of 2019.
Maintain the Zagster bike share program, monitor and report on challenges and successes. Explore
expansion of stations, sponsorship opportunities, and partnerships with outside organizations. Work is
underway to gain sponsorships and evaluate expansion to other areas like Edwards Riverwalk
and Eagle-Vail. Outreach to other entities about using the same contractor is continuing.
Define a broadband strategy and develop a broadband plan that identifies current assets and community
needs to assist in developing architectural alternative concepts and cost opinions. Once preferred
alternatives are identified and a roadmap is put in place, move into the planning phase. Council gave
direction to Staff to remove project THOR expenditures from the proposed 2020 capital
improvements plan because phase II of project THOR is not slated to happen in 2020. The majority of Council expressed interest in further studying broadband and project THOR in 2020. This may
include hiring a firm to complete a broadband vision or strategy for Avon’s future community-
based broadband services. Staff is preparing an RFP for consulting services to assist with
understanding community broadband options.
Work progressively with the Union Pacific Railroad to: 1) Verify the railroad ROW through Avon; 2) Gain
permits for needed pedestrian infrastructure on WBCB; 3) Sustain continual clean-up of the railroad
ROW; 4) Address the Richardson Ground Squirrel population; and 5) Explore opportunities for a cross-
country ski track and allowing railbikes from Edwards to Minturn. Permits were gained for West Beaver Creek Blvd., sidewalk improvements and the project has been completed. Staff regularly
communicates with the railroad in advance of any clean up efforts along the railroad’s right-of-
way (e.g., annual town clean up event). Items (4) and (5) are planned for 2020.
Tier 2 Priorities
Evaluate the formation of a special improvement district to improve the facades of the Avon Center,
Comfort Inn, First Bank, and other properties along E/W Beaver Creek Boulevard, including but not
limited to landscaping, streetscape and beautification programs. Include development of public spaces
in the district assessment. No Activity. Property owners have not expressed interest in participating
in such a special improvement district. Town Manager recommends deletion of this project.
Evaluate whether Avon should pursue a Downtown Development Authority to support economic
development partnerships. No Activity. Town Manager recommends deletion of this project.
Support Town Council efforts to develop a Sister City relationship. No Activity. This project is included
with proposed 2020 Strategic Plan.
On-going
Work proactively with the owners of vacant commercial property to find leaseholders and/or
redevelopment projects and, when appropriate, 1) Utilize Urban Renewal Authority tax increments
generated from the existing district or in a potential new Urban Renewal Authority district, and/or 2) Other
economic development incentives including tax rebates, zoning amendments, etc. On Going.
Commercial occupancy has increased steadily with favorable market conditions.
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 3
Maintain a strong partner relationship with the Avon business community, developers, and county-wide
organizations that enhance the economic vitality of the community. On going. Staff is reviewing
concepts and proposals for a printed and on-line business map of Town core. This is included
on the 2020 Strategic Plan.
Consistently issue the Avon Quarterly Business Newsletter and hold annual update meetings with Avon
business owners and representatives. Quarterly business newsletter has been replaced with the
Monthly Newsletter.
Support the efforts of the Avon Business Association, when appropriate. Avon Business Association
has been inactive.
Be aware and proactive in Town projects, programs and day-to-day work in the support, retention and
development of inclusive neighborhoods, with specific attention to the needs and opportunities for the
Avon Elementary School, such as hosting the spring graduation. On going. Avon elementary indicated
that Avon Pavilion is not preferred for spring graduation due to unpredictable weather. Mayor
and Town Manager met with representatives of Aspen Park this summer to discuss outreach and
support.
In the Town’s Swim Program, when appropriate, include Homestake Elementary students in Avon’s
school programs. Homestake Peak Elementary School has been contacted multiple times but has not shown any interest in the program.
Throughout the year, Liaison Appointees and Town Manager will meet with respective principals for
developments in the Town of Avon to discuss current issues, development needs and opportunities.
Periodic meetings with Traer Creek representatives are ongoing. Convention Center planning
and potential cooperative planning for Planning Area A in Village (at Avon) is proposed in 2020
Strategic Plan.
Maintain Google Transit maps for local bus schedules. COMPLETED.
PRESERVE & ENHANCE THE NATURAL ENVIRONMENT
Maintaining a strong foundation for the stewardship of Avon’s natural resources is a top commitment by the
Town in order for the Town to protect Avon’s unique setting and its open spaces. Avon will promote
sustainability through the funding of programs and projects to protect the Town’s and the regions clean
waters and clean air and to conserve environmental resources.
STRATEGIES
Tier 1 Priorities
From the 2016 Town of Avon Climate Action Plan Implementation Schedule, adopted on March 28, 2017,
implement the priorities, including but not limited to:
o Establishing the CO2 baseline, modifying municipal buildings and street lights and monitoring.
Baseline established by 2014 eagle county energy inventory and identified in climate action
plan for the eagle county community. Cleer building energy navigator software installed at all major town facilities and consistently monitored at
WWW.COLORADO.BUILDINGENERGYNAVIGATOR.COM.
o Amending the Town’s landscape code to more effectively replace vegetation which has been
removed and improve water quality in drainages, streams and along in the Eagle River.
COMPLETED.
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 4
o With the expertise of the UERWA, developing outdoor landscape guidelines/regulations to reduce
water use and off-site impacts, such as fertilizer run-off, which can affect the Eagle River. Staff is
in process of working with the watershed council to come up with a plan to improve quality
of eagle river, similar to vail’s restore the gore campaign.
o Adopt a paperless strategy to reduce waste and support files, etc. In progress. Majority of town
files have been scanned into retention software. Recent success with making purchasing
process paperless with our fleet department. This will be rolled out to all other departments
in the coming months.
o Take the lead role in working with the UERWA to assess and potentially partner with the Aspens
Mobile Home Village to improve and/or replace the property’s water distribution system to eliminate
water loss. NO ACTIVITY. STAFF EXPECTS TO ASSESS WATER DISTRIBUTION SYSTEM IN
1ST HALF OF 2020.
o Partnering with Walking Mountains Science Center and Eagle County to expand the Energy Smart
Program and community educational outreach. Walking Mountains supported with 2019
community grant. Fee waiver of 2018 building permit and construction sales tax for their
center for sustainability project. Grant awarded to walking mountains through the EEOP fund
to support energy smart program.
o Promote investment and use of energy efficient vehicles, including electric vehicles, by evaluating
opportunities to add vehicle charging stations throughout the Town of Avon. A level 2 ev charging
station is planned for the new town hall parking lot in 2020 ($35,000). A level 3 dc fast
charging station is planned for the tract a parking lot in 2020 ($75,000). Mobility director eva
wilson recently completed the 2019 electric vehicle readiness work plan.
Evaluate ways to achieve the Town’s adopted goal to “develop and implement a program to run the
Town of Avon – Municipality with 100% renewable energy.” COMPLETED for electricity. Earlier this
year the town enrolled in holy cross energy’s pure program to begin purchasing 100%
renewable electricity.
Identify and prioritize which municipal and/or land use codes should be revised to fully implement the
Plan, including but not limited to a re-evaluation of the Alternative Equivalent Compliance regulation to
include a stronger nexus, with specific metrics for performance to the Climate Action Plan and Avon’s
housing goals. Staff anticipates proposing mandatory electric vehicle stations for multi-family
development in 1st quarter of 2020. No municipal or land use code amendments have been
identified to implement the plan. No further action is expected in 2019.
Develop, with consultant services, the Harry A. Nottingham Landscape Plan, including in the plan
timely replacement of the Town's public tree stock; invite Walking Mountains to evaluate biosphere
enhancements to the northwest corner of Nottingham Lake during the planning process. Draft
landscape plan completed. Substantial public input was received. The plan is to focus on
landscape enhancements on the west side of the park in 2020, including removal of the baseball
diamond, upgrade of the pickleball courts and lighting upgrades.
Proactively ensure trees on public and private property do not host and spread viruses; remove dead
trees with a well-developed landscape program. COMPLETED. Brush creek evaluated our tree
stock and assisted staff to develop a plan to maintain a well-developed landscape program.
Develop a comprehensive Fire Mitigation Plan for Town-owned properties. COMPLETED for wildridge
with implementation underway.
Work with the Eagle River Fire Protection District on planning and implementing an emergency egress
for the Wildridge community. COMPLETED. Emergency egress identified as USFS roads 774,
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 5
717.1b and 717.1a to June Creek trail. Wildridge wildfire evacuation limited-scale exercise took place in 2018 and 2019.
Tier 2 Priorities
Consider adopting a “pay-as-you-throw” refuse system and evaluate franchise agreements for waste
haulers. No activity. Council direction is requested on whether to retain this project in the
strategic plan.
At such time as the Eagle County Landfill is prepared to receive compostable collected materials,
evaluate how to implement collection in Avon and prepare a recommendation for Council action. COMPLETED. The avon regional recycle drop site now has a compost bin. Residents must
sign up through vail honeywagon to use it.
On-going
Continue serving as an active member of the Climate Action Collaborative to fully implement and achieve
the goals of the Climate Action Plan for the Eagle County Community. ON GOING.
Continue looking for solar panel installation opportunities. ON GOING. Installation of solar panels are proposed on Fleet Building in conjunction with roof replacement.
Participate as an active member of the Urban Run-off Group and the Eagle River Watershed Council to
evaluate and support, as appropriate, needed Eagle River improvements. Justin Hildreth is an active
member of the urban runoff group and regional water plan group. Stormwater quality
improvements are in 2019 budget and proposed for 2020. Staff is in process of working with
watershed council to come up with a plan to improve quality of eagle river, similar to Vail’s
Restore the Gore Campaign.
Work with the Eagle River Water and Sanitation District, as well as other community organizations, to
protect the water quality in the Eagle River for all users. ON GOING.
Continue participation in the Actively Green Certification Program. ON GOING.
DEVELOP INCLUSIVE & DIVERSE ECONOMIC,
EDUCATIONAL, RECREATIONAL & CULTURAL OPPORTUNITIES
The importance of vibrancy and activity within the Town will be supported by partnering with existing special
events and attracting an array of new and diverse cultural, educational and recreational events to Avon, which
meet the Town’s brand and are in concert with the values of our community and serve to nurture a cohesive
sense of place and public. Providing an exceptional system of parks, trails, and recreational programs to
serve the year-round needs of area residents and visitors is an important Town
goal.
STRATEGIES
Tier 1 Priorities
Under the auspices of the Ad Hoc Special Events Committee, continue to solicit, develop and fund, in
partnership with qualified producers, a diverse program of vibrant arts, educational, cultural and
recreational offerings at the Avon Performance Pavilion and Main Street Mall. In particular: Council established a permanent Cultural, Arts and Special Events (CASE) committee to take the place
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 6
of the ad hoc special events committee. Purpose and duties largely remain the same and are memorialized in resolution 19-12.
o Seek to expand live theater as a desired multi-day or evening festival. No application received
for 2019 or 2020 funding. Council direction is sought on whether to pursue live theater
events.
o Expand use of the Pavilion in shoulder seasons to local band productions, which are low key and
low budget, such as a battle-of-the-bands or open mike nights. Local bands added to 2019
avon live! Performances. 2019 community picnic included local bands.
o Work with Bravo! Vail to pursue performance options at the Avon Performance Pavilion. Bravo! Vail has not indicated interest at this time.
o Explore a partnership with the Vail Valley Foundation to provide management of non-Town
produced special events at the Avon Performance Pavilion Discussions with Vail Valley
Foundation have taken place but VVF has not expressed interest in managing non-town
produced special events.
o To streamline and assist local and national big city promoters to efficiently produce and market
events:
Develop best marketing practices and marketing advice for event success in Avon, and coop
with any Avon marketing plan, where Avon has provided funding or use of a Town venue. In
progress. Staff is scheduled to submit a written report on the Town’s marketing
activities and costs to Council at November 19th council meeting. The report will
include all aspects of marketing and ideas and options for expanding marketing,
evaluating effectiveness, goals for 2020 and updating and refining Avon’s brand
platform.
Establish, for ticketed events, procedures and policies to limit poaching of concerts. Will be
done on a case by case basis with producers.
Implement the adopted Avon Recreational Trails Plan as prioritized and adopted by the Avon Town
Council, as soon as possible; and ON GOING 1) pursue construction grants, when appropriate; and 2)
rigorously seek an easement to construct a connecting trail from the southern terminus of Lake Street
to the Eagle River Regional Trail. Easement secured for riverfront trail connector project. The
project was recently completed.
As directed by the Town Council on May 23, 2017, implement the action plan to pursue a Colorado
Creative District designation; budget and retain qualified consultant services for development of a
strategic plan, as may be needed. No activity. Case committee will further evaluate in early 2020.
Rebuild the Eagle River Whitewater Park. COMPLETED. Staff expects re-evaluation and analysis
of repair project and potential additional work to improve the repaired feature.
Evaluate the pros and cons of the Town of Avon using its special event liquor permit quota, as allowed
for events at a Municipal Arts and Cultural Facility, which may include the Main Street Mall, New Town
Hall, Harry A. Nottingham Park and the Avon Performance Pavilion. As part of the evaluation assess
alternatives for forming a (Liquor) Entertainment District or liquor license for venue premises. Town
used its full special event liquor permit quota in 2019 (15 days). No activity on entertainment
district venue premise. Council recently approved ordinance to allow town to authorize open container alcohol consumption on town property for certain special events. Town saw increase
in revenue from alcohol sales for town-produced events in 2019 and staff expects a jump in
revenue from alcohol sales in 2020.
Continue to actively work with the USFS to identify and plan for improvements to USFS 779 and USFS
717.1B. Town attempted to work with USFS in 2018 in concert with Berlaimont, however, town
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 7
residents opposed 717.1b as an alternative. In the proposed 2020 CIP plan, there is $100,000 budgeted in 2020 for USFS 779 trailhead improvements.
Tier 2 Priorities
Build photo monuments around the commercial core to memorialize Avon’s history. Photo
monuments are planned for installation in spring of 2020.
Evaluate a Scientific and Cultural District to provide funding for Walking Mountains Science Center’s
educational programming and Avon’s cultural activities. No activity. Council direction is requested
on whether to retain this project in the strategic plan. I recommend removing this project from the Strategic Plan due to lack of project definition and limited resources.
Identify locations for the installation of outdoor percussion instruments, including pianos, and fund in
the Capital Projects Fund, when feasible. PZC recently recommended in a straw poll that the best
location for the outdoor musical instruments is the space roughly between the rec center and
library. The case committee will be charged with finalizing the instrument collection
selection(s).
Develop a plan for the completion of the Main Street Mall from the existing Mall to Lake Street and
Nottingham Park. Schematic design is scheduled for 2020, followed by full construction documents in 2021.
On-going
Maintain Nottingham Park to a high standard and continue to make it the focal point of the community.
ON GOING
When approving Town funded or supported festivals and events which offer alcoholic libations, require
that the sponsoring non-profit is an Avon community grant recipient or locally based nonprofit.
CONSISTENTLY PERFORMED.
Support regional World Class events and the Walking Mountains Science Center. Both supported in
2019 funding. Avon hosted the second stage of the Colorado Classic bike race in august.
As appropriate, share the results of the Community Survey with potential business interests in terms of
types of businesses and services desired in Avon. ON GOING
Support the unmet needs of non-profit organizations in Eagle County, by way of the Town’s annual
Community Grant Program, by welcoming applications from organizations and agencies seeking
funding for programs, projects, services or activities that support the Town’s stated priorities in the
Town’s annual Strategic Plan. Consistently done. Subject to annual appropriation by Council.
Maximize the grant resources available through potential sources available such as through the Office
of Economic Development and International Trade, including its new Outdoor Industry Recreation
Office; a Scientific & Cultural Facilities District, and Department of Local Affairs. CONSISTENTLY
EVALUATED.
Participate in the valley-wide events calendar being maintained by the Vail Valley Partnership.
CONSISTENLY PERFORMED.
Be creative in activating the Town public ways with ideas such as bicycle pedal bars or a railroad trolley
car. NO ACTIVITY. Council direction is requested on whether to retain this project in the
Strategic Plan.
Schedule Council civic engagement opportunities at the Pavilion Green Room. Public forums on the
plastic bag ban initiative were held in the pavilion green room. Staff will look to hold more civic
engagement opportunities there. Council direction is requested on whether to retain this
project in the Strategic Plan.
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN 3rd Quarter Update – November 6, 2019 8
PROVIDE A RESPONSIVE, CUTTING-EDGE
& EFFECTIVE GOVERNMENT
Ensure that Town government is managed and operated as a competitive business and in a manner which
is client-focused and solution-oriented, meeting the highest standards of fiduciary responsibility,
implementing best practices, and using Town resources effectively and efficiently in each
department. Provide for the development of capital projects, which support the community-resort economy,
and promote the Town brand through a five-year capital investment plan, utilizing appropriate funding
mechanisms such as pay-as-you-go, new mill levy and/or current tax receipt long-term debt. Support a work
culture that is flexible, innovative and resilient to change
STRATEGIES
Tier 1 Priorities
Continue implementing the Town of Avon Marketing Plan and Avon Brand Guidelines ON GOING
Monitor and adjust as needed the comprehensive Community Swim Program. ON GOING
Identify location(s) and cost(s) for the development of one or more dog parks in Avon or nearby in
partnership with Eagle-Vail. NO PROGRESS.
Tier 2 Priorities
Plan and budget for the development of Lot 5, in the Five-Year Capital Improvements Plan, including
adding a reserve line item for an equipment and vehicle storage facility and future office space. Avon
regional recycle drop site developed on front portion of lot 5. Beyond that, no progress has been
made. This is contingent on further defining or prioritizing the Avon Town-Owned Properties
Plan.
Update Procurement Code, including revisiting the maximum contract authority for the Town Manager,
reviewing expenditure approval levels, and adding provisions for the disposal of excess or obsolete
property. Also, clarify other areas of authority on easements, leases, property conveyances, license
agreements, etc. In progress. Draft procurement code will be presented to Council in the 1st quarter
of 2020.
On-going
Maintain Town infrastructure, including all buildings, roads, parks, preserves and trails; appropriating
deferred maintenance funds as required, and seeking long term debt approval, when appropriate. ON
GOING
Provide strategic Council leadership, consistently practicing open and transparent government. ON
GOING
Continue to evaluate staffing levels to ensure a high level of municipal services for our citizens and
visitors. ON GOING
Continue holding an annual Town Clean-Up Day event during the evening hours of a weekday in the
spring that includes a community gathering after the clean-up event is completed. IMPLEMENTED.
Maintain and consistently evaluate a strong civic engagement program, including ad hoc committees, a
triannual community survey, volunteerism program, etc. Look to advance the Town’s partnership with
staff members, parents and students at Avon Elementary School. Implemented. Town Manager is
proposing making the community survey biennial.
ATTACHMENT B: 3RD Quarter Strategic Plan Update
2019 STRATEGIC PLAN
3rd Quarter Update – November 6, 2019 9
Maintain fund balances, contingency and reserves to guarantee a fiscal position that is resilient to
economic fluctuations; transfer surplus funds to capital projects. Met in 2019 budget. Expected to be
met in 2020 budget.
Continue to develop annual department work plans, which are measurable and maintain accountability.
Completed when budget is adopted.
Hold annual or bi-annual sessions in joint meeting settings with government partners. ON GOING
Seek a naming sponsor for the Avon Performance Pavilion. NO ACTIVITY
ATTACHMENT B: 3RD Quarter Strategic Plan Update
Five Year Capital Improvements Plan
TOWN OF AVON
2020 PROPOSED BUDGET
and
2020 PROPOSED BUDGET
Prepared by:
Department of Finance
Scott C. Wright, CPA, CPFO
Asst. Town Manager / Finance Director
TOWN OF AVON, COLORADO
2020 PROPOSED BUDGET
Town Council
Sarah Smith Hymes, Mayor
Amy Phillips, Mayor Pro Tem
Jennie Fancher
Scott Prince
Chico Thuon
Tamra N. Underwood
Jake Wolf
Leadership Team
Eric Heil, Town Manager
Scott Wright, Asst. Town Manager / Finance Director
Preston Neill, Deputy Town Manager / Director of General Government
John Curutchet, Recreation Director
Greg Daly, Police Chief
Justin Hildreth, Town Engineer
Rego Omerigic, Fleet Director
Gary Padilla, Public Works Director
Matt Pielsticker, Planning Director
Lance Richards, Human Resources Director
Eva Wilson, Mobility Director
Cover Photo: Colorado Classic starting line
Town of Avon
2020 Proposed Budget
Table of Contents
I. Introduction and Budget Structure
1-3 Profile of the Town
4 Organization Chart
5-11 2020 Strategic Plan
12-14 Fund Descriptions and Basis of Budgeting
15-19 Financial and Budgetary Policies
II. Financial Overview and Fund Summaries
Consolidated Financial Schedules and Graphs:
1 Financial Overview - Total All Funds
2-3 Financial Overview - Total By Fund - 2019 Adopted Budget
4 Graphs - 2020 and 2019 Total Operating Revenues by Major Source
5 Graph and Table - 2020 Taxes by Type
6 Graphs - Property Taxes
7 Graphs - Avon Urban Renewal Authority Tax Increment Revenues
8 Graphs - 2020 and 2019 Total Expenditures by Major Function
9 Graph and Table - 2020 Expenditures by Fund Type
10 Graphs - 2020 and 2019 Fund Balances by Fund
11 Graphs - 2020 and 2019 Personnel Expenditures
Fund Summaries
General Fund
12 Fund Summary
13 Graphs - Operating Revenues and Operating Expenditures
14 Graph and Table - Tax Revenue
15 Graph and Table - Expenditures by Object Class and Function
16-18 Revenue Detail
19-20 Department Expenditure Summaries
21-22 Departmental Operating Costs
23-26 Avon Urban Renewal Authority Fund
27-28 Community Enhancement Fund
29-32 Water Fund
33-35 Affordable Housing Fund
36-38 Exterior Energy Offset Fund
39-41 Disposable Paper Bag Fee Fund
42-43 Debt Service Fund
44-47 Mobility Enterprise Fund
48-50 Fleet Maintenance Enterprise Service Fund
51-63 Equipment Replacement Internal Service Fund
Town of Avon
2020 Proposed Budget
Table of Contents
III. Capital Projects
1 Capital Projects Budget Summary
2 Capital Projects Fund Summary
3-5 Capital Projects Fund 5-Year Plan - Summary
6-8 Capital Projects Fund 5-Year Plan - Inventory Detail
9 Graphs and Table - Funding Sources and Costs by Category
10-17 Capital Project Descriptions
IV. Department Summaries
1-4 A. General Government
5-8 B. Human Resources
9-11 C. Finance & IT
12-14 D. Community Development
15-17 E. Police
18-19 F. Engineering and Facilities
20-22 G. Public Works
23-26 H. Recreation
27-29 I. Mobility
30-31 J. Fleet Maintenance
PROFILE OF THE TOWN OF AVON, COLORADO
The Town of Avon was incorporated in 1978 and is located in Eagle County, eight miles
west of the Town of Vail and seventeen miles east of the Town of Eagle. The Town sits
north of U.S. Highway 6, directly adjacent to the Beaver Creek Resort and is bisected by
Interstate Highway 70 from east to west. The primary transportation route to and from Avon
is I-70. Aviation services and transportation are available at the Eagle County Airport, 24
miles west of the Town. The Town provides bus transportation services within the Town and
offers, in funding partnership with the Beaver Creek Resort Company, a high-speed gondola
that provides direct access to Beaver Creek Resort. Avon is also served by the Eagle County
Regional Transit Authority which provides bus service throughout Eagle County. Eagle
County encompasses approximately 1,694 square miles and spans from the summit of Vail
Pass to Glenwood Canyon. Approximately 80% of Eagle County’s land is public –
comprised of National Forests, wilderness areas, Bureau of Land Management properties,
and state and local public lands.
The Town of Avon currently encompasses approximately 8¼ square miles. The 2010
Census reported a population of 6,541. This figure represents the permanent resident
population. Total population increases significantly during the winter tourist ski season.
The Town operates under the council/manager form of government. Policy-making and
legislative authority are vested in the Town Council, which consists of a mayor and a six-
member council. The Town Council is responsible, among other things, for passing
ordinances, adopting the budget, and appointing a Town Manager, Town Attorney, Town
Prosecutor and Municipal Judge. The Town Manager is responsible for carrying out the
policies and ordinances of the Council, overseeing the day-to-day operations of the Town,
and for appointing the heads of the Town’s departments.
The Council is elected on a non-partisan basis. Council members are elected to four-year
staggered terms with three council members elected in November 2020, and the remaining
four to be elected in November 2022. The mayor and mayor pro-tem are elected from
amongst the elected council members by a majority vote. The mayor presides at meetings of
council and shall not vote until all other Council members present who are eligible to vote
have had reasonable opportunity to vote. The affirmative concurring vote of four (4) Council
members is required for the adoption of an ordinance, resolution, order for appropriation,
approval of a contract or approval of an intergovernmental agreement.
The Town is a home-rule community empowered to levy a property tax on the assessed value
of real property located within the Town. The Town collects a 4% sales tax on all retail
sales, and a 4% accommodations tax on the lease or rental of hotel rooms, condominium
units and other accommodations within the Town. The Town also collects a 2% real estate
transfer tax on all sales of real property located within the Town. An important exception is
within The Village at Avon Planned Unit Development where, in accordance with the
Annexation and Development Agreement of October 13, 1998, and as subsequently
amended, the Town does not currently collect these taxes. The Town has the power by state
statute to extend its corporate limits by annexation, which is done periodically when deemed
Section I, Page 1
appropriate by the Town Council. On November 1, 2018, the Town began collecting a 4%
sales tax on the sale of cigarettes. Additionally, as part of the November 6, 2018 general
election, Avon voters approved a new tax of $3 per pack of cigarettes and a 40% on all other
tobacco products.
The Town provides a full range of municipal services including police protection; the
construction and maintenance of parks, streets and roads, and infrastructure; recreational
amenities and cultural activities and events; community planning and zoning; and general
administrative services.
Annual Budget. The annual budget serves as the foundation for the Town of Avon’s
financial planning and control. No later than October 15th, the Town Manager submits to the
Mayor and Town Council a proposed budget for the calendar year commencing the following
January 1st. The budget is prepared by fund, department, program and project and includes
information on the prior year, current estimates and requested appropriations and estimated
revenues for the upcoming year.
The Town Council holds public hearings and may change appropriations except for
expenditures required by law for debt service or for estimated cash deficits. No change to the
budget may increase the authorized expenditures to any amount greater than the total amount
of funds available. The Town Council must adopt the budget by resolution prior to
December 15th. Once adopted, the Town Council may at any time, by resolution, amend the
budget. In addition, the Town Manager may transfer part or all of any unencumbered
appropriation balance among programs within a department. A department is defined by the
Town as a distinct, principal or specialized division (e.g. the department of public works).
Expenditures may not legally exceed budgeted appropriations at the fund level. Budget to
actual comparison are provided in this report for all funds and are presented at a lower-than-
required level of control to facilitate detailed financial analysis.
Local Economy. Year-round tourism and winter recreation-related businesses account for a
significant portion of the employment and earned income of area residents. Skier and
snowboarder visits at Vail and Beaver Creek Resort account for almost 20% of the total such
visits in Colorado. Called “A skier’s Disneyland” Skinet.com ranked Beaver Creek Resort
best for grooming and Vail was ranked best for terrain for the 2019 Resorts of the Year
awards.
In addition to skiing and associated winter-time activities, the area promotes many summer
activities. The Town of Avon sponsors numerous special events throughout the year to area
residents and visitors including a 4th of July fireworks display; multiple sporting events, such
as the Colorado Classic women's pro road bicycle race, the annual Triple Bypass bicycle
ride, and the Major League pro triathlon; and family-friendly activities like the spring Easter
egg hunt. Avon’s Whitewater Park, with three distinct water features, is also open all
summer for boaters and spectators to enjoy. Offering several championship golf courses,
Eagle County is ranked as one of the top golf communities in the United States. Other
Section I, Page 2
summer activities include hiking, horseback riding, bicycling, kayaking and rafting, as well
as other recreational sports.
Section I, Page 3
Organizational Chart
Avon Citizens
Mayor and Council
Cultural Arts & Special Events Committee
Finance Committee
Health & Recreation Committee
Liquor Licensing Authority
Planning & Zoning Commission
Urban Renewal Authority
Municipal Judge
Municipal ProsecutorTown Manager
Community
Development
Town Attorney
Communications &
Marketing
Municipal Court
Cultural Arts &
Special Events
Town Clerk
Human Resources
Programs
Risk Management
Programs
Administration
Mobility Programs
Transit Operations
Wash Bay
Operations
Administration
Investigations
Patrol
Parks
Roads & Bridges
Administration
Custodial Services
Recreation
Programs
Building
Inspections
Planning
Engineering
Building &
Facilities
Finance
Information
Technology
Fleet Maintenance
Operations
Engineering Finance RecreationFleet
Maintenance
General
Government
Human
Resources Mobility Police Public Works
2020 Town of Avon Budget
2020 Strategic Plan
DRAFT November 3, 2019
Page 1 of 7
Section I, Page 5
2020 Strategic Plan
DRAFT November 3, 2019
Page 2 of 7
INTRODUCTION
The annual Strategic Plan is a component of the annual Budget. The Strategic Plan identifies new projects,
programs and policies for the calendar year which are a priority for the Avon community. The Budget
allocates the finances required to implement the Strategic Plan projects, programs and policies. The
construction of capital improvement projects, implementation of new programs or the formulation of new
policies are appropriate for the Strategic Plan. Projects, programs and policies are collectively referred to as
“tasks” in the Strategic Plan. The Strategic Plan provides clear direction to Council and Staff for tasks that
go beyond routine annual operations.
The 2017 Avon Comprehensive Plan guides the Strategic Plan. The Comprehensive Plan includes many
other adopted planning documents for the Town (collective referred to as the “Comprehensive Plan
Documents”). The tasks in the Strategic Plan either implement capital improvements identified in the
Comprehensive Plan Documents, advance the goals of the Comprehensive Plan Documents with new
programs or policies, or improve the efficiency, accountability, and transparency of the Avon Town
Government.
The Avon Town Council adopts the Strategic Plan as part of the annual budget. The Town Manager shall
(1) maintain and update a Strategic Plan schedule which shall identify the approximate timeframes for actions
to implement the Strategic Plan, (2) shall determine the assignment and delegation of Strategic Plan tasks
amongst Department Directors and Staff, and (3) shall submit a quarterly progress update promptly after the
end of each quarter.
Complex projects often require multi-year efforts and may include tasks from the prior year which carry-over
and as well as tasks initiated this year that cannot be completed within a calendar year. Implementation of
the Strategic Plan schedule can be impacted by unanticipated priorities, such as new or emerging policy
issues, development applications which require intensive review and public involvement, and new
opportunities with potential to benefit the Avon community. Council may amend or re-prioritize the Strategic
Plan at any time.
Section I, Page 6
2020 Strategic Plan
DRAFT November 3, 2019
Page 3 of 7
COMMUNITY ENGAGEMENT
Community engagement is an essential function of local government. Avon Town Council is committed to
improving and enhancing engagement practices to increase participation from all sectors of our community.
The following initiatives have been identified for implementation in 2020.
1. Improve Community Survey: The community survey is a valuable tool for collecting direct input from
the greatest number of community members. The purpose of the survey is to measure the level of
satisfaction with Town services and identify consensus on policies, projects and initiatives. Planned
improvements to the Community Survey include (a) implementing an accessible, attractive and
accountable on-line survey format, (b) significantly expanding participation from 355 to over 1,000, (c)
offering English and Spanish versions, (d) distributing to residents, property owners, and business
owners, and (e) increasing frequency to even-numbered years. Approximately half of the questions in
the Community Survey will be related to Town services and will be repeated on subsequent surveys to
track trends in community satisfaction. The rest of the questions will address proposed or potential
community programs, policies and investments.
2. Website Enhancements: Planned enhancements to the Avon.org website include (a) greater
information on Town initiatives in an accessible and attractive format, (b) information on the status of
various capital improvement projects, and (c) expanded opportunity for on-line sign-ups and
reservations.
3. Spanish Proficiency Initiative: Avon’s community is approximately one-half Hispanic and Spanish
speaking. The Spanish Proficiency Initiative is intended to improve the Town government’s ability to
effectively community with Avon’s Spanish-speaking community. Modest financial incentives, which
increase based on the level of Spanish fluency, will be awarded to Town employees who demonstrate
proficiency.
4. New Property Owner Welcome Letter: A letter will be sent to all new Avon property owners to welcome
them to the community and provide basic information on the Town operations and other items of potential
interest, including business and short-term rental licensing and signing up for the Town’s e-blasts and
monthly newsletter.
5. Finance Committee: The Finance Committee will be comprised of community members who will
analyze the Town’s budget and finances in light of current and projected economic conditions. Analysis
will include, but not be limited to, review of the impact of sales and accommodations tax fluctuations. As
set forth in Resolution No. 19-15, the Finance Committee will provide recommendations to the Avon
Town Council.
6. Health and Recreation Committee: The Health and Recreation Committee will be comprised of
community members who will review, research and study (a) “health community” issues, (b) comparisons
to peer community recreation facilities and programs, and (c) design, programming and estimates costs
for remodeling and potential expansion of the Avon Recreation Center.
Section I, Page 7
2020 Strategic Plan
DRAFT November 3, 2019
Page 4 of 7
COMMUNITY HOUSING
Continue implementation of the 2018 Avon Community Housing Plan.
1. Wildwood Property: Continue site assessment, including physical assessment of soils and topography
and review of title issues related to Wildridge covenants. Pursue entitlement process including
preparation and submittal of a Planned Unit Development Amendment application through the public
process to change permitted use from open space to Community Housing. Solicit and explore
partnerships to construct housing.
2. Wildridge Fire House: Conduct design work and develop cost estimates to renovate ground floor into
one or two additional employee housing units.
3. Deed Restriction Purchase Program: Vail has adopted a successful deed restriction program named
“Vail In-Deed”. An Avon deed restriction investment program will be proposed along with preliminary
market analysis, review of various forms of deed restrictions, and anticipated funding requirements.
4. Dedicated Housing Fund Revenues: Research and present for consideration potential revenue
sources that could be dedicated to the Housing Fund.
5. Swift Gulch Property: Conduct design and site feasibility analysis for employee housing project.
Explore partnership opportunities with Habitat for Humanity and other potential partners.
6. East Avon Parcel: Conduct site design and feasibility analysis for future Community Housing project on
a portion of the Town-owned “East Avon parcel” which the Town acquired from the U.S. Forest Service.
7. Housing Partnerships: Explore opportunities to work with property owners and potential regional
partners to facilitate housing projects, with an emphasis on for-sale housing product and with an
emphasis on Tract Y/Metcalf Road and the Village (at Avon).
NOTTINGHAM PARK
A variety of improvements to Nottingham Park have been identified through the Town Owned Properties
Plan. Improvements are coordinated for efficiency, design cohesion and multi-purpose functionality. The
timing and cost of improvements are described in the Capital Improvements Plan.
1. Old Town Hall Site/Public Restrooms: Commence demolition of the old Town Hall in early spring of
2020. Design public restrooms for the old Town Hall site in 2020. The public restrooms will be sized to
accommodate events of up to 2,000 people at the Avon Pavilion and Main Field. Construction is planned
to commence in 2021. Design should incorporate potential additions in the future for facilities or
infrastructure to support events at the Avon Pavilion/Main Field area. Related improvements include
renovating the seating wall to match the Avon Pavilion stage and improvements to the patio and picnic
seating area. Design consideration will include installing lighting.
2. Expanded Parking for North Access: Design expanded parking along the north side of West Beaver
Boulevard along with pedestrian crossing improvements in 2020. Commence construction in fall 2020
or early spring 2021.
Section I, Page 8
2020 Strategic Plan
DRAFT November 3, 2019
Page 5 of 7
3. Beach Area Public Restrooms: Conduct preliminary design for public restrooms to be located adjacent
to the existing north parking area (Lot 16, Benchmark Subdivision) to determine estimated cost for future
public restrooms. Install screening and additional porta-lets near the beach area.
4. Landscape Enhancements to West Nottingham Park: Design and install landscape enhancements to
the West Nottingham Park area.
5. Field improvements to West Nottingham Park: Prepare concept plans to remove softball field and
chain link back stop, install grass, and establish an adult soccer field and smaller children’s soccer field
to support soccer play for multiple ages. Solicit community input before finalizing designs. Proceed with
implementation in spring 2020 if community support exists for project.
COMMUNITY PLANNING AND DESIGN
1. Pedestrian Mall Design: Design for the extension of the Main Street Pedestrian Mall from Lettuce Shed
Lane to the west to Nottingham Park, including details for phased construction, crossing of Mikaela Way,
and a temporary route and improvements across the existing Avon Recreation Center parking area. This
design project is integral to Town’s long-standing plans to connect Avon’s accommodation core area to
Nottingham Park.
2. Convention Center Preliminary Analysis: Council provided direction in fall, 2019 to commission a
study on the feasibility of a convention center in Avon. Potential areas for a convention center include
(a) the former Town Hall property and former Avon Station Fire District property and (b) the northside of
Planning Area A in the Village (at Avon). Retain a qualified consultant to conduct preliminary analysis of
the market feasibility and potential economic benefits of a convention center. Such analysis should
include, but not be limited to: determination of existing conventions centers in peer communities in
Colorado, consideration of optimum convention center size for Avon, identification of required site size
and required lodging base to support convention center, and estimates of required public financial
participation.
3. Joint Planning for Planning Area A, Village (at Avon): Planning Area A, Village (at Avon) comprises
43 acres which is approved for high-density, mixed-use, commercial core development similar to the
Town Center zone district. This Planning Area is anticipated to feature large accommodation buildings
and mixed-use high-density residential with ground level retail. A preliminary planning analysis to
consider road layout, pedestrian access, multi-modal transportation support is needed to generate a
planning concept for development of this area that will attract high quality investment and development.
This joint planning process anticipates partnership funding from the Town of Avon, Traer Creek-RP
and/or Traer Creek Metropolitan District and the Department of Local Affairs. A preliminary planning
analysis is intended to provide guidance for additional planning work on Planning Area A.
4. 351 Benchmark Planning: 351 Benchmark (old Avon Fire Station) presents a very unique opportunity
for redevelopment and/or re-use. Formulate a community-based planning process for potential
redevelopment and/or re-use of the old Avon Fire Station property. Incorporate questions into the 2020
Community Survey. Research examples and estimated costs of potential alternatives for redevelopment.
5. USFS Road 779: Coordinate with U.S. Forest Service to develop plans for maintenance and potential
re-alignment of U.S.F.S. Road 779 to preserve public access. Conduct robust public process during the
Section I, Page 9
2020 Strategic Plan
DRAFT November 3, 2019
Page 6 of 7
conceptual design and planning process. Consider developing parking, gates and signage on Wildridge
Road rather than at the Avon/USFS boundary.
CLIMATE ACTION
1. Waste Reduction and Recycling: Fully implement best practices for waste reduction and recycling for
all Avon Town Facilities and for all Avon sponsored events. Install uniform trash and recycling containers
throughout Town. Contact lodging and multi-family developments to determine existing practices and
promote waste reduction and recycling where possible.
2. PuRE Program: Actively promote Holy Cross Energy customers in Avon to sign-up for 100% renewable
electricity under the PuRE program. Measure progress in sign-ups. Establish five-year community wide
goals in 2020.
3. Baseline Inventory: Perform a baseline inventory of the Avon Town government’s 2014 greenhouse
gas emissions and the entire Avon community. Post baseline inventory information along with Climate
Action projects and progress towards Climate Action goals on the Town’s website.
4. Fleet Inventory: Evaluate Avon’s vehicle fleet inventory and determine 2014 baseline for greenhouse
gas emissions. Prepare plan to update and convert Avon vehicle fleet to achieve 25% greenhouse gas
reduction by 2025.
5. Expanded Polystyrene Reduction: Implement expanded polystyrene regulations and restrictions.
Calculate existing usage and measure reduction resulting from regulations.
6. Eagle County Climate Action Collaborative: Continue participation in the Eagle County Climate Action
Collaborative, development and implement specific programs and events for Avon. Pursue regional
opportunities to enhance bus transportation and ridership.
7. Net Zero Communities: Research Net Zero communities and practices, present findings and
recommendations for implementation in Avon.
MULTI-MODAL IMPROVEMENTS
1. I-70 Underpass Enhancements: Conduct designs to enhance for the west side of the I-70/Avon Road
under pass and proceed with construction.
2. Zagster Bike Share: Explore expansion of Zagster bike share program, including stations, sponsorships
and partnerships with outside organizations; coordinate expansion plans with Eagle County.
3. Parking Management Plan: Research parking management demands and potential programs for the
Avon commercial core and Tract G area, including but not limited to implementation of parking kiosks
and integration of smart phone parking apps.
UNION PACIFIC RAILROAD
1. Ground Squirrel Reduction: Reduce or eliminate Richardson Ground Squirrel population. Research
third party services to assist.
Section I, Page 10
2020 Strategic Plan
DRAFT November 3, 2019
Page 7 of 7
2. Multi-Use Railroad Activities: Explore permission for a cross-country ski track and allowing railbikes
from Edwards to Minturn. Research costs for acquiring and operating snowmobile, trail groomer, and
staffing to set and maintain cross-country ski trail.
3. Pedestrian Connections: Pursue easements across Union Pacific right-of-way for pedestrian
connectivity from Village (at Avon) to Eagle Bend Road.
ENVIRONMENTAL
1. Water Quality Improvement: Coordinate with the Eagle River Watershed Council to develop and
implement plan to reduce constituent loading to Eagle River in Avon with the goal of improving water
quality. Implement Avon’s CIP Plan to install stormwater interceptors on Avon Road.
2. Noxious Weed Regulation Enforcement: Educate and notify property owners concerning noxious
weed regulations. Actively monitor and administer enforcement in 2020.
GOVERNMENTAL
1. Water Tap Fees: Evaluate the tiers of the Avon water tap fee to ensure that the fee accounts fairly for
residential home sizes. Explore the viability of making water taps adjustable based on unit size. Amend
water tap fee schedule as determined appropriate by Council.
2. Procurement Code: Research procurement codes with peer communities, re-evaluate the current Town
Manager authorization to sign contracts up to $100,000, and present an updated procurement code for
adoption by Council.
3. Install Photo Monuments: Design and install photo monuments around Avon’s commercial core to
memorialize Avon’s history. Submit design, estimated costs and proposed locations to Town Council for
public review prior to construction.
4. GIS Improvements: Many communities have extensive GIS data which is consolidated, publicly
accessible, and regularly updated. Research existing GIS data across Departments, utilization of GIS
data by peer communities, and costs to implement and maintain an updated GIS data base for Avon.
5. Business Map: Research options and cost to develop an Avon business map for smart phones and
print.
6. Sister City: Research sister city programs, identify costs, program activities, and benefits. Present
findings to Council for direction and determination of further interest.
7. Community Broadband: Conduct Request for Proposal for consulting services to consider joining
project THOR and consider other means of broadband expansion. Conduct survey of major business
entities in Avon to determine interest in potential broadband improvements. Survey existing assets.
Conduct community survey to determine preferences.
Section I, Page 11
TOWN OF AVON
DESCRIPTION OF FUNDS
Fund Major Revenue Sources Purpose Fund Balance
Restrictions
Fund Balance Reserve
Policies
General Fund
General property taxes,
sales taxes, utility taxes,
lodging taxes, franchise
fees, licenses & permit
fees, intergovernmental
revenues, recreation
charges, fines & forfeitures,
investment earnings, other
miscellaneous revenues.
The Town’s primary
operating fund. It is used to
account for all activities of
the Town not required to be
accounted for in some other
fund.
Restricted - 3% TABOR
Emergency Reserve
25% of General Fund total
operating expenditures and
operating transfers-out,
excluding contingency and
transfers-out to Capital
Projects Fund.
Avon Urban Renewal
Fund
Property tax increment
revenues, bond proceeds.
Used to account for the
activities of redevelopment
that are undertaken by the
Avon Urban Renewal
Authority, including issuing
debt and constructing
public improvements.
Restricted - Bond reserve
in the amount of $628,240
is held in a separate
Colotrust account.None
Water Fund Water surcharges, tap fees.
Used to account for the
cost of maintaining certain
water-related assets and for
the receipt of water
surcharges and tap fees
within the Town limits.
Restricted - Water-related
improvements None
Community Enhancement
Fund
1% Community
Enhancement Fee from
Holy Cross pursuant to
franchise agreement.
Used to account for
revenues received from the
1% Community
Enhancement Fee for use
for beatification projects,
energy conservation
projects, equipment and
technology upgrades for
schools, scholarship funds,
acquisition of open space
and/or park land,
sponsorship of special
community events, and
undergrounding of
overhead electric and other
utility lines
Restricted - for the
purposes identified per the
Holy Cross Franchise
Agreement.None
Affordable Housing Fund
Affordable housing exaction
fees, rental revenues from
housing units.
Used to account for
accumulation of resources
received and restricted for
use in the Town's
affordable housing
program.No legal restrictions.None
The Town of Avon provides an extensive range of municipal services. The following is a list of the Town's funds
with major revenue sources, purposes restrictions and reserve policies listed.
Section I, Page 12
TOWN OF AVON
DESCRIPTION OF FUNDS
Fund Major Revenue Sources Purpose Fund Balance
Restrictions
Fund Balance Reserve
Policies
Exterior Energy Offset
Fund
Building fees based upon
BTUs required for exterior
amenities calculated over a
20-year period.
Used to account for fees
collected at building permit
based upon exterior energy
uses for such amenities as
swimming pools, heated
driveways and spas.
Restricted for use in the
EEOP fund to create
financial assistance,
rebates, and incentives to
promote energy efficient
projects within the Town of
Avon.None
Disposable Paper Bag
Fund
A 10 cent ($0.10) fee
collected for each
disposable paper bag sold
by retailers.
Used to account for fees
collected that are restricted
for use.
Restricted for use in
providing reusable bags to
Town residents, educating
the public on the
importance of waste
reduction; purchasing
recycling containers,
training retailers in
implementation of the fee;
and maintaining a website
about the program.None
Debt Service Fund
Property taxes, transfers-in
from other funds.
Used to account for the
accumulation of resources
for the payment of principal
and interest on the Town's
general obligation and
revenue bonds.
Restricted - for repayment
of bonded indebtedness.None
Capital Projects Fund
Real estate transfer taxes,
transfers-in from other
funds.
Used to account for the
acquisition and construction
of major capital facilities
and infrastructure.
Restricted - for the
purpose of capital
improvements, including
but not limited to, railroad
crossings, bridges and
streets, payment of
principal of premium, if any,
and interest on debt
incurred by the Town
relating to capital
improvements or, upon
determination of an
emergency by unanimous
minus one (1) vote of
Council Members present,
for any valid municipal
purpose. (Ord. 87-19 §1;
Ord. 80-6 §14).
No formal policy.
However, staff has
informally used a policy
of $1.0 - $1.5 million for
any given year within the
long-range plan
Mobility Fund
General Improvement
District No.1 property taxes,
contracts with other local
entities and wash bay
charges.
Use to account for activities
involved in operating the
Town's transit system.No legal restrictions.None
Section I, Page 13
TOWN OF AVON
DESCRIPTION OF FUNDS
Fund Major Revenue Sources Purpose Fund Balance
Restrictions
Fund Balance Reserve
Policies
Fleet Maintenance Fund
Charges for services from
Town departments and 3rd
party entities, and sales of
fuel.
Used to account for
activities involved in
performing maintenance of
Town fleet and certain other
equipment and for certain
3rd party entities.No legal restrictions.None
Equipment Replacement
Fund
Rental charges to other
funds and departments for
use of equipment, sales of
capital assets, and capital
lease proceeds.
Used to account for the
rental of vehicles and
equipment to Town
departments for the
accumulation of funds for
future replacement.No legal restrictions.
Fund balance generally
equals the collected future
replacement cost of the
assets held in the fund.
Section I, Page 14
TOWN OF AVON
FINANCIAL AND BUDGETARY POLICIES
The following budget policies are intended to help provide general guidance for operating
and CIP budget preparation, adoption, and implementation.
GENERAL BUDGETARY POLICIES
Responsibilities. Prior to the beginning of each fiscal year, the Town Manager shall
prepare and submit to the Council a recommended budget for the next fiscal year and an
accompanying message. The Town Manager may delegate this responsibility to a budget
officer. If so delegated, the budget officer has full responsibility for managing the
coordination and administration of the budget process.
The budget is a resource-allocation policy document. Council’s primary focus should be
on policy issues. Major policy issues such as funding priorities and “macro” problems
shall be described in the budget document.
As representatives of the public interest, elected officials frequently devote considerable
time and energy to examining details of government operations. This watchdog function
is important and is an inevitable part of the budget review process. However, excessive
review of details may preclude thoughtful study of broader policy issues that rightfully
should dominate public policy debate. The Town Manager, Budget Officer, and
Department Directors shall be expected to provide sufficient information to help frame
the policy review and debate.
Communication. The budget document shall be prepared so that it facilitates public
study and effectively communicates key economic issues and fiscal policies. The Town
should avoid preparing a budget document that is so detailed that it does not
communicate effectively with the public.
Long-range Planning. The operating budget shall be developed with a focus on long-
term financial balance. Long-term financial commitments should be evaluated closely.
Nonrecurring revenues and resources should not be used to finance continuing
operations. A 5-year, long-range plan providing projections of revenues and
expenditures for the general, special revenue, and debt service funds will be prepared and
updated annually to provide prospective to each annual budget process.
Public Involvement. Opportunities should be provided for public input at the beginning
of the budgeting process as well as during the Council’s public review and budget
adoption. Efforts to improve the legitimacy of the budgeting process by involving the
public shall be encouraged. Town Council and staff should seek to obtain resident and
business reactions before the budget becomes adopted.
Section I, Page 15
Level of Service. The Town shall endeavor to maintain its current level of service to its
citizens. No increase or decrease in service should be planned except for items discussed
during the budget planning process.
Performance Measurement. Efficiency and economy in the delivery of Town services
is always a priority. Where possible, the Town will endeavor to integrate performance
measurement and productivity indicators within the budget.
FINANCIAL POLICIES
Basis of Accounting. All governmental fund budgets are prepared using the modified
accrual basis of accounting. Under this method, revenues are recognized when
susceptible to accrual, that is, measurable and available. Available means collectible in
the current period or soon enough thereafter to be used to pay liabilities of the current
period. Expenditures, other than interest on long-term obligations that is recorded when
due, are recognized when they are expected to be liquidated with expendable available
resources.
All proprietary fund budgets are also prepared using the modified accrual basis of
accounting. While this method is not recognized as generally accepted for proprietary
funds, it remains the most practical for the Town of Avon for budgetary purposes.
Budgetary Control. Budgetary control is maintained at the departmental level as
directed by the Town Charter. All non-capital fund appropriations lapse at the end of the
Town’s fiscal year.
The Finance Department operates and maintains the Town’s centralized accounting
system. Accounting records are maintained in accordance with all legal requirements and
generally accepted accounting principles. This automated accounting system, including
the Finance Department’s policies and procedures and organizational structure, provide
multiple levels of controls on expenditures of funds.
In addition to the Town’s internal controls, the Town employs a Certified Public
Accounting Firm to annually audit its accounting records and review its internal controls.
The Town also submits its Comprehensive Annual Financial Report to the Government
Finance Officers Association for review regarding conformance to financial reporting
standards. The Town has received the Certificate of Achievement for excellence in
Financial Reporting each year since 1991.
Fund Balances. Fund balances shall be maintained at levels sufficient to absorb
unpredictable revenue shortfalls and to insure desired cash flow levels. Fund balances
should also be maintained at levels sufficient to avoid undesirable borrowing. “Surplus”
fund balances should be committed first to capital needs.
Section I, Page 16
Revenues. Revenues provide the resources by which the Town carries out its mission,
goals and objectives. Revenue policies in general shall strive to improve the equity and
efficiency of the Town’s revenue structure. The Town shall strive to diversify and
broaden its supporting revenue base.
Cost Recovery Fees and User Fee Levels. Cost recovery fees, where appropriate,
should be established to ensure that rates are equitable and cover the total cost of
providing the service or that portion of the total cost deemed appropriated by the Town.
All fee schedules should be reviewed annually as a part of the budget process and
adjusted accordingly.
Grants. The Town shall aggressively seek a fair share of available State and Federal
financial support unless conditions attached to such assistance are contrary to the Town’s
interest. Prior to applying for and accepting intergovernmental aid, the Town will
examine the matching requirements so that the source and availability of these funds may
be determined before the grant application is made.
The Town shall assess the merits of a particular program as if it were funded with local
tax dollars. Local tax dollars will not be used to make up for losses of intergovernmental
aid without first reviewing the program and its merits.
Balanced Budget. The Town of Avon will develop balanced budgets in which current
resources (current revenues plus beginning fund balance) will equal or exceed current
expenditures. The Town will avoid budgetary and accounting procedures which balance
the budget at the expense of future budgets, such as: postponing expenditures, accruing
future years revenues, or rolling over short-term debt. The budget will provide for
adequate maintenance and replacement of capital plant and equipment. All budgetary
procedures will conform with existing state and local regulations.
Contingencies. The budget shall include a line item for contingencies for unexpected or
unplanned expenditures and emergencies. No transfer from this line item shall be made
without the approval of the Town Council. The amount provided for shall be a minimum
of 0.5% of total operating expenditures within the General Fund.
Procurement. Procurement practices should promote maximum value and economy
through a competitive process. Vendors and Service providers should be selected using
processes that minimize opportunities for favoritism. The Town’s purchasing and
procurement process should encourage life-cycle costing, value analysis, cooperative
purchasing, and efficient disposition of surplus assets. Local vendors should be preferred
only when such practices are shown to benefit Town citizens and taxpayers. Emergency
purchases should be minimized.
CAPITAL IMPROVEMENT AND DEBT FINANCING POLICIES
Capital improvement policies provide for the systematic repair and/or replacement of
existing capital assets.
Section I, Page 17
Capital Improvement Program. The Town will plan for capital improvements over a
multi-year period of time. The Capital Projects Fund 5-Year Plan represents the Town’s
commitment to a multi-year CIP program and relates directly to other long-range plans
and policies of the Town. The plan will be updated each year as part of the budget
planning process. The plan may include (in years other than the first year of the plan)
“unfunded” projects that carry out the Towns strategic and general objectives, but it
should also include capital spending that identifies specific projects that can and will be
completed with known funding sources.
The capital improvements program will incorporate in its projections of expenditures and
funding sources any amounts relating to previous year’s appropriations, but which have
yet to be expended.
The first year of the 5-Year Plan will be used as the basis for formal fiscal year
appropriations during the annual budget process. Appropriations made in prior years for
which expenditures have not been changed nor projects completed will be reevaluated
and incorporated into appropriations for the next fiscal year.
Operating Impacts. An economic impact analysis and a maintenance impact statement
shall be prepared by staff when submitting a major capital improvement project to
Council for consideration for inclusion in the CIP program and 5-Year Plan. Operating
fund budgets to maintain capital improvements and additional staff needs must be
identified, estimated and amended if necessary, prior to making a final decision to
approve and undertake a specific capital improvement project.
Technology. New and emerging technologies should be evaluated for opportunities for
use. Where new technologies permit labor savings or allow other cost reductions capital
spending can help balance future budgets.
Capital Financing. Capital improvements will be financed primarily through the
Town’s Real Estate Transfer Tax, other user fees, service charges, assessments, or
developer agreements when benefits can be specifically attributed to users.
Development impact fees should be created and implemented at levels sufficient to
ensure that new development pays its fair share of the cost of constructing necessary
community facilities.
Debt financing is appropriate only as a means of matching facilities’ costs with the
benefits enjoyed by future residents.
Projects should be categorized as follows, with financing noted for each category:
(1) Replacement – capital expenditures relating to normal replacement of worn or
obsolete capital plant should be financed on a pay-as-you-go basis, with debt
Section I, Page 18
financing only considered when appropriate. Depreciable assets should,
whenever possible, be financed through internal service funds;
(2) Expansion – capital expenditures relating to the construction of new or
expanded facilities necessitated by growth should be financed primarily on a
pay-as-you-go basis, but when new improvements can be determined to
benefit the overall population in the future, debt financing may be appropriate;
(3) Unusual – some capital expenditures for improvements enhance the quality of
life in the Town of Avon and are consistent with the Town’s goals but cannot
be categorized as essential for the provision of basic services or maintenance
of the useful life of existing facilities. The source of funding in this category
shall be determined by looking to the ultimate beneficiary of the capital
improvement.
Section I, Page 19
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Taxes 18,148,426$ 17,682,317$ 18,169,349 18,653,565$
Licenses and Permits 398,860 349,100 989,734 453,100
Intergovernmental 1,574,176 2,167,399 2,018,421 2,957,079
Charges for Services 4,024,563 3,969,665 3,327,251 4,496,843
Fines and Forfeitures 52,220 71,200 49,500 43,500
Investment Earnings 398,998 247,694 403,944 356,983
Other Revenue 909,189 720,118 788,190 731,459
Total Operating Revenues 25,506,432 25,207,493 25,746,389 27,692,529
Other Sources
Sales of Fixed Assets 26,601 35,000 35,000 35,000
Capital Lease Proceeds 258,258 - - -
Transfers-In From Other Funds 5,016,471 3,556,593 3,323,043 4,682,352
Total Other Sources 5,301,330 3,591,593 3,358,043 4,717,352
TOTAL REVENUES 30,807,762 28,799,086 29,104,432 32,409,881
EXPENDITURES
General Government and Finance 4,584,949 4,854,199 4,845,415 5,314,063
Community Development 436,177 523,484 537,015 500,102
Public Safety 3,690,530 3,974,829 3,919,153 4,316,411
Public Works, Engineering and Utilities 4,310,596 4,604,545 4,571,966 4,950,558
Transportation and Fleet Maintenance 3,488,837 4,717,296 3,636,828 5,708,957
Recreation 1,585,571 1,709,774 1,709,361 1,880,856
Total Operating Expenditures 18,096,660 20,384,127 19,219,738 22,670,947
Debt Service 2,047,229 1,967,063 1,969,013 2,208,931
Capital Improvements and Equipment Replacement 9,351,926 6,094,817 5,957,872 5,489,354
Contingency - 145,000 45,000 -
Other Uses
Transfers-Out To Other Funds 5,016,471 3,640,318 3,323,043 4,682,352
TOTAL EXPENDITURES 34,512,286 32,231,325 30,514,666 35,051,584
NET SOURCE (USE) OF FUNDS (3,704,524) (3,432,239) (1,410,234) (2,641,703)
FUND BALANCES, Beginning of Year 24,052,115 20,084,090 20,347,591 18,937,357
FUND BALANCES, End of Year 20,347,591$ 16,651,851$ 18,937,357$ 16,295,654$
TOTAL - ALL FUNDS
TOWN OF AVON
Financial Overview
Section II, Page 1
Urban Community Affordable
General Renewal Enhancement Water Housing
Fund Fund Fund Fund Fund
REVENUE
Taxes 14,333,265$ 1,607,703$ -$ -$ -$
Licenses and Permits 448,100 - - - -
Intergovernmental 998,079 - - - -
Charges for Services 1,707,193 - - 360,000 50,738
Fines and Forfeitures 43,500 - - - -
Investment Earnings 250,000 18,847 - - 411
Other Revenue 453,500 - 80,000 - 3,329
Total Operating Revenues 18,233,637 1,626,550 80,000 360,000 54,478
Other Sources
Sales of Fixed Assets - - - - -
Capital Lease Proceeds - - - - -
Transfers-In From Other Funds 247,314 - - - 250,000
TOTAL REVENUES 18,480,951 1,626,550 80,000 360,000 304,478
EXPENDITURES
General Government, Housing and Finance 5,224,832$ 49,231 - - 10,000
Community Development 500,102 - - - -
Police 4,316,411 - - - -
Public Works, Engineering and Utilities 4,824,070 - - 126,488 -
Transportation and Fleet Maintenance - - - - -
Recreation and Culture 1,880,856 - - - -
Total Operating Expenditures 16,746,271 49,231 - 126,488 10,000
Debt Service - 849,594 - - -
Capital Expenditures - - - - -
Contingency - - - - -
Other Uses
Transfers-Out To Other Funds 2,725,000 700,000 - - -
TOTAL EXPENDITURES 19,471,271 1,598,825 - 126,488 10,000
NET SOURCE (USE) OF FUNDS (990,320) 27,725 80,000 233,512 294,478
FUND BALANCES, Beginning of Year 7,749,178 635,172 163,009 249,911 695,291
FUND BALANCES, End of Year 6,758,858$ 662,897$ 243,009$ 483,423$ 989,769$
Special Revenue Funds
TOTAL - BY FUND
TOWN OF AVON
Financial Overview
Section II, Page 2
Debt Service Internal
Fund Service
Exterior Disposable Capital
Energy Offset Paper Bag Bond Projects Mobility Fleet Equipment
Fund Fee Fund Redemption Fund Fund Maintenance Replacement Total
-$ -$ -$ 2,671,000$ 41,597$ -$ -$ 18,653,565$
5,000 - - - - - - 453,100
- - - 113,000 1,846,000 - - 2,957,079
- - - - 247,730 1,447,495 683,687 4,496,843
- - - - - - - 43,500
- - 12,725 75,000 - - - 356,983
- 45,000 - - 121,880 - 27,750 731,459
5,000 45,000 12,725 2,859,000 2,257,207 1,447,495 711,437 27,692,529
- - - - - - 35,000 35,000
- - - - - - - -
- - 1,010,038 1,400,000 1,300,000 475,000 - 4,682,352
5,000 45,000 1,022,763 4,259,000 3,557,207 1,922,495 746,437 32,409,881
- 30,000 - - - - - 5,314,063
- - - - - - - 500,102
- - - - - - - 4,316,411
- - - - - - - 4,950,558
- - - - 3,981,766 1,727,191 - 5,708,957
- - - - - - - 1,880,856
- 30,000 - - 3,981,766 1,727,191 - 22,670,947
- - 1,022,763 81,999 - 254,575 - 2,208,931
- - - 4,545,163 - - 944,191 5,489,354
- - - - - - - -
- - - 1,257,352 - - - 4,682,352
- 30,000 1,022,763 5,884,514 3,981,766 1,981,766 944,191 35,051,584
5,000 15,000 - (1,625,514) (424,559) (59,271) (197,754) (2,641,703)
76,552 86,227 534,816 4,890,137 618,905 23,663 3,214,496 18,937,357
81,552$ 101,227$ 534,816$ 3,264,623$ 194,346$ (35,608)$ 3,016,742$ 16,295,654$
Enterprise Funds
TOTAL - BY FUND
Special Revenue Funds
TOWN OF AVON
Financial Overview
Section II, Page 3
REVENUES
TOWN OF AVON
Financial Overview
Taxes
67.36%
Intergovernmental
10.68%
Charges for Services
16.24%
Investment Earnings
1.29%Licenses, Fines, Other
4.43%
2020 Total Operating Revenues
By Major Source
Taxes
70.57%
Intergovernmental
7.84%
Charges for Services
12.92%
Investment Earnings
1.57%Licenses, Fines, Other
7.10%
2019 Total Operating Revenues
By Major Source
Section II, Page 4
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
TAXES
General Property Tax 3,290,252$ 3,336,954$ 3,329,632$ 3,700,195$
Specific Ownership Tax 105,234 105,000 116,481 115,000
Real Estate Transfer Tax 3,621,125 2,775,000 2,775,000 2,671,000
Sales Tax 8,475,940 8,555,145 8,772,580 8,999,497
Cigarette, Tobacco, Utility and Other Taxes 105,881 280,000 488,922 500,000
Accomodations Tax 1,334,306 1,373,418 1,446,734 1,484,349
VAA Retail Sales Fee 785,659 826,800 800,000 820,800
Franchise Fees 430,029 430,000 440,000 450,000
Total Taxes 18,148,426$ 17,682,317$ 18,169,349$ 18,740,841$
TAXES
TOWN OF AVON
Financial Overview
The Town of Avon anticipates collecting approximately $17,684,524 or 71.59% of its operating revenues, through an
assortment of taxes in 2020. The chart and table below depicts the amount and type of taxes projected for 2020.
The Town's sales tax rate is 4.0%. The sales tax is deposited into the General Fund to partially finance the operating
costs associated with providing general governmental type services to the community. The Town also has a 2.0% real
estate transfer tax. The tax is charged on all sales of real estate within the Town. Proceeds from this tax are deposited
into the Town's Capital Projects Fund and help pay for major capital improvement projects.
General Property Tax
19.74%
Specific Ownership Tax
0.61%
Real Estate Transfer Tax
14.25%
Sales Tax
48.02%
Cigarette, Tobacco,
Utility and Other
Taxes
2.67%
Accomodations Tax
7.92%
VAA Retail Sales Fee
4.38%Franchise Fees
2.40%
2020 Taxes By Type
Section II, Page 5
PROPERTY TAX
TOWN OF AVON
Financial Overview
Property Taxes
For 2020, the Town's property tax rate for the General Fund will remain at 8.956 mills. Total assessed values for
taxes to be collected in 2020 are $228,773,470, an increase of $19,862,540 or 9.5% over the previous year. Total
levied property tax revenues for the Town are budgeted at $2,048,895. The two charts below show the Town's
historical property tax levies and assessed valuations for the past ten years.
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Year
Historical Assessed Values
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Year
Property Tax Levy
Section II, Page 6
AVON URBAN RENEWAL TAX INCREMENT REVENUES
TOWN OF AVON
Financial Overview
Tax Increment Revenues
Property tax increment revenues are the main source of funding for the Avon Urban Renewal Authority. The
Authority has one tax increment plan area within the Town -the Town Center West Urban Renwal Plan Area. This
plan area was created in July 2007 for a twenty-five year period and began receiving property tax increment
revenues in 2008. The year 2032 will be the final year for receipt of these revenues. The graphs below show the
change in the total plan area assessed valuation above its base and the total tax increment revenues collected.
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Year
TIF District Tax Increment (Amount Above Base)
Assessed Values
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Year
TIF Increment Property Tax Revenues
Section II, Page 7
*Total expenditures excluding operating transfers and contingencies
EXPENDITURES
TOWN OF AVON
Financial Overview
General Government
and Finance
17.85%
Community
Development
1.98%
Public Safety
14.44%
Public Works,
Engineering and
Utilities
16.84%
Transportation and
Fleet Maintenance
13.40%
Recreation
6.30%
Debt Service
7.25%
Capital Improvements
and Equipment
Replacement
21.95%
2019 Total Expenditures By Major Function*
General Government
and Finance
17.50%
Community
Development
1.65%
Public Safety
14.21%
Public Works,
Engineering and
Utilities
16.30%
Transportation and
Fleet Maintenance
18.80%
Recreation
6.19%
Debt Service
7.27%
Capital Improvements
and Equipment
Replacement
18.08%
2020 Total Expenditures By Major Function*
Section II, Page 8
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
EXPENDITURES
Governmental Funds:
General Fund 16,671,789$ 17,285,744$ 17,092,515$ 19,471,271$
Special Revenue Funds 2,561,170 1,660,141 1,459,949 1,765,313
Debt Service Funds 1,019,603 1,019,207 1,020,657 1,022,763
Capital Projects Fund 9,868,732 6,700,115 6,420,340 5,884,514
Total 30,121,294 26,665,207 25,993,461 28,143,861
Proprietary Fund Types:
Transit Fund 1,739,265 2,916,023 1,863,366 3,981,766
Fleet Maintenance Fund 1,749,572 1,801,273 1,773,462 1,981,766
Equipment Replacement Fund 902,155 843,822 884,377 944,191
Total 4,390,992 5,561,118 4,521,205 6,907,723
TOTAL EXPENDITURES 34,512,286$ 32,226,325$ 30,514,666$ 35,051,584$
EXPENDITURES
TOWN OF AVON
Financial Overview
General Fund
55.55%
Special Revenue Funds
5.04%
Debt Service Funds
2.92%
Capital Projects
Fund
11.46%
Mobility Fund
11.36%
Fleet Maintenance Fund
5.65%
Equipment
Replacement Fund
1.02%
2020 Total Expenditures By Fund Type
Section II, Page 9
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Fund Balances
General Fund 6,304,042$ 6,319,386$ 7,749,178$ 6,758,858$
Capital Projects Fund 7,940,477 4,739,112 4,890,137 3,264,623
Debt Service 534,816 535,590 534,816 534,816
Equipment Replacement 3,352,436 3,235,385 3,214,496 3,016,742
Enterprise Funds 652,622 405,652 642,568 158,738
Special Revenue Funds 1,563,198 1,416,726 1,906,162 2,561,877
Total 20,347,591$ 16,651,851$ 18,937,357$ 16,295,654$
FUND BALANCES
General Fund
41.48%
Capital Projects Fund
20.03%
Debt Service
3.28%
Equipment
Replacement
18.51%
Enterprise Funds
0.97%
Special Revenue Funds
15.72%
2020 Fund Balances
By Fund
TOWN OF AVON
Financial Overview
General Fund
40.92%
Capital Projects Fund
25.82%
Debt Service
2.82%
Equipment
Replacement
16.97%
Enterprise Funds
3.39%
Special Revenue Funds
10.07%2019 Fund Balances
By Fund
Section II, Page 10
Original or Final
Prev. Amend.Revised Adopted
Actual Budget Budget Budget
2018 2019 2019 2020
PERSONNEL COSTS
Salaries and Wages:
Full-time Employees 6,291,653$ 6,928,104$ 6,730,053$ 7,558,120$
PTS Employees 799,464 863,254 869,149 1,081,729
Overtime & Other Misc. Wages 481,523 427,555 455,561 397,819
Benefits:
Insurance 2,180,092 2,370,458 2,310,005 2,749,275
Taxes 103,668 118,449 116,017 130,335
Retirement 715,062 800,441 781,698 875,985
Other Benefits 22,801 35,018 22,877 23,989
Total Personnel Costs 10,594,263$ 11,543,279$ 11,285,360$ 12,817,252$
EXPENDITURES
TOWN OF AVON
Financial Overview
Full-time Employees
58.97%PTS Employees
8.44%
Overtime & Other
Misc. Wages
3.10%
Insurance
21.45%
Taxes
1.02%
Retirement
6.83%Other Benefits
0.19%
2020 Personnel Expenditures
Full-time Employees
59.64%PTS Employees
7.70%
Overtime & Other
Misc. Wages
4.04%
Insurance
20.47%
Taxes
1.03%
Retirement
6.93%Other Benefits
0.20%
2019 Personnel Expenditures
Section II, Page 11
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Taxes 13,067,960$ 13,446,397$ 13,939,346$ 14,333,265$
Licenses and Permits 354,584 344,100 984,734 448,100
Intergovernmental 1,009,176 1,001,399 968,734 998,079
Charges for Services 1,662,196 1,585,381 1,626,654 1,707,193
Fines and Forfeitures 52,220 71,200 49,500 43,500
Investment Earnings 282,054 175,000 275,000 250,000
Other Revenue 499,933 437,500 453,572 453,500
Total Operating Revenues 16,928,123 17,060,977 18,297,540 18,233,637
Other Sources
Transfer-In From Capital Projects Fund 233,117 240,111 240,111 247,314
Total Other Sources 233,117 240,111 240,111 247,314
TOTAL REVENUES 17,161,240$ 17,301,088$ 18,537,651$ 18,480,951$
EXPENDITURES
General Government 4,531,143$ 4,793,103$ 4,737,011$ 5,224,832$
Community Development 436,177 523,484 525,015 500,102
Public Safety 3,690,530 3,974,829 3,919,153 4,316,411
Public Works 4,198,368 4,489,554 4,456,975 4,824,070
Recreation 1,585,571 1,709,774 1,709,361 1,880,856
Total Operating Expenditures 14,441,789 15,490,744 15,347,515 16,746,271
Contingency - 45,000 45,000 -
Other Uses
Transfers-Out to Affordable Housing Fund - - - 250,000
Transfers-Out to Capital Projects Fund 480,000 - - 700,000
Transfers-Out to Mobility Fund 1,200,000 1,200,000 1,150,000 1,300,000
Transfers-Out to Fleet Maintenance Fund 550,000 550,000 550,000 475,000
Total Other Uses 2,230,000 1,750,000 1,700,000 2,725,000
TOTAL EXPENDITURES 16,671,789 17,285,744 17,092,515 19,471,271
NET SOURCE (USE) OF FUNDS 489,451 15,344 1,445,136 (990,320)
FUND BALANCES, Beginning of Year 5,814,591 6,304,042 6,304,042 7,749,178
FUND BALANCES, End of Year 6,304,042$ 6,319,386$ 7,749,178$ 6,758,858$
FUND BALANCES:
Restricted For:
3% TABOR Emergency Reserve 693,001$ 693,001$ 693,001$ 693,001$
Unassigned:
25% Minimum Reserve Balance 4,047,947 4,310,186 4,602,829 5,000,743
Undesignated, Unreserved 1,563,094 1,316,199 2,453,348 1,065,114
TOTAL FUND BALANCES 6,304,042$ 6,319,386$ 7,749,178$ 6,758,858$
Fund Summary
MUNICIPAL SERVICES
General Fund #10
Section II, Page 12
MUNICIPAL SERVICES
General Fund
Taxes
78.61%
Licenses and Permits
2.46%
Intergovernmental
5.47%
Charges for Services
9.36%
Fines and Forfeitures
0.24%Investment Earnings
1.37%Other Revenue
2.49%
2020 Operating Revenues
General Government
31.20%
Community
Development
2.99%
Public Safety
25.78%
Public Works
28.81%
Recreation
11.23%
2020 Operating Expenditures
Section II, Page 13
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
TAXES
General Property Tax 1,830,911$ 1,876,034$ 1,874,629$ 2,050,895$
Specific Ownership Tax 105,234 105,000 116,481 115,000
Sales Tax 8,425,432 8,510,145 8,727,580 8,867,221
Accommodation Tax 1,334,306 1,373,418 1,446,734 1,484,349
Cigarette and Tobacco Taxes - 175,000 375,000 385,000
Utility and Other 156,389 150,000 158,922 160,000
VAA RSF 785,659 826,800 800,000 820,800
Franchise Fees 430,029 430,000 440,000 450,000
TOTAL TAXES 13,067,960$ 13,446,397$ 13,939,346$ 14,333,265$
Revenues
MUNICIPAL SERVICES
General Fund
General Property Tax
14.31%
Specific Ownership Tax
0.80%
Sales Tax
61.86%
Accommodation Tax
10.36%
Cigarette and Tobacco
Taxes
2.69%
Utility and Other
1.12%
VAA RSF
5.73%
Franchise Fees
3.14%
2020 Taxes
Section II, Page 14
Other
Personnel Contracted Operating Capital
Services Commodities Services Costs Outlay Total
EXPENDITURES
General Government 3,061,550$ 110,143$ 1,035,967$ 1,007,222$ 9,950$ 5,224,832$
Community Development 443,120 1,931 40,150 12,651 2,250 500,102
Public Safety 3,131,935 268,693 67,405 810,078 38,300 4,316,411
Public Works 2,543,211 412,701 703,227 1,059,598 105,333 4,824,070
Recreation and Culture 1,535,515 85,381 45,192 208,538 6,230 1,880,856
TOTAL OPERATING
EXPENDITURES 10,715,331$ 878,849$ 1,891,941$ 3,098,087$ 162,063$ 16,746,271$
Expenditures
MUNICIPAL SERVICES
General Fund
Personnel Expenditures
63.99%
Commodities
5.25%
Contracted Services
11.30%
Other Operating Costs
18.50%
Capital Outlay
0.97%
2020 Operating Expenditures
By Object Class
Section II, Page 15
Original or Final
Prev. Amend.Revised Proposed
Account Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Taxes:
51101 General Property Tax 1,829,624$ 1,874,034$ 1,874,034$ 2,048,895$
51102 General Property Tax - Delinquencies 181 500 828 500
51103 General Property Tax - Interest 1,485 1,500 1,500 1,500
51104 General Property Tax - Abatements (379) - (1,733) -
51201 Specific Ownership Tax 105,234 105,000 116,481 115,000
51301 Sales Tax 8,425,432 8,510,145 8,727,580 8,867,221
51302 Utility Tax 105,881 105,000 113,922 115,000
51303 Accommodation Tax 1,334,306 1,373,418 1,446,734 1,484,349
51304 Penalties and Interest 41,713 35,000 35,000 35,000
51305 Sales Tax Audit Assessments 8,795 10,000 10,000 10,000
51307 VAA Retail Sales Fee 785,659 826,800 800,000 820,800
51308 Cigarette Excise Tax - 150,000 220,000 225,000
51309 Tobacco Add-on Sales Tax - 25,000 155,000 160,000
51402 Franchise Fees 430,029 430,000 440,000 450,000
51000 Total Taxes 13,067,960 13,446,397 13,939,346 14,333,265
Licenses and Permits:
52101 Liquor Licenses 9,730 12,500 10,000 12,500
52102 Business Licenses 91,825 95,000 100,000 100,000
52103 Contractor's Licenses 12,095 10,500 25,000 25,000
52104 Tobacco/Cigarette Licenses 1,500 2,500 1,500 1,500
52105 Booting/Towing Licenses - - 450 500
52201 Building Permits 235,059 215,000 842,220 300,000
52203 Plumbing Permits - - 464 -
52205 Road Cut Permits 4,025 8,000 4,500 8,000
52207 Mobile Vendor Cart Permits 350 600 600 600
52000 Total Licenses and Permits 354,584 344,100 984,734 448,100
Intergovernmental:
Federal Grants:
53106 Click It or Ticket 2,225 5,500 2,225 3,000
53107 Ballistic Vests 1,600 2,000 1,600 2,000
State Grants
53206 High Visibility Grant 20,923 20,000 25,000 20,000
53207 POST I70 Training Grants 43,459 21,920 21,920 21,000
53208 DOLA Grants - 25,000 25,000 47,000
Local Government/Other Agency
53900 Eagle River Youth Coalition 8,823 5,000 5,000 5,000
Subtotal: Grants 77,030 79,420 80,745 98,000
Revenue Detail
MUNICIPAL SERVICES
General Fund
Section II, Page 16
Original or Final
Prev. Amend.Revised Proposed
Account Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Revenue Detail
MUNICIPAL SERVICES
General Fund
State/County Shared Revenue:
53301 Conservation Trust 66,524$ 72,000$ 73,500$ 73,500$
53302 Motor Vehicle Registration 24,194 24,800 24,800 24,800
53303 Highway User's Tax 234,437 224,919 187,929 187,929
53304 Cigarette Tax 23,525 - - -
53305 County Sales Tax 447,938 463,500 465,000 477,090
53306 Road & Bridge Fund 134,741 135,760 135,760 135,760
53308 State Severance Tax 787 1,000 1,000 1,000
Subtotal: Shared Revenue 932,146 921,979 887,989 900,079
53000 Total Intergovernmental 1,009,176 1,001,399 968,734 998,079
Charges for Services:
General Government:
54102 Photocopying Charges 10$ 100$ 100$ 100$
54103 License Hearing Fees - 100 100 100
54104 Other Fees and Charges 3,338 2,000 2,000 2,000
54105 CC & Paper Filing Fees 2,591 2,500 2,500 2,500
Special Events:
54672 Consession Sales - - 24,000 82,800
54676 Sponsorships 6,500 20,000 20,500 37,500
54678 Event Fees 5,800 5,450 10,700 15,000
54679 Special Event Admission Fees 9,267 13,500 4,500 6,000
Community Development:
54201 Plan Check Fees 76,116 50,000 81,537 75,000
54203 Design Review Fees 24,725 22,000 22,000 22,000
54204 Animal Control Fees - 150 150 150
54206 Fire Impact Fee Administration Fees 2,968 1,500 1,500 1,500
Public Safety:
54301 Police Reports 692 500 600 600
54302 Police Extra Duty 57,835 25,000 36,000 25,000
54303 Fingerprinting Fees 4,287 - 1,000 200
54304 VIN Inspection Fees 1,035 750 750 750
54305 False Alarm Fees/Misc Police Dept Fees 175 75 75 75
54306 National Night Out 3,219 2,500 2,500 2,500
54399 DUI Reimbursement 26,403 35,000 30,000 30,000
Avon Recreation Center:
54601 Admission Fees 986,743 915,000 980,000 1,017,330
54602 Program Fees 83,027 110,585 49,585 20,000
54603 Facility Rentals 51,867 42,500 14,532 7,000
54604 Merchandise Sales 8,340 8,500 8,500 8,500
54606 Other Recreation Services 10,471 10,000 10,000 10,000
54607 Fitness Program Revenues 63,251 50,125 50,125 35,000
54610 Swim Team Revenue - - 28,400 52,488
54611 Private Lessons - - 33,000 37,500
Section II, Page 17
Original or Final
Prev. Amend.Revised Proposed
Account Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Revenue Detail
MUNICIPAL SERVICES
General Fund
General Recreation:
54651 Adult Program Revenues 21,606 24,921 20,000 20,000
54652 Cabin Equipment Rentals 32,857 25,000 25,000 25,000
54653 Athletic Field Rentals 1,678 2,000 2,000 2,000
54655 Youth Program Revenues 177,395 215,625 165,000 165,000
54680 Pavillion Rentals - - - 3,600
54000 Total Charges for Services 1,662,196 1,585,381 1,626,654 1,707,193
Fines and Forfeitures:
55101 Court Fines - Traffic 30,594 40,000 20,000 20,000
55102 Court Fines - Criminal 9,890 11,000 13,100 13,100
55103 Court Fines - Parking 2,705 3,000 3,000 3,000
55105 Court Costs 4,846 6,000 4,000 4,000
55106 Jury Fees 25 100 100 100
55107 Bond Forfeitures 200 100 100 100
55110 Police Training Surcharge 3,960 5,000 3,200 3,200
55120 Police Forfeitures - 6,000 6,000 -
55000 Total Fines and Forfeitures 52,220 71,200 49,500 43,500
Investment Earnings:
57101 Interest 282,054 175,000 275,000 250,000
57000 Total Investment Earnings 282,054 175,000 275,000 250,000
Other Revenues:
58101 Recreational Amenity Fees 278,904 275,000 285,000 285,000
58109 Bond Issuance Fees 10,248 10,000 10,072 10,000
58201 Lease of Town-Owned Property 60,875 52,500 58,500 58,500
58999 Miscellaneous Nonclassified Revenues 149,906 100,000 100,000 100,000
58000 Total Other Revenues 499,933 437,500 453,572 453,500
50000 TOTAL REVENUES 16,928,123$ 17,060,977$ 18,297,540$ 18,233,637$
Section II, Page 18
Original or Final
Dept./Prev. Amend.Revised Proposed
Div.Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
General Government:
111 Mayor and Town Council 224,164$ 283,745$ 283,745$ 270,662$
112 Boards and Commissions 16,135 16,049 16,049 19,649
113 Town Attorney 143,696 155,000 155,000 155,000
115 Town Clerk 112,727 100,181 129,367 134,843
121 Municipal Court 153,869 128,002 90,920 148,478
131 Town Manager 343,707 397,457 349,305 579,654
133 Community Relations 212,449 203,196 203,196 268,766
134 Economic Development - - - 140,250
136 Special Events 714,719 826,112 848,692 798,042
137 Community Grants 191,902 201,000 201,000 92,000
Subtotal General Government 2,113,368 2,310,742 2,277,274 2,607,344
Human Resources:
132 Human Resources 467,380 506,632 506,632 566,168
Finance and Information Technology:
141 Finance 948,460 959,728 936,944 993,978
143 Information Systems 390,180 431,115 431,244 441,785
149 Nondepartmental 611,755 584,886 584,917 615,557
Subtotal Finance and IT 1,950,395 1,975,729 1,953,105 2,051,320
Total General Government and Finance 4,531,143 4,793,103 4,737,011 5,224,832
Community Development:
212 Planning 285,715 343,353 343,353 314,587
213 Building Inspection 150,462 180,131 181,662 185,515
Total Community Development 436,177 523,484 525,015 500,102
Police Department:
311 Administration 763,568 846,711 846,756 884,991
312 Patrol 2,634,838 2,812,128 2,756,693 3,100,349
313 Investigations 292,124 315,990 315,704 331,071
Total Police Department 3,690,530 3,974,829 3,919,153 4,316,411
Department Expenditure Summaries
MUNICIPAL SERVICES
General Fund
Section II, Page 19
Original or Final
Dept./Prev. Amend.Revised Proposed
Div.Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Department Expenditure Summaries
MUNICIPAL SERVICES
General Fund
Public Works
Engineering:
412 Engineering 241,861 275,025 275,025 273,385
418 Buildings and Facilities 1,261,144 1,251,071 1,251,071 1,277,853
Roads and Bridges:
413 Roads and Bridges 2,140,617 2,333,035 2,300,456 2,633,092
415 Parks and Grounds 554,746 630,423 630,423 639,740
Total Public Works Department 4,198,368 4,489,554 4,456,975 4,824,070
Recreation Department:
514 Administration 231,723 244,300 246,250 269,711
515 Adult Programs 61,690 62,395 65,344 50,032
516 Aquatics 595,029 673,414 681,108 662,235
518 Fitness 156,099 136,807 137,141 138,324
519 Guest Services 331,601 343,483 336,671 361,889
521 Youth Programs 166,058 157,751 160,701 213,422
523 Communtiy Swim Program 43,371 91,624 82,146 185,243
Total Recreation 1,585,571 1,709,774 1,709,361 1,880,856
TOTAL OPERATING EXPENDITURES 14,441,789$ 15,490,744$ 15,347,515$ 16,746,271$
Section II, Page 20
Dept./Purchased &Other
Div.Personnel Contracted Operating Capital
Number Description Services Commodities Services Costs Outlay Total
General Government:
111 Town Council 214,251$ -$ 4,800$ 51,611$ -$ 270,662$
112 Boards and Commissions 13,299 500 - 5,850 - 19,649
113 Town Attorney - - 155,000 - - 155,000
115 Town Clerk 114,838 4,785 6,125 9,095 - 134,843
121 Municipal Court 121,490 225 25,688 1,075 - 148,478
131 Town Manager 566,687 150 1,220 11,597 - 579,654
133 Community Relations 114,624 125 65,485 53,532 - 233,766
134 Economic Development - - 42,750 132,500 - 175,250
136 Special Events 215,087 34,170 314,573 225,762 8,450 798,042
137 Community Grants - - - 92,000 - 92,000
Subtotal General Govt 1,360,276 39,955 615,641 583,022 8,450 2,607,344
Human Resources Department:
132 Human Resources 480,094 24,500 25,188 36,386 - 566,168
Finance and IT:
141 Finance Department 843,280 5,035 123,693 20,470 1,500 993,978
143 Information Systems 293,047 4,240 130,889 13,609 - 441,785
149 Nondepartmental 84,853 36,413 140,556 353,735 - 615,557
Subtotal Finance and IT 1,221,180 45,688 395,138 387,814 1,500 2,051,320
Total General Govt and Finance 3,061,550 110,143 1,035,967 1,007,222 9,950 5,224,832
Community Development:
212 Planning 267,350 800 37,650 8,637 150 314,587
213 Building Inspection 175,770 1,131 2,500 4,014 2,100 185,515
Total Community Development 443,120 1,931 40,150 12,651 2,250 500,102
Public Safety:
Police Department:
311 Administration 692,385 25,603 40,264 125,789 950 884,991
312 Patrol 2,133,315 236,737 25,341 669,506 35,450 3,100,349
313 Investigations 306,235 6,353 1,800 14,783 1,900 331,071
Total Public Safety 3,131,935 268,693 67,405 810,078 38,300 4,316,411
Departmental Operating Costs
MUNICIPAL SERVICES
General Fund
Section II, Page 21
Dept./Purchased &Other
Div.Personnel Contracted Operating Capital
Number Description Services Commodities Services Costs Outlay Total
Departmental Operating Costs
MUNICIPAL SERVICES
General Fund
Public Works
Engineering:
412 Engineering 250,487 6,189 5,688 9,196 1,825 273,385
418 Buildings & Facilities 529,563 65,915 199,673 480,692 2,010 1,277,853
Roads and Bridges:
413 Roads and Bridges 1,763,161 163,206 326,508 359,657 20,560 2,633,092
415 Parks - 177,391 171,358 210,053 80,938 639,740
Total Public Works 2,543,211 412,701 703,227 1,059,598 105,333 4,824,070
Recreation:
514 Administration 196,888 8,645 20,812 42,306 1,060 269,711
515 Adult Programs 46,982 3,050 - - - 50,032
516 Aquatics 570,918 37,100 22,030 30,637 1,550 662,235
518 Fitness 73,264 6,300 - 58,760 - 138,324
519 Guest Services 313,939 15,500 - 32,450 - 361,889
521 Youth Programs 190,262 9,900 2,050 10,150 1,060 213,422
523 Community Swim Program 143,262 4,886 300 34,235 2,560 185,243
Total Recreation 1,535,515 85,381 45,192 208,538 6,230 1,880,856
TOTAL OPERATING EXPENDITURES 10,715,331$ 878,849$ 1,891,941$ 3,098,087$ 162,063$ 16,746,271$
Section II, Page 22
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services -$ -$ -$ -$
Commodities - - - -
Contract Services 3,000 3,200 1,000 1,000
Other Operating Costs - 250 - -
Debt Service 903,574 891,700 891,451 897,261
Capital Outlay - - - -
Total 906,574$ 895,150$ 892,451$ 898,261$
EXPENDITURES BY CATEGORY
The Urban Renewal Fund's main source of funding is property tax increment revenues for Urban Renewal Plan
areas within the Town. The Town Center West Urban Renewal Plan Area was created in 2007, and is the only urban
renewal plan area within Avon. The plan area has a 25-year life for tax increment financing. Property tax increment
revenues for 2020 are based upon a preliminary increment of $24,539,910 and an overlapping mill rate of 63.380,
resulting in a 13.7% increase in TIF revenues from the previous year.
BUDGET SUMMARY: AVON URBAN RENEWAL FUND
ADMINISTRATION OF THE FUND
The Avon Urban Renewal Fund is administered by the AURA Treasurer / Town of Avon Finance Director.
FINANCIAL SUMMARY
Section II, Page 23
Fund Summary
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Taxes 1,417,775$ 1,419,328$ 1,413,471$ 1,607,703$
Investment Earnings 13,436 15,700 15,700 18,847
Total Operating Revenues 1,431,211 1,435,028 1,429,171 1,626,550
TOTAL REVENUES 1,431,211 1,435,028 1,429,171 1,626,550
EXPENDITURES
Current:
General Government 3,000 3,450 1,000 1,000
Treasurer Fees 41,567 42,646 42,404 48,231
Debt Service:
Principal 576,079 595,998 595,998 616,063
Interest 271,907 252,556 252,556 232,531
Fiscal Charges 2,150 500 1,000 1,000
Total Operating Expenditures 894,703 895,150 892,958 898,825
Other Uses
Transfers Out - Capital Projects Fund 1,420,000 400,000 375,000 700,000
TOTAL EXPENDITURES 2,314,703 1,295,150 1,267,958 1,598,825
NET SOURCE (USE) OF FUNDS (883,492) 139,878 161,213 27,725
FUND BALANCES, Beginning of Year 1,357,451 497,102 473,959 635,172
FUND BALANCES, End of Year 473,959$ 636,980$ 635,172$ 662,897$
FUND BALANCES:
Restricted For:
Debt Service 628,240$ 628,240$ 628,240$ 628,240$
Urban Renewal (154,281) 8,740 6,932 34,657
TOTAL FUND BALANCES 473,959$ 636,980$ 635,172$ 662,897$
AVON URBAN RENEWAL AUTHORITY #22
Summary
Section II, Page 24
Debt Service Summary
Original or Final
Prev. Amend.Revised Adopted
Account Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
DEBT SERVICE
932 Series 2013, Tax Increment Revenue Bonds
65101 Principal 410,000$ 425,000$ 425,000$ 440,000$
65102 Interest 189,904 175,472 175,472 160,512
65103 Fiscal Agent Fees - - 500 500
65108 Arbitrage Compliance Fees 1,750 - - -
933 Series 2017, Tax Increment Revenue Bonds
65101 Principal 166,079 170,998 170,998 176,063
65102 Interest 82,003 77,084 77,084 72,019
65103 Fiscal Agent Fees 400 500 500 500
65108 Arbitrage Compliance Fees - - - -
60000 TOTAL DEBT SERVICE 850,136$ 849,054$ 849,554$ 849,594$
AVON URBAN RENEWAL AUTHORITY
Debt Service
Section II, Page 25
DESCRIPTION
2018
ACTUALS
2019
SUPL-1
2019
FINAL
2020
PROP +ONE%
Difference
Prop+1%- Fin
63101 Legal Services 3,000 3,000 1,000 1,000 0
[Entity] Budget Detail Desc.Total
[148] Avon URA Legal Counsel 1,000
Total 1,000
63203 Printing and Reproduction S 0 200 0 200 200
[Entity] Budget Detail Desc.Note Total
[148] Miscellaneous Printing 200
Total 200
63000 Purchased & Contracted 3,000 3,200 1,000 1,200 200
64303 Treasurer Fees 0 0 42,404 48,231 5,827
64901 Advertising and Legal Notic 0 250 0 250 250
[Entity] Budget Detail Desc.Note Total
[148] Legal Notices 250
Total 250
64000 Other Operating Costs 0 250 42,404 48,481 6,077
69101 Operating Transfers-Out 1,420,000 400,000 375,000 700,000 325,000
[Entity] Budget Detail Desc.Note Total
[148] Transfers-Out CIP 700,000
Total 700,000
69000 Other Uses 1,420,000 400,000 375,000 700,000 325,000
60000T Total Expenditures & Ot 1,423,000 403,450 418,404 749,681 331,277
11-Oct-2019 02:37:09 PM PAGE: 1
YEAR: Fy2020 148 Avon Urban Renewal Authority PERIOD ENDING: DEC
SCENARIO: PROP +ONE% Line Item Detail CURRENCY: USD
FORMAT: Proposed UNITS: 1
Section II, Page 26
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020EXPENDITURES BY CATEGORY
SEE FUND SUMMARY
The Community Enhancement Fund (CEF) originates from the Franchise Agreement the Town of Avon has with Holy
Cross Energy to sell electricity to the Town. One percent (1%) of the revenue generated by Holy Cross Energy in the
Town of Avon is placed in the Community Enhancement Fund and is restricted to the following uses: beautification
projects, energy conservation projects, equipment and technology upgrades for schools, scholarship funds,
acquisition of open space and/or park land and development, sponsorship of special community events, and
undergrounding of overhead electric and other utility lines.
The CEF generates approximately $80,000/year and at the end of 2020 there is estimated be $243,009 available in
the CEF Fund Balance. There are no current projects proposed in the CIP to be funded by the CEF in 2020.
BUDGET SUMMARY: COMMUNITY ENHANCEMENT FUND
ADMINISTRATION OF THE FUND
The Town Engineer administers the Community Enhancement Fund.
FINANCIAL SUMMARY
Section II, Page 27
Fund Summary
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Other Revenue:
Community Enhancement Fees 83,009$ 80,000$ 80,000$ 80,000$
Total Operating Revenues 83,009 80,000 80,000 80,000
Other Sources
Transfers In - General Fund - - - -
TOTAL REVENUES 83,009 80,000 80,000 80,000
EXPENDITURES
Public Works:
Community Enhancement - - - -
Total Operating Expenditures - - - -
Other Uses
Transfers Out - Capital Projects Fund - 80,000 - -
TOTAL EXPENDITURES - 80,000 - -
NET SOURCE (USE) OF FUNDS 83,009 - 80,000 80,000
FUND BALANCES, Beginning of Year - 80,000 83,009 163,009
FUND BALANCES, End of Year 83,009$ 80,000$ 163,009$ 243,009$
FUND BALANCES:
Restricted For:
Community Enhancement Projects 83,009$ 80,000$ 163,009$ 243,009$
TOTAL FUND BALANCES 83,009$ 80,000$ 163,009$ 243,009$
MUNICIPAL SERVICES
Community Enhancement Fund #23
Section II, Page 28
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 33,773$ 38,241$ 38,241$ 39,738$
Commodities - - - -
Contract Services 37,025 53,000 53,000 58,000
Other Operating Costs 28,744 23,750 23,750 28,750
Capital Outlay 12,686 - - -
Total 112,228$ 114,991$ 114,991$ 126,488$
Water Utilities 112,228$ 114,991$ 114,991$ 126,488$
Total 112,228$ 114,991$ 114,991$ 126,488$
Estimated
Personnel
Time
Non-
Personnel
Costs
Total
Activity Cost
Management of Water Fund Capital Improvement Projects 25%21,688$ 31,622$
Long-Range Planning 75%65,063 94,866
PROGRAM COST ALLOCATIONS
Water Utilities
BUDGET SUMMARY: WATER FUND
ADMINISTRATION OF THE FUND
The Water Fund is administered by the Town Engineer. Approximately 15% of the Engineer's total administration
time is charged to the Water Fund.
FINANCIAL SUMMARY
EXPENDITURES BY CATEGORY
The Water Fund collects revenues, which are restricted to water related projects and expenses. Revenues are
generated by a $4,000 per Single Family Equivalent (SFE) water tap fee and a $3.25/SFE/month fee on the water bill.
Expenditures in the Water Fund include engineering and construction of projects, water attorney fees and irrigation
ditch maintenance. In addition, revenues are contributed to third parties for water quality monitoring, river clean-
up and associated projects.
EXPENDITURES BY PROGRAM
PROGRAM ACTIVITIES AND OPERATIONS: WATER FUND
Management of Water Fund Capital Improvement Projects: Includes initial planning, engineering, design and
construction of water-related improvements.
Long-Range Planning: Includes oversight of water rights and work on the resolution of issues with the Water
Authority as identified in the 2019 Strategic Plan.
Section II, Page 29
1. Design and construct at least one water quality vault along Avon Road.
2. Begin the the construction mitigation measures of the Nottingham Road mud flows.
ACCOMPLISHMENTS AND GOALS: WATER FUND
2019 MAJOR ACCOMPLISHMENTS
1. Developed a Water Quality Plan implementation plan for untreated stormwater runoff from Avon Road into the
Eagle River that will protect the long-term sustainability of the river.
2. Completed the Nottingham Road mud and debris flow mitigation study. Started design of several related projects
for construction in 2019.
2020 STRATEGIC GOALS
Section II, Page 30
Fund Summary
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Charges for Services:
Water Surcharges 155,291$ 160,000$ 160,000$ 160,000$
Tap Fees 61,980 20,000 20,000 200,000
Tap Fees - Mountain Star 12,686 - - -
Total Charges for Services 229,957 180,000 180,000 360,000
Other Revenues
Nonclassified Revenues - - - -
TOTAL REVENUES 229,957$ 180,000$ 180,000$ 360,000$
EXPENDITURES
Water Utilities 112,228 114,991 114,991 126,488
Total Operating Expenditures 112,228 114,991 114,991 126,488
Other Uses
Transfers Out - Capital Projects Fund 125,000 160,000 - -
TOTAL EXPENDITURES 237,228 274,991 114,991 126,488
NET SOURCE (USE) OF FUNDS (7,271) (94,991) 65,009 233,512
FUND BALANCES, Beginning of Year 192,173 99,200 184,902 249,911
FUND BALANCES, End of Year 184,902$ 4,209$ 249,911$ 483,423$
FUND BALANCES:
Restricted For:
Water Projects 184,902$ 4,209$ 249,911$ 483,423$
TOTAL FUND BALANCES -$ -$ -$ -$
MUNICIPAL SERVICES
Water Fund #24
Section II, Page 31
DESCRIPTION
2018
ACTUALS
2019
SUPL-1
2019
FINAL
2020
ADOPTED
Difference
Prop+1%- Fin
61101 Regular Full-time Salaries 25,251 27,015 27,015 28,004 988
61106 Paid out Leave 0 260 260 263 3
61201 Automobile Allowance 540 527 527 544 17
61301 Retirement Contributions - F 2,778 3,000 3,000 3,109 109
61304 Employee Assistance Prog 6 6 6 6 0
61401 FICA/Medicare 385 403 403 418 15
61501 Grp Health & Life Insurance 3,746 5,722 5,722 6,093 371
61505 Long-term Disab Insurance 141 162 162 164 2
61507 Dental Insurance 268 420 420 392 -29
61509 Worker's Compensation 583 642 642 660 19
61510 Unemployment Insurance 75 83 83 86 3
61000 Personnel Services 33,773 38,241 38,241 39,738 1,497
63101 Legal Services 13,993 10,000 10,000 10,000 0
63102 Audit and Accounting Servic 1,500 1,500 1,500 1,500 0
63104 Engineering Services 1,532 1,500 1,500 1,500 0
63999 Other Contract Services 20,000 40,000 40,000 45,000 5,000
63000 Purchased & Contracted S 37,025 53,000 53,000 58,000 5,000
64902 Financial Support, Donation 28,500 23,500 23,500 28,500 5,000
64905 Insurance Premiums 244 250 250 250 0
64000 Other Operating Costs 28,744 23,750 23,750 28,750 5,000
66601 Mountain Star Tap Fee Rei 12,686 0 0 0 0
66000 Capital Outlay 12,686 0 0 0 0
69101 Operating Transfers-Out 125,000 160,000 0 0 0
69000 Other Uses 125,000 160,000 0 0 0
60000T Total Expenditures & Oth 237,227 274,991 114,991 126,488 11,497
06-Nov-2019 01:04:29 PM PAGE: 1
YEAR: Fy2020 424 Water Utilities PERIOD ENDING: DEC
SCENARIO: ADOPTED Line Item Detail CURRENCY: USD
FORMAT: Proposed UNITS: 1
Section II, Page 32
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
SEE FUND SUMMARY
EXPENDITURES BY CATEGORY
BUDGET SUMMARY: AFFORDABLE HOUSING FUND
The Affordable Housing Fund was established to receive payment from two developments: $846,000 from the
Westin Riverfront development, and $100,000 from the original Gates Development (now known as The Ascent).
The exactions were paid in full satisfaction of the employee housing impact fee and mitigation requirements.
Monies in the Fund may be used for any purpose deemed appropriate by the Town Council. Funds have been
appropriated in the 2018, 2019 and 2020 budgets for project development associated with affordable housing
programs. Rental revenues from the leasing of the Sherwood Meadows 3-bedroom condominium unit and two
residential units from the recently vacated Wildridge Fire Station have been included in the Affordable Housing Fund
budget for 2020.
ADMINISTRATION OF THE FUND
The Town Manager administers the Affordable Housing Fund.
FINANCIAL SUMMARY
Section II, Page 33
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Charges for Services:
Rental Revenues - Employees 35,548$ 35,000$ 35,000$ 50,738$
Investment Earnings 621 519 519 411
Other Revenue:
Nonclassified Revenues 104,133 3,223 3,223 3,329
Total Operating Revenues 140,302 38,742 38,742 54,478
Other Sources
Operating Transfers-In - - - 250,000
Total Other Sources - - - 250,000
TOTAL REVENUES 140,302 38,742 38,742 304,478
EXPENDITURES
General Government:
Affordable Housing 9,239 10,000 60,000 10,000
Total Operating Expenditures 9,239 10,000 60,000 10,000
TOTAL EXPENDITURES 9,239 10,000 60,000 10,000
NET SOURCE (USE) OF FUNDS 131,063 28,742 (21,258) 294,478
FUND BALANCES, Beginning of Year 585,486 593,027 716,549 695,291
FUND BALANCES, End of Year 716,549$ 621,769$ 695,291$ 989,769$
Fund Summary
MUNICIPAL SERVICES
Affordable Housing Fund #25
Section II, Page 34
DESCRIPTION
2018
ACTUALS
2019
SUPL-1
2019
FINAL
2020
PROP +ONE%
Difference
Prop+1%- Fin
63401 Feasibility/Conceptual Desi 6,800 10,000 10,000 10,000 0
[Entity] Budget Detail Desc.Note Total
[193] Feasibility Study for Affordable Housing Units at
Avon Annex
10,000
Total 10,000
63999 Other Contract Services 2,439 0 0 0 0
63000 Purchased & Contracted 9,239 10,000 10,000 10,000 0
64902 Financial Support, Donation 0 0 50,000 0 -50,000
64000 Other Operating Costs 0 0 50,000 0 -50,000
60000T Total Expenditures & Ot 9,239 10,000 60,000 10,000 -50,000
11-Oct-2019 02:40:45 PM PAGE: 1
YEAR: Fy2020 193 Affordable Housing Program PERIOD ENDING: DEC
SCENARIO: PROP +ONE% Line Item Detail CURRENCY: USD
FORMAT: Proposed UNITS: 1
Section II, Page 35
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
SEE FUND SUMMARY
EXPENDITURES BY CATEGORY
BUDGET SUMMARY: EXTERIOR ENERGY OFFSET FUND
The Exterior Energy Offset Fund (EEOP) was establsihed to encourage sustainable, energy efficient, exterior heating
solutions that conserve energy and natural resources. EEOP considers exterior energy uses over a nominal amount
and establsihes fees based on average British Thermal Units (BTUs) required for such amenities over a 20-year period
in our climate. Fees are exempted if renewable energy system(s) are installed on-site prior to completion of the
amenity which generate the equivalent of 50% of the energy needed for the exterior energy use. Any partial
renewable offsets and/or energy efficiency rebates earned may be credited accordingly. System design, calculations,
and field inspection are required and must be verified by theTown's Building Official. (b) The following EEOP fees shall
apply at the time of Building Permit.
Fees collected at building permit are placed in the EEOP fund to create financial assistance, rebates, and incentives to
promote energy efficient projects elsewhere within the Town of Avon. Expenditures of EEOP funds shall be used for:
a) Provide educational materials and outreach for Town of Avon residents, businesses, employees and building
owners including but not necessarily limited to printed guides, efficient building educational events, a webpage with
available resources, links, and information. (b) Planning, design and implementation of renewable energy generation
projects. (c) Providing a community grant and/or rebate program for energy efficiency enhancements or renewable
energy generation projects. (d) Funding other resources and administrative costs associated with green building and
environmental sustainability oriented efforts. (e) Special consideration is given to projects that positively affect
occupants of local affordable housing or low income residents in Town of Avon
ADMINISTRATION OF THE FUND
The Town Manager administers the Exterior Energy Offset Fund.
FINANCIAL SUMMARY
Section II, Page 36
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Licenses and Permits:
Exterior Energy Offset Fee 44,276$ 5,000$ 5,000$ 5,000$
Total Operating Revenues 44,276 5,000 5,000 5,000
TOTAL REVENUES 44,276 5,000 5,000 5,000
EXPENDITURES
Community Development:
Energy Efficiency Projects - - 12,000 -
Total Operating Expenditures - - 12,000 -
TOTAL EXPENDITURES - - 12,000 -
NET SOURCE (USE) OF FUNDS 44,276 5,000 (7,000) 5,000
FUND BALANCES, Beginning of Year 39,276 37,768 83,552 76,552
FUND BALANCES, End of Year 83,552$ 42,768$ 76,552$ 81,552$
Fund Summary
MUNICIPAL SERVICES
Exterior Energy Offset Fund #27
Section II, Page 37
DESCRIPTION
2018
ACTUALS
2019
SUPL-1
2019
FINAL
2020
PROP +ONE%
Difference
Prop+1%- Fin
64902 Financial Support, Donation 0 0 12,000 0 -12,000
64000 Other Operating Costs 0 0 12,000 0 -12,000
60000T Total Expenditures & Ot 0 0 12,000 0 -12,000
11-Oct-2019 02:41:33 PM PAGE: 1
YEAR: Fy2020 219 Exterior Energy Offset Program PERIOD ENDING: DEC
SCENARIO: PROP +ONE% Line Item Detail CURRENCY: USD
FORMAT: Proposed UNITS: 1
Section II, Page 38
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
SEE FUND SUMMARY
EXPENDITURES BY CATEGORY
BUDGET SUMMARY: DISPOSABLE PAPER BAG FEE FUND
The Disposable Paper Bag Fee Fund was established in order to account for fees received by the Town from retailers
who are required to pay ten cents ($0.10) for each disposable paper bag used during a retail purchase. Effective
May 1, 2018 it is unlawfull for retailers to provide disposable plastic bags to customers at point of sale. The purpose
of the program is to protect the public health, safety and welfare, to address the environmental problems
associated with diposable bags, and to relive taxpayers of the costs imposed upon the Town associated with
disposble bags. The intent is to encourage the use of reuseable bags. The fee shall be used exclusively for the
following purposes:
(1) producing and providing reusable bags to Town residents and guests; (2) educating Town residents, businesses
and guests about the impacts of waste on the Town's environmental health, the importance of reducing the number
of disposable bags entering the waste stream, and the impact of disposable bags on the Town's waterways and the
environment; (3) creating public educational campaigns to raise awareness about waste reduction and recycling; (4)
funding programs and infrastructure that allows the Avon community to reduce waste and recycle; (5) purchasing
and installing equipment designed to minimize waste pollution, including recycling containers and waste
receptacles; (6) funding community cleanup or collection events and other activities to reduce waste; (7)
maintaining a public website for the purpose of educating the Town's residents and guests on waste reduction
efforts; (8) providing educational information to customers about the Disposable Paper Bag Fee; (9) training retailer
staff in the implementation and administration of the Disposable Paper Bag Fee; (10) improving or altering
infrastructure to allow for the administration, collection, implementation, and reporting of the Disposable Paper
Bag Fee; and (11) paying for the administration of the Disposable Paper Bag Fee Program.
ADMINISTRATION OF THE FUND
The Town Manager administers the Disposable Paper Bag Fee Fund.
FINANCIAL SUMMARY
Section II, Page 39
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Other Revenues
Disposable Paper Bag Fee 21,227$ 18,000$ 70,000$ 45,000$
Total Operating Revenues 21,227 18,000 70,000 45,000
TOTAL REVENUES 21,227 18,000 70,000 45,000
EXPENDITURES
General Government:
Waste Reduction and Recycling - 5,000 5,000 30,000
Total Operating Expenditures - 5,000 5,000 30,000
TOTAL EXPENDITURES - 5,000 5,000 30,000
NET SOURCE (USE) OF FUNDS 21,227 13,000 65,000 15,000
FUND BALANCES, Beginning of Year - 18,000 21,227 86,227
FUND BALANCES, End of Year 21,227$ 31,000$ 86,227$ 101,227$
Fund Summary
MUNICIPAL SERVICES
Disposable Paper Bag Fee Fund #28
Section II, Page 40
DESCRIPTION
2018
ACTUALS
2019
SUPL-1
2019
FINAL
2020
PROP +ONE%
Difference
Prop+1%- Fin
62808 Promotional, Informational 0 100 100 25,100 25,000
[Entity] Budget Detail Desc.Note Total
[135] Signs Xfer per Rev 19-F28-02 xfer from
64205
100
[135] Reusable Bags 10,000
[135] Special Event MAterials 5,000
[135] Climate Action Conference Hosting Materials 10,000
Total 25,100
62000 Commodities 0 100 100 25,100 25,000
64205 Trash Collection and Recycl 0 3,900 3,900 3,900 0
[Entity] Budget Detail Desc.Note Total
[135] Trash Collection & Recycling 5,000
[135] Xfer to Contributions Rev 19-F28-01 -1,000
[135] Xfer to Promo Materials Rev 19-F28-02 -100
Total 3,900
64902 Financial Support, Donation 0 1,000 1,000 1,000 0
[Entity] Budget Detail Desc.Note Total
[135] Jan 5th Recycling Event Xfer per Rev 19-F28-01 1,000
Total 1,000
64000 Other Operating Costs 0 4,900 4,900 4,900 0
60000T Total Expenditures & Ot 0 5,000 5,000 30,000 25,000
11-Oct-2019 02:42:15 PM PAGE: 1
YEAR: Fy2020 135 Disposable Paper Bag Fee Program PERIOD ENDING: DEC
SCENARIO: PROP +ONE% Line Item Detail CURRENCY: USD
FORMAT: Proposed UNITS: 1
Section II, Page 41
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
SEE FUND SUMMARY
The Debt Service fund is used to account for the accumulation of resources for the payment of principal and interest
on the Town's debt not accounted for in any other fund. Accounted for in this fund are the Series 2010 Certificates of
Participation issued for the Regional Transportation Facility, the Series 2014B Certificates of Participation issued for
street improvements, and the Series 2016 Certificates of Participation that were issued to finance the construction of a
new public safety facility.
BUDGET SUMMARY: DEBT SERVICE FUND
ADMINISTRATION OF THE FUND
The Finance Director administers the Debt Service Fund.
FINANCIAL SUMMARY
EXPENDITURES BY CATEGORY
Section II, Page 42
Fund Summary
Original or Final
Prev. Amend.Revised Proposed
Account Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
REVENUES
Investment Earnings:
57101 Investment Earnings 10,475$ 12,725$ 12,725$ 12,725$
Other Sources:
59201 Transfers-In from Capital Projects Fund 1,008,354 1,006,482 1,007,932 1,010,038
59000 Total Other Sources 1,008,354 1,006,482 1,007,932 1,010,038
50000 TOTAL REVENUES 1,018,829 1,019,207 1,020,657 1,022,763
EXPENDITURES
Debt Service:
924 Series 2010, Certificates of Participation
65101 Principal 145,000 145,000 145,000 155,000
65102 Interest 107,331 102,800 102,800 97,825
65103 Fiscal Agent Fees - - 1,500 1,500
65108 Arbitrage Compliance Fees - - 2,700 -
926 Series 2014B, Certificates of Participation (Street Improvements)-
65101 Principal 220,000 230,000 230,000 235,000
65102 Interest 95,747 89,082 89,082 82,113
65103 Fiscal Agent Fees - - 1,500 1,500
65108 Arbitrage Compliance Fees - - - -
927 Series 2016, Certificates of Participation (Public Safety Facility)
65101 Principal 265,000 275,000 275,000 285,000
65102 Interest 178,775 170,825 170,825 162,575
65103 Fiscal Agent Fees - - 2,250 2,250
65108 Arbitrage Compliance Fees - - - -
911 Bond Redemption
65103 Fiscal Agent Fees 7,750 6,500 - -
Total Debt Service 1,019,603 1,019,207 1,020,657 1,022,763
60000 TOTAL EXPENDITURES 1,019,603 1,019,207 1,020,657 1,022,763
NET SOURCE (USE) OF FUNDS (774) - - -
FUND BALANCES, Beginning of Year 535,590 535,590 534,816 534,816
FUND BALANCES, End of Year 534,816$ 535,590$ 534,816$ 534,816$
MUNICIPAL SERVICES
Debt Service Fund #31
Section II, Page 43
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 884,155$ 977,342$ 944,685$ 1,028,060$
Commodities 119,678 129,363 129,363 136,633
Contract Services 48,399 115,379 115,379 123,384
Other Operating Costs 625,361 620,684 620,684 651,934
Debt Service 60,220 41,755 41,755 41,755
Capital Outlay 1,451 1,031,500 1,500 2,000,000
Total 1,739,264$ 2,916,023$ 1,853,366$ 3,981,766$
Administration 269,819$ 286,200$ 259,051$ 277,931$
Transit Operations 1,317,650 2,087,011 1,048,847 3,144,688
Wash Bay 151,795 169,092 179,092 179,309
Mobility Programs - 373,720 376,376 379,838
Total 1,739,264$ 2,916,023$ 1,863,366$ 3,981,766$
Mobility Director 1 1 1 1
Mobility Operations Supervisor 1 1 1 1
Wash Bay Operator 1 1 1 1
Mobility Operator 5 5 5 5
Total 8 8 8 8
EXPENDITURES BY CATEGORY
EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
BUDGET SUMMARY: MOBILITY FUND
The Mobility Department is the singular department of the Mobility Fund and is responsible for all multimodal
(mobility) operations for the Town of Avon, and parking management. The Department coordinates with ECO
regional buses. The Mobility Fund receives Town general taxes (accommodation taxes) to support free bus
operations and grant matches, in addition to a joint funding of the skier bus and evening dinner services, with the
Beaver Creek Resort Company.
ADMINISTRATION OF THE FUND
The Mobility Department is administered by the Transportation Director, with the assistance of the Mobility
Operations Supervisor and Bus Wash Operator.
FINANCIAL SUMMARY
Section II, Page 44
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Taxes 41,566$ 41,592$ 41,532$ 41,597$
Intergovernmental 75,000 1,046,000 246,000 1,846,000
Charges for Services 249,185 270,806 270,806 247,730
Other Revenues 133,338 153,645 153,645 121,880
Total Operating Revenues 499,089 1,512,043 711,983 2,257,207
Other Sources
Transfers In from General Fund 1,200,000 1,200,000 1,150,000 1,300,000
Total Other Sources 1,200,000 1,200,000 1,150,000 1,300,000
TOTAL REVENUES 1,699,089 2,712,043 1,861,983 3,557,207
EXPENDITURES
Administration 269,820 286,200 259,051 277,931
Transit Operations 1,317,650 2,087,011 1,048,847 3,144,688
Washbay 151,795 169,092 179,092 179,309
Mobility Programs - 373,720 376,376 379,838
TOTAL EXPENDITURES 1,739,265 2,916,023 1,863,366 3,981,766
NET SOURCE (USE) OF FUNDS (40,176) (203,980) (1,383) (424,559)
FUND BALANCES, Beginning of Year 660,464 590,306 620,288 618,905
FUND BALANCES, End of Year 620,288$ 386,326$ 618,905$ 194,346$
Fund Summary
MUNICIPAL SERVICES
Mobility Enterprise Fund #52
Section II, Page 45
Original or Final
Prev. Amend.Revised Proposed
Acct.Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Taxes:
Property Taxes
51101 Property Tax/ Gates GID 41,532$ 41,592$ 41,532$ 41,597$
51103 Current & Delinquent interest 34 - - -
51000 Total Taxes 41,566 41,592 41,532 41,597
Intergovernmental:
Federal Grants:
53104 FTA Grant - 800,000 - 1,600,000
53199 Other Federal Grants 75,000 246,000 246,000 246,000
53000 Total Intergovernmental 75,000 1,046,000 246,000 1,846,000
Charges for Services:
Transportation:
54501 Beaver Creek 93,237 124,000 124,000 124,000
54507 Wash Bay Services- External 109,018 99,876 99,876 76,800
54902 Wash Bay Services- Internal 46,930 46,930 46,930 46,930
54000 Total Charges for Services 249,185 270,806 270,806 247,730
Other Revenues:
58201 Lease of Town-owned Property 81,446 114,192 114,192 82,427
Sale of Electricty - 21,453 21,453 21,453
58995 Bus Advertising Revenue 18,873 18,000 18,000 18,000
58999 Misc. Nonclassifed Revenue 33,019 - - -
58000 Total Other Revenues 133,338 153,645 153,645 121,880
Other Sources:
59201 Transfers In Gen. Fund - Operating 1,200,000 1,200,000 1,150,000 1,300,000
59000 Total Other Sources 1,200,000 1,200,000 1,150,000 1,300,000
50000 TOTAL REVENUES 1,699,089$ 2,712,043$ 1,861,983$ 3,557,207$
Revenue Detail
MUNICIPAL SERVICES
Mobility Enterprise Fund #52
Section II, Page 46
Original or Final
Prev. Amend.Revised Proposed
Account Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Charges for Services - Internal:
Washbay Charges:
54902 Administration 1,456$ 1,456$ 1,456$ 1,456$
54902 Comm Dev - Building Inspection 364 364 364 364
54902 Police - Administration 728 728 728 728
54902 Police - Patrol 4,368 4,368 4,368 4,368
54902 Police - Investigations 728 728 728 728
54902 Public Works - Engineering - - - -
54902 Public Works - Roads and Streets 5,980 5,980 5,980 5,980
54902 Public Works - Buildings 1,456 1,456 1,456 1,456
54902 Public Works - Parks 4,836 4,836 4,836 4,836
54902 Town Center West Maintenance 728 728 728 728
54902 Recreation - Administration 728 728 728 728
54902 Transit Operations 24,102 24,102 24,102 24,102
54902 Fleet Maintenance 1,456 1,456 1,456 1,456
54902 Total 46,930 46,930 46,930 46,930
Charges for Services - External:
Washbay Charges:
54507 Beaver Creek 24,632 - 1,517 -
54507 ECO 87,759 68,000 110,667 76,800
54507 Total 112,391 68,000 112,184 76,800
Revenue Detail
MUNICIPAL SERVICES
Mobility Enterprise Fund #52
Section II, Page 47
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 803,319$ 878,353$ 883,488$ 998,838$
Commodities 448,603 432,650 405,617 430,639
Contract Services 81,363 59,939 59,939 52,735
Other Operating Costs 139,024 148,008 148,008 154,324
Debt Service 259,089 259,935 259,935 259,685
Capital Outlay 18,174 16,475 16,475 9,060
Total 1,749,572$ 1,795,360$ 1,773,462$ 1,905,281$
Fleet Maintenance 1,749,572$ 1,795,360$ 1,773,462$ 1,905,281$
Total 1,749,572$ 1,795,360$ 1,773,462$ 1,905,281$
Fleet Director 1 1 1 1
Purchasing Coordinator 1 1 1 1
Fleet Maintenance Foreman 2 2 2 2
Mechanic I-II 3 3 3 4
Mechanics Helper 1 1 1 1
Total 8 8 8 9
BUDGET SUMMARY: FLEET MAINTENANCE FUND
The Fleet Maintenance Fund is an enterprise operation and is used to account for operations that are financed and
operated a manner similar to private business enterprises, where the costs of providing services to the Town's
departments, other governmental third party agencies, and up to 10% private clients, can be fully recovered
through user charges. Monies may also be provided to the Fleet Maintenance Fund from general taxes collected by
the Town of Avon, when appropriate, to ensure a positive net income on an annual basis. The Fleet Department is
the only division in the Fund and provides equipment, vehicle and rolling stock maintenance and repair services are
offered.
ADMINISTRATION OF THE FUND
DEPARTMENT FINANCIAL SUMMARY
EXPENDITURES BY CATEGORY
EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
The Fleet Department is administered by the Fleet Director who spends approximately 90% on general department
administration, and the balance on mechanic training and hands-on support.
Section II, Page 48
Original or Final
Prev. Amend.Revised Adopted
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Charges for Services 1,181,942$ 1,214,791$ 1,214,791$ 1,447,495$
Other Revenue - - - -
Total Operating Revenues 1,181,942 1,214,791 1,214,791 1,447,495
Other Sources
Transfers-In from General Fund 550,000 550,000 550,000 475,000
Sales of Fixed Assets - - - -
Total Other Sources 550,000 550,000 550,000 475,000
TOTAL REVENUES 1,731,942 1,764,791 1,764,791 1,922,495
EXPENDITURES
Public Works:
Fleet Maintenance 1,749,572 1,801,273 1,773,462 1,905,281
Total Operating Expenditures 1,749,572 1,801,273 1,773,462 1,905,281
TOTAL EXPENDITURES 1,749,572 1,801,273 1,773,462 1,905,281
NET SOURCE (USE) OF FUNDS (17,630) (36,482) (8,671) 17,214
FUND BALANCES, Beginning of Year 49,964 55,808 32,334 23,663
FUND BALANCES, End of Year 32,334$ 19,326$ 23,663$ 40,877$
Fund Summary
MUNICIPAL SERVICES
Fleet Maintenance Enterprise Fund #61
Section II, Page 49
Original or Final
Prev. Amend.Revised Adopted
Acct.Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Charges for Services:
54806 3rd Party Fleet Maintenance Chrgs.612,763$ 651,402$ 651,402$ 820,767$
54901 Dept. Fleet Maintenance Chrgs.529,815 553,389 553,389 608,728
54903 Sales of Fuel 39,364 10,000 10,000 18,000
54000 Total Charges for Services 1,181,942 1,214,791 1,214,791 1,447,495
Other Revenues:
58205 Insurance Reimbursements - - - -
58999 Miscellaneous Nonclassified Revenues - - - -
58000 Total Other Revenues - - - -
Other Sources:
59201 Transfers In - General Fund 550,000 550,000 550,000 475,000
59101 Sales of Fixed Assets - - - -
59000 Total Other Sources 550,000 550,000 550,000 475,000
50000 TOTAL REVENUES 1,731,942$ 1,764,791$ 1,764,791$ 1,922,495$
Revenue Summary
MUNICIPAL SERVICES
Fleet Maintenance Enterprise Fund #61
Section II, Page 50
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Fleet and Heavy Equipment 823,976$ 547,973$ 547,973$ 697,960$
Recreation Center Equipment 10,779 200,397 230,073 131,100
Computer and Office Equipment 52,512 57,881 68,760 71,233
Machinery and Equipment 7,849 37,571 37,571 43,898
Heat Recovery 7,039 - - -
Total 902,155$ 843,822$ 884,377$ 944,191$
EXPENDITURES BY CATEGORY
The Equipment Repacement Fund is used to account for the rental of certain vehicles and equipment to other
departments for the accumulation of funds for future replacements.
BUDGET SUMMARY: EQUIPMENT REPLACEMENT FUND
ADMINISTRATION OF THE FUND
The Equipment Replacement Fund is administered by the Finance Director with assistance from other department
directors.
FINANCIAL SUMMARY
Section II, Page 51
Original or Final
Prev. Amend.Revised Adopted
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Charges for Services:
Equipment Replacement Charges 665,735$ 683,687$ 683,687$ 683,687$
Other Revenue
Insurance Cliam Reimbursements 27,750 27,750 27,750 27,750
Total Operating Revenues 693,485 711,437 711,437 711,437
Other Sources
Sales of Fixed Assets 26,601 35,000 35,000 35,000
Capital Lease Proceeds - - - -
Total Other Sources 26,601 35,000 35,000 35,000
TOTAL REVENUES 720,086 746,437 746,437 746,437
EXPENDITURES
Capital Outlay:
Fleet and Heavy Equipment 823,976 547,973 547,973 697,960
Recreation Center Equipment 10,779 200,397 230,073 131,100
Computer and Office Equipment 52,512 57,881 68,760 71,233
Machinery and Equipment 7,849 37,571 37,571 43,898
Heat Recovery 7,039 - - -
Total Operating Expenditures 902,155 843,822 884,377 944,191
TOTAL EXPENDITURES 902,155 843,822 884,377 944,191
NET SOURCE (USE) OF FUNDS (182,069) (97,385) (137,940) (197,754)
FUND BALANCES, Beginning of Year 3,534,505 3,332,770 3,352,436 3,214,496
FUND BALANCES, End of Year 3,352,436$ 3,235,385$ 3,214,496$ 3,016,742$
Fund Summary
MUNICIPAL SERVICES
Equipment Replacement Internal Service Fund #63
Section II, Page 52
Original or Final
Prev. Amend.Revised Adopted
Account Actual Budget Budget Budget
Number Description 2018 2019 2019 2020
Charges for Services:
Equipment Rental Charges
54904 Finance -$ -$ -$ -$
54904 Information Systems - - - -
54904 Nondepartmental 110,526 106,934 106,934 106,934
54904 Comm Dev - Planning 847 - - -
54904 Comm Dev - Building Inspection - - - -
54904 Police - Administration 34,216 46,317 46,317 46,317
54904 Police - Patrol 82,973 94,821 94,821 94,821
54904 Police - Investigations 8,071 8,071 8,071 8,071
54904 Engineering - 1,899 1,899 1,899
54904 Buildings 63,802 63,802 63,802 63,802
54904 Public Works - Road and Bridge 101,634 110,967 110,967 110,967
54904 Public Works - Parks 102,148 103,475 103,475 103,475
54904 Mobility - Operations 51,295 44,088 44,088 44,088
54904 Mobility - Wash Bay 21,939 21,939 21,939 21,939
54904 Fleet Maintenance 1,807 1,807 1,807 1,807
54904 Recreation - Administration - - - -
54904 Recreation - Aquatics 21,157 21,157 21,157 21,157
54904 Recreation - Fitness 65,320 58,410 58,410 58,410
54904 Recreation - Cabin - - - -
54000 Total Charges for Services 665,735 683,687 683,687 683,687
Other Revenue
58205 Insurance Claim Reimbursements 27,750 27,750 27,750 27,750
Other Sources:
59101 Sale of Fixed Assets 26,601 35,000 35,000 35,000
59303 Capital Lease Proceeds - - - -
59000 Total Other Sources 26,601 35,000 35,000 35,000
50000 TOTAL REVENUES 720,086$ 746,437$ 746,437$ 746,437$
Revenue Detail
MUNICIPAL SERVICES
Equipment Replacement Internal Service Fund #63
Section II, Page 53
TOWN OF AVON
DETAILED BUDGET REQUESTS
2019 Revised
Department:N/A
Program: Fleet and Heavy Equipment #811
Account 2019
Revised
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Fleet and Heavy Equipment
Police Dept - Patrol:
Chevy Tahoes
Replace #341, 342, 344, 345, 346, 347 300,000
Roads and Bridges:
Pickup w/ Plow - Replace #200 38,000
Recreation Dept:
Chevy Van - Replace #500 28,473
66501 Automobiles and Light Duty Trucks 366,473
Roads and Bridges:
Toolcat - Replace #288 78,000
Parks:
Toro Ground Master Utility Plower / Mower
Replace #202 53,250
Toro Workman HDX w/ Cab, Replace #206 28,500
Toro Workman GTX w/ Canopy, Replace #218 11,750
Washbay:
Hotsy Pressure Washer 10,000
66499 Other Machinery and Equipment 181,500
66000 Total Capital Outlay 547,973$
Fleet & Heavy Equip. to Auction in 2019:
#202 Toro Ground Master (Trade-in)
#288 Bobcat Toolcat (Trade-in)
#270 International 7400 Plow Truck
#332 2007 Chevy Tahoe
#341 2011 Chevy Tahoe
#342 2012 Chevy Tahoe
#344 2013 Chevy Tahoe
#345 2013 Chevy Tahoe
#346 2013 Chevy Tahoe
#347 2013 Chevy Tahoe
Section II, Page 54
TOWN OF AVON
DETAILED BUDGET REQUESTS
2019 Revised
Department:N/A
Program:Recreation Equipment #812
2019
Account Revised
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Recreation Center
Fitness:
Stepmill (1)5,780$
Elliptical Machines (6)48,654
AMT (2)19,014
Treadmills (5)46,079
Technogym/Precor Circuit Weight Machines 77,470
Carryover from 2018:
Rowers (2)2,292
Recumbant Bikes (3)14,142
Upright Bikes (3)13,242
Aquatics:
Starter Blocks 3,400
66407 Athletic and Recreational Equipment 230,073
66000 Total Capital Outlay 230,073$
Section II, Page 55
TOWN OF AVON
DETAILED BUDGET REQUESTS
2019 Revised
Department:N/A
Program:Computers and Office Equipment #813
2019
Account Revised
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Computers and Office Equipment
Information Technology:
Switches:
ARTF Switches #1817, #1818, #1819 20,619$
ARC Switch #1836 6,873
Virtual Servers:
UCS C220 M4 - VM Host #1996 20,634
VM Host #1997 20,634
66402 Computers and Peripherals 68,760
66000 Total Capital Outlay 68,760$
Section II, Page 56
TOWN OF AVON
DETAILED BUDGET REQUESTS
2019 Revised
Department:N/A
Program:Machinery and Equipment #814
2019
Account Revised
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Machinery and Equipment
Roads and Bridges Dept:
Pavement Cutter - Replace #375 5,744$
Variable Message Sign 20,000
Parks Dept:
Lawn Mower 11,827
66499 Other Machinery and Equipment 37,571
66000 Total Capital Outlay 37,571$
Section II, Page 57
TOWN OF AVON
DETAILED BUDGET REQUESTS
2019 Revised
Department:N/A
Program:Heat Recovery #815
2019
Account Revised
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Heat Recovery
Buildings and Facilities:
66499 Other Machinery and Equipment -
66000 Total Capital Outlay -$
Section II, Page 58
TOWN OF AVON
DETAILED BUDGET REQUESTS
2020 Proposed
Department:N/A
Program: Fleet and Heavy Equipment #811
Account 2020
Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Fleet and Heavy Equipment
Non-Departmental:
Utility 4X4 Hybrid
Replace #400, 401 61,087$
Roads and Bridges:
Pickup w/ Plow - Replace #220 35,017
Street Sweeper - Replace #216 250,000
Loader - Replace #294 175,000
Parks:
Flatbed- Replace #287 47,452
Tractor - Replace #286 31,795
Clubcar Electric Cart - Replace #207 10,947
Bobcat/Toolcat - Replace #274 59,142
Recreation Dept:
Chevy Van - Replace #501 27,520
66501 Fleet and Heavy Equipment 697,960
66000 Total Capital Outlay 697,960$
Section II, Page 59
TOWN OF AVON
DETAILED BUDGET REQUESTS
2020 Proposed
Department:N/A
Program:Recreation Equipment #812
2020
Account Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Recreation Center
Aquatics (Building Improvements):
Water Cannon 8,442$
Tumble Bucket 5,365
Hitchin Post Pipefalls 5,048
Steam Generator 11,279
Diving Board 5,616
Parks:
Paddleboats #1855, 1856, 1854, 1857, 1429, 1430 15,502
Facilities:
Dry Vaccum in Rec Center- Replace #1634 933
Security Cameras (14) in Rec Center - Replace 12,155
Diving Board Platform - Replace #1999 5,070
Manlift - Replace 9,052
Fitness:
LCD Televisions - Replace #1073, 1074, 1075 7,625
Dumbbells - Replace #779, 857, 778, 945, 946, 949, 950, 951 13,803
Spin Bikes - Replace # 2009, 2010, 2011, 2012, 2013,
2014, 2015, 2016, 2017, 2018, 2019 24,198
Aerobic Dumbells - Replace #1845, 790 6,291
Roman Bench - Replace #1345 721
66407 Athletic and Recreational Equipment
66000 Total Capital Outlay 131,100
131,100$
Section II, Page 60
TOWN OF AVON
DETAILED BUDGET REQUESTS
2020 Proposed
Department:N/A
Program:Computers and Office Equipment #813
2020
Account Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Computers and Office Equipment
Information Technology:
Switches:
Replace #1831, 1832, 2216 25,498$
Virtual Servers:
UCS C220 MD - VM Host #1829 21,198
UCS C240 M3 - VM Host #1835 24,537
66402 Computers and Peripherals 71,233
66000 Total Capital Outlay 71,233$
Section II, Page 61
TOWN OF AVON
DETAILED BUDGET REQUESTS
2020 Proposed
Department:N/A
Program:Machinery and Equipment #814
2020
Account Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Machinery and Equipment
Police Department:
800 mhz Amplifier System - Replace #1658 3,776$
Roads and Bridges Dept:
UHF Repeater Radio - Replace #1681 8,598
Variable Message Sign - Replace #657 27,639
Parks Dept:
Snowblower - Replace #1300 7,661
66499 Other Machinery and Equipment 43,898
66000 Total Capital Outlay 43,898$
Section II, Page 62
TOWN OF AVON
DETAILED BUDGET REQUESTS
2020 Proposed
Department:N/A
Program:Heat Recovery #815
2020
Account Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Heat Recovery
Buildings and Facilities:-
66704 Heat Recovery -
66000 Total Capital Outlay -$
Section II, Page 63
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
SEE CAPITAL PROJECTS FUND PROJECT DETAIL
BUDGET SUMMARY: CAPITAL PROJECTS FUND
The Capital Projects Fund is primarily funded with a 2% real estate transfer tax (RETT). Projected RETT revenues
reflect historic collection trends and the best information available regarding the local real estate market. In
addition to RETT revenues, the General Fund also makes transfers to the Capital Projects Fund, after achieving a
balanced budget, and with all reserves fully funded. Certain other Town funds also occasionally contribute to capital
infrastructure depending on the project, such as the Water Fund and the Community Enhancement Fund. Capital
projects are selected based on several criteria including, but not limited to, the need for new streets, road and
facility development, major maintenance of the Town’s existing facilities and infrastructure, investments in
economic development, and projects identified that have high priorities in meeting adopted planning document
objectives such as the the Town Comprehensive Plan, Nottingham Park Master Plan and the Recreation Trails
Master Plan. A five-year Capital Improvements Program, required by the Town Charter and necessary to the long-
term planning of infrastructure development and maintenance is also prepared and adopted annually.
ADMINISTRATION OF THE FUND
The Capital Projects Fund is administered by the Town Engineer. The two engineers in the Engineering Department
spend a significant portion of each position's time on planning and implementation of the Fund and Five-Year
Program. Proportional monies for the engineer's salary are transferred to the General Fund.
FINANCIAL SUMMARY
DEPARTMENT EXPENDITURES BY CATEGORY
Section III, Page 1
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
REVENUES
Taxes 3,621,125$ 2,775,000$ 2,775,000$ 2,671,000$
Intergovernmental 490,000 120,000 120,000 113,000
Investment Earnings 92,412 43,750 100,000 75,000
Other Revenue 39,799 - - -
Total Operating Revenues 4,243,336 2,938,750 2,995,000 2,859,000
Other Sources:
Debt Proceeds 258,258 - - -
Operating Transfers-In 2,025,000 560,000 375,000 1,400,000
Total Other Sources 2,283,258 560,000 375,000 1,400,000
TOTAL REVENUES 6,526,594 3,498,750 3,370,000 4,259,000
EXPENDITURES
Capital Improvements:
Facilities 4,896,180 1,643,700 1,868,700 2,060,000
Land and Land Improvements 603,350 574,371 564,371 300,000
Roads and Streets 2,933,518 2,503,265 2,235,765 1,380,000
Water Fund Projects 16,723 404,659 404,659 233,000
Communications and Technology - 125,000 - 572,163
Debt Service:
Capital Leases 177,490 98,802 98,802 81,999
Contingency - 100,000 - -
Total Capital Improvements 8,627,261 5,449,797 5,172,297 4,627,162
Other Uses
Operating Transfer-Out - General Fund 233,117 240,111 240,111 247,314
Operating Transfer-Out - Debt Service Fund 1,008,354 1,010,207 1,007,932 1,010,038
Total Other Uses 1,241,471 1,250,318 1,248,043 1,257,352
TOTAL EXPENDITURES 9,868,732 6,700,115 6,420,340 5,884,514
NET SOURCE (USE) OF FUNDS (3,342,138) (3,201,365) (3,050,340) (1,625,514)
FUND BALANCE, Beginning of Year 11,282,615 7,940,477 7,940,477 4,890,137
FUND BALANCE, End of Year 7,940,477$ 4,739,112$ 4,890,137$ 3,264,623$
Fund Balances
Restricted For:
Asphalt Overlay 658,421$ 658,421$ 658,421$ 108,421$
Assigned For:
Town-owned Properties Program 2,635,081 2,895,081 - -
Asphalt Overlay - - - 250,000
Tract G/URA Projects - - - 415,000
Unassigned:
Unreserved 4,646,975 1,185,610 4,231,716 2,491,202
Total Fund Balances 7,940,477$ 4,739,112$ 4,890,137$ 3,264,623$
Fund Summary
MUNICIPAL SERVICES
Capital Projects Fund #41
Section III, Page 2
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Current Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020 2021 2022 2023 2024
REVENUES
Real Estate Transfer Tax:
Base Level 2,978,294$ 2,500,000$ 2,500,000$ 2,500,000$ 2,500,000$ 2,500,000$ 2,500,000$ 2,500,000$
Wyndham Vacation Ownership Club 636,896 275,000 275,000 275,000 225,000 - - -
Penalties and Interest 5,935 - - - - - - -
Less: Primary Residence Exemption Impact (@$240K)- - - (104,000) (104,000) (104,000) (104,000) (104,000)
Interest Earnings 92,412 43,750 100,000 75,000 50,000 50,000 50,000 50,000
Intergovernmental:
Federal/State:
GOCO Grant - Playground 350,000 - - - - - - -
Colorado Health Foundation (Fitness Court)140,000 - - - - - - -
DOLA - Broadband Grant - - - 50,000 - - - -
Level 2 EV Charging Station - - - 18,000 - - - -
Level 3 DC Fast EV Charging Station - - - 45,000 - - - -
Local Government:
Eagle County (Avon Station ECO Transit Shelter project)- 120,000 120,000 - - - - -
Other Revenues:
Miscellaneous Refunds 28,121 - - - - - - -
Project Cost Reimbursements 2,780 - - - - - - -
Nonclassified 8,898 - - - - - - -
Total Operating Revenues 4,243,336 2,938,750 2,995,000 2,859,000 2,671,000 2,446,000 2,446,000 2,446,000
Other Sources:
Capital Lease Financing - Solar Panels 258,258 - - - - - - -
Transfer in from General Fund
- Assigned to Capital Improvements 480,000 - - 450,000 - - - -
- Assigned to Village at Avon Asphalt Overlays - - - 250,000 250,000 250,000 250,000 250,000
Transfer in from the AURA
- New Town Hall Tenant Finish 1,420,000 - - - - - - -
- Tract G Projects - 400,000 375,000 700,000 700,000 700,000 725,000 700,000
Transfer in from Water Fund
- Nottingham Rd. Debris Flow Study and Improvements 125,000 160,000 - - - - - -
Total Other Sources 2,283,258 560,000 375,000 1,400,000 950,000 950,000 975,000 950,000
Total Revenues and Sources of Funds 6,526,594$ 3,498,750$ 3,370,000$ 4,259,000$ 3,621,000$ 3,396,000$ 3,421,000$ 3,396,000$
Projected
Section III, Page 3
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Current Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020 2021 2022 2023 2024
Projected
EXPENDITURES
Capital Improvements:
Facilities 4,896,180 1,643,700 1,868,700 2,060,000 1,975,000 700,000 1,000,000 800,000
Land and Land Improvements 603,350 574,371 564,371 300,000 100,000 - - -
Roads and Streets 2,933,518 2,503,265 2,235,765 1,380,000 1,340,000 1,065,000 1,010,000 1,440,000
Water Fund Projects 16,723 404,659 404,659 233,000 230,000 - - -
Communications and Technology - 125,000 - 572,163 20,000 - - -
Debt Service:
Capital Leases
- 2011 US Bank, Plow Truck 30,200 - - - - - - -
- 2012 US Bank, Street Sweeper 33,607 16,803 16,803 - - - - -
- 2013 Commerce Bank, JD Loader, Auger Sander 31,684 - - - - - - -
- 2014 US Bank, Plow Truck 26,279 26,279 26,279 26,279 26,279 - - -
- 2017 Commerce Bank, Plow Truck, Electrician Lift Truck 55,720 55,720 55,720 55,720 55,720 55,720 55,720 55,720
Contingency - 100,000 - - - - - -
Total Expenditures 8,627,261 5,449,797 5,172,297 4,627,162 3,746,999 1,820,720 2,065,720 2,295,720
Other Uses:
Operating Transfers Out - General Fund:
- Engineering Department Salary and Operations 233,117 240,111 240,111 247,314 254,733 262,375 270,247 278,354
Operating Transfers Out - Debt Service Fund:
- 2010 COPs (ARTF)244,331 241,800 239,275 241,600 244,800 241,800 243,550 244,800
- 2014B COPS (Street Improvements)317,998 320,582 320,582 318,613 322,493 320,069 322,494 319,616
- 2016 COPS (Public Safety Bldg.)446,025 447,825 448,075 449,825 449,375 448,575 447,675 443,675
Total Other Uses 1,241,471 1,250,318 1,248,043 1,257,352 1,271,401 1,272,819 1,283,966 1,286,445
Total Expenditures and Uses of Funds 9,868,732 6,700,115 6,420,340 5,884,514 5,018,400 3,093,539 3,349,686 3,582,165
Net Source (Use) of Funds (3,342,138) (3,201,365) (3,050,340) (1,625,514) (1,397,400) 302,461 71,314 (186,165)
Fund Balance, Beginning of Year 11,282,615 7,940,477 7,940,477 4,890,137 3,264,623 1,867,223 2,169,683 2,240,997
Fund Balance, End of Year 7,940,477$ 4,739,112$ 4,890,137$ 3,264,623$ 1,867,223$ 2,169,683$ 2,240,997$ 2,054,832$
Section III, Page 4
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Current Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020 2021 2022 2023 2024
Projected
Fund Balances
Restricted For:
Asphalt Overlay 658,421$ 658,421$ 658,421$ 108,421$ 108,421$ 108,421$ 108,421$ -$
Assigned For:
Town-owned Properties Program 2,635,081 2,895,081 - - - - - -
Asphalt Overlay - - - 250,000 500,000 750,000 1,000,000 -
Tract G/URA Projects - - - 350,000 25,000 275,000 - 200,000
Unassigned:.
Unreserved 4,646,975 1,185,610 4,231,716 2,556,202 1,233,802 1,036,262 1,132,576 1,813,253
Total Fund Balances 7,940,477$ 4,739,112$ 4,890,137$ 3,264,623$ 1,867,223$ 2,169,683$ 2,240,997$ 2,013,253$
Section III, Page 5
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
Proposed Estimated
Total 2017 and Current Revised Project Cost Proposed
Project Prior Yr.Actual Budget Budget To-Date Budget
CAPITAL IMPROVEMENT PROJECTS Budget Actuals 2018 2019 2019 2019 2020 2021 2022 2023 2024
Facilities:
General Government Facilities:
11012 Tenant Finish Construction - NTH 4,774,516$ 262,088$ 4,437,428$ 75,000$ 145,000$ 4,844,516$ -$ -$ -$ -$ -$
11017 Fiber - PSF to NTH 135,275 43,647 58,710 - - 102,357 - - - - -
11019 Old Town Hall Demolition 600,000 - - - 150,000 150,000 450,000 - - - -
11020 Fiber - Pavilion to NTH 70,000 - - - 70,000 70,000 - - - - -
New Level 2 EV Charging Station - NTH - - - - - - 35,000 - - - -
Public Safety Facilities:
12004 Construction - PSF 6,320,855 6,390,304 22,294 - - 6,412,598 - - - - -
New PSF Parking Lot Canopy 400,000 - - - - - - - - - -
Public Works Facilities
New Cinder / De-icer Storage 300,000 - - - - - - - - - 300,000
Fleet and Transportation Facilities:
14010 Fleet Maintenance EPDM Roof Replacement 300,000 - - - - - 300,000 - - - -
New Fleet Solar Panels 450,000 - - - - - 450,000 - - - -
14015 ARTF Door Repairs 55,000 13,137 9,284 19,442 19,442 41,863 - - - - -
14016 ARTF Solar Panels 258,258 - 215,750 42,508 42,508 258,258 - - - - -
14017 Avon Station ECO Transit Shelter Project 120,000 - - 120,000 120,000 120,000 - - - - -
Cultural and Recreational Facilities:
15018 Pavilion - Retractable Door/Stage Repair 322,928 7,303 24,925 290,700 290,700 322,928 - - - - -
15019 Pavilion - Deck Railing and Floor Replacement 215,000 - - 15,000 - - 215,000 - - - -
15020 Recreation Center Weight Room Expansion 500,000 - - 500,000 500,000 500,000 - - - - -
New Recreation Center HVAC Upgrade 250,000 - - - - - - 250,000 - - -
New Recreation Center Locker Replacement 200,000 - - - - - 200,000 - - - -
New Recreation Center Phase 2 Design 500,000 - - - - - - 250,000 250,000 - -
New Cabin Remodel 500,000 - - - - - 50,000 450,000 - - -
Other Facilities:
19003 Predesign / Feasibility Study - Hahnewald Barn 135,000 - 106,015 28,985 28,985 135,000 - - - - -
19004 Recycling Center, Lot 5 22,839 - 21,774 1,065 1,065 22,839 - - - - -
19005 2120 Saddle Ridge Loop (Fire Station) Improve.61,000 - - 61,000 61,000 61,000 - - - - -
New Level 3 DC Fast EV Charging Station - Tract A 75,000 - - - - - 75,000 - - - -
Urban Renewal Fund Projects:
32029 Benchmark Rd. On-street Parking 440,000 - - 440,000 440,000 440,000 - - - - -
New Restrooms - Nottingham Park OTH Site 935,000 - - - - - 85,000 850,000 - - -
New Restrooms - Nottingham Lake Beach 500,000 - - - - - 50,000 - 450,000 - -
New Patio Landscaping at OTH 100,000 - - - - - 100,000 - - - -
32030 Schematic Design / Final Design - W. Main Street 50,000 - - 50,000 - - 50,000 175,000 - - -
New W. Main Street Mall Improvements 1,500,000 - - - - - - - - 1,000,000 500,000
Projected
Section III, Page 6
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
Proposed Estimated
Total 2017 and Current Revised Project Cost Proposed
Project Prior Yr.Actual Budget Budget To-Date Budget
CAPITAL IMPROVEMENT PROJECTS Budget Actuals 2018 2019 2019 2019 2020 2021 2022 2023 2024
Projected
Land and Land Improvements:
H.A. Nottingham Park Improvements
21016 Nottingham Park Zone C Improvements - Playground 872,266 329,386 422,230 20,000 20,000 771,616 - - - - -
21022 Eagle River Whitewater Park Repair 221,390 6,720 24,670 190,000 230,000 261,390 20,000 - - - -
21024 Nottingham Park Light Upgrade 311,505 110,905 10,600 190,000 190,000 311,505 - - - - -
21027 O'Neil Spur Park Improvements Design 20,000 - - 20,000 20,000 20,000 - - - - -
21051 Nottingham Park Fitness Court 210,221 - 145,850 64,371 64,371 210,221 - - - - -
21053 Resurface Pickleball Courts 50,000 - - 50,000 - - 50,000 - - - -
New West Nottingham Park Landscape Improvements 55,000 - - - - - 55,000 - - - -
New Lower Soccer Field / Baseball Infield Removal 25,000 - - - - - 25,000 - - - -
New Retaining Wall / Seating Replacement OTH 150,000 - - - - - 150,000 - - - -
New O'Neil Spur Park Parkiing Lot Rebuild 100,000 - - - - - - 100,000 - - -
21054 Wildland Fire Mitigation NA - - 40,000 40,000 NA - - - - -
Roads and Streets:
Streetscape Improvements:
31023 Metcalf Road - Retaining Wall Stabilization 80,000 - - - - - - - 80,000 - -
31028 Post Blvd. Irrigation Wet Well 45,000 - - - - - - - - - -
31029 Wayfinding Signage 84,145 34,642 8,549 40,954 40,954 84,145 - - - - -
31030 Mall Activation Elements 30,000 - - 30,000 30,000 30,000 - - - - -
31031 Avon Rd./I70 Overpass Safety & Pedestrian Imp.1,048,245 - 8,245 50,000 50,000 58,245 90,000 900,000 - - -
Annual Street Maintenance and Repair:
32026 Retaining Wall Repairs - Nottingham & Swift Gulch Rd 50,000 - - 50,000 50,000 50,000 - - - - -
32027 East BC Repair 59,579 59,579 - - 59,579 - - - - -
33102 2018 Microsurface Project 250,000 - 205,229 - - 205,229 - - - - -
33219 Annual Guard Rail Repair NA - - 40,000 40,000 NA 40,000 40,000 40,000 40,000 40,000
34034 Nottingham Rd. Paving 1,097,500 664,044 304,437 - - 968,481 - - - - -
33103 Eaglebend Resurfacing 300,000 - - 300,000 - - 300,000 - - - -
32028 Yoder Ave. Asphalt Overlay 550,000 - - - - - 550,000 - - - -
New Mikaela Way and Benchmark Rd.400,000 - - - - - - 400,000 - - -
New Buck Creek Repairs 300,000 - - - - - 300,000 - - -
New WB B/C Blvd - US Hwy 6 to Avon Elem.515,000 - - - - - - - 515,000 - -
New Riverfront and Lake Street 450,000 - - - - - - - - 450,000 -
New Post Blvd.1,400,000 - - - - - - - - - 1,400,000
Street Improvements:
32021 West B/C Blvd. RR Crossing Improvements 234,121 9,831 21,790 200,000 202,500 234,121 - - - - -
Section III, Page 7
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
Proposed Estimated
Total 2017 and Current Revised Project Cost Proposed
Project Prior Yr.Actual Budget Budget To-Date Budget
CAPITAL IMPROVEMENT PROJECTS Budget Actuals 2018 2019 2019 2019 2020 2021 2022 2023 2024
Projected
Multi-Modal/Alternative Mobility:
34033 East and West B/C Blvd. Street Rebuild 4,025,943 198,943 2,314,992 1,512,008 1,512,008 4,025,943 - - - - -
New US Hwy 6 Crosswalks 80,000 - - - - - - - 80,000 - -
New West B/C Blvd./ Beach On-steet Parking Imp.350,000 - - - - - - - 350,000 - -
Recreational Trails Program:
34030 Trail Improvements 73,600 2,600 - 71,000 71,000 73,600 - - - - -
34035 USFS Road 779 (Metcalf) Trailhead Improvements 100,000 - - - - - 100,000 - - - -
New Nottingham Park Path Replacement - 1,000 ft 5,820,000 - - - - - - - - 520,000 -
34037 Riverfront Trail Connector 220,000 - 10,697 209,303 239,303 250,000 - - - - -
Water Fund Projects:
21026 Nottingham Rd. Debris Flow Study and Improvements 425,000 24,618 16,723 383,659 383,659 425,000 - - - - -
21028 East Stormwater Quality Vault 231,000 - - 21,000 21,000 21,000 210,000 - - - -
New West Stormwater Quality Vault 253,000 - - - - - 23,000 230,000 - - -
Communications and Technology
e-Gov.:
81011 Project Thor 125,000 - - 125,000 - - 116,873 - - - -
New Fiber - CDOT Hand hold to PSF 80,000 - - - - - 80,000 - - - -
New RR Bridge LED Messaging Boards 75,000 - - - - - 75,000 - - - -
New Permanent Variable Message Boards (3)75,000 - - - - - 75,000 - - - -
New Mini-split NTH Data Center 20,000 - - - - - - 20,000 - - -
New Finance/Comm Dev. ERP System 225,290 - - - - - 225,290 - - - -
Total Capital Improvement Projects 41,178,476$ 8,098,168$ 8,449,771$ 5,250,995$ 5,073,495$ 21,541,434$ 4,545,163$ 3,665,000$ 1,765,000$ 2,010,000$ 2,240,000$
Section III, Page 8
Capital Expenditures by Funding Source
2020 2021 2022 2023 2024 Total
FUNDING SOURCES
Real Estate Transfer Tax 2,671,000$ 2,621,000$ 2,396,000$ 2,396,000$ 2,396,000$ 12,480,000$
Interest Earnings 75,000 50,000 50,000 50,000 50,000 275,000
Intergovernmental and Other 113,000 - - - - 113,000
Transfers In and Fund Balances 6,290,137 950,000 950,000 975,000 950,000 10,115,137
TOTAL 9,149,137$ 3,621,000$ 3,396,000$ 3,421,000$ 3,396,000$ 22,983,137$
CAPITAL COST BY CATEGORY
Roads and Streets 1,380,000$ 1,340,000$ 1,065,000$ 1,010,000$ 1,440,000$ 6,235,000$
Facilities and Land Improvements 2,360,000 2,075,000 700,000 1,000,000 800,000 6,935,000
Water Fund Projects and Technology 805,163 250,000 - - - 1,055,163
Capital Leases 81,999 81,999 55,720 55,720 55,720 331,158
Tranfers Out 1,257,352 1,271,401 1,272,819 1,283,966 1,286,445 6,371,984
TOTAL 5,884,514$ 5,018,400$ 3,093,539$ 3,349,686$ 3,582,165$ 20,928,305$
Real Estate Transfer Tax
54.30%
Interest Earnings
1.20%
Intergovernmental and
Other
0.49%
Transfers In and Fund
Balances
44.01%
2020-2024 Funding Sources
Roads and Streets
29.79%
Facilities and Land
Improvements
33.14%
Water Fund Projects and
Technology
5.04%
Capital Leases
1.58%
Tranfers Out
30.45%
2020-2024 Capital Costs by Category
TOWN OF AVON
Capital Projects Fund #41
Section III, Page 9
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
Facilities
Old Town Hall Demolition
Description: The old Town Hall is proposed to be demolished in 2020. Demolishing the building
necessitates extending a water main, relocating electrical equipment attached to
or in the building that supplies power to the entire park, installation of a new fiber
optic line from New Town Hall to the stage, removal of asbestos, and grading out
the site.
Budget: 2019/2020 $600,000
Level 2 Charging Station at Town Hall
Description: A level 2 (4 to 8-hour charge time) charging station is proposed at Town Hall and
will be available to town motor pool vehicles and the public.
Budget: 2020 $35,000
Public Safety Facility Parking Lot Canopy
Description: A canopy over the police patrol vehicles is proposed to protect the vehicles from
snow. This will decrease response times and improve safety for officers.
Budget: TBA $400,000
Cinder/Deicer Storage
Description: The cinders and deicer are currently stored in the open. Water and snow that lands
on the deicer will leach out into the soil in high concentrations impacting storm
water quality. Snow will accumulate on the cinders causing them to freeze and
difficult to break. The shed will protect the cinders and deicer and simplify loading
the snowplows and reduce leaching of the deicer.
Budget 2024 $300,000
Fleet Maintenance Facility EPDM Roof Replacement and Solar Panels
Description: EPDM roofs have an expected life span of 15 to 20-years. The existing roof is 25
years old and is starting to leak in several locations. This project will replace the
EPDM roof with a similar material. For project synergies, solar photovoltaic panels
are recommended to be included with the project.
Budget: 2022 $725,000
Nottingham Park Pavilion – Retractable Door
Description: Replacement of the stage curtain with a retractable door will allow for more
flexibility during inclement weather. Included in the project is the repair of several
water leaks into the pavilion basement.
Budget: 2018/2019 $322,928
Nottingham Park Pavilion Deck Railing and Floor Replacement
Description: The water proofing under the stage deck is not functioning properly and is not
covered by warranty. This project will replace the deck topping slab and water
proofing. In conjunction with this project, a railing will be installed along the front
of the deck.
Budget: 2020 $215,000
Section III, Page 10
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
Recreation Center HVAC Upgrade
Description: The existing HVAC is running on a software system that is no longer supported and
no longer communicates with all the components. This project will upgrade the
operating system and improve system efficiency by repairing the broken
components.
Budget: 2021 $250,000
Recreation Center Locker Replacement
Description: The Recreation Center lockers were installed almost 20-years ago, are past their
useful life, and the parts to maintain them are becoming difficult to obtain.
Budget: 2020 $200,000
Recreation Center Phase 2 Design
Description: The master plan for the Recreation Center envisions a multi-purpose gym for sports
activities on the northeast side of the building. The design approach will begin with
project scoping, then move to schematic design and design development. The
design will be taken far enough to develop accurate construction price estimates
for a potential ballot initiative. The project will likely include remodeling of the
interior of the existing building.
Budget: 2021/2022 $500,000
Remodel of the Cabin in H.A. Nottingham Park
Description: The cabin located in H.A. Nottingham Park was relocated to its current location
approximately 30-years ago. The interior is not functional and does not support
green room demands and children recreation requirements. When the cabin was
moved, several alterations were made that do not consider the historical nature of
the building. The building will incorporate the historical and make it functional for
existing park demands.
Budget: 2020/2021 $500,000
Level 3 Fast EV Charging Station – Tract A
Description: The electrical vehicle plan recommends a level 3 fast charging station (30 to 60 min)
located on Tract A. Tract A is a town owned parking lot located in front of Pier One.
Staff will be applying for grants to offset the project costs.
Budget: 2020 $75,000
Benchmark Road On-Street Parking
Description: Several Town plans envision adding on street parking to West Benchmark Road
from Avon Station to Mikaela Way. The goal is for the parking to support local
businesses and provide parking for Avon Station and the Gondola. The design will
incorporate environmentally sustainable practices to minimize the effect of the
additional paved area. The project is delayed from 2019 due to unexpected utility
conflicts.
Budget: 2020 $440,000
Section III, Page 11
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
Restrooms – H.A. Nottingham Park at Old Town Hall Site
Descriptions: Restrooms are proposed for the old town hall site. The project has not been
scoped at this time, so this budget is a place holder.
Budget: 2020/2021 $935,000
Restrooms – H.A. Nottingham Park near Beach
Descriptions: Restrooms are proposed in the vicinity of the beach and volleyball courts. The
project has not been scoped at this time, so this budget is a place holder.
Budget: 2020/2022 $500,000
Patio Landscaping at OTH
Descriptions: The patio on the east side of the old Town Hall site is proposed to be kept since it is
heavily used. This project will remodel the patio to match the current design pallete
in the park.
Budget: 2021 $100,000
Study and Schematic Design of West Main Street
Description: The Town master plans envisions extending the Main Street Mall from Mikaela Way
to Lake Street. There have been recent changes to the area including the vacating
of 351 Benchmark, the former fire station. This plan will study the area and create
a vision for extending the mall and then develop the design.
Budget: 2020/2021 $225,000
West Main Street Construction
Description: This project will extend the mall from Lettuce Shed Lane to Lake Street matching
the aesthetic used at Possibility Plaza.
Budget: 2023/2024 $1,500,000
Section III, Page 12
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
Land and Land Improvements
Whitewater Park Repairs
Description: The whitewater park experienced hydrologic changes caused in high runoff years.
The features were updated in 2019 to make them enjoyable and effective.
However additional modifications are required to improve the feature and are
scheduled for late 2019 or early 2020.
Budget: 2019/2020 $281,390
Nottingham Park Light Upgrade
Description: The existing lights were originally installed in 1980 and show signs of wear and tear
along with not being energy efficient. The program will replace the lights with
modern LED bollard fixtures, like the ones installed around the pavilion and Main
Street Mall. This is the second phase of a multi-year project and will install the
bollards on the southside of the park.
Budget: 2017/2020 $310,000
Resurface Pickleball Courts
Description: The pickleball courts located on the west side of Nottingham Park where built over
several tennis courts that were in disrepair. The cracks were filled when the
pickleball courts were installed but are coming back and impairing the
responsiveness of the pickleball courts. This new surface will be more responsive
and enjoyable for the users.
Budget: 2020 $50,000
West Nottingham Park Landscape Improvements
Description: The landscaping in the west side of Nottingham Park has deteriorated due to age,
especially around the tennis courts and bus stop. The project will update the
landscaping and bring it up to the same standard as the rest of the park.
Budget: 2020 $55,000
Lower Soccer Field/Baseball field removal
Description: The baseball field is not frequently used and a better use for that area is to remove
the infield, plant grass and build a smaller soccer field for youth teams.
Budget: 2020 $25,000
Retaining Wall/Seating Replacement by Old Town Hall
Description: The original wood retaining wall along the paved path south of the main athletic
field is old and in disrepair. This project will replace the wood wall with a stone wall
designed for seating and match the current design aesthetic in the park.
Budget: 2021 $150,000
O’Neil Spur Parking Lot Rebuild
Description: The O’Neil Spur Parking lot is in disrepair and this project will rebuild asphalt parking
lot.
Budget: 2021 $100,000
Section III, Page 13
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
Roads, Streetscape, and Trails
Metcalf Road Retaining Wall Stabilization
Description: The sandstone cliff above Metcalf Road just prior to the upper switchback was not
stabilized during its original construction. The cliff is made up of loose sandstone
that is steadily eroding and causing the lot immediately above to gradually erode
toward the existing structure’s foundations. This project will install a retaining wall
to prevent further erosion of the steep slope.
Budget: 2022 $100,000
Mall Activation Elements
Description Several elements are proposed to help activate the Main Street Mall including
outdoor musical instruments and monuments to honor the history of Avon.
Budget 2019 $30,000
Avon Road/I-70 Interchange Pedestrian Improvements
Description: The pedestrian experience along Avon Road underneath I-70 is important because
it connects the Nottingham Road trail, Swift Gulch Road trail and the Nottingham
Road neighborhood with the Town Core. It has poor connectivity; and winter icing
issues. The project will widen the path on the westside separating it from traffic
and improve the drainage.
Final Cost: 2020/2021 $990,000
Retaining wall repairs, Nottingham Road and Swift Gulch Road
Description: The retaining walls along the bike path paralleling Nottingham Road and Swift
Gulch Road are starting to show signs of deterioration. This project will provide
repairs and maintenance to ensure the wall longevity.
Budget: 2020 $50,000
Annual Guardrail Maintenance Improvements
Description: The majority of the guardrail in Avon was installed when the roads were
constructed in the late 1970’s and early 1980’s. The guard rail is in poor condition
and needs major maintenance. This project will fund yearly maintenance for the
next four years.
Budget: $40,000/year
Annual Paving/Road Improvements
Description: The Town’s annual street resurfacing and pavement maintenance program
generally consists of asphalt overlays, slurry seals and related surface treatments
such as curb and gutter, storm drainage repair, ADA Ramp updates and guardrail
replacement or adjustment. The program includes a 5-year slurry seal rotation and
20-year rebuild rotation for the roads. The paving locations are determined
annually based on the Asphalt Paving Association rating system.
Budget: 2020 Eaglebend Drive $300,000
2020 Yoder Ave. $550,000
2021 Mikaela Way and Benchmark Road $400,000
2020 Buck Creek Road repair $300,000
Section III, Page 14
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
2022 W. Beaver Creek Blvd Hwy. 6 to AES $515,000
2023 Riverfront Lane and Lake Street $450,000
2024 Post Blvd $1,400,000
US Hwy. 6 Crosswalks
Description: Hwy 6. east of Avon Road is scheduled to be paved in 2021 and the Town is
partnering with CDOT on the installation of pedestrian flashing beacons at
Stonebridge Drive and Avon Road.
Budget: $80,000
West Beaver Creek Blvd Beach on Street Parking Improvements
Description: Since the construction of the beach, there has been an increase in the amount of
park guests, and they have been parking in the West Beaver Creek Blvd bike lane
near the north park entrance. This project will widen the shoulder, so the vehicles
will no longer park in the bike lane.
Budget: 2021 $350,000
USFS Road 779 Access Improvements
Description: The Town is currently negotiating improvements to the USFS road 779 access of
which a portion is on Town property.
Budget: 2021 $100,000
Resurface Park Paths
Description: The majority of the paths on the west side of Nottingham Park, especially around
the baseball field are in poor condition. They have deteriorated due to age and
require complete replacement.
Budget: 2023 $520,000
Section III, Page 15
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
Water
Nottingham Road Debris Flow Study and Implementation
Description: Currently after large rainstorms, the runoff transports large amounts of mud and
debris onto Nottingham Road, overwhelming the ditches and closing the road.
This project started with a study analyzing the drainages and proposed remediation
alternatives. In 2019 the first project was implemented near the church to reduce
the amount of sediment deposited on Nottingham Road. The next phase of
project will be near the Chambertin Townhomes and above 230 Nottingham Road.
Budget: 2017 -2022 $450,000
Avon Road Stormwater Quality Vaults
Description: The strategic plan states that the water quality in the Eagle River is high priority for
the Town. A regional drainage plan recommends underground stormwater quality
vaults that will collect pollutants including trash, oils and other pollutants before
they are discharged to the river. The east vault will be located just west of the
Christy Sports parking lot. The west vault will be located just east of the White River
building.
Budget: 2019-2021 $484,000
Section III, Page 16
CAPITAL PROJECT DESCRIPTIONS
_____________________________________________________________________________________________________________________________________________________________________________________
Communications and Technology
Project Thor
Description: This project will connect the Town’s fiber optic network to the THOR fiber optic
network being developed by NWCOG and CDOT.
Budget: 2020 $125,000
Fiber – CDOT to PSF
Description: This project will install the fiber that will connect the Town’s network and the PSF
to the THOR network located in the I70 ROW.
Budget: 2020 $80,000
Variable Message Boards
Description: Four variable message boards are proposed in the Town Core including on the
UPRR bridge over Avon Road and adjacent to Walgreens. The other 2 locations are
to be determined.
Budget: 2020 $150,000
Mini-Split at the Town Hall Data Center
Description: Several of the Town’s server’s will be relocated to Town Hall and will require an
independent HVAC system for the server room to meet the higher cooling
demands.
Budget: 2021 20,000
Finance/Com Dev. ERP Systems
Descriptions: The current Finance Department and Community Development software systems
will no longer be supported in 2020 and this project will replace these systems.
Budget: 2020 $225,290
Section III, Page 17
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 982,610$ 1,054,926$ 1,019,058$ 1,360,276$
Commodities 85,621 56,610 48,426 39,955
Contract Services 321,680 338,724 586,390 615,642
Other Operating Costs 720,891 848,557 610,875 583,021
Capital Outlay 2,566 11,925 11,925 8,450
Contingency - - 600 -
Total 2,113,368$ 2,310,742$ 2,277,274$ 2,607,344$
Mayor and Town Council 224,164$ 283,745$ 283,745$ 270,662$
Planning & Zoning Commission 16,135 16,049 16,049 19,649
Town Attorney 143,696 155,000 155,000 155,000
Town Clerk 112,727 100,181 129,367 134,843
Municipal Court 153,869 128,002 90,920 148,478
Town Manager 343,707 397,457 349,305 579,654
Community Relations 212,449 203,196 203,196 233,766
Economic Development - - - 175,250
Special Events 714,719 826,112 848,692 798,042
Community Grants 191,902 201,000 201,000 92,000
Total 2,113,368$ 2,310,742$ 2,277,274$ 2,607,344$
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
BUDGET SUMMARY: GENERAL GOVERNMENT DEPARTMENT
ADMINISTRATION OF THE DEPARTMENT
The Town Manager is the Chief Executive and Administrative Officer for the Town of Avon and oversees all operations and
activities of the Town. The expenditures for the Town Manager are accounted for entirely in General Government and not
dispersed proportionately among departments and funds. The Assistant Town Manager position also serves as the Finance
Director. All expenses, for this administrative role, are accounted for in the Finance Department. The Deputy Town
Manager is included in the Manager's budget.
DEPARTMENT FINANCIAL SUMMARY
The General Government Department includes the Mayor/Council budget plus the direct appointees of the Council,
including the Town Manager, Town Attorney, Municipal Judge, Prosecutor and Planning and Zoning Commission. Duties of
the Town Clerk's office are included in the Department as well as the work and expenses for the Communications Manager.
Finally, all expenses associated with the Town's Special Events Program are accounted for in the General Government
Department Budget, as are the expenses for the Town's annual Community Grant Program.
Section IV, Page A-1
Town Manager 1 1 1 1
Deputy Town Manager 1 1 1 1
Executive Asst. to the Town Manager 0 0 1 1
Intern 0 0 0 1
Communications Manager 1 1 1 1
Town Clerk 1 1 1 1
Court Administrator 1 1 1 1
Cultural Arts and Special Events Manager 1 1 1 1
Special Events Coordinator 1 1 1 1
Total 7 7 8 9
AUTHORIZED POSITIONS
PROGRAM ACTIVITIES AND OPERATIONS: GENERAL GOVERNMENT
LEGISLATIVE
Town Council: The Town Council elects the Mayor, and together the elected officials serve as the legislative body for the
Town, setting policy and adopting and updating the Municipal Code, as needed. Contributions to outside agencies and
economic development investments, which are provided funding to other agencies, are approved by the Town Council.
JUDICIAL
Planning & Zoning Commission: A seven (7) person board, the Commission implements as authorized the land use code
regulations and leads long-range planning.
Town Clerk: The Town Clerk’s office is responsible for maintaining the Town’s official records and the minutes of all
meetings, as well as providing notifications to the public per the Town’s Charter. The office is responsible for the
administration of municipal elections and for the administration of liquor licenses. The Clerk’s office also responds to
citizen inquiries concerning Town legislation and public records requests.
Town Attorney: The Town Attorney, appointed by the Town Council and is a contracted position. The Attorney serves as
the legal representative of the Town, advising the Town Council and staff, and coordinating with special counsel
appointments.
ADMINISTRATION
Town Manager: Appointed by the Council and serving as the Chief Executive and Administrative Officer, the Manager, in
addition to general administrative responsibilities, is tasked with enforcing the laws and ordinances of the Town, oversight
of all Town personnel, the preparation and implementation of the annual budget, attending Council meetings and
participating in discussions with the Council in an advisory capacity, and establishing a system of accounting and auditing for
the Town.
Municipal Court: Avon’s Home Rule Charter Section 10.2 establishes the Municipal Court that has “exclusive original
jurisdiction of all causes arising under the ordinances of the town as may be conferred by law”. The Town Council appoints
the Town Prosecutor and the Municipal Judge, who presides over the Court to hear violations of the Town of Avon
Ordinances.
Section IV, Page A-2
Estimated
Personnel Time Non-Personnel Costs Total
Activity Cost
Performance
Metric(s)
Town Council 25%64,344$ 270,662$ Community Survey
Planning and Zoning Commission 0%19,649$ 19,649 Community Survey
Town Attorney 0%155,000$ 155,000 Community Survey
Town Clerk 70%12,251$ 134,843 Community Survey
Municipal Court 100%34,516 148,478 Community Survey
Town Manager 40%33,202 579,654 Community &
Internal Surveys
Community Relations 40%126,928 233,766 Community &
Internal Surveys
Economic Development 10%175,250 175,250 Community &
Internal Surveys
Community Grants 10%92,000 92,000 Community &
Internal Surveys
Special Events 100%601,908 798,042 Community Survey
Administration
ACCOMPLISHMENTS AND GOALS: GENERAL GOVERNMENT
2019 MAJOR ACCOMPLISHMENTS
Special Events
Special Events Administration & Production: Responsible for the special event development operations of all special
events in the Town of Avon, including Town-produced events, such as Salute to the USA, and events put on by outside
producers. The staff provides administrative support to the newly formed Cultural, Arts and Special Events (CASE)
Committee. The CASE Manager oversees one full-time employee and the Town's volunteers.
Event Funding: $500,000 has been approved by the Town Council for 2020 special events, which includes Town-produced
events and third party-produced events.
Community Grants: This account includes all grant monies the Council approves for use by outside agencies, which include
economic development, art and cultural programs, regional environmental projects and health and human service needs.
1. Implementation of priorities listed in the Town of Avon 2019 Strategic Plan , including but not limited to:
(a) Completion of the Beaver Creek Boulevard Streetscape Improvements Project
(b) Successful transition of the regional recycling center to Lot 5, which includes bins for compost and textiles
(c) Achievement of adopted goal to achieve 100% renewable electricity at all Town operations and facilities
(d) Completion of the Avon Whitewater Park Repair Project
2. Establishment of a permanent Cultural, Arts, and Special Events (CASE) Committee to review, research and provide
guidance and advice on culture, arts and special event programming in the Town of Avon.
3. Implementation of all aspects of the 2019 Town of Avon Community Grants Program.
Community Relations: The Community Relations office plays a primary role in communicating with Town of Avon residents
through the accurate and consistent flow of public information, through the media and Town's website to fully inform the
Town’s various constituencies on activities, agendas and programs.
Judicial
DEPARTMENT COST ALLOCATIONS
Executive
Section IV, Page A-3
2020 STRATEGIC GOALS
6. Successfully administer all aspects of the 2020 Town of Avon Community Grant Program.
7. Successfully administer the 2020 Town of Avon Community Survey.
5. Avon's census tract was officially nominated and designated as an Opportunity Zone. Subsequently, an Investment
Prospectus was developed to help Avon communicate distinctive assets and advantages of its Opportunity Zone and tease
out specific investable projects.
4. Implementation of the adopted licensing requirements for tobacco retailers in Avon, as well as the voter-enacted tax
amounts on cigarettes and other tobacco products.
5. Lead role in implementation of the Avon Community Housing Plan , as well as worker housing and economic
development projects.
3. Lead role in implementation of the Town of Avon Town-Owned Properties Plan.
4. Lead role for the Climate Action Plan Implementation Work Group.
2. Continued solicitation and evaluation of special events by way of the CASE Committee.
1. Manage the implementation of the Town of Avon 2020 Strategic Plan , once adopted.
Section IV, Page A-4
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 358,910$ 421,721$ 421,721$ 480,094$
Commodities 11,961 15,305 15,305 24,500
Contract Services 55,811 23,405 23,405 25,188
Other Operating Costs 37,842 41,986 41,986 36,386
Capital Outlay 2,856 4,215 4,215 -
Total 467,380$ 506,632$ 506,632$ 566,168$
Human Resources 467,380$ 506,632$ 506,632$ 566,168$
Total 467,380$ 506,632$ 506,632$ 566,168$
Human Resources Director 1 1 1 1
Human Resources Manager 1 1 1 1
Human Resources Coordinator 0 1 1 1
Human Resources Assistant 0.5 0.5 0.5 0.5
Total 2.5 3.5 3.5 3.5
BUDGET SUMMARY: HUMAN RESOURCES DEPARTMENT
The Human Resources Department was established in August 2015. Essential functions of the department include
assisting department directors with recruitment, hiring, employee relations and performance management;
managing and administering the compensation and benefits programs; oversight of the Town’s risk management
and safety programs; policy development and compliance; and, working with department directors to develop
appropriate training and professional development plans for employees.
ADMINISTRATION OF THE DEPARTMENT
The Human Resources Department is administered by the Human Resources Director, who is responsible for
providing leadership in developing and implementing the Human Resources strategic plan, and overseeing all
administrative, legislative, and fiscal operations necessary to assure quality management of core human
resources functions for the Town.
DEPARTMENT FINANCIAL SUMMARY
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
Section IV, Page B-1
Estimated
Personnel Time
Non-Personnel
Costs
Total
Activity Cost
Performance
Metric(s)
Compensation and Benefits Administration 20%$17,215 $113,234
Organizational Culture and Employee Relations 25%21,519 141,542 Turnover Rate
Policy Development and Compliance 10%8,607 56,617 Disputes
Recruitment and Selection 20%17,215 113,234 Quality of Hire
Risk Management 15%12,911 84,925 Insurance Rates
Training and Development 10%8,607 56,617 Effectiveness
1. Successfully transitioned to a new third-party administrator for the Town’s Health Insurance and Flexible
Spending Accounts.
2019 MAJOR ACCOMPLISHMENTS
Compensation and Benefits Administration: Conducts and reviews salary comparisons and market adjustment
surveys, evaluates and analyzes pay practice data to determine market competitiveness, and develops and
administers the Town’s compensation structures and classification policies. Assist in the development and
implementation of the Town’s retirement plans and group health insurance plan; providing support in the areas of
plan elections, medical, dental, vision, disability coverages.
PROGRAM ACTIVITIES AND OPERATIONS: HUMAN RESOURCES
Training and Development: Develops, in collaboration with department directors, training and professional
development programs that address employee training needs, including but not limited to new employee
orientation, performance management training, enhance the Town's culture, improve teamwork, and leadership
training.
ACCOMPLISHMENTS AND GOALS: HUMAN RESOURCES
DEPARTMENT COST ALLOCATIONS
Human Resources
Organizational Culture and Employee Relations: Provides support to department directors to strengthen the
employer-employee relationship through measuring job satisfaction, employee engagement and resolving
workplace conflict. Executes a variety of employee events including Health Fair, Summer Employee Recognition,
Holiday Party, Open Enrollment, and Wellness Initiatives.
Policy Development and Compliance: Reviews and makes recommendations for improvement of the Town's
policies, procedures and practices on personnel and risk management matters. Responsible for monitoring state
and federal employment laws and practices to ensure the Town's compliance with all personnel administration
and matters.
Recruitment and Selection: Works closely with the departments to assist with assessments in relation to current
staffing levels and advertising for vacant positions. Arranges and participates in the interview and screening
process to obtain and fill open positions with qualified candidates.
Risk Management and Safety: Oversees the administration of the Town's risk management and safety programs,
including workers' compensation and property and liability insurance. Manages the Town's safety committee
meetings, employee workplace safety training, workplace injury and property and liability reporting, modified
duty and return-to-work programs, and annual risk management and safety insurance audits and renewals.
Section IV, Page B-2
10. Successfully communicated retirement fund changes to current participants before the deadline.
6. Elevate employee understanding of health care mechanisms and cost saving alternatives. Introduce additional
benefits for employees that are no-cost or low-cost to the Town.
14. Finalized the changes to the HR page for easier access to documents, “how-to" list, and quick links to
employee benefit webpages.
5. During the 2019 CIRSA Loss Control Audit, received a score of 117 out of 100 points, demonstrating our
dedication to safety.
3. Complete Preferred Provider agreements with Steadman Clinic and Colorado Mountain Medical, thus reducing
medical costs to the Town and our employees.
3. Recognized by Network Insurance during a Workers’ Compensation Symposium for our commitment to safety.
Recognized for reviewing and making necessary changes to practices and procedures, purchasing safety materials
and equipment, and providing and supporting additional employee training to mitigate future claims.
2. Design and implement the Spanish Proficiency Initiative, including courtesy Spanish proficiency for all Town
employees, and provide financial incentives for conversational and fluent Spanish proficiency.
2. Successfully entered into a Preferred Provider relationship with Vail Health, bringing reduced cost services to
employees. Initiated Preferred Provider discussions with Steadman Clinic and Colorado Mountain Medical.
1. Revise the employee performance evaluation process to increase frequency of performance reviews, integrate
annual goals, and integrate greater comparison to the performance of Town's peer communities that serve to
establish our salary ranges.
13. Completed necessary compliance reporting for centers for Medicare and Medicaid Services, OES Data
Reporting, and EEO-4.
9. Thoroughly reviewed the Town’s current health, dental, and vision plan documents for necessary plan
interpretations.
5. Continue to work towards enhancing the new employee onboarding and orientation program through training
and department participation.
4. Consolidated Employee Policies and Procedures document and Compensation & Beneifts document into a
single Employee Handbook. Updated and revised appropriate policies.
2020 STRATEGIC GOALS
4. Develop and implement an effective performance review process for the Town Manager, which utilizes third
party resources for administration and Council assistance.
11. Introduced low-cost/no-cost benefits for Town employees, including legal insurance, identity-theft insurance,
and pet insurance.
6. Investigated the current timekeeping cost centers allocated for the Public Works department, simplified the
number of cost centers, and reduced the number of misappropriated punches; resulting in a $30,000 savings
towards the town’s 2019 Workers’ Compensation premium.
8. Established partnerships with additional counselors to enhance the Town’s Employee Assistance Program
(EAP) benefit, providing counselors with diverse backgrounds from which employees can choose.
12. Successfully navigated through, and completed, employee notifications and IRS filing and reporting
requirements for the changes made to the Affordable Care Act (ACA).
7. Facilitated the Town's second search for a new Town Manager during 1Q19, resulting in hiring a new TM in late
April, 2019.
Section IV, Page B-3
7. Complete initial work to understand Human Resources Information System (HRIS) requirements for the Town.
Participate in Finance's selection of their new software platform for the Town to promote appropriate inclusion of
HRIS functions.
Section IV, Page B-4
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 1,114,284$ 1,179,563$ 1,154,939$ 1,221,180$
Commodities 54,976 45,914 47,914 45,688
Contract Services 380,528 390,752 390,752 395,138
Other Operating Costs 391,964 352,100 352,100 387,814
Capital Outlay 8,643 7,400 7,400 1,500
Total 1,950,395$ 1,975,729$ 1,953,105$ 2,051,320$
Finance 948,460$ 959,728$ 936,944$ 993,978$
Information Technology 390,180 431,115 431,244 441,785
Nondepartmental 611,755 584,886 584,917 615,557
Total 1,950,395$ 1,975,729$ 1,953,105$ 2,051,320$
Finance Director / Asst. Town Manager 1 1 1 1
Finance Manager 1 1 1 1
Senior Accountant 2 2 2 2
Payroll Administrator 1 1 1 1
Accounting Assistant II 2 2 2 2
IT Manager 1 1 1 1
Help Desk Technician 1 1 1 1
Building Attendant 1 1 1 1
Total 10 10 10 10
The Finance Department is responsible for all financial activities of the Town and maintaining its fiscal integrity. The
Department is also responsible for the Town's information technology systems.
ADMINISTRATION OF THE DEPARTMENT
BUDGET SUMMARY: FINANCE AND IT DEPARTMENT
AUTHORIZED POSITIONS
DEPARTMENT EXPENDITURES BY PROGRAM
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT FINANCIAL SUMMARY
The Finance Department is administered by the Assistant Town Manager/Finance Director who spends approximately 35% of
time in finance administration, accounting and auditing, and another 40% in budgeting and long-range planning activities. The
remainder of the time is split between debt administration, treasury management, and benefits administration. The Finance
Division is managed on a day-to-day basis by the Finance Manager. The Information Technology division is managed by the
Town's Information Technology Manager.
Section IV, Page C-1
PROGRAM ACTIVITIES AND OPERATIONS: FINANCE AND IT
IT
Network Administration: Includes maintaining the Town's computer network systems, telephone systems, servers, security,
routine maintenance & upgrades of hardware and software, documentation & disaster recovery.
Customer Service: Provides support and service to all Town computer and telephone users. Log calls, resolve issues, track
requests for equipment, software and training.
Technology Planning: Continuously evaluates new technologies that can assist the Town in being more efficient.
NONDEPARTMENTAL
Central Services and Stores: The nondepartmental program budgets and reports those costs that are impractical or
administratively burdensome to be reported in another program. Includes the budget for the Town's janitorial services for
Town facilities, central office supply stores and the Town's main Xerox copier. Also includes the Town's general property and
liability insurance coverages, and the Town's telephony and internet connections.
Accounting and Financial Reporting: Includes accounts payable and payroll processing and general accounting; revenue
collection, compliance, licensing and administration; procurement compliance and fixed asset inventory; internal control
structure and asset safekeeping; and preparation of the Town's comprehensive annual financial report.
Budgeting and Long-range Planning: Includes establishing budgetary policies, coordination of the budget process and
preparation of the annual budget document. Also includes the Capital Improvement Program and preparing the 5-year Capital
Improvement Plan, various other financial modeling, and gathering and reporting on economic and financial statistical
information and analysis.
Debt Administration and Treasury Management: Debt administration includes capital planning and analysis, debt issuance,
meeting on-going disclosure and bond covenant requirements, maintaining credit ratings and investing bond proceeds.
Treasury management includes establishing and reviewing cash controls, monitoring cash collection and disbursement
procedures, forecasting, maintaining banking relations, cash management services, establishing investment policies and
portfolio management.
Benefits Administration: Includes financial analysis of self-insurance pools and renewals, reconciliation of departmental claims
to premium invoices, reserve accounting and human resources support. Other responsibilities include retirement plan
administration and support. Finance Director and Finance Manager serve on the retirement boards.
FINANCE
Section IV, Page C-2
Estimated
Personnel Time Non-Personnel Costs Total
Activity Cost
Performance
Metric(s)
Accounting and Financial Reporting 67%$98,189 $665,965 Audit
Budgeting and Long-Range Planning 23%$33,707 $228,615 Budget vs. Actual
Debt Administration and Treasury Management 6%$8,793 $59,639 None
Benefits Administration 4%$5,862 $39,759 Employee Outreach
Network Administration 45%$69,742 $198,803 System Availability
Customer Service 50%$77,491 $220,893 Problem Resolution
Performance
Technology Planning 5%$7,749 $22,089 Long-Range IT Plan
Central Services and Stores 100%$532,765 $615,557
1. Implemented Laserfiche workflow process for invoice approval.
2. Converted fixed assets data from Sungard platform to PubWorks.
3. Successfully managed move into new Town Hall offices.
4. Implemented contractor's license application and payment process into MunRevs platform.
5. Implemented new processes for the collection of the new cigarette excise tax and tobacco retail sales tax.
1. Evaluate and implement an Enterprise Resource Planning system.
2. Evaluate and implement a purchasing card system.
3. Evaluate compliance of Village (at Avon) Development Agreement concerning tax credits and Town's financial obligations.
4. Assist with Citizen's Finance Committee.
Finance
IT
Nondepartmental
DEPARTMENT COST ALLOCATIONS
2019 MAJOR ACCOMPLISHMENTS
2020 STRATEGIC GOALS
ACCOMPLISHMENTS AND GOALS: FINANCE AND IT
Section IV, Page C-3
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 360,640$ 421,130$ 424,661$ 443,120$
Commodities 1,341 1,239 1,239 1,931
Contract Services 38,427 84,868 82,868 40,150
Other Operating Costs 34,432 12,947 12,947 12,651
Capital Outlay 1,337 3,300 3,300 2,250
Total 436,177$ 523,484$ 525,015$ 500,102$
Planning & Administration 285,715$ 343,353$ 343,353$ 314,587$
Building Inspection 150,462 180,131 181,662 185,515
Total 436,177$ 523,484$ 525,015$ 500,102$
Planning Director 1 1 1 1
Planning & Permit Technician 0 0.5 0.5 0.5
Planner II 1 1 1 1
Building Official 1 1 1 1
Total 3 3.5 3.5 3.5
BUDGET SUMMARY: COMMUNITY DEVELOPMENT DEPARTMENT
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
PROGRAM ACTIVITIES AND OPERATIONS: COMMUNITY DEVELOPMENT
The Community Development Department takes the lead role in ensuring the Town’s built environment maintains and
advances a livable community, one which meets the needs of the residents, businesses, and visitors. The Planning Division
manages all current and long-range community planning functions. The Building Official and Planning and Permit Technician
provide start-to-finish permit and inspection services for residential and commercial development.
ADMINISTRATION OF THE DEPARTMENT
The Community Development Department is administered by the Planning Director, who spends approximately 60% of the
position’s time in managing applications, Council agenda items, Planning and Zoning Commission agendas, and special
project work. The remainder of the Planning Director’s time is spent with hands-on project review and special planning
work.
DEPARTMENT FINANCIAL SUMMARY
PLANNING
Current Planning / Land Use Applications: Review and process applications for land use under the rules and procedures of
the Avon Municipal Code. Includes pre-application, public process with PZC/Council.
Administration: Review all new applications and contractor registration applications at the front counter, including assisting
the general public with inquiries. Finance administration for permitting and planning applications, including escrow
accounts. This includes administration of the department by the Planning Director.
Section IV, Page D-1
Long-Term Planning: The Community Development Department is responsible for the development of long range planning
for the Town of Avon. Walkability improvements and capital projects related thereto are evaluated based upon approved
long range planning documents and the Strategic Plan.
BUILDING PERMITS AND INSPECTIONS
Building Inspection/Plan Review: The Building Division provides all construction related services in the Town. The division
is responsible for the enforcement of the building, plumbing, and mechanical codes, and Title 15 of the Avon Municipal
Code. On a day to day basis this division reviews and processes permit applications, performs inspections, and coordinates
with other agencies that perform specialized inspections such as Eagle County Health, NWCCOG, and State Electrical
Inspectors. Code enforcement matters are handled on an as-needed, or complaint driven basis with a gradual increase in
activity each year.
Section IV, Page D-2
Estimated
Personnel Time
Non-Personnel
Costs
Total
Activity Cost Performance Metric(s)
Administration 30%19,322$ 94,376.10$ Community Survey
Current Planning / Land Use Applications 28%18,034 88,084.36 Community Survey
Long-Term Planning 40%25,762 125,834.80 Community Survey
GIS Mapping / Informational Services 2%1,288 6,291.74 Cost Effectiveness of IGA
Building Administration 20%3,975$ 37,103$ Community Survey
Building Plan Review 20%3,975 37,103 Community Survey
Building Inspection 50%9,938 92,758 Community Survey
Code Enforcement 10%1,988 18,552 Community Survey
1. Contractor Licensing code amendments with online registration and renewals
3. Major Construction Starts: Riverfront Phase I, Colorado World Resorts, Avon Apartments
4. Code Amendments including Inclusionary Zoning Regulations
5. Opportunity Zone Prospectus
2. Roll out of paperless system and software for Building Inspections, Plan Review, and Planning
3. Implementation plan for Town Properties Plan
4. Collaborative partnership and planning process with Village at Avon
1. Implementation of Housing Plan, prioritizing Wildwood housing project
Community Events and Grants
2019 ACCOMPLISHMENTS
2020 STRATEGIC GOALS
Building
2. Hahnewald Barn planning and community engagement
ACCOMPLISHMENTS AND GOALS: COMMUNITY DEVELOPMENT
DEPARTMENT COST ALLOCATIONS
Planning
Section IV, Page D-3
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 2,720,952$ 2,920,206$ 2,847,378$ 3,131,935$
Commodities 208,646 171,515 180,467 268,693
Contract Services 59,107 75,096 75,096 67,405
Other Operating Costs 663,824 763,359 771,559 810,078
Capital Outlay 68,001 44,653 44,653 38,300
Total 3,720,530$ 3,974,829$ 3,919,153$ 4,316,411$
Administration 763,568$ 846,711$ 846,756$ 884,991$
Patrol 2,634,838 2,812,128 2,756,693 3,100,349
Investigation 292,124 315,990 315,704 331,071
Total 3,690,530$ 3,974,829$ 3,919,153$ 4,316,411$
Police Chief 1 1 1 1
Deputy Police Chief 1 1 1 1
Sergeant 3 5 5 5
Investigator/Detective 1 1 1 1
Patrol Officer 14 13 13 13.5
Administrative Services Officer 2 2 2 3
Administrative Asst.0.5 0.5 0.5 0.5
Total 22.5 23.5 23.5 25
Authorized Positions
PROGRAM ACTIVITIES AND OPERATIONS: POLICE
Administration: The Police Chief, Deputy Chief and three (3) Administrative Services Officers are responsible for the day-to-day
operations of the police department and interaction with Avon Town staff on projects such as budget and department liaisons.
Administration is responsible for managing the front desk, customer service, accreditation, records management, outside
government liaisons, evidence/property management, policy/procedure, training, and support for police operations. The Chief
and Deputy Chief sit on many law enforcement committees and community organizations.
ADMINISTRATION OF THE DEPARTMENT
The Police Department is administered by the Police Chief, and is assisted by a Deputy Chief and five (5) Sergeants. The Police
Chief spends 90 % in general administration with 10 % contributed to the oversight of community policing programs, including
time on law enforcement committees and community organizations. The Deputy Chief provides general administration
approximately 95% of time, including time on law enforcement committees and community organizations with the balance spent
in the field. Each Patrol Sergeant oversees three (3) police officers (when at full staffing) while the Detective Sergeant supervises
a detective and major programs such as police training. There is a part time (.4) sergeant who assists with patrol coverage, special
events, training, employment background checks, extra duty requests and other assigned projects.
DEPARTMENT FINANCIAL SUMMARY
BUDGET SUMMARY: POLICE DEPARTMENT
The Avon Police Department is a full service municipal law enforcement agency responsible for 24/7 police protection in the
Town of Avon for over 40 years. Avon police employees strive to meet the Department’s Mission Statement of “We serve to
better our community” and to fulfill our motto of "Count on Us!", employing community policing strategies on a day-to-day basis
to ensure the safety and security of our residents and guests in Avon.
Department Expenditures by Category
Department Expenditures by Program
Section IV, Page E-1
Estimated
Personnel Time Non-Personnel Costs Total
Activity Cost
Performance
Metric(s)
Administration 20%726,343$ 863,282.20$ Community/Internal Survey,
CALEA
Patrol Operations 65%1,579,235 2,805,667.15$ Response Time, Crime Stats
Investigations 10%402,287 431,641.10$ Crime Clearance Rates
Community Programs/Outreach 5%215,821 215,820.55$ Community Survey, Facebook
1. The department completed year three of a four-year Commission on Accreditation for Law Enforcement Agencies;
accreditation cycle in March of 2019. We will complete the year four assessment in September 2019 and the final on-site visit in
October 2019.
Patrol Operations: At full staff, Patrol Operations are staffed by four (4) sergeants and twelve (12) patrol officers. One sergeant
and three patrol officers are assigned to each of four teams covering 24/7/365. These teams are responsible for community
policing, proactive biking, walking and vehicle patrolling and responding to emergencies and calls for service. Officers are
responsible for investigation of crimes to property and persons, traffic enforcement/education, traffic crash investigations and
crime prevention/community outreach.
3. Other community policing activities to include: led a countywide active shooter response training for law enforcement, fire and
EMS personnel. Proactive school resource program, participated in steering committee for new child advocacy and forensic
center in Breckenridge, introduced mobile fingerprint scanners in vehicles and conducted a Wildridge Wildland fire evacuation
exercise.
4. Coordinated multiple community activities to include the Polar Plunge and Tip a Cop raising money for Special Olympic
Athletes. Actively participated in Speak Up Reach Out, Total Health Alliance, Eagle Valley Behavioral Health and 1A Board of
County Commissioners Advisory committee.
2. Officers have completed over 460 hours of community policing bike patrol; participated in multiple successful music and sports
events that concluded safely to include an amazing 2019 Salute to the USA with upwards of 25,000 guests; hosted Coffee with a
Cop events; participated in resort policing ski patrol program. Officers also participated in countywide Gore Range DUI Task
Force and assisted the Granite Drug Task Force in saving lives. Avon PD has continued to organically increase social media
presence to over 2500 followers.
Investigations: The Investigations Division is staffed by one (1) Detective Sergeant and (1) Detective. The Detectives are
responsible to support patrol operations, investigate major crimes, conduct background investigations, administer the police
training program, and provide administrative support to the Town Clerk for liquor licensing.
Community Programs/Outreach: Community Policing is the core philosophy of the Avon Police Department and each member
is responsible to “better our community” during every shift. Approximately 5% of Avon Police time, 2000 hours is associated with
community programs, community resort policing and outreach. These Community Programs include Citizens and Latino
Academies, National Night Out; Neighborhood Watch; School Resource Officer Programs; Public Safety/Community Committees,
Bike Patrol, Task Forces, Special Olympics events and Coalitions. The Community programs and outreach involves everyone in
the department from Chief, Deputy Chief, officers and administrative staff.
DEPARTMENT COST ALLOCATIONS
Police
ACCOMPLISHMENTS AND GOALS: POLICE
2019 MAJOR ACCOMPLISHMENTS
Section IV, Page E-2
4. Continue to assist the GRANITE Drug Task Force in apprehending and prosecuting drug dealers and to reduce the exposure of
our children especially to the harder drugs like meth, heroin and cocaine that have been more prevalent in our community.
5. Successfully completed the 11th Annual Avon Police Citizen's Academy & 7th Annual Latino Citizen's Academy. Hosted a state
wide training with the FBI Hostage Rescue Team in the Denver North Metro area. Actively engaged in immigrant community
outreach through the Law Enforcement Immigrant Alliance. Avon PD delivered multiple Community Active Shooter Response
trainings to local business.
2020 STRATEGIC GOALS
1. Continue community resort policing by further engaging with our community and guests, through bicycle patrols, Coffee with
a Cop events, hosting a Ski with a Cop activity, National Night Out , Latino and Citizen Police Academies and the Kids, Cops and
Hoops program.
2. Continue our CALEA national accreditation, adhering to nationally recognized policies and procedures reflecting community
values, while recognizing and respecting individual rights. We will be adopting the 6th edition, which will involve considerable
work updating our policies and procedures to the most current edition. The year 2020 will be our first year of a new four-year
accreditation cycle. We will finalize the implementation of a countywide Records Management System web-based upgrade.
3. Fully implement a drone program with qualified officer pilots, and with a good operating policy, to use in incidents to include
lost children, lost adults, traffic accidents and tactical operations. Also, transition the eCitation program from handheld devices to
the in-car mobile terminals.
5. Conduct a wildland fire evacuation exercise for Wildridge subdivision before Wildland fire season in 2020.
Section IV, Page E-3
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 650,147$ 727,127$ 727,127$ 780,050$
Commodities 54,313 102,511 102,511 72,104
Contract Services 196,518 244,797 244,797 205,361
Other Operating Costs 518,846 448,161 448,161 489,888
Capital Outlay 83,181 3,500 3,500 3,835
Total 1,503,005$ 1,526,096$ 1,526,096$ 1,551,238$
Engineering 241,861$ 275,025$ 275,025$ 273,385$
Buildings and Facilities 1,261,144 1,251,071 1,251,071 1,277,853
Total 1,503,005$ 1,526,096$ 1,526,096$ 1,551,238$
Town Engineer 1 1 1 1
Project Engineer 1 1 1 1
Town Electrician 1 1 1 1
Facilities Superintendent 1 1 1 1
Building Technician II 2 2 2 2
Lead Building Technician 1 1 1 1
Total 7 7 7 7
DEPARTMENT FINANCIAL SUMMARY
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
BUDGET SUMMARY: ENGINEERING DEPARTMENT
The Engineering Department provides and maintains public infrastructure, such as roads, drainage ways, and town facilities in a
safe and sound manner. Department work includes the managing capital projects, review of construction documents, and
assisting in the planning for future infrastructure. The Buildings and Facilities division operates and maintains the six major
buildings, pavilion and other facilities.
ADMINISTRATION OF THE DEPARTMENT
The Engineering Department is administered by the Town Engineer who spends approximately 15% managing the Water Fund,
15% on the Buildings and Facilities operations, and the remaining 65% on the Capital Improvement Program. The Project
Engineer spends the majority of the time on managing capital projects . The Facility Superintendent, Lead Building Technician,
2 Building Technicians and Electrician maintain the Town's facilities.
Section IV, Page F-1
Estimated
Personnel Time Non-Personnel Costs Total
Activity Cost
Performance
Metric(s)
Capital Improvement Program 85%28,756$ 232,377$ Construction On Time/
Budget
Subdivision and Development Review 15%5,075 41,008 Timely Review
of Projects
Buildings and Facilities 100%772,146 1,277,853 Response Time
for Complaints
2. Construct on-street parking spaces on West Benchmark Road.
3. Managed the design and construction of Beaver Creek Blvd Streetscape Project
1. Implement the Facility management software PubWorks.
2. Initiate the Town Owned Properties Development Plan.
3. Maintain the Town's facilities in a correct and effective manner.
4. Demolish the old Town Hall building, overlay Eaglebend Drive and Yoder Avenue and complete improvements in Nottingham
Park.
PROGRAM ACTIVITIES AND OPERATIONS: ENGINEERING
ACCOMPLISHMENTS AND GOALS: ENGINEERING
2019 MAJOR ACCOMPLISHMENTS
1. Managed the construction of the street improvement projects, including New Town Hall, Riverfront Trail Connector,
Nottingham mud flow, Whitewater Park repairs and fitness court.
2020 STRATEGIC GOALS
ENGINEERING AND CAPITAL PLANNING
Capital Improvement Program: The Engineering Department oversees the Capital Improvement Program by identifying and
estimating costs for needed projects, procuring engineering and architecture firms to design identified projects, preparing the
contract documents, advertising and bidding out the projects, selecting the contractor and managing the projects through
construction and warranty.
5. Complete all capital projects identified in the 2019 budget.
Subdivision and Development Review: Assisting the Community Development Department with the review of all development
applications, the Engineering Department ensures conformance with the Town’s adopted design guidelines, codes and
standards.
Buildings and Facilities: The Buildings and Facilities Division is responsible for the maintenance, repair, and electrical and
needs of town buildings and assets. The Division reviews what can be done in-house and what should be contracted, utilizing
outside resources when the Town lacks the specialized expertise or equipment for maintenance. The Division employs one
Facility Supervisor, three full-time Building Technicians and one Electrician. Salary to operational budget ratio is 29%, with the
Division dividing its time between building maintenance and repair (60%), operating facilities (20%) and admin. duties (20%).
BUILDINGS AND FACILITIES
DEPARTMENT COST ALLOCATIONS
Engineering and Capital Planning
Section IV, Page F-2
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 1,387,280$ 1,505,302$ 1,472,723$ 1,763,161$
Commodities 215,063 313,953 303,953 340,597
Contract Services 586,053 566,391 476,391 497,866
Other Operating Costs 488,248 553,312 553,312 569,710
Capital Outlay 18,719 24,500 24,500 101,498
Total 2,695,363$ 2,963,458$ 2,830,879$ 3,272,832$
Roads and Bridges 2,140,617$ 2,333,035$ 2,300,456$ 2,633,092$
Parks 554,746 630,423 630,423 639,740
Total 2,695,363$ 2,963,458$ 2,930,879$ 3,272,832$
Public Works Director 1 1 1 1
Public Works Superintendent 1 1 1 1
Public Works Supervisor 1 2 2 2
Operator II / Master Gardener 1 1 1 1
Operator I 11 11 11 11
Total 15 16 16 16
BUDGET SUMMARY: PUBLIC WORKS DEPARTMENT
The Public Works Department is responsible for operational management and maintenance of the Town's parks, open space,
streetscape, hard and soft trails, Nottingham Lake, bridges, roads and streets, sidewalks, landscaping and storm water
infrastructure. The Department is managed by the Public Works Director, with supervisory support from the Public Works
Superintendent and Public Works Supervisors.
The Department is managed by the Public Works Director, who reports directly to the Town Manager. The Director spends
approximately 75% in general department administration, including developing work plans and work supervision. Right-of-way
and snow removal permit administration and inspection of permits takes 20% of the position's time, with the balance working in
the field. The Public Works Superintendent spends approximately 60% in general department administration and 40% in the field,
who reports directly to the Public Works Director. The Public Works Supervisors who reports directly to the Public Works
Superintendent, spend approximately 10% in general department administration and 90% managing work in the field.
DEPARTMENT FINANCIAL SUMMARY
DEPARTMENT EXPENDITURES BY CATEGORY
ADMINISTRATION OF THE DEPARTMENT
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
Section IV, Page G-1
Estimated
Personnel Time Non-Personnel Costs Total
Activity Cost Performance Metric(s)
Administration 8%72,277$ 210,647$ Operational Success
General Road Maintenance 46%415,594$ 1,211,222$ Maintenance Cost per Mile
Snow Removal Operations 46%415,594$ 1,211,222$ Cost Per Lane Mile
Ditch Maintenance 5%31,987$ 31,987$ Cost Per Linear Foot
Parks Operations and Maintenance 95%607,753$ 607,753$ Maint. Cost Per Acre/Facility
PROGRAM ACTIVITIES AND OPERATIONS: PUBLIC WORKS
ADMINISTRATION
Administration: The Public Works Director manages all work of the department, including but not limited to development,
implementation and monitoring of seasonal staff work plans for snowplowing, ice management, cinder clean-up, ditch
maintenance, noxious weed program, special event assistance, and parks operations and maintenance. The work also includes
management of contract work, locate requests, ROW permit program, inspections of construction sites, utility projects, budgetary
planning and approval of travel, training and conferences. In addition to the Director, the Parks Superintendent contributes 75%
of all hours to administration.
ROAD AND BRIDGE
General Road Maintenance: The Town has approximately 60 lane miles of streets and roads, six bridges, two railroad overpasses,
eight miles of sidewalk, approximately and 17 miles of soft and hard trails. Work includes guardrail repair, utility locates, Special
Event assistance, street sweeping, cinder pick-up, street striping, sign production and maintenance, banner placement, and weed
control.
Snow Removal Operations: Work includes snow and ice removal on all streets, roads and bridges, including traffic enforcement,
education, traffic crash investigations and crime prevention/community outreach.
Ditch Maintenance: Maintenance of the Town's major storm water system, includes traffic control and cleaning of ditches and
hauling of waste.
PARKS
Parks Maintenance: Maintenance of four parks, including over 65 acres of irrigated open space, the beach area at Nottingham
Park, multi-use fields, playground equipment, three tennis courts, two pickle ball courts, three basketball courts, two volleyball
courts, a nine-hole disc golf course, two picnic shelters, 800+ trees, 83 trash receptacles, and 24 pet stations. Winter includes set-
up and care of the outdoor ice rink at Nottingham Park.
Town Center West: Maintenance of the Avon pedestrian mall, including Possibilities Plaza and Lettuce Shed Lane.
DEPARTMENT COST ALLOCATIONS
Road and Bridge
Parks
Section IV, Page G-2
2. Completed Town-wide fire mitigation by removing debris and creating defensible space.
3. Completed tree assessment.
4. Completed hazard tree removal.
5. Cleaned out sediment ponds on Nottingham Road.
6. Painted all park benches in Town.
8. Switched Avon police station and Post Boulevard irrigation systems from potable water to raw water.
9. Implemented "water smart" to all TOA irrigation accounts in cooperation with the Eagle River Water and Sanitation District.
3. Complete tree assessment and recommend action plan for diseased trees.
4. Continue to reduce water usage for irrigation while increasing turf grass quality.
5. Mulch under all trees at Nottingham Park and wherever else needed.
6. Implement the use of PubWorks software and train staff accordingly.
2. Complete all maintenance upgrades, including chipped concrete repair and crosswalks.
7. Completed cinder clean-up on various areas within Town limits.
2019 MAJOR ACCOMPLISHMENTS
2020 STRATEGIC GOALS
ACCOMPLISHMENTS AND GOALS: PUBLIC WORKS
1. Provided In-kind support for 2018 Special Events for both Town produced and 3rd party events.
10. Performed irrigation audit which showed 4% decreased irrigation water usage at Nottingham Park.
1. Assist with 2019 capital project implementation.
Section IV, Page G-3
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 1,298,196$ 1,385,462$ 1,389,849$ 1,535,515$
Commodities 66,475 82,299 78,149 85,381
Contract Services 32,231 43,147 41,900 45,192
Other Operating Costs 185,981 196,716 197,313 208,538
Capital Outlay 2,688 2,150 2,150 6,230
Total 1,585,571$ 1,709,774$ 1,709,361$ 1,880,856$
Administration 231,723$ 244,300$ 246,250$ 269,711$
Adult Programs 61,690 62,395 65,344 50,032
Aquatics 595,029 673,414 681,108 662,235
Fitness 156,099 136,807 137,141 138,324
Guest Services 331,601 343,483 336,671 361,889
Youth Programs 166,058 157,751 160,701 213,422
Community Swim Program 43,371 91,624 82,146 185,243
Total 1,585,571$ 1,709,774$ 1,709,361$ 1,880,856$
Recreation Director 1 1 1 1
Recreation Superintendent- Recreation Services 1 1 1 1
Recreation Superintendent-Aquatics 1 1 1 1
Recreation Programs Supervisor 1 1 1 1
Swim Program Supervisor 1 1 1 1
Recreation Specialist 1 1 1 1
Recreation Coordinator-Aquatics 2 2 2 2
Recreation Coordinator-Guest Services 2 2 2 2
Total 10 10 10 10
BUDGET SUMMARY: RECREATION DEPARTMENT
ADMINISTRATION OF THE DEPARTMENT
The Recreation Department is administered by the Recreation Director, who dedicates time to strategic leadership,
personnel management, financial reporting and controls, contract negotiations, and the development and
implementation of operating guidelines. The Director also oversees all program development and implementation,
online brochure production and distribution and the oversight and management of cleaning and custodial of all
Town owned properties.
DEPARTMENT FINANCIAL SUMMARY
DEPARTMENT EXPENDITURES BY CATEGORY
The Recreation Department oversees the operations and management of the 45,000 square foot Avon Recreation
Center, and youth, adult and senior recreational programs, which are provided at the Recreation Center and Town
parks. The Department is responsible for operational oversight and management of park and lake recreational
activities and is also responsible for all facility custodial care and supplies, including the Recreation Center, Town
Hall and Swift Gulch buildings.
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
Section IV, Page H-1
FITNESS AND RECREATIONAL PROGRAMS
Adult Programs: This department focuses on meeting the needs of adult recreation program participants ages 18-
85. New and innovative programming is being developed and tested to meet the needs of our ever-changing
population. The estimated recovery ratio for 2020 will be 22%. The Adult Program Division spends 85% of time on
development and maintenance of existing program offerings and 15% on scheduling, marketing and researching
new program offerings.
Youth Programs: This department focuses on offering community based child care for school aged children
throughout the year. In 2020 the youth programs division plans on continuing to grow its participation numbers.
The estimated recovery ratio for 2020 will be 124%. The Youth Program Division spends 40% of time on Summer
Camp operations, 30% on After School Program operations, 15% on Schools-Out Program operations and 10% on
New Program Development and 5% on Existing Programming maintenance.
Fitness: The Fitness Division provides the community with over 50-hours of weekly "Group X" classes to include a
balanced offering of Yoga/Pilates based classes, group cycling, aerobics based and strength/conditioning based
classes, as well as personal training services, fitness assessments and orientation and body composition testing.
The Division offers seasonal programming and classes such as Outdoor Boot Camp and Winter Sports Conditioning.
The Fitness Division oversees the management of the fitness floor. 91% of staffing time is applied to fitness classes
and programs, with the balance of 9% on administrative responsibilities for hiring, training, scheduling and
marketing.
GUEST SERVICES
AQUATICS
Aquatics: This Division offers aquatic programming for people of all ages and abilities including: lifeguard training
classes, water safety instructor courses, kayak and scuba offerings, water aerobics classes, beginning diving classes
and public safety classes. The Aquatics Division devotes 60% of personnel time to pool safeguarding activities, with
5% of time to other programs, 20% spent on administration, and 15% on maintenance of the pools.
Community Swim Program: The Town of Avon Community Swim Program is a year-round comprehensive plan that
includes five levels of Learn to Swim classes for youth ages 6 months-17 years old and two levels for adults ages 18
and up. The Learn to Swim progression of skills will prepare students to be proficient in basic swimming skills.
Youth swimmers wishing to go beyond the Learn to Swim progression may continue with our Recreational Swim
Team, or our USA Swimming registered swim team. The Avon Narwhals Swim Club is our competitive travel team
that competes at the state and regional level on a year-round swim meet schedule. The program also offers private
and semi-private swim lessons for all ages, levels and abilities.
Guest Services: This Division primarily provides admission to the recreation center, pass/punch card sales, and
program registration. The front desk serves as the focal point for information dissemination to customers as well
as personnel. The Guest Service division also oversees swim beach based operations. The salary to operational
budget expenses ratio is 64%. Guest Services Division spends 69% of time with front desk operations, 25% on
administrative duties and 6% on hiring and training.
PROGRAM ACTIVITIES AND OPERATIONS: RECREATION
Section IV, Page H-2
Estimated
Personnel Time
Non-Personnel
Costs
Total
Activity Cost
Performance
Metric(s)
Administration 100%81,547$ 269,711$ Membership
Guest Services 100%120,120$ 361,889 Community Survey
Administration 20%24,994 132,447 Staffing Success
Lifeguarding 60%74,982 397,341 Accidents/Claims
CPR and other classes 5%6,249 33,112 Participation,
Recovery Ratio
Pool Maintenance 15%18,746 99,335 Pool Condition/
cleanliness
Swim Program 100%43,178 185,243 Participation,
Recovery Ratio
Adult Programs 25%5,968 50,032 Participation,
Recovery Ratio
Youth Programs: Summer Camp 30%7,478 64,027 Participation,
Recovery Ratio
Youth Programs: Before & After School Programs 25%6,157 53,356 Participation,
Recovery Ratio
Youth Programs: Schools Out Camps 10%2,493 21,342 Participation,
Recovery Ratio
Youth Programs: Administration 10%2,463 21,342 Staffing Success
Fitness 100%65,060 138,324 Participation,
Recovery Ratio
4. Increased USA Swim Meet participation by more than 50%.
2019 MAJOR ACCOMPLISHMENTS
ACCOMPLISHMENTS AND GOALS: RECREATION
1. Completed a $500,000 remodel and upgrade that added additional studio space, increased weight room,
cardio room space and equipment.
3. Hosted USA Swimming sanctioned Open Water Swim Meet ; increased participation by 72%.
2. Hosted Learn to Swim lessons for Avon Elementary School and Battle Mountain High School students.
Aquatics
Programs
DEPARTMENT COST ALLOCATIONS
Administration and Guest Services
Community Swim Program
Fitness
5. Three USA Swim Meet participants qualified and competed at the multi-state, Western Zones swim meet.
7. Transformed the Senior Lifeguard position to a Recreation Coordinator-Aquatics position.
8. Increased daily attendance of facility to a record high of 482 patrons per day.
9. Completed construction and hosted a grand opening of the new outdoor, adult, fitness area (Fit Court) which
was paid for with $140,000 in grant funding.
10. Expanded weekly senior fitness classes.
6. Updated the audio and video system throughout the facility.
11. Reached full lifeguard staff roster for Summer 2019.
Section IV, Page H-3
1. Increase training and responsibilities for full-time coordinator staff.
2. Increase FT supervisor and coordinator professional development opportunities.
3. Remodel Recreation Center locker rooms.
4. Enroll 300 students in Learn to Swim program; 20% of whom join through our financial assistance program.
5. Increase Open Water Swim Meet participation, held on Nottingham Lake, by 50%
6. Exceed $1,000,000 in admissions revenue.
7. Upgrade components of pool, pump room to improve efficiency.
8. Expand programs offered at Nottingham Lake to include: Open Water Swim clinics and SUP race.
2020 STRATEGIC GOALS
Section IV, Page H-4
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 884,155$ 977,342$ 944,685$ 1,028,060$
Commodities 119,678 129,363 129,363 136,633
Contract Services 48,399 115,379 115,379 123,384
Other Operating Costs 625,361 620,684 620,684 651,934
Debt Service 60,220 41,755 41,755 41,755
Capital Outlay 1,451 1,031,500 1,500 2,000,000
Total 1,739,264$ 2,916,023$ 1,853,366$ 3,981,766$
Administration 269,819$ 286,200$ 259,051$ 277,931$
Operations 1,317,650 2,087,011 1,048,847 3,144,688
Wash Bay 151,795 169,092 179,092 179,309
Mobility Programs - 373,720 376,376 379,838
Total 1,739,264$ 2,916,023$ 1,863,366$ 3,981,766$
Mobility Director 1 1 1 1
Transit Operations Superintendent/Supervisor 1 1 1 1
Wash Bay Operator 1 1 1 1
Transit Operator 5 5 5 5
Total 8 8 8 8
BUDGET SUMMARY: MOBILITY DEPARTMENT
DEPARTMENT EXPENDITURES BY PROGRAM
DEPARTMENT EXPENDITURES BY CATEGORY
AUTHORIZED POSITIONS
ADMINISTRATION OF THE DEPARTMENT
The Mobility Department is administered by the Mobility Director, with the assistance of the Transit Operations Superintendent
and the Transit Operations Supervisor.
DEPARTMENT FINANCIAL SUMMARY
The Mobility Department is the singular department of the Mobility Fund and is responsible for all multimodal (mobility)
operations for the Town of Avon, and parking management. The Department coordinates with ECO regional buses. The Mobility
Fund receives Town general taxes (accommodation taxes) to support free bus operations and grant matches, in addition to a
joint funding of the skier bus and evening dinner services, with the Beaver Creek Resort Company.
Section IV, Page I-1
Route Operations: Includes service design/service implementation schedule and policy, system safety and security, fleet
management, customer (guest) service protocols, employee standards, seasonal employee recruitment, training, and
certification, performance metric(s), and day to day field operational supervision.
Winter Service: Five (5) route operations occur during the winter months: The Blue, Red, and Night Rider routes serve the Avon
core and residential areas other than Wildridge; a Skier Shuttle and an evening Restaurant Shuttle is supported with a
contribution from Beaver Creek. Service Hours and costs are summarized in the table below. The Town provides in-kind bus
service for The Birds of Prey World Cup, running additional buses.
Summer Service: The seven-day per week Blue, Red, and Night Rider Routes operate during the summer months. Hours and
route frequency are summarized in the table below.
WASH BAY
Wash Bay: Located in the Mobility Center, the wash bay accommodates large buses and smaller vehicles, and equipment. The
bay also includes a service station for checking fluids and daily checklists. Charges are estimated each year based upon the
operational and maintenance costs of operating the wash bay, including staff time for servicing vehicles.
2020 Avon Transportation Proposed Routes
PROGRAM ACTIVITIES AND OPERATIONS: Mobility
ADMINISTRATION
Administration: The Mobility Director oversees the Town of Avon's multimodal transportation program, and parking
management program; including but not limited to providing day-to-day bus service routes, strategic planning, budget
development and management, establishment of performance goals and passenger feedback systems, designs and implements
advertising and promotion, maintains ADA certification and compliance, transit vehicle procurement, coordination with Federal
Highway Administration, Colorado Department of Transportation, I70 Coalition, and other regional transportation agencies,
grant solicitation/management, and Intergovernmental Agreement/Third Party contract execution.
ROUTE OPERATIONS
Section IV, Page I-2
Estimated
Personnel Time Non-Personnel Costs Total
Activity Cost
Performance
Metric(s)
Administration 100%233,231$ 277,931.00$ Operational Success
Winter Service 62%1,514,163 1,949,707 Cost/Route, Route Timeliness
Summer Service 38%928,035 1,194,981 Cost/Route, Route Timeliness
Wash Bay Operations 100%57,739 179,309 Satisfaction, Timeliness
Mobility Programs 100%287,437 379,838 Ridership
Wash Bay
DEPARTMENT COST ALLOCATIONS
Administration
Route Operations
2020 STRATEGIC GOALS
1. Awarded $246,000 grant from CDOT for Operations.
Mobility Programs
6. Finalize Lease agreement with Colorado State Patrol for the use of vacant offices at the Mobility Center. Leasing of the three
offices and shared meeting rooms is estimated at $2,000/month. $24,000/yr.
2. Continue to Investigate new public/private technologies/partnerships available to increase ridership and control costs.
3. Continue to focus on safety and guest satisfaction.
ACCOMPLISHMENTS AND GOALS: TRANSPORTATION
2019 MAJOR ACCOMPLISHMENTS
2. Bikeshare program expansion into Eagle County.
3. Led Multimodal Transportation & Parking Work Group.
4. Supported and participated in many regional transportation efforts to enhance and advance efficient Mobility.
5. Continue to pursue funding opportunities to support enhanced Mobility efforts.
4. Continue strong marketing plan to support walkability, parking and ridership.
1. Continue to explore and pilot multimodal transportation programs to decrease dependence on personal vehicles.
Section IV, Page I-3
Original or Final
Prev. Amend.Revised Proposed
Actual Budget Budget Budget
2018 2019 2019 2020
Personnel Services 803,318$ 884,266$ 843,488$ 998,838$
Commodities 448,603 432,650 405,617 430,639
Contract Services 81,363 59,939 59,939 52,735
Other Operating Costs 139,024 148,008 148,008 154,324
Debt Service 259,089 259,935 259,935 259,685
Capital Outlay 18,174 16,475 16,475 9,060
Total 1,749,571$ 1,801,273$ 1,733,462$ 1,905,281$
Fleet Maintenance 1,749,571$ 1,801,273$ 1,733,462$ 1,905,281$
Total 1,749,571$ 1,801,273$ 1,733,462$ 1,905,281$
Fleet Director 1 1 1 1
Purchasing Coordinator 1 1 1 1
Fleet Maintenance Foreman 2 2 2 2
Mechanic I-II 3 3 3 4
Mechanics Helper 1 1 1 1
Total 8 8 8 9
BUDGET SUMMARY: FLEET MAINTENANCE DEPARTMENT
ADMINISTRATION OF THE DEPARTMENT
The Fleet Department is administered by the Fleet Director who spends approximately 90% on general department
administration, and the balance on mechanic training and hands-on support.
DEPARTMENT FINANCIAL SUMMARY
DEPARTMENT EXPENDITURES BY CATEGORY
The Fleet Maintenance Fund is an enterprise operation and is used to account for operations that are financed and
operated a manner similar to private business enterprises, where the costs of providing services to the Town's
departments, other governmental third party agencies, and up to 10% private clients, can be fully recovered
through user charges. Monies may also be provided to the Fleet Maintenance Fund from general taxes collected by
the Town of Avon, when appropriate, to ensure a positive net income on an annual basis. The Fleet Department is
the only division in the Fund and provides equipment, vehicle and rolling stock maintenance and repair services are
offered.
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
Section IV, Page J-1
Estimated
Personnel
Time
Non-
Personnel
Costs
Total
Activity Cost
Performance
Metric(s)
Town of Avon Vehicles and Rolling Stock 30%271,933$ 571,584$ 70% Cost Recovery
Manage Town of Avon Fleet 5%45,322 95,264 Depart. Satisfaction
Complete Monthly Billing 5%45,322 95,264 Timeliness/Accuracy
Third Party Vehicles and Rolling Stock 60%543,866 1,143,169 70% Cost Recovery
4. Achieve full cost recovery within 3 years.
3. Integrate fuel monitoring software and hardware at the Parks facility with the main Fleet fuel site to track fuel use
of equipment used at the park and core of Town.
Manage Town of Avon Fleet: Procure fuel efficient and cost effective vehicles and equipment that meets the needs
of departments. Monitor use, manage and dispose of vehicles and equipment for greatest return of investment.
Procures parts and fuel for Town and user agencies.
Complete Monthly Billing: Generate invoices, spreadsheets and work orders for all fleet users using data
incorporated from a fleet management cost accounting system and fuel management program.
DEPARTMENT COST ALLOCATIONS
2. Upgrade the Town’s main fuel site to improve monitoring, tracking and dispensing of petroleum products.
4. Worked with Finance and IT to beta test the paperless invoicing system, Laserfiche.
2020 STRATEGIC GOALS
1. Set baseline standards for carbon output for the Towns Fleet of vehicles and implement carbon reduction goals
for the Towns climate action plan.
2. Elevate training efforts for new technology as it relates to the Fleet and automotive industry.
3. Completed a comprehensive Fleet study for operations, vehicle use and setting shop user rates.
Fleet Maintenance
ACCOMPLISHMENTS AND GOALS: FLEET MAINTENANCE
2019 MAJOR ACCOMPLISHMENTS
1. Implemented new Fleet Management and Asset software, PubWorks.
PROGRAM ACTIVITIES AND OPERATIONS: FLEET MAINTENANCE
Town of Avon Vehicles and Rolling Stock: Town departments are charged a competitive “fully burdened” shop rate
for regular maintenance and repair. The Fleet Department targets a billable total cost recovery of 60% - 80% from
work through the year.
Third Party Vehicles/Rolling Stock and 10% Private Clients: Third party governmental agencies are charged a
competitive “fully burdened” shop rate for regular maintenance and repair. The Fleet Department targets a cost
recovery of 60% - 80% from total work through the year. The department is allowed to contract with private clients
up to 10% of revenues or shop hours.
Section IV, Page J-2
970.748.4004 eric@avon.org
TO: Honorable Mayor Smith Hymes and Council FROM: Eric Heil, Town Manager
RE: Finance Committee Appointments
DATE: November 8, 2019
SUMMARY: Several Avon citizens have expressed interest in serving on the Avon Finance Committee,
including Dee Wisor, Steve Coyer, Markian Fedeschuk, and Craig Ferraro. The Finance Committee was
established by Council through the adoption of Resolution No. 19-15, which is attached to this report.
Resolution No. 19-15 states that the Finance Committee shall be 5 to 9 persons appointed by Council. I
believe there is one more person who has expressed interest, which I am confirming. But regardless, I
understand that Council can appointment four persons and we can commence the Finance Committee as
an active committee. I request that Council consider appointing these four community members to the
Finance Committee. Solicitation for interest to the Finance Committee was publicly posted for two months
as well as noticed in the Town’s newsletter.
Resolution 19-15 also contemplates two Council members serving as ex-officio non-voting members of the
Finance Committee. I request that Council considering appointing by motion two members of Council to
serve as the ex-officio non-voting members.
The statements of interest from the four candidates are copied below. I have invited the committee
candidates to the Avon Council meeting for introduction. These candidates are all community members
with whom we have experience and contact over the years and who have financial and budget experience
in various capacities, therefore, I would suggest that formal interviews are not necessary.
Steve Coyer: I’d like to offer my services to sit on the newly-created Citizens’ Finance
Committee for the Town. As you know, I have always been interested in Town affairs, and have
participated in council sessions on numerous occasions over the almost 20 years I’ve lived in
Town. My academic background includes a B.A. with Honors and Distinction in Economics
from the University of Michigan, as well as an MBA from Harvard. Since moving permanently
and full time to the Vail Valley, I have been President of The Mountain Star Association (our
homeowners’ association) for over fifteen years (now retired); Chair of The Youth Foundation
(now YouthPower365 and part of the Vail Valley Foundation) for over ten years; I serve on the
Executive Committee of the VVF as well; and am currently on the Board of Directors and
Treasurer of the Eagle River Water and Sanitation District.
Please let me know if there is any additional information you would like from me….
Regards, Steve
Markian Feduschak: I look forward to joining the newly formed finance committee and learning
more about Avon's important finances.
I have extensive experience, over 20 years, working with non-profit budgeting and accounting
and I spend a significant portion of my time on fiscal sustainability. Though I do not have
experience in the government finance sector, I'm look forward to learing more and I'm sure I can
provide a valuable perspective to this important initiative.
Page 2 of 2
As you know, I'll be out of the country until November 22 and can begin to participate when I
return.
Best regards, Markian
Dee Wisor: I would like to be considered for a position on the Town’s Ad Hoc Finance
Committee.
Jan and I reside at 4730 Wildridge Road East which we purchased in 2015. As you know, I am a
lawyer who has been practicing law since 1976. My practice is focused on public finance,
including bond issues, taxation, elections, TABOR compliance, and economic development. My
clients are mainly Colorado local governments including municipalities, counties, school
districts, and special districts. I have assisted the Town with most all if its financings since 1990
and I work with many other governments in Eagle County. I look forward to the opportunity to
serve if appointed.
Let me know if you need anything else.
Regards, Dee
Craig Ferraro: Please accept this email as my expression of interest in being a member of the
Avon Finance Committee. My understanding of this committee is it will be comprised of a
number of Avon Residents with the purpose of the committee to study the Town’s sources of
revenue and other financial areas of interest for the committee and provide analysis for the Town
Council and general public. compare against other municipalities tax and fee structure and
sources of revenue,
I believe I am qualified to be a benefit for this committee. I've been a resident of Avon for 19
years and have experience in reviewing some of the financial items which impact the town. A
long time ago I was a CPA and had some exposure to municipal fund accounting working with
towns in California. More recently I've been the CFO for Aspen Skiing Company (late 90's) and
East West Partners (2000-2011) and have had exposure to municipal financing through Metro
Districts in Colorado and California.
My understanding is the time commitment is consist of meetings once every month or two as
well as work on my own. I am teaching classes in Boulder during the Spring so there are certain
days I can't meet but believe I can work with other members of the committee to make it work
for everybody.
Thank you and the Council for your consideration. I am happy to answer any questions you may
have or provide additional information as needed.
Sincerely,
Craig Ferraro.
Page 1 of 3
RESOLUTION NO. 19-15
APPROVING AN AD HOC FINANCE COMMITTEE
WHEREAS, the Town of Avon, Colorado (the “Town”) is a home rule municipality and
political subdivision of the State of Colorado (the “State”) organized and existing under a home
rule charter (the “Charter”) pursuant to Article XX of the Constitution of the State; and
WHEREAS, Section 11.2 of the Town’s Home Rule Charter authorizes the Town Council to
create advisory boards and does not prohibit Town Council members from serving on non-
permanent advisory boards as ex-officio members; and
WHEREAS, the Town Council finds that an Ad Hoc Finance Committee will provide
valuable important review, research and advisory functions with regard to the Town’s financial
structure and local economy; and
WHEREAS, the Town Council finds that the establishment of an Ad Hoc Finance
Committee will promote citizen understanding and involvement in the Town’s financial
structure, serve to grow trust with the Town’s government, assure transparency, and will thereby
promote the health, safety and general welfare of the Avon community.
NOW THEREFORE, the Town Council, hereby RESOLVES to create the Ad Hoc
Finance Committee, as follows:
Section 1. Establishment, Purpose and Duties. There is hereby established the Ad Hoc
Finance Committee (“Finance Committee”) of the Town. The purposes and duties of Finance
Committee are as follows:
(a) To review, research and study the Town’s tax and fee structure and sources of revenue,
including but not limited to: (i) comparisons to both incorporated and unincorporated
peer communities, (ii) potential volatility associated with various revenue sources, and
(iii) determining the percentage of revenues attributable to residents, second home
owners, visitors and businesses;
(b) To review, research and study the Town’s economy as it relates to the Town’s finances;
(c) To prepare reports as appropriate to assist the Town Council and the general public to
better understand the Town’s finances;
(d) To make recommendations to the Town Council consist with this Resolution; and,
(e) To perform such other tasks related to the Town’s finances as the Town Council may
request.
Section 2. Membership. Finance Committee shall be composed of five (5) to nine (9)
appointed by the Town Council and who shall shall be eligible to cast votes as voting members
on the Finance Committee (“Voting Members”) and two (2) ex-officio non-voting members of
Council (“Ex-Officio Non-Voting Members”) appointed by Town Council.
Page 2 of 3
Section 3. Qualification of Voting Members. Residents of the Town, property owners in
the Town, and owners and employees of a business located in the Town are eligible to be
appointed as Voting Members. Appointments shall be made jointly by the Council after posting
notice of a vacancy for at least twelve (12) days.
Section 4. Qualification of Ex-Officio Non-Voting Members. Council members shall be
eligible for appointment to the two (2) Ex-Officio Non-Voting Members. Appointments shall be
made by Town Council. The term of office for Ex-Officio Non-Voting Members shall coincide
with each appointed Town Council member’s term or the expiration of the Finance Committee,
whichever is shorter. Ex-Officio Non-Voting Members shall have the equal right to participate
at Finance Committee meetings and equal right to receive all Finance Committee materials and
notices of Finance Committee meetings, but shall not have any right to vote on
recommendations, advisory matters, or other actions of Finance Committee.
Section 5. Quorum. Three (3) Voting Members of Finance Committee shall constitute a
quorum for the transaction of business, but in the absence of a quorum, a lesser number may
adjourn any meeting to a later time or date. In the absence of all Voting Members, any staff
member may adjourn any meeting to a later time or date.
Section 6. Term. The term of office for a Voting Member shall be temporary and indefinite
for the duration of the Finance Committee. A Voting Member of Finance Committee who ceases
to possess the qualifications for office that the Voting Member possessed at the time of
appointment may be permitted by the Town Council to serve until the end of the appointed term,
provided that the Finance Committee member continues to reside in Eagle County. Any member
of Finance Committee may be removed by Town Council pursuant to Section 8 - Removal
from Office, below.
Section 7. Vacancies. A vacancy on Finance Committee shall occur whenever a member of
Finance Committee is removed by the Council, dies, becomes incapacitated and unable to
perform the required duties for a period of ninety (90) days, resigns, ceases to meet the
qualifications of Finance Committee and is not permitted by Council to serve until the end of the
existing term or is convicted of a felony. In the event a vacancy of a Voting Member occurs, the
Mayor and Mayor Pro Tem shall jointly appoint a successor to fill the vacancy who shall serve
the remainder of the term of the former member after posting notice of such vacancy to solicit
interest from qualified persons. Council shall appoint Council members to fill any vacancy in an
Ex-Officio Non-Voting seat.
Section 8. Removal from Office. Any member of Finance Committee may be removed for
just cause at the pleasure of the Town Council by a majority vote of the entire Town Council in
office at the time the vote is taken. Just cause shall include misconduct, conduct unbecoming of
a Town official, violation of the Town Code of Ethics, inefficiency or more than two (2)
unexcused absences within a twelve-month period. Prior to removal, Town Council shall
conduct a hearing and shall provide written notice to the Finance Committee member stating the
grounds for removal at least three (3) days prior to the hearing.
Section 9. Officers. Finance Committee shall select its own Chairperson and Vice-
Chairperson. The Chair or, in the absence of the Chair, the Vice-Chair, shall be the presiding
officer of its meeting. In the absence of both the Chair and the Vice-Chair from a meeting, the
Voting Members present shall appoint a Voting Member to serve as Acting Chair at the meeting.
Page 3 of 3
Section 10. Compensation. All members of Finance Committee shall serve with
compensation and benefits, if any, as may be established by the Town Council and shall be
reimbursed for all authorized personal expenses incurred while performing duties as a Finance
Committee member.
Section 11. Staff. The Town Manager shall designate Town staff to serve as the staff of
Finance Committee and shall provide for the service of a recording secretary who shall act in the
capacity of secretary for Finance Committee.
Section 12. Rules and Regulations. Finance Committee shall operate in accordance with its
own rules of procedure; provided, however, that Finance Committee shall submit its proposed
rules or any amendment to the rules to the Town Council, which by motion shall approve the
rules or amendment and direct their adoption by Finance Committee or disapprove the proposal
with directions for revision and resubmission. The rules shall incorporate and comply with the
Colorado Open Meetings Law, Colorado Open Records Act, and the Colorado Municipal
Records Retention Schedule as such are adopted and implemented by the Town. The rules shall
be filed with the Town Clerk and maintained in the records of the Town and shall be subject to
public inspection. Finance Committee may provide for certain variances, exceptions and
exemptions from the requirements of its rules and regulations.
Section 13. Meetings. Finance Committee shall meet in accordance with the rules of
procedure governing Finance Committee and otherwise upon the call of the Chairperson or, in
the absence of the Chair, by the Vice-Chairperson. All meetings shall be held at the offices of
the Town, unless otherwise specified, with adequate notice given to all interested parties.
Section 14. Appropriation Authority. Finance Committee shall not have authority to
appropriate or spend Town funds. Finance Committee may provide recommendations to the
Town Manager and/or Town Council with regard to the annual budget for financial studies.
Section 15. Council Amendments. Town Council reserves the right to amend, increase,
reduce or change any or all of the powers, duties and procedures of Finance Committee.
Section 16. Expiration. The Finance Committee is a temporary, non-permanent advisory
board and shall automatically expire on January 31, 2022 unless terminated earlier by Council
resolution or unless the expiration date is extended by Council by resolution.
ADOPTED July 9, 2019 by the AVON TOWN COUNCIL
By:_______________________________ Attest:_________________________________
Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk
Ordinance 19-09 Lot 1, Riverfront Subdivision
Vested Rights Extension and Minor PUD Amendment Page 1 of 7
TOWN COUNCIL REPORT
To: Honorable Mayor Sarah Smith Hymes and Avon Town Council
From: Matt Pielsticker, Planning Director
Meeting Date: November 12, 2019
Topic: PUBLIC HEARING AND SECOND READING OF ORDINANCE 19-09, APPROVING A VESTED RIGHTS
EXTENSION AND MINOR PUD AMENDMENT FOR LOT 1 RIVERFRONT SUBDIVISION
ACTION BEFORE COUNCIL
Before Council is action on Second Reading of Ordinance 19-09, approving a Vested Rights Extension and
Minor PUD Amendment for Lot 1 of the Riverfront Subdivision.
UPDATE
This application was first heard by the Town Council on October 10, 2019. In addition to the changes
made between the first meeting and the approval of first reading on October 22, 2019, the application
has again been modified pursuant to Town Council direction. Specifically, changes were made to Exhibit
B of Ordinance 19-09, the PUD Development Plan. The language permitting encroachments up to 6’ into
the 10’ Right-of-Way setback (Note 2c) was further refined as follows:
“Buildings shall have a minimum setback of ten feet (10') from the Riverfront Lane road right-of-
way. Subterranean encroachments shall be permitted into this setback. Encroachments (such as
patios, balconies and eaves) of up to six feet (6') horizontally at finished grade and higher than
twelve feet (12') vertically above finished grade may be permitted into this setback for all
buildings located on Lot 1, if approved by the Town of Avon Planning and Zoning Commission and
Town Council during the Development Review process for Lot 1 (not to exceed 20% of the
permitted 6' wide encroachment area within the setback).”
AVAILABLE ACTIONS
1. Approve the second reading of Ordinance 19-09 as drafted.
2. Continue to November 19, 2019 or December 10, 2019.
3. Direct staff to prepare findings of fact and record of decision to deny the applications.
RECOMMENDED MOTION
“I move to approve second reading of Ordinance 19-09, thereby approving a Vested Rights Extension and
Minor PUD Amendment for Lot 1 Riverfront Subdivision.”
APPLICATION SUMMARY
Points of Colorado, Inc. (“the Applicant”), requests a Vested Property Rights Extension and Planned Unit
Development (PUD) Amendment (collectively “the Application”) to allow greater flexibility for a future
phased project on Lot 1, Riverfront PUD and Subdivision (“the Property”). The Applicant has authorized
East West Partners to act on their behalf for this review process since East West Partners is actively trying
to purchase the property for this future development.
Ordinance 19-09 Lot 1, Riverfront Subdivision
Vested Rights Extension and Minor PUD Amendment Page 2 of 7
The Riverfront PUD Development Plan, the governing zoning document, entitles the Property with two
separate buildings. The Application proposes the following amendments:
• Removal of building footprint stipulations and resultant building massing requirements
• Ability to construct aerial encroachments up to 6’ into the 10’ road setback, subject to design
review recommendations of Planning and Zoning Commission and final action by Town Council
• Architectural Guideline changes for retaining walls, massing approaching the river, and overhangs
• Modifications to building height for limited area along southern setback line
The Vested Property Rights are currently scheduled to expire on March 18, 2021. With a phased project
contemplated, the prospective owners of the Property are requesting an extension to March 18, 2024 for
a first phase, and March 18, 2025 for a second and final phase.
Details of the Application are included as: Attachment A – Riverfront Village Narrative, and Attachment B
– Cover Letter for Vested Rights Extension. The record of the Planning and Zoning Commission’s
affirmative recommendations are attached as Attachment C. Lastly, an Ordinance set to approve the
Application, is attached as Attachment D. For further details with respect to the PUD Development Plan
amendments please refer to Exhibit B to the Ordinance, also attached hereto.
PROCESS
Minor PUD Amendment
This request is processed under §7.16.060(h), Amendments to a Final PUD, AMC. Subsection (1)(ii), sets
forth criteria for a Minor Amendment, while subsection (2)(ii) sets forth the review procedures for the
same process. According the Avon Development Code, a proposed PUD amendment is considered
minor if it meets the following criteria for decision and has been determined as such by the Director:
(A) The PUD amendment does not increase density, increase the amount of nonresidential land
use or significantly alter any approved building scale and mass of development.
(B) The PUD amendment does not change the character of the development and maintains the
intent and integrity of the PUD.
(C) The PUD amendment does not result in a net decrease in the amount of open space or result
in a change in character of any of the open space proposed within the PUD.
The application, as submitted, meets the criteria for a Minor Amendment. The review procedures
require public hearings with the PZC and Council. Council makes the final decision after another public
hearing and action on an Ordinance for approval, or denial by motion and vote.
Vested Property Rights
Landowners may request extensions of vested property rights by applying at least six (6) months prior
to the expiration of the vested property rights. Public hearings are required by the Planning and
Zoning Commission and Town Council. Action is by ordinance of the Town Council.
Public Notification
Pursuant to Avon Municipal Code Table 7.16-1: Development Review Procedures and Review Authority,
the Vested Rights and Minor PUD Amendment applications both require mailed public notice. The mailed
notification was provided to all owners within 300’ of the property on August 23, 2019. Published
notification is also required for both applications. A legal notification was published in the August 23,
2019 edition of the Vail Daily newspaper in advance of the first scheduled meeting with the Planning and
Zoning Commission on September 3, 2019. The Planning and Zoning Commission continued the public
hearing until September 17, 2019, at which time they concluded their public hearing. The Town Council
Ordinance 19-09 Lot 1, Riverfront Subdivision
Vested Rights Extension and Minor PUD Amendment Page 3 of 7
meetings were also publicly noticed. If the Ordinance is approved on second reading, the Ordinance will
be published by the Town Clerk in accordance with Chapter 1.16 of the Avon Municipal Code.
PZC REVIEW
The Planning and Zoning Commission held a public hearing to consider the Application on September
17, 2019. Overall, the Commission’s review was extremely positive. They focused their review and
comments on what types of improvements should be permitted within the 10’ street setback, as well
as the absolute height of the planned building that approaches the recreation path on the south side of
the building. After reviewing existing PUD language that allows similar types of improvements (i.e.
balconies, roof overhangs) in the 75’ river setback, the Commission gained comfort with similar building
encroachments for Lot 1 up to 6’ into the 10’ street setback, with the condition that there be at least
twelve foot (12’) clearance between the ground and the lowest encroachments. Upon learning more
about the Phase two building and its relationship with the recreation path, the Commission
recommended a reduction in building height from 55’ to 50’ to ensure that the building effectively steps
down toward the adjacent path and river.
At the meeting there was little discussion regarding the Vested Rights Extension. The Planning and
Zoning Commission provided a recommendation for approval of the extension without reservation.
APPLICATION REVIEW CRITERIA
Pursuant to §7.16.060(e)(4), Review Criteria, AMC, the Town Council shall consider the following
criteria when forming the basis of a decision on the Minor PUD Amendment:
(i) The PUD addresses a unique situation, confers a substantial benefit to the Town, and/or
incorporates creative site design such that it achieves the purposes of this Development Code and
represents an improvement in quality over what could have been accomplished through strict
application of the otherwise applicable district or development standards. Such improvements in
quality may include, but are not limited to: improvements in open space provision and access;
environmental protection; tree/vegetation preservation; efficient provision of streets, roads, and
other utilities and services; or increased choice of living and housing environments.
Staff Response: The stated purposes of §7.04, Development Code, AMC, and §7.16.060, PUD, AMC,
includes statements regarding the implementation of the Comprehensive Plan; regulating intensity
of use; avoiding increased demands on public services and facilities; and providing for compatibility
with the surrounding area, among other statements. The Application and amendments would
preserve the environmental resources of the river and result in more flexibility with the form of
future development.
Open space provisions, access, preservation of the river corridor, trails, and sidewalks are
established and unaffected with this amendment. Other development standards would remain
intact (i.e. allowed uses, special review uses, parking). The Application advances many
Comprehensive Plan policies, along with subsections (n) from the Purpose Statement of the
Development Code.
When the Riverfront PUD was established, Lot 1 was designed at a conceptual level for a timeshare
development. It is highly unlikely that timeshare use would be pursued with a new development
team, thus new housing choices could be created by a different project type with a variety of unit
sizes. As noted in the applicant’s narrative, the density will be less than the currently approved
development. The current approval for Lot 1 comprises 101 timeshare units, each with the ability to
lock off a separate accommodation unit.
Ordinance 19-09 Lot 1, Riverfront Subdivision
Vested Rights Extension and Minor PUD Amendment Page 4 of 7
Lastly, the removal of the building footprint requirements would by its nature afford a more
creative site design that can adapt to the current conditions and tie into the Westin Hotel, adjacent
streetscape, and riverfront path connection.
(ii) The PUD rezoning will promote the public health, safety, and general welfare;
Staff Response: Staff finds no detrimental effects on the public health, safety and/or welfare of the
Town, its residents, or guests. The fiscal impacts of a potential development on Lot 1 are
substantive. For a detailed analysis of revenue impacts associated with the planned development,
please find Memorandum from Amy Greer, dated October 22, 2019 (Exhibit E).
(iii) The PUD rezoning is consistent with the Avon Comprehensive Plan, the purposes of this
Development Code, and the eligibility criteria outlined in §7.16.060(b);
Staff Response: The proposed PUD
amendment is part of an established
PUD and is therefore not subject to the
eligibility criteria or Public Benefit
requirements outlined in §7.16.060(b).
Consistency with the Comprehensive
Plan is required, and analysis is
provided below. The Comprehensive
Plan includes this property within
District 2: The Riverfront District.
The Riverfront District encompasses all
property surrounding the Eagle river
along the entire length of Town. The
planning principals for The Riverfront
District speak heavily to connectivity
and respecting the river environment.
All the planning principles are included
herein, with bolded principles that
relate specifically to this Application.
• Improve and enhance connections to the linear park along the river, the Eagle Valley Trail,
Town Center, Beaver Creek, and Nottingham Park.
• Seek easements where appropriate for river access.
• Limit access to the Eagle River to strategic locations for overall riparian health.
• Provide transit connections between Town Center and Riverfront District.
• Add sidewalks and landscaping along roads.
• Orient buildings to capitalize on the Eagle River as an amenity. Use sensitive site
planning, architectural detailing, articulation, and appropriate setbacks, color, screening,
and scale of structure to preserve the character of the river and its associated natural
habitat.
• Limit building height to a scale that is subordinate to Town Center and compatible with
the river environment. Buildings should be designed to step down in height as they near
the river and in response to the natural topography.
• Adhere to the Eagle River Watershed Management Plan for river setbacks and best practices for
development in proximity to the river.
• Locate parking areas and building services away from the river and reduce their impact on
Ordinance 19-09 Lot 1, Riverfront Subdivision
Vested Rights Extension and Minor PUD Amendment Page 5 of 7
the river corridor.
• Plant indigenous trees and shrubs to screen existing large residential buildings along U.S.
Highway 6 and provide landforms and landscaping between residences and U.S. Highway 6.
• Minimize the loss of trees and impact to the riparian area while achieving urban design goals.
• Develop a vibrant mix of uses consisting of bed-base development, commercial
development, recreation, and open space along the river in the area closest to Town
Center.
• Examine the potential to develop pedestrian and bicycle connections between Stonebridge
Drive and the Village at Avon District.
A previous amendment in 2017 provided for an easement and another riverfront path connection
to the regional bike trail. Buildings would be sited to protect the river by maintaining the 75’ riparian
setback and stepping down when approaching the river side of the development. It is expected
that future development will be at a lower overall scale compared to the existing development plan
approvals.
The following Goals and Policies from the Comprehensive Plan are reinforced by this application:
Policy A.1.4: Encourage development that is consistent with the overall Built Form according
to the Built Form Diagram (page 8 of the Comprehensive Plan).
Policy B.1.2: Focus lodging and guest accommodation in the Town Center.
Goal B.1: Provide a balance of land uses that offer a range of housing options, diverse
commercial and employment opportunities, inviting guest accommodations, and high quality
civic and recreational facilities that work in concert to strengthen Avon’s identity as both a year-
round residential community and as a commercial, tourism and economic center.
Goal C.1: Ensure that development is compatible with existing and planned adjacent
development and contributes to Avon’s community image and character.
Goal D.3: Increase the number of visitors to Avon by enhancing the year-round mountain
resort community.
(iv) Facilities and services (including roads and transportation, water, gas, electric, police and fire
protection, and sewage and waste disposal, as applicable) will be available to serve the subject
property while maintaining adequate levels of service to existing development;
Staff Response: This PUD amendment does not change the demands or ability of future
development to be served by existing installed or planned facilities and services. A reduced
demand on special services is expected.
(v) Compared to the underlying zoning, the PUD rezoning is not likely to result in significant adverse
impacts upon the natural environment, including air, water, noise, storm water management,
wildlife, and vegetation, or such impacts will be substantially mitigated;
Staff Response: When compared to the existing zoning, the proposed Minor PUD Amendment will
not result in any adverse impacts upon the natural environment, wildlife, vegetation, noise, or air.
The site was platted and graded out during the formation of the Riverfront PUD and Subdivision in
2006-2007. Since that time, it has been used occasionally for overflow or event parking. It is
expected that the entire site would be disturbed for construction, whereby the storm water
management would be tied into the existing systems in place.
Ordinance 19-09 Lot 1, Riverfront Subdivision
Vested Rights Extension and Minor PUD Amendment Page 6 of 7
The Planning and Zoning Commission focused their review on the 6’ encroachment request into the
platted 10’ roadway easement bordering Riverfront Lane. This type of aerial encroachment is akin
to the allowance for projections of balconies and roof overhangs into the 75’ river setback. The
Commission recommended a stipulation that this type of encroachment cannot occur at the ground
level and may only occur 12’ or above adjacent topography. These recommendations are now
clearly delineated on the PUD Development Plan. Any encroachments into this setback would
require another review by Planning and Zoning and the Town Council through Development Plan
review.
(vi) Compared to the underlying zoning, the PUD rezoning is not likely to result in significant adverse
impacts upon other property in the vicinity of the subject tract; and
Staff Response: No impacts exceeding those expected with the current development plan approval
would be experienced. Impacts are generally contained within the property and would be
mitigated accordingly.
(vii) Future uses on the subject tract will be compatible in scale with uses or potential future uses on
other properties in the vicinity of the subject tract.
Staff Response: The future uses on the subject tracts would remain residential/resort and
consistent with other properties in the vicinity. The scale and density of development is retained
and overall dwelling unit range for the subdivision.
Vested Rights Extension Guidelines
Pursuant to §7.16.140(e)(2), Duration of Vested Right, AMC, the following criteria shall be considered
when determining whether to grant vested property rights extensions.
(i) The size and phasing of the development, specifically, but not limited to, whether the
development can be reasonably completed within the vested rights period;
(ii) Economic cycles and specifically but not limited to resort community economic cycles,
regional and state economic cycles and national economic cycles;
(iii) Market conditions and specifically but not limited to absorption rates for leasing and
sales of similar development projects;
(iv) Compliance with the Avon Comprehensive Plan and other community planning
documents;
(iv) Proposed public amenities and benefits that enhance the project and the overall
attractiveness of the Avon community, including the degree to which such public
amenities and benefits are defined in terms of design, timeframe and phasing with
development;
(v) Projected public financial benefits or costs estimated to be caused by the development
project, including the timeframe for realization by the Town or other public entities and
potential costs for operation and maintenance of any new public amenities or
infrastructure dedicated to the Town or other public entities;
(vi) The breadth and scope of the requested vested property right, including but not limited
to the extent to which such vested property right restricts the Town's ability to apply
future legislatively adopted fees and regulations for the purpose of providing public
infrastructure, public services and public facilities and for the purpose of meeting
evolving community needs;
Ordinance 19-09 Lot 1, Riverfront Subdivision
Vested Rights Extension and Minor PUD Amendment Page 7 of 7
(vii) The terms of any existing site-specific development plans with development
agreements for the applicant's property that specify the duration of vested property
rights;
(ix) Any proposed modifications to previously approved vested property rights to
address changed conditions within the Avon community, compliance with the
Comprehensive Plan and other community planning documents or
performance of previously approved site-specific development plans; and
(x) Any other factors deemed relevant by the Council when determining to grant a
vested property right for a period greater than three (3) years.
Staff Response: Absorption rates, and the ability to design and phase a project on this property
are real and valid considerations for PZC. The request for an addition one year of vested rights
for a second phase of a phased project is commensurate to an elongated schedule for
completion. The exhibit to the Vested Rights Extension defines the area for each phase of
development.
ATTACHMENTS
A – Riverfront Village Minor PUD Amendment Narrative, dated August 5, 2019
B – Vested Property Rights Extension Request Letter, dated August 9, 2019
C – Planning and Zoning Commission Records of Decision and Recommendations
D – Ordinance 19-09
Exhibit A -Vested Rights Extension
Exhibit B -Amendment to PUD Development Plan for Lot 1
E – Summary of Revenue Impacts – Lot 1 PUD, dated October 22, 2019
RIVERFRONT VILLAGE
Minor PUD Amendment
Minor PUD Amendment Submitted:
Lot 1 | Riverfront Village PUD August 5, 2019
FOR TOA REVIEW
Attachment A
2 | Page
A. INTRODUCTION
The applicant and owner Points of Colorado, Inc. is hereby requesting a Minor PUD Amendment to
amend Lot 1 of the Riverfront PUD and Subdivision.
As represented in Exhibit B to Ordinance 17-16 (see Sheet 3 of 3 below) the PUD Development Plan
currently in effect identifies specific building footprints for Lot 1. The specific development plan and
density represented is no longer valid. The goal of the request is to amend the exhibit to remove the
specific building footprints in order to provide greater flexibility in site design. In addition, the minor
PUD amendment proposes the density for Lot 1 to be lowered to a range of 60 to 100 units, where
previously a density of close to 100 units was targeted for Lot 1. This maintains the density in the
current PUD for Lot 1 while allowing flexibility for a reduced density of units and different configuration
upon the site to be determined during the development plan design and review process. These updates
in the PUD will allow the development to adapt to site and market conditions.
Sheet 3 of 3 of Riverfront Subdivision – Exhibit B to Ordinance 17-16
*Note specific building outlines and footprints that are included in the development plan for Lot 1.
These outlines are proposed to be removed from Lot 1 by this minor PUD amendment application.
Attachment A
3 | Page
Specifically, the applicant is requesting the Town of Avon to remove Sheet 3 of Exhibit B of the PUD
Development Plan and replace with an updated exhibit showing a sub-division plan with no specific
building footprints upon Lot 1 (reference figure A). In addition, an enlargement plan of just Lot 1 is
included with the amendment as new Sheet 4, showing all existing easements and setbacks in Lot 1
maintained per the original PUD (reference figure B).
Figure A. New Sheet 3 of Exhibit B for Lot 1 PUD Development Plan showing building footprints on Lot 1 removed.
Figure B. New Sheet 4 of Exhibit B Lot 1 PUD Development Plan showing Lot 1 with PUD setbacks and easements.
Attachment A
4 | Page
The applicant is also requesting minor amendments to Sheets 1 and 2 of Exhibit B, consisting of re-
defining the minimum building setback along the southern boundary of Lot 1, the allowance for a 6’
encroachment for balconies and eaves into the 10’ road right-of-way setback, adjustment to Lot 1 height
limitation in the Land Use Table, and a minor revision to language in the design standards, specifically
to site and architectural guidelines that apply to Lot 1 exclusively.
Minor amendment to General Notes of Sheet 1 - Item 2a and 2c:
In reference to item 2a of the General Notes, the current language identifies the minimum building
setback for the southern portion of Lot 1; as the Northern Boundary of Tract “A” or 75’ from the Mean
Annual High-Water Mark. The applicant is proposing that the minimum setback from the river on Lot 1
coincide with the northern boundary of the utility, path, and drainage easement located along the
southern boundary of Lot 1, because this easement line is essentially the de facto setback. This proposed
setback is more restrictive than what the current language describes and will ensure ample space
between the development, pedestrian path, and the river. The applicant is proposing the following
language for item 2a. “River: all buildings shall be setback the more restrictive of i) seventy-five feet
(75') from the Mean Annual High Water Mark or ii) the northern boundary line of Tract "A".
Notwithstanding the foregoing, Lot 1's minimum setback shall be the northern boundary line of the
utility, path, and drainage easement located along the southern boundary line of Lot 1.
Encroachments for porches/decks/overhangs/eaves are permissible subject to design review and
easement grantees approval as to specific locations and dimensions.”
In reference to item 2c of the General Notes, the current language allows for 3’ aerial encroachments
into the 10’ minimum building setback from road rights-of-way, but only for the northwest wing of
Building F, which is currently the Westin Hotel. The applicant would like to allow for 6’ aerial
encroachments of eaves and balconies into the right-of-way building setback on Lot 1. This will allow
the applicant to maximize the useable building area within the lot and provide design flexibility that will
translate into a more interesting roof design and building façade. The applicant is proposing the
following language for item 2c. “Right -of -way: Buildings shall have a minimum setback of ten feet
(10') from road rights-of -way. Subterranean encroachments shall be permitted into this setback.
Aerial encroachments (such as balconies and eaves) of up to six feet (6') shall be permitted into this
setback for all buildings located on Lot 1.”
Minor amendment of Land Use Table, Lot 1 Height Limitations:
The applicant is proposing eliminating reference to buildings ‘G’ and ‘H’ in the portion of the table
addressing height limitations for Lot 1, and in keeping with the elimination of specific building
footprints for buildings G and H in Sheet 1 of the Exhibit B. The applicant is proposing the following
language to replace the prior language: “105’ maximum height limitation, except areas of the lot falling
within 50’ from the southern boundary, where a maximum height of 55’ will apply.”
This new language addresses the prior height limitation along the southern edge of the project where
Building ‘H’ was previously proposed along the majority of the southern frontage of Lot 1 and the Eagle
River open space and recreation corridor. The current development concepts for Lot 1 contemplate a
greater opening to the River, with less massing along the southern edge of Lot 1 than the original design
of Building H, which was contemplated to be 45’ maximum height. The proposed maximum height of
55’ within the first 50’ of the lot along its southern boundary, will ensure the River corridor is
maintained, while allowing the development to take advantage of the river frontage in a manner that is
in scale and compatible with surrounding development and the adjacent recreation path connection.
Attachment A
5 | Page
Only small portions of new buildings are contemplated to be within 50’ of the southern boundaries, and
these minor protrusions are anticipated to be no greater than 3 to 4 stories, within the proposed 55’
height limit for this zone.
Minor amendment of Architectural Guidelines:
The following amendment to PUD Design Standards Section II. Site and Village Guidelines, C. Site,
Materials and Colors, 2. Site Walls, and Section IIIA. Architectural Design Guidelines, A. Building Form
and Massing items 2 and 7 are proposed to apply to Lot 1 only, to introduce more flexibility in the
architectural expression of the future development and use of natural materials: (reference bold
italicized text for new proposed text additions and or strike-out and deletions).
Section II. Site and Village Guidelines, C. Site, Materials and Colors, 2. Site Walls, a):
Site walls shall make use of more contemporary materials such as colored concrete masonry,
stained concrete, board-formed concrete, and similar materials, in colors complementary to the
site and its buildings. Site walls shall relate to plaza materials and building bases to help visually
merge the ground plane around the site. Boulder walls shall be permitted in those areas where
walls transition the project to natural and surrounding grades and shall require the approval of
the Planning and Zoning Commission during design and development plan review.
Section IIIA. Architectural Design Guidelines, A. Building Form and Massing Item 2
Smaller masses, such as portions of the building or elements such as porte-cocheres, etc., will be
used to break up the apparent size of larger building forms. Smaller masses positioned in front
of large masses will be used to reduce the visual dominance of the larger forms, with particular
emphasis in stepping back building height, bulk, and mass in the areas of Lots that are located
along the river corridor and recreation path interface.
Section IIIA. Architectural Design Guidelines, A. Building Form and Massing Item 7
Given the modern alpine character of the architecture at Riverfront Village, relatively small roof
overhangs are encouraged for buildings on Lots 1, which are visually and compositionally related
to the Hotel. At these locations the minimum roof overhang permitted shall be six inches. At
other locations within Riverfront Village the minimum roof overhang shall be 24 inches for
primary roofs and 12 inches at secondary dormers.
Aside from the items requested in this Minor PUD Amendment, all other aspects of the current PUD
remain un-altered and in effect for all Lots that are part of the PUD.
The overall property is 1.7 acres and is surrounded by the Eagle River to the south, Riverfront Lane to
the north, Avon Road to the east and the Westin Riverfront Hotel to the west. The Eagle Valley Regional
Trail and the Riverfront park that border the site to the south are part of the program of amenities and
public benefits that have been implemented as part of the Riverfront PUD. The proposed Minor PUD
amendment respects setbacks and easements established by the original PUD in 2006 and recorded
amendment in 2017. The PUD amendment proposes only to remove specific building footprints
previously assigned to Lot 1. There are no proposed changes in allowed uses or density for the
Attachment A
6 | Page
Riverfront PUD as part of this amendment. A range of density from 60 to 100 units is requested to
provide greater flexibility for the development to adjust to market conditions. Preliminary development
concepts will be shared with the Town during the minor PUD amendment review demonstrating the
intended development plan consistent with the requested PUD amendment.
The remainder of this narrative provides an evaluation of the proposed Minor PUD amendment against
the criteria for review as set forth by the Town, as well as an analysis of compliance against the Town’s
Comprehensive Plan and Development Code.
B. CRITERIA FOR REVIEW
Section 7.16.060. (e)(4) establishes the criteria for review of a PUD amendment. Section
7.16.060(e)(4) states:
Review Criteria. The PZC and Town Council shall consider the following criteria as the basis for a
recommendation or decision to rezone a property to PUD Overlay, and approve a preliminary PUD
plan, or process a PUD amendment:
(i) The PUD addresses a unique situation, confers a substantial benefit to the Town, and/or
incorporates creative site design such that it achieves the purposes of this Development Code and
represents an improvement in the over what could have been accomplished through strict application
of otherwise applicable district or development standards. Such improvements in quality may include
but are not limited to: improvements in the open space provision and access: environmental
protection; trees / vegetation preservation; efficient provision of streets, roads, and other utilities and
services; or increased choice of living and housing environments.
Applicant Response: The proposed minor amendment to the Riverfront Village PUD is to remove the
specific development plan and building footprints previously assigned to Lot 1 and to allow a decreased
range of density from 60 to 100 units. This request will provide greater flexibility for the development to
adjust to market conditions. The request is appropriate as it respects all original easements and setbacks
of the property and remains consistent with the original approval of the Riverfront Village PUD.
Eliminating specific building footprints may allow a reduction in the overall size, bulk and mass of the
proposed condominium buildings. The amendment will allow future developments to apply different
units and development prototypes that are more appropriate for present day market conditions and
demands.
The amendment honors the town’s 75’ riparian stream setback, and the open space and recreation
corridor previously established by the Riverfront Village remains intact. With the 2017 PUD
amendment an easement for a trail connection from the Eagle Valley Regional Trail to Riverfront Lane
was provided to the Town by the Owner of Lot 7, significantly benefitting the Town’s overall pedestrian
circulation network. As part of the creation of the PUD in 2006 an Employee Housing Contribution of
$846,000 was made by the master developer to meet the Town’s housing requirements, and with the
2017 PUD amendment (2) deed restricted units are included in the Lot 4 Riverfront Lodge development.
These are examples of actions taken as part of the PUD that are of substantial benefit to the Town.
Attachment A
7 | Page
This PUD Amendment is not subject to the Town’s new inclusionary housing standards as Ordinance
19-03 clearly states that “Properties with pre-existing vested rights are exempt from these
requirements.” [Section 3(c)(3)] The Town has specifically acknowledged and approved the currently
existing vested rights for Lot 1 per Ordinance 17-16. All obligations as related to employee housing
were included as part of the original PUD approval for Riverfront Village. In that density is not being
increased for Lot 1 by this Amendment, the minor design changes do not trigger additional employee
housing obligations.
(ii) The PUD rezoning will promote the public health, safety, and general welfare;
Applicant Response: All aspects of the current Riverfront Village PUD remain in place and in effect as
originally approved in 2006. The PUD amendment only seeks flexibility in density for Lot 1, to allow a
revised development concept but otherwise remains consistent with the overall vision and land uses for
the area within Lot 1. Remaining consistent with the original PUD will promote the public health,
safety, and general welfare of the Town. Open space has been preserved and public river access is
being maintained via this Minor PUD Amendment application.
(iii) The PUD rezoning is consistent with the Avon Comprehensive Plan, the purposes of this
Development Code, and the eligibility criteria outlined in §7. I 6.060(b);
The eligibility criteria for a PUD are outlined in Section 7. I 6.060(b) and state the following:
(I) Property Eligible. All properties within the Town of Avon are eligible to apply for PUD
approval.
(2) Consistency with Comprehensive Plan. The proposed development shall be consistent with the
Avon Comprehensive Plan.
(3) Consistent with PUD Intent the proposed development shall be consistent with the intent and
spirit of the PUD purpose statement in §7. I 6.060(a).
(4) Compatibility with Existing Uses. The proposed development shall not impede the continued
use or development of surrounding properties for uses that are permitted in the Development Code or
planned for in the Avon Comprehensive Plan.
(5) Public Benefit. A recognizable and material benefit will be realized by both the future residents
and the Town as a whole through the establishment of a PUD, where such benefit would otherwise be
infeasible or unlikely.
(6) Preservation of Site Features. Long-term conservation of natural, historical, architectural, or
other significant features or open space will be achieved, where such features would otherwise be
destroyed or degraded by development as permitted by the underlying zoning district
(7) Sufficient Land Area for Proposed Uses. Sufficient land area has been provided to comply with
all applicable regulations of the Development Code, to adequately serve the needs of all permitted uses
in the PUD projects, and to ensure compatibility between uses and the surrounding neighborhood.
Attachment A
8 | Page
Applicant Response: As demonstrated within this document, all aspects of the current Riverfront Village
PUD remain in place and in effect as originally approved in 2006 and amended in 2017, and therefore
the PUD amendment is consistent with the Avon Comprehensive Plan and the eligibility criteria
outlined in §7. I 6.060(b) and the purpose of the Town’s Development Code. The PUD amendment
seeks greater flexibility in density as well as minor revisions to the site guidelines of the PUD
Development Plan as described in the introduction. No deviations or variances from the Town’s
Development Code are proposed nor anticipated in association with the minor PUD amendment. The
proposal is consistent with the eligibility criteria for a PUD given the conformance and adherence to all
aspects of the original PUD Development Plan approval granted in 2006 and amended in 2017.
The purpose of the Development Code is provided in Section 7.04.030 Purposes of the Avon
Development Code:
The Development Code is intended to promote and achieve the following goals and purposes for the
Avon community, including the residents, property owners, business owners and visitors:
(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;
(b) Implement the goals and policies of the Avon Comprehensive Plan and other applicable
planning documents of the Town;
(c) Comply with the purposes stated in state and federal regulations which authorize the
regulations in this Development 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;
(e) Promote adequate light, air, landscaping and open space and avoid undue concentration or
sprawl of population;
(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;
(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;
Attachment A
9 | Page
(h) Minimize the risk of damage and injury to people, structures and public infrastructure created
by wildfire, avalanche, unstable slopes, rock fall, mudslides, flood danger and other natural hazards;
(i) Achieve 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;
(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;
(I) Promote architectural design, which is compatible, functional, practical and complimentary to
Avon's sub-alpine environment;
(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;
(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;
(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
(p) Promote the health, safety and welfare of the Avon community.
Applicant Response: As demonstrated within this document, the proposal is consistent with and in
substantial compliance with the purpose of the Development Code by allowing greater flexibility in
overall density, and a potential reduction than is currently allocated for Lot 1. The proposal will
maintain setbacks to the sensitive riparian area within the 75’ stream setback that will remain mostly
open space. A previous amendment in 2017 resulted in a new easement at the west end to allow for
additional connectivity from Riverfront Lane to the Eagle Valley Regional Trail. This easement has been
provided to the Town in 2018. No deviations or variances from the recorded PUD for Riverfront Village
are proposed nor are anticipated in association with the minor PUD amendment. The ultimate
development plan will meet the goals of Avon’s Comprehensive and Development codes by providing a
development concept that promotes quality real estate compatible with surrounding land uses and
fulfills the vision of the Riverfront Village PUD. Further, we have complied with the requirements for
employee housing as part of the PUD in 2006 and 2018.
(iv) Facilities and services (including roads and transportation, water, gas, electric, police and fire
protection, and sewage and waste disposal, as applicable will be available to serve the subject
property while maintaining adequate levels of service to existing development;
Attachment A
10 | Page
Applicant Response: Facilities are in place and available per the current development in place at
Riverfront Village PUD and the infrastructure and service network is already implemented in
anticipation of the full build-out for the PUD. All utility and access easements are in place as originally
established by the original PUD, and they are being honored and preserved. The development may
connect underground to the Westin hotel garage, which would further alleviate stacking on Riverfront
Lane when large volumes of traffic are entering the hotel drop-off.
(v) Compared to the underlying zoning, the PUD rezoning is not likely to result in significant
adverse impacts upon the natural environment, including air, water, noise, storm water management,
wildlife, and vegetation, or such impacts will be substantially mitigated;
Applicant Response: Given the proposed flexibility in density from the current PUD underlying zoning,
the PUD amendment proposal is not likely to result in significant impacts to the natural environment.
The existing easements including the 75’ stream setback will be maintained and respected along the
Eagle River and the Eagle Valley Regional Trail.
(vi) Compared to the underlying zoning, the PUD rezoning is not likely to result in significant
adverse impacts upon other property in the vicinity of the subject tract; and
Applicant Response: The proposed PUD remains consistent with the current PUD in effect, with the
same land use assignments and similar condominium concept. Only greater flexibility in the overall
density is proposed by the PUD amendment, which is not likely to result in significant adverse impacts
upon other property in the vicinity of the subject tract.
(vii) Future uses on the subject tract will be compatible in scale with uses or potential future uses
on other properties in the vicinity of the subject tract.
Applicant Response: The proposed amendment is to allow greater flexibility in the overall density of
development in the areas occupied by Lot 1. The proposed range of density of 60 to 100 units will
allow the applicant to create a development plan that responds to current economic and market
conditions. The density is not increased per the original PUD approval and there is no change in the
existing underlying residential land use. Therefore the uses on the subject tract will be compatible in
scale with uses or potential future uses on other properties in the vicinity of the subject tract.
Attachment A
Attachment B
Attachment B
Attachment C
Attachment C
Attachment C
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 1 of 8
TOWN OF AVON, COLORADO
ORDINANCE 19-09
AMENDING THE AMENDED AND RESTATED DEVELOPMENT AGREEMENT
FOR THE CONFLUENCE TO EXTEND THE VESTED PROPERTY RIGHTS AND
APPROVING A MINOR PUD AMENDMENT FOR LOT 1, RIVERFRONT
SUBDIVISION
WHEREAS, the Town of Avon (“Town”) is a home rule authority 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, Points of Colorado Inc. (“Applicant” and “Owner”) has submitted a Vested
Property Rights Application dated August 9, 2019 (“Vested Rights Application”) to amend the
term of vesting outlined in the Amended and Restated Development Agreement for the Confluence
approved by Ordinance 06-03 (“Development Agreement”), as subsequently amended by
Ordinance 17-17, which vested rights are currently set to expire March 18, 2021; and
WHEREAS, Owner intends to develop Lot 1 in two phases, with one building being
constructed on Lot 1 as “Phase 1” and a second building being constructed on Lot 1 as “Phase 2”;
and
WHEREAS, the Vested Rights Application seeks amendment of Section 2.2. of the
Development Agreement to extend the expiration date for vested rights to March 18, 2024 for
phase one of Lot 1 and March 18, 2025 for phase two of Lot 1; and
WHEREAS, the Applicant submitted a concurrent Minor PUD Amendment Application
(“Minor PUD”) to amend the development standards and design guidelines for Lot 1 of the
Riverfront Subdivision PUD Development Plan (“Project”); and
WHEREAS, the Vested Rights Application and Minor PUD are being reviewed and processed
concurrently pursuant to Avon Municipal Code §7.16.020(b)(4), Concurrent Review Permitted;
and
WHEREAS, pursuant to Avon Municipal Code §7.16.140(f), Extension of Vested Property
Rights, the Town Council finds the Vested Rights Application eligible for consideration since the
Application was submitted at least six (6) months prior to the expiration of the Vested Property
Rights approved by Ordinance 17-17; and
WHEREAS, the Town Council of the Town of Avon held public hearings on October 10,
2019, October 22, 2019, and November 12, 2019, after posting notice of such hearings in
accordance with the requirements of Section 7.16.020(d), Step 4: Notice, Avon Municipal Code,
and considered all comments provided before acting; and
Attachment D
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 2 of 8
WHEREAS, the Town Council makes the following specific findings as the basis for its
decision as required by Avon Municipal Code §7.16.020(f)(3):
A. The Vested Rights Application meets the review criteria set forth in Avon Municipal
Code §7.16.140(e)(2); specifically:
1) Property values and the real estate market experienced a significant downturn for
several years, commencing locally in early 2009 and continuing for several years
during the initial vested rights period and market conditions for the construction of
new multi-family residential product have improved only recently; and,
2) The project complies with the Avon Comprehensive Plan; in particular Goal B.1:
Provide a balance of land uses that offer a range of housing options, diverse
commercial and employment opportunities, inviting guest accommodations, and
high quality civic and recreational facilities that work in concert to strengthen
Avon’s identity as both a year-round residential community and as a commercial,
tourism and economic center; and,
3) The Project has provided public benefits through the dedication of land for the
Eagle river path, water rights dedications, river path construction, Eagle Valley trail
connection easement, two (2) deed-restricted units in the lodge building,
landscaping improvements, and employee housing mitigation funds; and,
4) The extended duration of the Vested Property Rights for the requested period is
reasonable considering the local, state and national economic recovery and local
market conditions for new construction of residential product.
WHEREAS, the Town Council makes the following specific findings as the basis for its
decision on the Minor PUD as required by Avon Municipal Code §7.16.020(f)(3):
A. The Application meets the eligibility requirements for a Minor PUD Amendment by
not increasing density, increasing the amount of nonresidential land use, or
significantly altering any approved building scale and mass of the development.
B. The PUD Amendment does not change the character of the development and maintains
the intent and integrity of the Riverfront PUD with condominium and multi-family
residential land uses with higher density on east side of Properties and reduced density
moving west.
C. The Application is in conformance with Avon Municipal Code §7.16.060(e)(4), Review
Criteria, and compared to the underlying zoning standards, the Minor PUD
Amendment is not likely to result in significant adverse impacts upon the natural
environment.
Attachment D
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 3 of 8
WHEREAS, approval of this Ordinance on first reading is intended only to confirm that the
Town Council desires to comply with state law, the Avon home rule charter and the Avon
Development Code 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 the proposed zoning or other matters in this
Ordinance.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
AVON, COLORADO, the follow
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. Riverfront Development Agreement Amendment. The Amendment to the
Amended and Restated Development Agreement: The Confluence, attached hereto as Exhibit A is
hereby approved. The Mayor and Town Clerk are authorized to execute the Amendment to the
Amended and Restated Development Agreement: The Confluence.
Section 3. Riverfront Minor PUD Amendment Approved. The Riverfront Subdivision
PUD Development Plan, attached hereto as Exhibit B, is hereby approved and the Mayor and
Town Clerk are authorized to execute the PUD Plan Amendment.
Section 4. Recording. The Town Clerk shall cause the fully executed Amendment to the
Amended and Restated Development Agreement: The Confluence and the Development
Agreement Amendment and the amended Riverfront Subdivision PUD Development Plan to be
recorded at the Eagle County Clerk and Recorder’s Office.
Section 5. 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 6. 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 7. Effective Date. This Ordinance shall take effect thirty (30) days after the date of
Attachment D
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 4 of 8
final passage in accordance with Section 6.4 of the Avon Home Rule Charter.
Section 8. Safety Clause. The 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 Council further determines that the Ordinance bears a rational relation to the proper legislative
object sought to be obtained.
Section 9. Publication. The Town Clerk is ordered to publish this Ordinance in accordance
with Chapter 1.16 of the Avon Municipal Code.
INTRODUCED AND ADOPTED ON FIRST READING AND REFERRED TO PUBLIC
HEARING on October 22, 2019 and setting such public hearing for November 12, 2019 at the
Council Chambers of the Avon Municipal Building, located at One Lake Street, Avon, Colorado.
BY: ATTEST:
____________________________ ____________________________
Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk
ADOPTED ON SECOND AND FINAL READING on November 12, 2019.
BY: ATTEST:
____________________________ ____________________________
Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk
APPROVED AS TO FORM:
____________________________
Michael Sawyer, Special Counsel Attorney to Town
Attachment D
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 5 of 8
EXHIBIT A:
AMENDMENT TO AMENDED AND RESTATED DEVELOPMENT AGREMENT: The
Confluence
THIS AMENDMENT to the Amended and Restated Development Agreement The
Confluence, dated March 14, 2006, (“Amendment”) is made and entered into on November 12,
2019, by and between Points Colordao, Inc., a Colorado corporation (“Owner”) and the Town of
Avon, a Colorado home rule municipal corporation (“Town”).
WHEREAS, the Owner applied to the Town for an extension of the vested property
rights for Lot 1, Riverfront Subdivision, which the Avon Town Council approved by Ordinance
19-09 on November 12, 2019.
NOW, THEREFORE, in consideration of the foregoing and the terms in the Amendment,
and other good and valuable consideration, the receipt and sufficiency of which are hereby
acknowledged, Owner and Town agree as follows:
1.Section 2.2 Term is hereby amended to add the following language,
“Notwithstanding the foregoing, Owner and Town agree that the Term of this
Agreement and the vested property rights established under this Agreement shall
continue for Lot 1, Riverfront Subdivision as follows: For Phase 1 of Lot 1 as are
depicted on Exhibit 1 here to, until March 18, 2024; For Phase 2 of Lot 1 are depicted on
Exhibit 1 here to, until March 18, 2025”.
2.All other terms of the Agreement shall remain the same.
[SIGNATURE PAGES BELOW]
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 6 of 8
OWNER:
Points of Colorado, Inc., a Colorado corporation
By: _____________________________
Name: ___________________________
Title: ____________________________
STATE OF ________________ )
) ss:
COUNTY OF ______________ )
The foregoing instrument was acknowledged before me this ____ day of ______________,
2019, by __________________ as ___________________ of _______________________ a
________________________.
Witness my hand and official seal.
My commission expires: _________________
_____________________________________
Notary Public
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 7 of 8
TOWN:
TOWN OF AVON, a Colorado home rule municipal corporation
By: _______________________ Attest: _______________________
Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk
STATE OF COLORADO )
) ss:
COUNTY OF EAGLE )
The foregoing instrument was acknowledged before me on ____________________, 2019, by
Sarah Smith Hymes, as Mayor of the Town of Avon, and Brenda Torres, as Town Clerk of the
Town of Avon.
Witness my hand and official seal.
My commission expires: ____________________
________________________________________
Notary Public
Ord. 19-09Amending Confluence Development Agreement and Riverfront PUD
November 12, 2019 – SECOND READING Page 8 of 8
Exhibit 1 – Phase 1 and Phase 2 Map
PUD Signature BlocksOwner's CertificateKnow all men by these presents that being the sole owners in fee simple of all that realproperty described as follows:Lot 1 Riverfront Subdivision: located in the south 1/2 of Northwest 1/4 Section 12, Township 5 South,Range 82 West of the Sixth Principal Meridian.We agree to develop the plan as depicted on this site plan.By: _______________________________Points of Colorado, Inc.Address: CONFIRM ADDRESS TO USE FOR POINTS OF COLORADO, INCThe foregoing signatures were acknowledged before me this________ day of__________________, 2019, by _____________________________My Commission expires: _____________________ Witness my hand and seal ______________________ Notary PublicTown CertificateThis Planned Unit Development Plan and the uses, zoning standards and densities areapproved for The Riverfront PUD/RW, (Ordinance 19- Ey the Town Council ofthe Town of Avon, County of Eagle, State of Colorado, this WK day of1RYHPEHU, 2019, for filing with the Clerk and Recorder of the County ofEagle. Said approval shall in no way obligate the Town of Avon for any improvementsand approval of this PUD Development Plan by the Town is a consent only and is not to be confused as anapproval of the technical correctness of this plan or any documentation relating there to.WITNESS MY HAND AND SEAL OF THE TOWN OF AVON: TOWN COUNCIL OF THE TOWN OF AVON By: ________________________________ Sarah Smith-Hynes, Mayor Attest: _____________________________ %UHQGD7RUUHV, Town ClerkDevelopment Standards* NO CHANGE - ALL DEVELOPMENT STANDARDS UNDER EXISTING PUD DEVELOPMENTPLAN APPLY TO LOT 1Residential/Lodging Uses1. Hotel rooms and suites;2. Lodge rooms;3. Condominiums;4. Townhomes;5. Time-share, vacation ownership, and fractional fee ownership; and6. Accessory or incidental uses consistent with Residential/Lodging Uses at the discretion of the Zoning Administrator.Lodging Support Uses1. Fitness facilities, locker rooms, reception, and related amenities and services;2. Indoor and outdoor recreation (e.g. pools, jacuzzis, game rooms);3. Ski valet and storage;4. Front desk and lobby;5. Concierge, valet and bell service areas;6. Business centers;7. Housekeeping and laundry facilities;8. Storage;9. Mechanical rooms;10. Restrooms;11. Administrative spaces used by personnel providing Hotel/lodging services (e.g. reservations, accounting);12. Maintenance facilities;13. Meeting pre-function and support spaces; and14. Other accessory or incidental uses consistent with Lodging Support Uses at the discretion of the Zoning AdministratorStandard Commercial Uses1. Retail Stores;2. Specialty Shops;3. Restaurants, Bars and Cocktail Lounges;4. Wellness Centers (such as physical therapy, medical);5. Personal service shops;6. Professional offices, including real estate brokerage and development offices;7. Ski School Facilities;8. Lift Ticket Sales Facilities;9. Financial Institutions;10. Offices; and11. Other accessory or incidental uses consistent with Standard Commercial Uses at the discretion of the Zoning AdministratorIncidental Commercial Uses1. Spa treatment rooms, spa retail, spa salon, and2. Meetings and conference rooms;Public Uses1. Transportation facilities;2. Public plazas;3. Public restrooms; and4. Public parks and walkways.Temporary Facilities1. Vacation Ownership/Time Share sales centers of up to 7,000 square feet within the Hotel or Vacation Ownership/Time Sharebuildings for up to ten years from the issuance of a Temporary Certificate of Occupancy of the first Vacation Ownership/TimeShare building; and2. Other temporary facilities are subject to Special Review Use.Special Review Uses1. Theatres;2. Churches;3. Bed and Breakfast lodges; and4. Temporary facilities not approved (above) under Temporary Facilities.Land Use Table:LAND USE TABLE MODIFIED FOR LOT 1 ONLY AS FOLLOWS:Parking*NO CHANGE - ALL PARKING STANDARDS UNDER EXISTING PUDDEVELOPMENT PLAN APPLY TO LOT 1.Specific requirements by UseFive (5) spaces/1000 GLFA:1. Retail Stores;2. Specialty Shops;3. Restaurants, Bars and Cocktail Lounges public spaces (excludes storage, kitchens and other"back of house" spaces);4. Wellness Centers (such as physical therapy, medical);5. Personal service shops;6. Professional offices, including real estate offices at the plaza level;7. Ski School Facilities;8. Lift Ticket Sales Facilities; and9. Financial Institutions;Four (4) spaces per 1000 GLFA1. Professional Offices/Offices, if any, on the fifth floor of the Hotel.Two (2) spaces per 1,000 GLFA1. Spa treatment rooms, spa retail, spa salon; and2. Meetings and conference rooms.Hotel1. One (1) space for each Accommodation Unit (as defined in the Development Agreement).2. 1.2 spaces for each Dwelling Unit (as defined in the Development Agreement).Vacation Ownership1. 0.75 spaces per bedroom, maximum of 1.5 spaces per Residential Unit.Condominiums and Townhomes other than a Hotel1. Lots 1,2 & 3 - no change proposed (1.2 space per unit for Lot 1)2. Lot 4 Condominium Units - 1.0 spaces per unit or as approved in the development plan.3. Lot 4 Townhome Units - 1.2 spaces per unit or as approved in the development plan.General:1. Compact parking spaces shall not exceed ten percent (10%) of total parking for the entireproject.2. Total required parking (as defined above) shall be reduced by 15% for facilities on Lots 1, 2and 3 only.3. Standard parking spaces on Lots 1 and 3 shall be a minimum width of 8'9'", with standardlength of 18' and standard drive lane width of 24'.Lot 1 PermittedUses byRight SpecialReviewUsesBuildingHeight*StandardCommercial;IncidentalCommercial;ResidentialLodging Uses;LodgingSupport Uses;TemporaryUses and Facilities;Public UsesTheatres;Churches;OtherTemporaryFacilities;One hundred five feet (105')maximum height limitation,except areas of the lot falling fiftyfeet (50') from the southernproperty line, where a maximumheight of fifty feet (50') will applyfor up to a maximum twothousand square feet (2000 sq.ft.) of building area, and amaximum height of forty five feet(45') will apply to the remainderof the area of the lot falling 50'from the southern property line.General Notes* ITEMS 2a AND 2c AMENDED. ITEMS 3 AND 4 ADDED TO THE GENERAL NOTES. ALL OTHER GENERAL NOTES UNDER EXISTING PUDDEVELOPMENT PLAN APPLY TO LOT 1.This PUD Plan contains the development standards and uses for the Riverfront PUD. Other uses and provisions of the Town of Avon Municipal Code notspecifically addressed herein, or in the related development agreement, shall apply to the Riverfront PUD.The minimum building setbacks shall be as follows:DRiver: all buildings shall be setback the more restrictive of i) seventy five feet (75') from the Mean Annual High Water Mark or ii) the northern boundary line of Tract "A". Notwithstanding theforegoing, Lot 1's minimum setback shall be the northern boundary line of the utility, path, and drainage easement located along the southern boundary line of Lot 1. Encroachmentsfor porches/decks/overhangs/eaves are permissible subject to design review and easement grantees approval as to specific locations and dimensions.ELot Lines: Buildings shall have a zero foot (0') setback from internal lot lines. Buildings shall have a minimum twenty-foot (20') setback from RiverfrontSubdivision perimeter lines. Notwithstanding the foregoing, Lot 7's setback from its northern perimeter line shall be ten (10) feet,F5LJKWRIZD\ %XLOGLQJVVKDOOKDYHDPLQLPXPVHWEDFNRIWHQIHHW
IURPWKH5LYHUIURQW/DQHURDGULJKWRIZD\6XEWHUUDQHDQHQFURDFKPHQWVVKDOOEHSHUPLWWHGLQWRWKLVVHWEDFN(QFURDFKPHQWV VXFKDVSDWLRVEDOFRQLHVDQGHDYHV RIXSWRVL[IHHW
KRUL]RQWDOO\DWILQLVKHGJUDGHDQGKLJKHUWKDQWZHOYHIHHW
YHUWLFDOO\DERYHILQLVKHGJUDGHPD\EHSHUPLWWHGLQWRWKLVVHWEDFNIRUDOOEXLOGLQJVORFDWHGRQ/RWLIDSSURYHGE\WKH7RZQRI$YRQ3ODQQLQJDQG=RQLQJ&RPPLVVLRQDQG7RZQ&RXQFLOGXULQJWKH'HYHORSPHQW5HYLHZSURFHVVIRU/RW QRWWRH[FHHGRIWKHSHUPLWWHG
ZLGHHQFURDFKPHQWDUHDZLWKLQWKHVHWEDFN The purpose of this PUD Amendment is to modify the height limitation, architectural guidelines, and remove the specific building footprints for Lot 1 to allow for greater flexibility in design andphasing.This Amendment to PUD Development Plan amends the PUD Development Plan for Riverfront Subdivision adopted by Town Ordinance No. 17-16 and recorded at Reception No. 201800835,Eagle County, Colorado (the “Existing PUD Development Plan”) solely with respect to Lot 1, Riverfront Subdivision (“Lot 1”). References herein to new or modified PUD standards,UHTXLUHPHQWVDQGRUXVHVDSSO\WR/RWRQO\([FHSWDVKHUHLQDPHQGHGIRU/RWWKH([LVWLQJ38''HYHORSPHQW3ODQUHPDLQVIXOO\ELQGLQJDQGYDOLGOwner of Lot 1 shall convey deed restriction(s) for two (2) 1-bedroom residential units or a total gross floor area of residential use of one thousand square feet (1000 sq. ft.) in the Lot1GHYHORSPHQWWRWKH7RZQRI$YRQDVDFRQGLWLRQRIUHFHLYLQJDQ\FHUWLILFDWHRIRFFXSDQF\7KHGHHGUHVWULFWLRQ V VKDOOEHSHUPDQHQWUHFRUGHGDWWKH(DJOH&RXQW\&OHUNDQG5HFRUGHUVRIILFHVKDOOOLPLWWKHXVHRIWKHUHVLGHQWLDOXQLWVRUVSDFHWRRFFXSDQF\E\SHUVRQVHPSOR\HGRUZRUNLQJIXOOWLPHLQ(DJOH&RXQW\ GHILQHGDVZRUNLQJDWOHDVWKRXUVSHUZHHNIRUDWOHDVWPRQWKVLQDFDOHQGDU\HDU DQGWKHIRUPRIWKH'HHG5HVWULFWLRQVKDOOEHDFFHSWDEOHWRWKH7RZQRI$YRQDQGVKDOOEHFRQVLVWHQWZLWKRWKHU'HHG5HVWULFWLRQVFRQYH\HGWRWKH7RZQRI$YRQZLWKVLPLODUWHUPVNotes:Actual building heights at various locations on each Lot shall be establishedthrough the Town's design review approval process, based on the criteriaestablished in the Town of Avon Municipal Code.In all instances, the maximum allowable percentage of a building ridgeline tobe at or near the maximum height shall be governed by the more restrictivecriteria of the Riverfront Design Standards and the Town of Avon MunicipalCode.Architectural Design and Massing: Final building design shall be establishedthrough the Town's design review approval process, based on the criteriaestablished in the Town of Avon Municipal Code.129(0%(5
R I V E R F R O N T V I L L A G EAvon, ColoradoDESIGN STANDARDSFebruary 23, 2006*amended December 12, 2017*amended 1RYHPEHU, 2019 for Lot 1I. Vision Statement for Riverfront VillageNO CHANGE - VISION STATEMENT AND DESIGN STANDARDS RECORDED UNDER EXISTING PUD DEVELOPMENT PLAN REMAIN IN PLACE AS RECORDED.A. Scope of Design Standards1) The following Design Standards for Riverfront Village have been established to ensure the overall quality and compatibility of the Village with the Town of Avon and its riverfront site. In general these Standards shall apply to all buildings and plaza areas within Riverfront Village, with the exception of the Hotel building, or as otherwise noted.2) An important aspect of the Riverfront Village vision is responsible care for the environment and sustainability of the architecture and landscape. To this end, best efforts will be made to meet the principles set forth in the LEED (Leadership in Energy and Environmental Design) Green Building System for the Hotel. In addition, all other buildings within the Village will be designed with sensitivity to the sustainability aspectsof site and architectural design.B. Architectural Theme1) Riverfront Village represents an important interface between the Town of Avon and Beaver Creek Ski Resort. It is envisioned as a lively gathering place connecting the river, mountain and town- a pedestrian friendly environment where townspeople and guests can stroll from Avon's western Town Center, through the resort retail plaza, to ride the gondola up to the mountain or to step down to the river.2) The village is situated on the seam between the town and the mountain landscape and should therefore strike a balance between the two environments, creating an architectural expression that captures both alpine and townscape traditions. To achieve this balance, the architecture shall take advantage of materials inherent to successful mountain resort architecture-such as stone, wood, and other natural materials, combined withmore contemporary materials such as stucco, metal, and recycled products.3) The Architectural Theme will also feature the use of large areas of glass, clean building forms based on pure geometries, strong, simple detailing (not overly rustic, "heavy," or overstated), and the bolder proportions appropriate to the larger scale of the Town.C. Design of Public Spaces1) A public plaza will be used to link the Town of Avon to the Eagle River. This link should be reinforced in both a physical and perceptual way through the use of paving materials, landscaping, and sensitive spatial planning. Spatial planning shall include components that reinforce the connectivity of the Town to the River, and avoid elements that act as barriers to this connection, such as planter walls that block pedestrian flow,landscaping that screens the visual connection between Town and River, etc.D. Pedestrian orientation1) A pedestrian corridor, connecting the town to a retail plaza with gondola, will gracefully transition from the plaza to the riverfront promenade by way of a staircase and stepped terraces merging with the natural landscape. This transition will avoid barriers from the Town to the River, and include elements which reinforce this connection, including similar paving materials, wide pedestrian ways that encourage movement, activesignage and wayfinding, and a gracious grand stair with oversized treads and minimal risers.2) Pathways shall also create a network within the Village itself, linking the different buildings along the length of the site and providing pedestrian access to defined access/gathering points along the River. The Plaza and pathways within Riverfront Village should encourage a pedestrian-friendly environment.E. View Corridors1) A primary southern view corridor to the mountains shall be maintained from the eastern railroad crossing through the public plaza to help reinforce the connection between the Town and the ski mountain.2) An east-west view corridor along the Eagle River will also be maintained through the preservation of a 75-foot river setback throughout most of the site, with limited minor encroachments as allowed in the development plan. In addition, the Riverfront Park will act as a natural corridor along the river edge portion of the Village and act to enhance this view corridor.F. The Natural Environment1) The Eagle River is a primary amenity for the Town of Avon and Riverfront Village. Links to the River shall be developed as special pedestrian ways to help activate this wonderful amenity.2) The 75-foot river setback will be largely left in its natural state, and certain defined river access and gathering points should be created along the linear riverfront path.3) In general, additional plantings within the river setback will be riparian in character and relate to plantings indigenous to river edge environments. More formal planting areas -- such as small sections of lawn, however, are encouraged at special gathering and access points to highlight these more formal features. Formal plantings featuring annuals are not permitted within the 75-foot setback.4) In an effort to enhance the natural environment, site walls and site walkways should become more "organic" as they approach the river edge portion of the Village. Any walls installed south of the bike path shall be limited to boulder walls. Accessibility shall be considered when designing walkways.II. Site and Village GuidelinesITEM C.2. SITE WALLS AMENDED. ALL OTHER SITE AND VILLAGE GUIDELINES UNDER EXISTING PUD DEVELOPMENT PLAN APPLY TO LOT 1.A. Primary Building Entries1) Primary building entries shall be emphasized as welcoming portals through careful attention to massing, scale, and materials. This will ensure that Riverfront Village will not turn its back to Avon. Portals will be scaled to encourage pedestrian movement through them-and avoid overwhelming or diminutive massing-and they will be treated with materials that enhance this experience. The front doors of buildings should betreated in interesting ways, either through the use of glass or special designs and materials that provide interest to these special areas of each building.2) Massing of entries shall relate to the overall massing of the buildings but be presented as special forms different than typical building bays. Sensitivity to scale should be considered when transitioning from the overall larger building mass to the more intimate scale of the pedestrian visitor. Designers are encouraged to use materials in interesting ways at primary building entries to reinforce their unique role as part of thebuilding and as part of the overall Village streetscape.B. Solar Access1) A solar access study shall be required for buildings exceeding 3 stories in height. These studies will convey shading impacts at summer and winter solstice (Jun 21 and Dec 21), and at vernal and autumnal equinox (Mar 21 and Sept 21).C. Site Materials and Colors1. Plaza materialsa) Rustic materials common in mountain towns and/or a more contemporary interpretation of these materials such as cut stone pavers, colored concrete pavers, and stained or colored concrete slabs are appropriate to the Village. Colors shall be complementary to the site and its architecture, avoiding bright or brilliant hues that distract from the pedestrian experience.the le2. Site wallsa) Site walls shall make use of more contemporary materials such as colored concrete masonry, stained concrete, board-formed concrete, and similar materials, in colors complementary to the site and its buildings. Site walls shall relate to plaza materials and building bases to help visually merge the ground plane around the site. Boulder walls shall be permitted in those areas where walls transition the project to natural and surroundinggrades, and shall require the approval of the Planning Commission during design and development plan review.D. Site Signage - Design, materials, and colors1) Site signage shall be designed to help animate the plaza and be consistent and compatible with the design and materiality of the buildings. Site lighting will also be used to enhance the pedestrian experience at the Plaza level.III. Architectural Design GuidelinesITEMS A. 2) AND 7) AMENDED. ALL OTHER ARCHITECTURAL DESIGN GUIDELINES UNDER EXISTING PUD DEVELOPMENT PLAN APPLY TO LOT 1.A. Building Form and Massing1) In general the form and massing within Riverfront Village will follow the intent of the Town of Avon Design Guidelines by incorporating form articulation to avoid the monolithic. However, specific buildings within the Village shall be subject to less or more stringent requirements relative to building form and massing as identified within this document to form a coherent, pleasant composition for the entire neighborhood.2) Smaller masses, such as portions of the building or elements such as porte cocheres, etc, will be used to break up the apparent size of larger building forms. Smaller masses positioned in front of large masses will be used to reduce the visual dominance of the larger forms,with particular emphasis in stepping back building height, bulk, and mass in the areas of Lots that are located along the river corridor and recreation path interface.3) The development of building bases will help to tie together individual buildings within the Village and will also tie the Village to its riverfront site. Site walls, and other site features shall relate to building bases in a way that reinforces visual connectivity to the ground plane. The plaza and gondola terminal, with its cantilevered structure will stand out as an elevated element from the south, drawing people up from the river.4) In general the middles of buildings will be more visually subtle, but broken by primary and secondary elevation features and material accents that help to avoid monotonous facades. On any given elevation at Lots 1, 3, and 4, 80 percent of the vertical wall area will be permitted to be within the same plane, with a minimum of 1-foot offset for plane changes. Vertical forms comprised of stacked decks and balconies will beconsidered plane changes. At Lots 5, 6, and 7, 70 percent of the vertical wall area will be permitted to be within the same plane.5) The roofscape of Riverfront Village is also critical to the success of the neighborhood and its relationship to the Town of Avon. The visual coherency of the Village should be reinforced through the use of similar and compatible roofing materials and colors throughout the Village, helping to knit the individual buildings together when seen from the Gondola or Beaver Creek above.6) Pitched roofs expressive of an alpine tradition and the incorporation of dormers, shed roofs and chimney forms, should be employed, while allowing variation in roof pitches to break up building mass and height. Primary roofs will have pitches ranging from a minimum of 2:12 to a maximum of 8:12. Secondary roofs-such as at dormers, porte cocheres, building protrusions, and similar additive forms-may be flat, but only if they are finished inmaterials similar in quality to roof or wall materials on the building, such as pavers, colored stone, etc. When secondary roofs are pitched roofs, the minimum pitch required shall be 2:12. Flat roofs may be permitted for primary roof forms in order to help address views and reduce overall height of buildings along the river interface. Ideally flat roofs should be developed as terraces and other functional spaces.7) Given the modern alpine character of the architecture at Riverfront Village, roof overhangs are encouraged for buildings on Lot 1, which are visually and compositionally related to the Hotel. At these locations the minimum roof overhang permitted shall be six inches. At other locations within Riverfront Village the minimum roof overhang shall be 24 inches for primary roofs and 12 inches at secondarydormers.8) To help ensure that roof ridges for the Village remain interesting and contribute to the overall success of building massing, uninterrupted ridgelines shall be avoided. To this end, roof ridgelines are limited to 150 feet before a change in height (elevation above sea level) is required. These breaks (elevation changes) shall run horizontally for at least 10% of the overall building ridge length before returning to the prior elevation.Overall building ridge length is defined as the sum of all primary ridge lengths for the entire building.B. Building Height1) Building heights for the Riverfront Village will be restricted to the heights described in the approved Development Plan, as measured according to the Town of Avon Code. Architectural features such as chimneys, cupolas, and other similar elements will not be included when calculating maximum building height.2) In addition, the percentage of ridge height allowed at the maximum allowable building height for any given building will be limited to 25% of the overall building ridge length. Overall building ridge length is defined as the sum of all primary ridge lengths for the entire building.3) The maximum height for building facades fronting the Public Plaza will be limited to 75 feet from the Plaza elevation. The only exception to this facade height limitation shall be for the western façade of the central tower of the hotel, which shall be permitted to be as tall as 100 ft. from Plaza elevation. This central tower façade may run horizontally for up to 60 feet along the plaza.4) The minimum horizontal setback required for building facades exceeding the maximum height for building facades fronting the Public Plaza will be 2 feet from the building façade fronting the Public Plaza. This shall only apply to the central tower portion of the Hotel.5) The minimum setback required for maximum allowable height per the Development Standards from the Public Plaza will be 60 feet from building façade fronting the PlazaC. Exterior Materials, Detailing, and Colors1. Materials and colors for walls and roofs at Riverfront Village will have a Light Reflective Value (LRV) not exceeding 60%.a) Materials inherent to the mountains, including stone and wood, will be used at lower levels of buildings in areas of direct pedestrian interface, as well as metals. These materials should be used in refreshing ways within the Village, reinterpreted for the urban nature of Avon towards a "mountain modern" character.b) Stucco conveys mass in a subtle, "quiet" way and is therefore a recommended material for building middles and tops. However, building accents comprised of non-stucco materials, such as metal, wood and cement materials replicating wood, shall be allowed in building middles and tops to help provide interest, except as prohibited by Codes. When used, stucco shall be carefully detailed to ensure longevity when it comesnear the ground plane at building walls. Greater variation in materials for town homes is contemplated with less reliance on the use of stucco in lieu of use of recycled and other siding materials.c) Roof materials will include rubber shingles, asphalt shingles and other materials suitable for mountain environments. Standing seam metal may be used for primary roof planes and for small and/or special roof features such as shed dormers, retail roof forms, porte cocheres, and other selective roof elements.d) In general, colors used within the Village should be complementary to the site, and be comprised of greens, grays, golds, browns, and other earth-tone hues. However, due to the desire for a highly activated retail experience at the Plaza level, the colors used along the retail edges of the Public way may be more vibrant and active in nature.2. Minimum window area at plaza levela) At a minimum, 50% of the 1st level of building facades facing the plaza from the east and the west shall be glass. For this calculation the plaza shall be deemed to begin at the northwest corner of the hotel and the northeast corner of timeshare west and shall terminate at the east-west plane where the staircase down to the river begins. This calculation shall exclude the gondolaterminal, control booth and public restrooms.129(0%(5
*There is a 2-year lag from project completion to property taxes being received by the Town
MEMORANDUM
TO: Eric Heil, Town Manager
Avon Town Council
Matt Pielsticker, Planning Director
Scott Wright, Finance Director
FROM: Amy Greer
DATE: October 22, 2019
SUBJECT: Working Draft – Summary of Revenue Impacts – Lot 1 PUD
Summary of Selected Incremental Revenues
Incremental Revenues at full buildout are presented in the following chart:
Key Revenue Sources @ Full Buildout
Tax Increment Property Tax Revenues (through 2032)* Annual $ 424,095
Sales and Accommodation Tax Revenues Annual $ 784,598
Sales Tax from Visitor Spending Annual $ 84,568
RETT Revenues - Initial Sales One-time $ 1,580,874
RETT Revenues - Secondary Sales Annual $ 175,200
Attachment E
Mr. Eric Heil
October 22, 2019
Page 2 of 3
Assumptions
Schedule 1 – Buildout and Projected Assessed Valuation
LOT 1 DEVELOPMENT CONCEPT
2022 2023 2024 2025 2026 TOTAL
1 Bedroom Units 8 0 7 0 0 15
2 Bedroom Units 18 0 18 0 0 36
3 Bedroom Units 12 0 12 0 0 24
4 Bedroom Units 6 0 5 0 0 11
Total 44 0 42 0 0 86
$800 per SF
1 BR are 600 SF, 2 BR are 1,150 SF, 3 BR are 1,500 SF, 4 BR are 2,100 SF
Residential Assessment Rate is 7.2%
URA overlapping mill levy is 63.38 and collected by the Town through 2032
3% cumulative value increases of 3% every other year beginning in 2022
Schedule 2 – Sales and Accommodations Taxes
80% of all unit types are in the rental pool
Occupancy rate increases from 24% to 57% from 2022 – 2025
ADR 1BR @$475, 2BR@ $600, 3BR @ $800, 4BR @ 1,000
Schedule 3 – Guest Nights and Sales Tax from Visitor Spending
5.75% owner occupancy rate (21 nights per year)
2 guests/unit1BR, 3.5 guests/unit 2BR, 4.5 guests/unit 4 BR, 6 guests/unit 4BR
Occupancy rate increases from 24% to 57% from 2022 – 2025
80% of all unit types are in the rental pool
Occupancy rate increases from 24% to 57% from 2022 – 2025
In their March 24, 2005 report, Analysis of Fiscal Impacts of the Sheraton Mountain Vista
Resort, PricewaterhouseCoopers L.L.P. conducted a survey of daily guest spending which
would be subject to the Town’ s 4% Sales Tax. This survey identified daily guest spending
subject to the Town’s sales tax ranging from $22 to $26. Based upon this survey, and
adjusting for increased prices since 2005, average daily guest spending of $34.18 is
assumed.
Schedule 4 – Real Estate Transfer Taxes
Secondary sales assume 10% of inventory
All Real Estate Transfer Tax revenues are assumed to be collected by the Town’s Capital
Project Fund and used to fund future capital improvements, some of which will relate to
costs associated with Lot 1.
Attachment E
Mr. Eric Heil
October 22, 2019
Page 3 of 3
Attachment E
EXHIBIT I WORKING DRAFT - OCTOBER 22, 2019PROJECTED REVENUES FROM LOT 1 PUDPROJECTED REVENUES FROM URA, SALES AND ACCOMMODATIONS TAXES AND RETT ONLYFOR THE YEARS ENDING DECEMBER 31, 2020 THROUGH 2032SUBJECT TO CHANGE AND REVISION, SEE CONSULTANT'S NARRATIVE SUMMARY AN DISCLAIMER 2020202120222023202420252026202720282029203020312032TOTALS1PROJECTED ASSESSED VALUATION LOT 100003,328,3013,328,3016,691,3086,691,3086,892,0486,892,0487,098,8097,098,8097,311,7732 3URBAN RENEWAL AUTHORITY MILL LEVIES & PROPERTY TAX INCREMENT REVENUES (URA EXPIRES END OF 2032)4 RE- 50J25.115 0 000 83,590 83,590 168,052 168,052 173,094 173,094 178,287 178,287 183,635 1,389,6815 Town of Avon - General Fund8.956 0 000 29,808 29,808 59,927 59,927 61,725 61,725 63,577 63,577 65,484 495,5606 Eagle County8.499 0 000 28,287 28,287 56,869 56,869 58,576 58,576 60,333 60,333 62,143 470,2737 Colorado Mountain College3.997 0 000 13,303 13,303 26,745 26,745 27,548 27,548 28,374 28,374 29,225 221,1658 Eagle River Fire Protection District10.226 0 000 34,035 34,035 68,425 68,425 70,478 70,478 72,592 72,592 74,770 565,8329 Eagle River Water and Sanitation District - 0.826 - 0.4000.815 0 000 2,713 2,713 5,453 5,453 5,617 5,617 5,786 5,786 5,959 45,09610 Eagle County Health Services District - 2.019 - 1.9542.766 0 000 9,206 9,206 18,508 18,508 19,063 19,063 19,635 19,635 20,224 153,05011 Colorado River Water Conservancy District - 0.191 - 0.0900.256 0 000852 852 1,713 1,713 1,764 1,764 1,817 1,817 1,872 14,16512 Eagle County Library District2.75000009,1539,15318,40118,40118,95318,95319,52219,52220,107152,16513TOTAL URA OVERLAPPING MILL LEVIES & TAXES 63.3800000210,948210,948424,095424,095436,818436,818449,923449,923463,4203,506,9871415TAX INCREMENT PROPERTY TAX REVENUES SCH. 10000210,948210,948424,095424,095436,818436,818449,923449,923463,4203,506,9871617SALES AND ACCOMMODATIONS TAX REVENUES SCH.2000352,736388,010784,598784,598784,598784,598784,598784,598784,598784,5987,017,5311819SALES TAX REVENUES FROM VISITOR SPENDING SCH. 30004,85241,96047,93284,56884,56884,56884,56884,56884,56884,568686,7232021RETT REVENUESSCH. 400987,23789,6371,029,600175,200175,200175,200175,200175,200175,200175,200175,2003,508,0741 of 611/7/20192:37 PMLot 1 Analysis - Draft2Attachment E
PROJECTED REVENUES FROM LOT 1 PUDPROJECTED BUILDOUT AND ASSESSED VALUATIONFOR THE YEARS ENDING DECEMBER 31, 2020 THROUGH 2031 SCHEDULE 1 - BUILDOUT AND ASSESSED VALUATION GENERATED FROM BUILDOUT 1LAND USE, BUILDOUT (YEAR COMPLETED), AND ESTIMATED VALUES:23Planned AverageTotal4Estimated Estimated Number Per Unit Gross Unit5 RESIDENTIAL ONLYValue/SFSF/Unitof Units Price Volume202020212022202320242025202620272028202967 1 BR 800 600 15 480,000 7,200,00000807000008 2 BR 800 1,150 36 920,000 33,120,000 0 0 18 0 18000009 3 BR 800 1,500 24 1,200,000 28,800,000 0 0 12 0 120000010 4 BR 8002,100111,680,00018,480,000006050000011 TOTAL RESIDENTIAL 861,018,60587,600,00000440420000012SOURCE: East West Partners131415Estimated Actual Value:16 1 BR0 0 3,840,000 0 3,360,0000000017 2 BR0 0 16,560,000 0 16,560,0000000018 3 BR0 0 14,400,000 0 14,400,0000000019 4 BR0010,080,00008,400,0000000020 Total Estimated Actual Value0044,880,000042,720,000000002122Estimated Assessed Value @ 7.2% of Actual Value:23 1 BR0 0 276,480 0 241,9200000024 2 BR0 0 1,192,320 0 1,192,3200000025 3 BR0 0 1,036,800 0 1,036,8000000026 4 BR00725,7600604,8000000027 Total Estimated Assessed Value - Incremental003,231,36003,075,8400000028 Total Estimated Assessed Value - Cumulative003,231,3603,231,3606,307,2006,307,2006,307,2006,307,2006,307,2006,307,20029 Total Estimated Assessed Value - Cum. with 3% Value Incr. Every Other Year003,328,3013,328,3016,691,3086,691,3086,892,0486,892,0487,098,8097,098,8093031Year Assessed Valuation Certified to URA2021 2022 2023 2024 2025 2026 2027 2028 2029 203032Year Taxes Received by URA2022 2023 2024 2025 2026 2027 2028 2029 2030 20312 of 611/7/20192:37 PMLot 1 Analysis - Draft2Attachment E
PROJECTED REVENUES FROM LOT 1 PUDPROJECTED BUILDOUT AND ASSESSED VALUATIONFOR THE YEARS ENDING DECEMBER 31, 2020 THROUGH 2031 SCHEDULE 1 - BUILDOUT AND ASSESSED VALUATION GENERATED FROM BUILDOUT 1LAND USE, BUILDOUT (YEAR COMPLETED), AND ESTIMATED VALUES:23Planned AverageTotal4Estimated Estimated Number Per Unit Gross Unit5 RESIDENTIAL ONLYValue/SFSF/Unitof Units Price Volume67 1 BR 800 600 15 480,000 7,200,0008 2 BR 800 1,150 36 920,000 33,120,0009 3 BR 800 1,500 24 1,200,000 28,800,00010 4 BR 8002,100111,680,00018,480,00011 TOTAL RESIDENTIAL 861,018,60587,600,00012SOURCE: East West Partners131415Estimated Actual Value:16 1 BR17 2 BR18 3 BR19 4 BR20 Total Estimated Actual Value2122Estimated Assessed Value @ 7.2% of Actual Value:23 1 BR24 2 BR25 3 BR26 4 BR27 Total Estimated Assessed Value - Incremental28 Total Estimated Assessed Value - Cumulative29 Total Estimated Assessed Value - Cum. with 3% Value Incr. Every Other Year3031Year Assessed Valuation Certified to URA32Year Taxes Received by URA20302031TOTALS00 1500 3600 240011008600 7,200,00000 33,120,00000 28,800,0000018,480,0000087,600,00000 518,40000 2,384,64000 2,073,600001,330,560006,307,2006,307,2006,307,2006,307,2007,311,7737,311,7737,311,7732031 20322032 20333 of 611/7/20192:37 PMLot 1 Analysis - Draft2Attachment E
SCHEDULE 2PROJECTED REVENUES FROM LOT 1 PUDPROJECTED SALES AND ACCOMMODATION TAX FROM SHORT TERM LODGING (8%)FOR THE YEARS ENDING DECEMBER 31, 2020 THROUGH 2031(NON-INFLATED)SCHEDULE 2 - SALES AND ACCOMMODATION TAX FROM SHORT TERM LODGING202020212022202320242025202620272028202920302031TOTALS1 1 BR UNITS - RENTALS2 Cumulative Units Completed00881515151515151515153 % in Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%4 Total Units Rented0002,3362,3364,3804,3804,3804,3804,3804,3804,380 35,3325Annualized Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%6Average Daily Room Rate4754754754754754754754754754754754757 Revenue000554,800610,2801,185,8851,185,8851,185,8851,185,8851,185,8851,185,8851,185,8859,466,2758 Sales and Accomodation Taxes @ 8%00044,38448,82294,87194,87194,87194,87194,87194,87194,871910 2 BEDROOM UNITS - RENTALS11 Cumulative Units Completed00181836363636363636363612 % in Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%13 Total Units Rented0005,2565,256 10,512 10,512 10,512 10,512 10,512 10,512 10,512 84,09614Annualized Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%15Average Daily Room Rate60060060060060060060060060060060060016 Revenue0001,576,8001,734,4803,595,1043,595,1043,595,1043,595,1043,595,1043,595,1043,595,10428,477,00817 Sales and Accomodation Taxes @ 8%000126,144138,758287,608287,608287,608287,608287,608287,608287,6081819 3 BR UNITS - RENTALS20 Cumulative Units Completed00121224242424242424242421 % in Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%22 Total Units Rented0003,5043,5047,0087,0087,0087,0087,0087,0087,008 56,06423Annualized Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%24Average Daily Room Rate80080080080080080080080080080080080025 Revenue0001,401,6001,541,7603,195,6483,195,6483,195,6483,195,6483,195,6483,195,6483,195,64825,312,89626 Sales and Accomodation Taxes @ 8%000112,128123,341255,652255,652255,652255,652255,652255,652255,6522,025,0322728 4 BEDROOM UNITS - RENTALS29 Cumulative Units Completed006611111111111111111130 % in Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%31 Total Units Rented0001,7521,7523,2123,2123,2123,2123,2123,2123,212 25,98832Annualized Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%33Average Daily Room Rate10001000100010001000100010001000100010001000100034 Revenue000876,000963,6001,830,8401,830,8401,830,8401,830,8401,830,8401,830,8401,830,84014,655,48035 Sales and Accomodation Taxes @ 8%00070,08077,088146,467146,467146,467146,467146,467146,467146,467TOTAL SALES AND ACCOMMODATION TAXES @ 000352,736388,010784,598784,598784,598784,598784,598784,598784,5986,232,933Attachment E
SCHEDULE 3PROJECTED REVENUES FROM LOT 1 PUDPROJECTED GUEST NIGHTS AND SALES TAX FROM VISITOR SPENDINGFOR THE YEARS ENDING DECEMBER 31, 2020 THROUGH 2031(NON-INFLATED)SCHEDULE 3 - GUEST NIGHTS AND SALES TAX FROM VISITOR SPENDING202020212022202320242025202620272028202920302031TOTALS11 BR UNITS2 Owners3 Total 1 Bedroom Units00881515151515151515154 Owner Occupancy Rate (21 Nights Per Year - Comp to Westin)5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75%5 Guests Per Unit2.02.02.02.02.02.02.02.02.02.02.02.06 Owner Guest Nights0003363366306306306306306306305,0827 Rentals8 % In Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%9 1 Bedroom Units In Rental Pool0006.46.41212121212121210 Rental Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%11 Guests Per Unit2.02.02.02.02.02.02.02.02.02.02.02.012 Rental Guest Nights00002,5702,6634,9934,9934,9934,9934,9934,99335,19213Total 1 Bedroom Guest Nights 0003362,9063,2935,6235,6235,6235,6235,6235,62340,27414152 BR UNITS16 Owners17 Total 2 Bedroom Units001818363636363636363618 Owner Occupancy Rate (21 Nights Per Year - Comp to Westin)5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75%19 Guests Per Unit3.53.53.53.53.53.53.53.53.53.53.53.520 Owner Guest Nights0001,3231,3232,6462,6462,6462,6462,6462,6462,64621,16821 Rentals22 % In Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%23 2 Bedroom Units In Rental Pool00014.414.428.828.828.828.828.828.828.824 Rental Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%25 Guests Per Unit3.53.53.53.53.53.53.53.53.53.53.53.526 Rental Guest Nights000010,11810,48620,97120,97120,97120,97120,97120,971146,43227Total 2 Bedroom Guest Nights 0001,32311,44113,13223,61723,61723,61723,61723,61723,617167,60028293 BR UNITS30 Owners31 Total 1 Bedroom Units00121224242424242424242432 Owner Occupancy Rate (21 Nights Per Year - Comp to Westin)5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75%33 Guests Per Unit4.54.54.54.54.54.54.54.54.54.54.54.534 Owner Guest Nights0001,1341,1342,2682,2682,2682,2682,2682,2682,26818,14435 Rentals36 % In Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%37 Studio Units In Rental Pool0009.69.619.219.219.219.219.219.219.238 Rental Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%39 Guests Per Unit4.54.54.54.54.54.54.54.54.54.54.54.540 Rental Guest Nights00008,6728,98817,97617,97617,97617,97617,97617,976125,51341Total Studio Guest Nights 0001,1349,80611,25620,24420,24420,24420,24420,24420,244143,65742434 BR UNITS44 Owners45 Total 4 Bedroom Units0066111111111111111146 Owner Occupancy Rate (21 Nights Per Year - Comp to Westin)5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75% 5.75%47 Guests Per Unit6.06.06.06.06.06.06.06.06.06.06.06.048 Owner Guest Nights0007567561,3861,3861,3861,3861,3861,3861,38611,21449 Rentals50 % In Rental Pool80%80%80%80%80%80%80%80%80%80%80%80%51 24 Bedroom Units In Rental Pool0004.84.88.88.88.88.88.88.88.852 Rental Occupancy Rate0%0%24%50%55%57%57%57%57%57%57%57%53 Guests Per Unit6.06.06.06.06.06.06.06.06.06.06.06.054 Rental Guest Nights00005,7825,99210,98510,98510,98510,98510,98510,98577,68455Total 4 Bedroom Guest Nights 0007566,5387,37812,37112,37112,37112,37112,37112,37188,8985657Total Guest Nights (Owner and Rental) 0003,54930,69035,05861,85561,85561,85561,85561,85561,855440,4295859GUEST SPENDING IN TOA60 Assume $34.18/day per guest spent within TOA34.1834.1834.1834.1834.1834.1834.1834.1834.1834.1834.1834.1861 Total Guest Spending000121,3051,048,9981,198,2952,114,2112,114,2112,114,2112,114,2112,114,2112,114,211624% Sales Tax Revneue0004,85241,96047,93284,56884,56884,56884,56884,56884,568602,154Attachment E
SCHEDULE 4PROJECTED REVENUES FROM LOT 1 PUDPROJECTED REAL ESTATE TRANSFER TAXES FOR THE YEARS ENDING DECEMBER 31, 2020 THROUGH 2031(NON-INFLATED)SCHEDULE 4 - REAL ESTATE TRANSFER TAXES1LAND USE, BUILDOUT (YEAR COMPLETED), AND ESTIMATED VALUES:23Planned Average Total4EstimatedEstimatedNumber Per Unit Gross Unit5 RESIDENTIAL ONLYValue/SFSF/Unitof Units Price Volume202020212022202320242025202620272028202920302031TOTALS61 1 BR 800 600 15 480,000 7,200,000 0 0 8 0 7 0 000000152 2 BR 800 1,150 36 920,000 33,120,000 0 0 18 0 18 0 000000363 3 BR 800 1,500 24 1,200,000 28,800,000 0 0 12 0 12 0 000000244 4 BR 8002,100111,680,00018,480,000006050000000115 TOTAL RESIDENTIAL 861,018,60587,600,00000440420000000866CUMUALTIVE RESIDENTIAL UNITS00444486868686868686867SOURCE: East West Partners8 Incremental Whole Ownership 00440420000000869 Cumulative Whole Ownership Units0444486868686868686861011INITAIL SALES REVENUE12 Initial Whole Ownership Unit Sales 44,880,000042,720,0000000000132% RETT TAX INITIAL SALES897,6000854,40000000001,752,0001415SECONDARY SALES @ 10% OF INVENTORY16Assumed Units Sold00449999999917 Secondary Unit Sales @ Average Price Per Unit004,481,8604,481,8608,760,0008,760,0008,760,0008,760,0008,760,0008,760,0008,760,0008,760,000182% RETT TAX SECONDARY SALES0089,63789,637175,200175,200175,200175,200175,200175,200175,200175,2001,580,8741920TOTAL ANNUAL RETT00987,23789,6371,029,600175,200175,200175,200175,200175,200175,200175,2003,332,874Attachment E
TOWN COUNCIL REPORT
To: Honorable Mayor Sarah Smith-Hymes and Avon Town Council
From: Matt Pielsticker, AICP, Planning Director
Meeting Date: November 12, 2019
Consent Topic: EXTENSION OF MAJOR DESIGN AND DEVELOPMENT PLAN, AND ALTERNATIVE
EQUIVALENT COMPLIANCE APPROVALS FOR AVON HOTEL ON LOT B, AVON CENTER AT
BEAVER CREEK SUBDIVISION
ACTION BEFORE COUNCIL
Before Council is action to extend the Major Design and Development Plan and Alternative Equivalent
Compliance applications (collectively the “Development Approvals”) for the Avon Hotel project.
RECOMMENDED MOTION
“I move to approve a six-month extension to the Development Approvals (ATTACHMENT A) for the Avon
Hotel on Lot B, Avon Center at Beaver Creek Subdivision, together with the findings and conditions
documented in the December 13, 2016 Findings of Fact and Record of Decision, now set to expire May 6,
2020.”
OPTIONS
• Approve the request, thereby approving the extension until May 13, 2020.
• Approve a modified duration.
• Continue request to the November 19, 2019 meeting.
• Deny the request.
SUMMARY
The Community Development Department received a written request (ATTACHMENT B) for an
extension to the Design and Development Plan approval for the Avon Hotel project. As documented
in the request, the project continues to progress and is expected to commence next spring. Requests
for extension are granted by the reviewing authority who originally acted. The Council may approve
multiple time extensions or extensions for periods greater than one year at their sole discretion.
There are no review criteria for this type of request and as mentioned, the Town Council may consider
any pertinent factors when considering the extension. Staff has evaluated this request and finds no
reason to not grant and extend the Development Approvals. As outlined in the applicant’s letter, the
subject property contains numerous legacy agreements and additional progress has been achieved
over the past year.
TIMELINE
November 1, 2016 and November 14, 2016 – PZC Public Hearings with Recommendation for Approval
December 5, 2016 and December 13, 2016 – TC Public Hearings and Approval for two (2) years
November 13, 2018 – TC public meeting and Approval for one (1) additional year
ATTACHMENTS
A – Development Approvals
B – Extension Request letter, dated October 4, 2019
4 October, 2019
The Honorable Sarah Smith Hymes, Mayor of the Town of Avon
and Members of the Town of Avon Town Council
100 Mikaela Way
PO Box 975
Avon, CO 81620
RE: Request for Extension of Application Approval – Lot B, Avon Center at Beaver Creek Subdivision
Dear Mayor Smith Hymes and Members of the Town Council,
On December 13, 2016, the Town of Avon Town Council approved the Major Development Plan for the
Avon Hotel on Lot B, Avon Center at Beaver Creek Subdivision. Per Section 7.16.020(g) of the
Development Code, this approval was scheduled to expire on December 13, 2018. On 11/13/18, the
Town Council granted a one (1) year extension of the approval which is now due to expire on December
13, 2019. This letter requests an additional six (6) month extension of this approval as provided for in the
Development Code.
As was discussed during the approval process, development of Lot B is extremely difficult due to the
extensive legacy agreements that exist in connection with the property. These agreements include
requirements and restrictions on parking; easements which are essential to constructing the project; and
rights to shared amenities such as the recreation center, entryways, and drive aisles. The development
team has continued to make substantial progress toward finalizing the agreements/plans that will be
necessary to begin construction. We are confident we will be able to apply for our building permit within
the requested extension period and begin construction in the spring. This requested extension will allow
us the time to complete the construction drawings and permitting required. Progress made over the period
since the extension of the application approval has included:
Multiple agreements have been drafted and reviewed by the parties including major agreements
with Avon Center/Lodge at Avon and Alpine Bank:
o Amendment to the 1999 Agreement to Adjust Property Boundaries
o Easements for surface parking and installation of a temporary ramp to maintain access to
the Lodge at Avon underground garage throughout construction
o Plans for parking during construction
o Structural engineering studies with regard to the deck area and the ramp for use during
construction.
o Easements for construction of the recreation center on the concrete deck area adjacent to
Lodge at Avon (Lots 2 and 3)
o A party wall agreement to govern areas where the new construction will be contiguous to
existing structures.
o Agreements regarding the operation and maintenance of the recreation center
o Agreements detailing the process for construction staging and access during construction
o Terminations of various legacy agreements that no longer apply.
Completion of the Parking Management Plan which was required by the 2016 Findings of Fact
Drafting of an amendment to the Reciprocal Easement Agreement governing parking on the
extended site including Alpine Bank and the Avon Center.
Approval of a Minor Development Application to modify the entry to the project
Resolution of title issues that have existed on the lot for the past several decades
We are excited about the progress that has been made on the project to date and look forward to moving it
toward completion. Our immediate next steps are to:
1. Finalize the underwriting for the project based on completion of the above documentation
2. Finalize the selection of the franchise partner for the project
3. Completion of construction drawings including minor changes that may be required
4. Application for the building permit
Please let me know if you need additional information regarding our plans. We look forward to working
with the Town of Avon to begin construction of this project. Thank you in advance for your time and
consideration.
Sincerely,
Keith Hampton
Managing Member
Avon Beaver Creek Hotel LLC
CC: Matt Pielsticker
Eric Heil
AVON REGULAR MEETING MINUTES
TUESDAY, OCTOBER 22, 2019
AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO
1. CALL TO ORDER AND ROLL CALL
Mayor Smith Hymes called the meeting to order at 4:02 p.m. A roll call was taken, and Council members
present were Tamra Underwood, Jennie Fancher, Scott Prince, and Amy Phillips. Councilor Thuon and
Councilor Wolf were absent. Also present were Town Manager Eric Heil, Town Attorney Paul Wisor,
Assistant to Town Manager Ineke de Jong, Police Chief Greg Daly, Recreation Director John Curutchet,
Finance Director Scott Wright, Planning Director Matt Pielsticker and Deputy Town Clerk Kendall Moore.
2. EXECUTIVE SESSION FOR A CONFERENCE WITH THE TOWN ATTORNEY FOR THE PURPOSE OF RECEIVING LEGAL ADVICE UNDER
C.R.S. §24‐6‐402(2)(B) CONCERNING EXPANDED POLYSTYRENE REGULATIONS
Councilor Underwood made a motion to convene into Executive Session for a conference with the town
attorney for the purpose of receiving legal advice under C.R.S. §24‐6‐402(2)(b) concerning expanded
polystyrene regulations. Councilor Fancher seconded the motion and the motion passed unanimously by
council members present. The time was 4:03 p.m.
Councilor Thuon joined at 4:05 p.m.
Councilor Wolf joined at 4:21 p.m.
Executive Session ended at 4:55 p.m.
3. ACTION TO CONTINUE THE REGULAR MEETING IN ORDER TO CALL TO ORDER THE AVON LIQUOR AUTHORITY MEETING
(Mayor Smith Hymes)
Start Time: 00:00:20
The Avon Liquor Authority meeting was called to order at 5:04 p.m.
4. ACTION TO RESUME THE PUBLIC MEETING
Start Time: 00:03:19
The Council Public meeting resumed at 5:13 p.m.
5. APPROVAL OF AGENDA
Start Time: 00:03:44
Mayor Pro Tem Phillips asked to pull item 9.1 Monthly Financial Report from the written reports to be
discussed as item 8.8. Councilor Wolf asked to add for the next council meeting a follow up report on the
Mountain Town Planners Conference that Councilor Thuon and himself attended. Mayor Pro Tem Phillips
moved to approve the agenda with the requested revisions. Councilor Prince seconded the motion and the
motion passed on a vote of 6 to 1. Councilor Wolf voted no.
6. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS
Start Time: 00:04:56
Town Attorney Paul Wisor explained he will step out when discussing the Riverfront property due to a
conflict of interest with his firm. Councilor Underwood made a motion that no conflict exists between
individuals in real estate on council. Mayor Smith Hymes seconded the motion and the motion passed
unanimously.
AVON REGULAR MEETING MINUTES
TUESDAY, OCTOBER 22, 2019
AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO
7. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE FOLLOWING AGENDA
[AN INITIAL THREE (3) MINUTE LIMIT ALLOWED TO EACH PERSON WISHING TO SPEAK. SPEAKER MAY REQUEST MORE TIME AT
THE END OF THE THREE (3) MINUTES, WHICH MAY BE APPROVED BY A MAJORITY OF THE COUNCIL.]
Start Time: 00:08:22
No public comments were made.
8. BUSINESS ITEMS
8.1. PUBLIC HEARING: SECOND READING ORDINANCE 19-05 INCREASING PRIMARY RESIDENCE RETT EXEMPTION
(TOWN M ANAGER ERIC HEIL)
Start Time: 00:08:32
Mayor Smith Hymes opened the public hearing and no comments were made. Mayor Pro Tem Phillips
moved to continue the ordinance to the November 19th Council meeting. Councilor Wolf seconded the
motion and the motion passed unanimously.
8.2. PRESENTATION: SWEARING IN AND BADGE PINNING CEREMONY FOR POLICE OFFICER COLLEEN GASPARD
(POLICE CHIEF GREG DALY)
Start Time: 00:58:03
Colleen Gaspard was sworn in as Avon’s newest police officer.
8.3. PRESENTATION: NATIONAL NIGHT OUT COMMUNITY AWARDS (POLICE CHIEF GREG DALY)
Start Time: 01:03:31
Police Chief Greg Daly recognized the 51 individuals and organizations that contributed to National Night
Out this year. The Chief gave out Community Partnership Awards to local businesses.
8.4. PRESENTATION: COMMISSION ON ACCREDITATION FOR LAW ENFORCEMENT AGENCIES ASSESSMENT
(POLICE CHIEF GREG DALY)
Start Time: 01:14:18
Captain Michael Bussiere from Texas and Major Mark Hallum from Arkansas were present for the CALEA
accreditation. All council members gave positive comments about the Avon Police Department.
8.5. PUBLIC HEARING : FIRST READING ORDINANCE 19-08 APPROVING A REZONING OF LOT 16, BLOCK 2, BENCHMARK
A BEAVER CREEK SUBDIVISION (TOWN PLANNER DAVID MCWILLIAMS) (25 MINUTES)
Start Time: 01:40:31
Town Planner David McWilliams gave a presentation on staff’s recommendation to rezone the
Benchmark A Beavercreek Subdivision to Park. No public comments were made. Councilor Wolf moved
to reject the First Reading of Ordinance 19-08 thereby maintaining the zoning of Lot 16 Block 2
Benchmark at Beaver Creek as Residential High Density based on nonconformance with Code Section
7.16.050(c), Review Criteria, specifically numbers (1), (5), (8), and (11); and nonconformance with the
stated purposes of the Development Code, specifically (e), (g), and (m). Mayor Pro Tem Phillips seconded
the motion and the motion passed with a vote of 5 to 2. Mayor Smith Hymes and Councilor Prince voted
no.
AVON REGULAR MEETING MINUTES
TUESDAY, OCTOBER 22, 2019
AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO
8.6. PUBLIC HEARING : FIRST READING ORDINANCE 19-09 APPROVING A MINOR PUD AMENDMENT AND VESTED RIGHTS
EXTENSION FOR LOT 1, RIVERFRONT SUBDIVISION (PLANNING DIRECTOR MATT PIELSTICKER )
Start Time: 02:01:05
Planning Director Matt Pielsticker gave a presentation on Approving a Minor PUD Amendment. Mayor
Smith Hymes expressed her concern about the language and urges the Planning Department to be more
explicit. Jim Telling with East West Partners commented on the amendment. No public comments were
made. Councilor Underwood moved to approve the First Reading of Ordinance 19-09 thereby approving
a Vested Rights Extension and Minor PUD Amendment for Lot 1 Riverfront Subdivision and setting a
public hearing date of November 12, 2019, including the request of applicant and staff to work together
to correct the height limitations. Councilor Prince seconded the motion and the motion passed
unanimously.
8.7. APPROVAL OF MINUTES FROM OCTOBER 10, 2019 REGULAR COUNCIL MEETING
(TOWN CLERK BRENDA TORRES)
Start Time: 02:22:20
Mayor Pro Tem Phillips moved to approve the minutes from the October 10, 2019 Regular Council
meeting. Councilor Underwood seconded the motion. The motion passed with a vote of 5 to 1. Councilor
Fancher recused herself from the vote and Councilor Wolf voted no.
8.8. MONTHLY FINANCIAL REPORT (SENIOR ACCOUNTANT NELLY BURNS)
Start Time: 02:23:01
Mayor Pro Tem Phillips requested more information regarding Real Estate Transfer Tax Exemption to be
disclosed in the reports.
9. WRITTEN REPORTS
9.2. ABSTRACT FROM OCTOBER 15, 2019 PLANNING AND ZONING COMMISSION (PLANNING DIRECTOR MATT PIELSTICKER)
10. MAYOR & COUNCIL C OMMENTS & MEETING UPDATES (10 MINUTES)
Start Time: 02:30:45
Councilor Thuon commented on a potential downturn coming down the pipeline in the next few years.
Town Manager Eric Heil shared that some do think there will be an economic flattening or downturn in 2021
and that it is a topic to address at the budget retreat.
Mayor Smith Hymes shared that the Sunday Community Gathering meets the first Sunday of every month in
Avon Town Hall from 5:30-7:00 p.m.
Councilor Wolf asked council if they would feel comfortable extending the invite to hold the Mountain Town
Planners Conference in Avon next year.
AVON REGULAR MEETING MINUTES
TUESDAY, OCTOBER 22, 2019
AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO
11. EXECUTIVE SESSION FOR THE PURPOSE OF D ISCUSSING SECURITY ARRANGEMENTS PURSUANT TO C.R.S SEC. 24-6-
402(4)(D) (POLICE CHIEF GREG D ALY )
Start Time: 02:42:12
Mayor Smith Hymes made a motion to convene into Executive Session for the Purpose of Discussing Security
Arrangements Pursuant to C.R.S Sec. 24-6-402(4)(D). Councilor Underwood seconded the motion and the
motion passed unanimously by Council members present. Councilor Prince stepped out of the room. The time
was 7:54 p.m.
Executive Session ended at 8:59 p.m.
12. A DJOURNMENT
There being no further business to come before the Counci l, Mayor Smith Hymes adjourned the regular
meeting. The time was 8:59 p.m.
These minutes are only a summary of the proceedings of the meeting. They are not intended to be comprehensive or to
include each statement, person speaking or to portray with complete accuracy. The most accurate records of the meeting
are the audio of the meeting, which is housed in the Town Clerk' s office, and the video of the meeting, which is available at
www.highfivemedia.org.
RESPECTFULLY SUBMITTED:
Kendall Moore, Deputy Town Clerk
APPROVED:
Sarah Smith Hymes ___________________________________
Amy Phillips
Jake Wolf
Chico Thuon
Jennie Fancher
Scott Prince
Tamra Underwood
BUDGET RETREAT MEETING MINUTES
WEDNESDAY, OCTOBER 30, 2019
WALKING MOUNTAINS SCIENCE CENTER, 318 WALKING MOUNTAINS LN, AVON, CO
1. ROLL C ALL
Mayor Sarah Smith Hymes called the meeting to order at 8:38 a.m. A roll call was taken and council
members present were Jennie Fancher, Tamra Underwood and Amy Phillips. Council members
Scott Prince, Chico Thuon and Jake Wolf were absent. Also present were Town Manager Eric Heil,
Deputy Town Manager Preston Neill, Assistant Town Manager/Finance Director Scott Wright,
Planning Director Matt Pielsticker, Town Engineer Justin Hildreth, Fleet Director Rego Omerigic,
HR Manager Lance J. Richards, Public Works Director Gary Padilla, Recreation Director John
Curutchet, Police Chief Greg Daly, CASE Manager Danita Dempsey, Finance Manager Amy Greer
and Executive Assistant to the Town Manager Ineke de Jong.
Mobility Director, Eva Wilson arrived at 8:45 a.m.
Councilor Wolf arrived at 9:00 a.m.
Councilor Prince arrived at 9:02 a.m.
Councilor Thuon arrived at 9:19 a.m.
2. BUDGET A DOPTION PROCESS
Eric gave council a breakdown of the budget adaptation process including the timeline. The 2020
budget should be adopted by December 10, 2019.
3. BUDGET POLICY & PHILOSOPHY
Eric presented council with a rundown of the budget policy & philosophy. There is no specific policy
in the town code, so these policies and philosophies are up to council’s discretion. Eric discussed
the balance of core operation expenses with conservative revenue projections, the operation
reserves and the reserve policy (the % is at council discretion), the re-characterization of certain
expenses (some items were moved) and the balancing of revenues and expenditures for specific
functions including recreation, transit & fleet.
4. ADD SPECIFIC BUDGET T OPICS COUNCIL MEMBER S WOULD LIKE TO DISCUSS
Council inquired what if other programs, projects or expenditures come to surface after the 2020
budget is adopted. Staff explained to council that after the 2020 budget is adopted, council still has
the discretion to add new projects and amend the budget or the discretion to re-prioritize the
projects included in the budget if a new project is considered more important than a previously
budgeted project that could be postponed. Staff explained that council can continue to make
changes to the current 2019 budget until December. Scott Wright explained the budget
amendment process to council and how in some years there could be multiple amendments.
5. 2020 REVENUE PROJECTIONS
Eric explained the economic outlook of Avon and the assumption of a 2.6% sales tax revenue
increase over the revised 2019 budget. This projection is in-line with Sales Tax projections by other
local government managers in Eagle County. Eric explained Colorado is doing better than other
states and is projected to continue to do better. Scott wright explained how we got to the 2.6%
sales tax projected increase and how we have been conservative with our revenue projections.
BUDGET RETREAT MEETING MINUTES
WEDNESDAY, OCTOBER 30, 2019
WALKING MOUNTAINS SCIENCE CENTER, 318 WALKING MOUNTAINS LN, AVON, CO
Most fiscal years we will have surpluses and staff discussed how council may allocate those
surpluses. The summers are pretty stable, and the winters fluctuate with snow conditions so staff
suggests to anticipate for the average.
6. MISCELLANEOUS BUDGET NOTES
Eric discussed notes about Fleet and the mobility fund.
In fleet the goal is to achieve full cost recovery in the next 3 years (2023 Budget). To isolate those
revenues & expenses and balance them and take an ‘enterprise fund’ approach.
In mobility the electric bus request was discussed. The $1,000,000 expenditure for 1 electric bus
will be largely funded by an $800,000 grant with a net expenditure to the town of $200,000.
Mobility Director Eva explained the grant process is competitive. There was discussion about how
the grant process works, the difference in operating costs of electric buses versus diesel buses, the
improving technology and the long lead time for these buses to be build.
7. ALLOCATION OF 2019 SURPLUS REVENUES
Eric explained to council how we might allocate 2019 surplus revenues. The presentation included
recommendations for unique equipment purchases (for the Police Department and Public Works
Department), transfer to the CIP fund to offset RETT Exemption increases, transfer to the CIP fund
for the purchase of solar panels and a transfer to a housing fund (currently not in place), leaving a
$1.4mln balance available in the general fund.
8. ANALYSIS OF PE RSONNEL COST TRENDS
Eric presented an analysis of personnel cost trends. Staff explained we have been successful with
salary surveys and filling Town positions. The town has added staff over the years which has
increased costs. Overall, the Town of Avon is comfortably staffed to perform operations and
provide services at a high-quality level, is able to maintain operations and services with occasional
vacancies, and can advance Strategic Plan work.
The annual percentage increase to personnel costs exceeds the percentage increase to revenues.
Councilor Phillips is interested to look at the headcount, not just % of wage change. Scott Wright
explained our head count went up appx 12 people since 2016 depending on how you assess PT
Recommendations for Expenditures
Unique Equipment Purchases $220,827
Transfer to CIP to Off-Set RETT Exemption Increase $104,000
Transfer to CIP (purchase of solar panels)$500,000
Transfer to Housing Fund $250,000
TOTAL $1,074,827
Available General Fund Balance $1,420,185
BUDGET RETREAT MEETING MINUTES
WEDNESDAY, OCTOBER 30, 2019
WALKING MOUNTAINS SCIENCE CENTER, 318 WALKING MOUNTAINS LN, AVON, CO
positions. Staff explained that a full analysis of salary ranges, salary increase policies, and
performance evaluation processes will commence in November 2019.
There was some discussion about staff turnover and the average length of time to refill most
positions which is on average 3 to 6 months. At the current staffing levels, we are not in an alarming
situation, however the trend needs to be monitored. The staffing levels are good on paper however
in reality, the town is never 100% staffed as there is always turnover. Lance explained we track
employee turnover, but we don’t report it.
9. I NTRODUCTION OF DRAFT 2020 STRATEGIC PLAN
Eric has prepared a presentation and can talk through it if time allows it. Sarah Smith Hymes
suggests that council focuses on the budget this morning.
The department heads answered questions that council raised. Planning Director Matt Pielsticker,
Town Engineer Justin Hildreth, Fleet Director Rego Omerigic, Mobility Director Eva Wilson, HR
Manager Lance J. Richards, Public Works Director Gary Padilla, Recreation Director John Curutchet,
Police Chief Greg Daly, CASE Manager Danita Dempsey and Finance Manager Amy Greer all left the
meeting at 12:00 p.m.
10. REVIEW OF 2020 CAPITAL I MPROVEMENTS PLAN
Eric explained that for any CIP project that requires a design, the estimated costs for the design
phase and project phase are both listed. However, the actual construction costs for t he
building/project phase can only be established after the design phase is completed and until then,
they are only an estimate and a placeholder. Council agrees that a narrative or footer should be
added to the CIP spreadsheets to explain/clarify that to anyone looking at these.
Eric explained that the Engineering Department (2 people) was not able to initiate, oversee and
administer the volume of capital improvements projects set forth in the CIP plan for 2019 and will
likely not be able to administer the volume of projects contemplated for 2020 and 2021. If Council
believes that an economic slow-down is expected in 2020 or 2021, then he would suggest
proceeding with design and construction at the pace which the current Engineering Department
staff level can professionally administer would be the most cost effective for the Town.
11. C OUNCIL DISCUSSION & DIRECTION
Council provided the following direction:
• Sales Tax Revenue projections will be reduced from 2.6% to 1.6.% to be conservative. The
reduction in revenues from this change will be covered with 2019 Revenue Surpluses.
• Council requested no changes to the proposed expenses for 2020.
• Mobility is requested to add expenditures for matching funds for two electric busses out of the
Mobility Fund.
• Council supported the presented recommendations to allocate 2019 Revenue Surpluses to the
purchase of Police Department and Public Works Department equipment purchases, as well as
allocate $500,000 to the CIP Fund and $250,000 to the Housing Fund.
BUDGET RETREAT MEETING MINUTES
WEDNESDAY, OCTOBER 30, 2019
WALKING MOUNTAINS SCIENCE CENTER, 318 WALKING MOUNTAINS LN, AVON, CO
• Council provided direction to allocate a portion of 2019 Revenue Surpluses to the Reserve Fund
and increase the Reserve Fund from 25% to 27%.
• Council endorses the current level staffing and agrees with the presented report that staffing
levels should be stable going forward unless or until there is a significant change in operations or
demands that warrant reconsideration.
12. ADJOURNMENT
Budget retreat was adjourned at 2:58 p.m.
RESPECTFULLY SUBMITTED:
_________________________________
Ineke de Jong, Executive Assistant to the Town Manager
APPROVED:
Sarah Smith Hymes ________________________________
Amy Phillips
Jake Wolf
Chico Thuon
Jennie Fancher
Scott Prince
Tamra Underwood
WRITTEN REPORT
To: Honorable Mayor Smith Hymes and Town Council
From: Preston Neill, Deputy Town Manager
Date: November 12, 2019
Topic: Update on Efforts to Improve Eagle River Health and Water Quality
SUMMARY:
Ongoing water quality monitoring supported by the Town of Avon and coordinated by the Eagle River
Watershed Council suggests that urbanization along the Eagle River corridor continues to negatively
impact aquatic communities and that those conditions may be worsening in some areas. The Eagle River’s
health is threatened by pollutants from urban runoff, drainage from pavement and rooftops, and the loss
of streamside vegetation that filters pollutants and slows their drainage into our waterways. Council has
expressed interest in amplifying efforts to help restore water quality in the Eagle River. The purpose of
this memo is to lay out a series of actions that are aimed at helping to restore water quality in the Eagle
River and ensuring that it is never again cited on the list of impaired waterways.
Town staff recently met with Eagle River Watershed Council staff to develop action items for community
engagement and education on all of the stormwater projects being implemented by the Town of Avon,
while raising awareness for the impacts of stormwater on water quality, drinking water, wildlife habitat,
the environment, recreation and our economy. Town staff has proposed $5,000 in the 2020 Water Fund
for the Eagle River Watershed Council to spearhead “stormwater education” efforts that will include:
• A community art contest to design a storm drain decal that will be affixed to a prominent storm
drain in Avon. The decal will explain the concerns surrounding stormwater and river health. The
eye-catching decal will itself provide ongoing long-term education for passersby, while the art
contest provides more opportunity to get this information out to the public.
• The Watershed Council will coordinate a walking tour of the Town of Avon’s stormwater projects
as a part of the Watershed Wednesday educational series. The tour will include stopping points at
the rain gardens, vaults, storm drains and more.
• The Watershed Council will coordinate the stenciling of additional storm drains with local youth.
We coordinated the stenciling of over 100 storm drains in Miller Ranch, Two Rivers Village and
Downtown Avon in 2017. While the “Do not dump, drains to river” message is painted at each
drain by local youth groups, additional youth volunteers knock on neighborhood doors to share a
bilingual pamphlet and explain the goals of the project. The painted message is intended to wear
off every few years so that the process can be repeated, bringing extra attention to the issue.
• The Watershed Council is helping to recruit, advise and manage volunteers for a restoration
project near Nottingham Lake outfall. Town staff is in the process of designing and implementing
the project with assistance from the Watershed Council.
• The Watershed Council will design interpretative signs that bring attention to the recently
installed rain gardens, the Nottingham Lake outfall, and other features. This will help to raise
awareness for this concern everywhere while also highlighting the proactive efforts of the Town
to protect and enhance water quality.
Staff anticipates working with the Watershed Council during the winter months in order to begin rolling
out these projects beginning in the spring of 2020.
FINANCIAL IMPLICATIONS:
As stated above, the 2020 Proposed Budget includes $5,000 in the Water Fund for the Eagle River
Watershed Council to spearhead “stormwater education” efforts
M E M O R A N D U M
TO: Board of Directors
FROM: Catherine Hayes, Board Secretary
DATE: Oct. 30, 2019
RE: Summary of Authority’s Oct. 24, 2019, Board Meeting
The following is a summary of items discussed at the Oct. 24, 2019, Authority Board Meeting:
Board members present and acting included: Chair George Gregory (via phone), Vice Chair Sarah Smith Hymes,
Secretary Kim Bell Williams (as acting Chair), Treasurer Geoff Dreyer, Mick Woodworth and alternate director Bill
Simmons.
Club at CVC
Residences Cash-in-
Lieu Request
The board authorized the payment of cash-in-lieu of water rights to serve the Club
at CVC Residences redevelopment as outlined. The board also unanimously
approved a resolution to allow staff to deliver a letter and presentation to the board
of the CVC homeowners association, stating that the entire development must
come into compliance with the terms of the PUD’s original augmentation plan. The
CVC development is currently using more than double the amount of water to which
it is entitled.
FY 2020 Proposed
Budget
Linn Brooks and James Wilkins discussed the proposed 2020 budget. They gave
an overview of the main sections of the budget, including debt service capital
projects, the capital replacement program, and operational expenditures.
Operational expenditures are not projected to increase in 2020; however, there are
continued increases in capital spending and proposed increases to the personnel
budget, as more employees are needed to manage the capital replacement projects
and maintain the new facilities and equipment that such projects produce. This will
result in larger rate increases in the coming years than historical increases. The
board requested an ongoing discussion at future meetings to determine how to
communicate the proposed increases to the public.
Board Member Input Kim Bell Williams congratulated Chair Gregory on being awarded the Special
District Association’s Board Member of the Year award at its recent annual
conference. George thanked her and the board for all of their collective successes.
Lead and Copper
Sampling
Kailey Rosema, Water Quality Coordinator, briefly presented a wrap-up of the
annual lead and copper sampling results. Thirty homes were sampled in each the
Authority and District services areas, for total of 60 homes. The homes sampled are
considered high-risk due to their construction between 1983 and 1987, a time when
lead pipes were commonly used. The lead and copper values from the homes
sampled were well within the allowable limits set forth by the Environmental
Protection Agency.
Engineering Update Jason Cowles reported the Traer Creek tank demolition was in progress and is
expected to take six weeks; the tank is being deconstructed by an excavator with a
pneumatic hammer to de-tension the cables. The previous plan for implosion was
deemed infeasible.
Public Affairs Update Diane Johnson reminded directors of the U.S. Drug Enforcement Agency’s 18th
National Take Back Initiative event, scheduled for Saturday, Oct. 26. Local law
enforcement personnel will host collection sites throughout the valley to facilitate
Summary of Authority’s Oct. 24, 2019, Board Meeting Page 2 of 2
safe disposal of unused pharmaceuticals. These events help keep such substances
out of local waterways, where they can affect aquatic life and also present issues
for drinking water treatment processes.
Black Lakes Water
Lease
The Authority board unanimously approved a lease with the District for a portion of
its Black Lakes Water. This ensures any water the District releases will stay in the
stream and cannot be rediverted by other downstream users.
Homestake Exchange
Diligence Application
Glenn Porzak said there was one objector to this application, who has now settled.
The application would make an additional portion of the Homestake exchange water
absolute. The proposed ruling was filed with the court on Oct. 18.