TC Packet 09-30-2022 BUDGET RETREAT_______________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
MEETING NOTICES ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AVON ELEMENTARY AND AVON PUBLIC LIBRARY
IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING,
CALL DEPUTY TOWN CLERK BRENDA TORRES AT 970-748-4001 OR EMAIL BTORRES@AVON.ORG WITH ANY SPECIAL REQUESTS.
AVON TOWN COUNCIL BUDGET RETREAT AGENDA
FRIDAY, September 30, 2022
MEETING BEGINS AT 9:00 AM (ALL START TIMES LISTED IN RED ARE APPROXIMATE)
Avon Town Hall, 100 Mikaela Way, Avon, Colorado 81620
AVON TOWN COUNCIL PUBLIC MEETING BEGINS AT 9:00 AM
1. CALL TO ORDER AND ROLL CALL 9:00 AM
2. APPROVAL OF AGENDA
3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS
4. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE
FOLLOWING AGENDA
Public comments are limited to three (3) minutes. The speaker may request an additional one (1)
minute, which may be approved by a majority of Council.
5. MORNING SESSION BUSINESS ITEMS
5.1. Introduction to Budget Retreat (15 MINUTES) 9:05 AM
5.2. Department Presentations (Avon Town Staff) (90 MINUTES) 9:20 AM
• General Government (20 MINUTES) 9:20 AM
• Community development (15 MINUTES) 9:40 AM
• Recreation (15 MINUTES) 9:55 AM
• Police (10 MINUTES) 10:10 AM
• Public Works (30 MINUTES) 10:20 AM
5.3. Revenue Overview (Finance Director Scott Wrigt) (30 Minutes) 10:50 AM
5.4. Personnel Overview (Town Manager Eric Heil) (30 Minutes) 11:20 AM
6. RECESS FOR LUNCH (40 Minutes) 11:50 AM
7. AFTERNOON SESSION BUSINESS ITEMS
7.1. Vision and Long-Range Planning Topics (Town Manager Eric Heil and Planning Director Matt
Pielsticker) (120 MINUTES) 12:30 PM
• Sun Road (FirstBank, USPS, Walgreens)
• East Avon Redevelopment
• Village at Avon (Planning Area J)
• Housing Opportunities
o Swift Gulch
o Direct Purchase
o Nottingham Road
o Lot B
o Village (at Avon)/Traer Creek
• Downtown Development Authority
• 3 Mile Planning Discussion
o State Land Board Development
o Eagle-Vail
o Beaver Creek Parking Lots
_______________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
MEETING NOTICES ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AVON ELEMENTARY AND AVON PUBLIC LIBRARY
IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING,
CALL DEPUTY TOWN CLERK BRENDA TORRES AT 970-748-4001 OR EMAIL BTORRES@AVON.ORG WITH ANY SPECIAL REQUESTS.
o Eagle Vail
o USFS Trails Planning
7.2. Council Discussion and Direction (90 MINUTES) 2:30 PM
8. ADJOURN 4:00 PM
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.
970.748.4004 eric@avon.org
TO: Honorable Mayor Smith Hymes and Council members FROM: Eric Heil, Town Manager
RE: Council Budget Retreat
DATE: September 27, 2022
SUMMARY: This report provides an overview of high level 2023 budget topics and an outline for long
range planning and a proposed Downtown Development Authority.
2023 BUDGET OVERVIEW: Staff is working on the 2023 Budget. A draft budget will be available by mid-
October. For the purposes of the Budget Retreat on September 30, 2022 Staff is presenting a high level
overview of Department Goals, an integrated approach to implementing long range planning and visioning,
and the personnel and consultant resources need to achieve these goals.
GENERAL FUND REVENUES V. EXPENSES: Each year a budget is presented to Council with projected
revenues exceeding expenses for the budget year. The Town of Avon carries significant reserve balances
each year, which includes unrestricted reserves.
A rough estimate of the outlook for a draft budget is a revenue increase of
$1,700,000 and an expense increase of $1,830,000.
NOTE: These are Town Manager’s rough numbers and the draft budgets for all
Departments and Operations are not yet finalized. Additionally, the Town of Avon has
consistently used multiple conservative assumptions when preparing budgets, which I
support. This includes planning for 100% expenditure in each Department when we know
that for a variety of reasons, such as vacancies in positions, that actual expenses finish
several hundred thousand dollars under budget each year.
COUNCIL DIRECTION: In order to finish preparing the draft 2023 Budget by mid-October, Council
direction is desired on the proposed new positions and the proposed emphasis on Community Housing,
Long-Range Planning and Climate Action strategies. Council will be presented with more information on
the Capital Improvements Plan, Special Events for 2023, and specific Climate Action program for the
October 28 half-day Budget Retreat.
PERSONNEL SALARY INCREASES: Staff is proposing a budget for merit increases that is 6% of existing
budgeted salaries, which is approximately $730,000 (6% of $12,143,364).
PERSONNEL POSITION INCREASES: Staff is proposing an increase of eight full-time positions with the
Town of Avon. The cost increase to Town is estimated to be $850,000, which is based on the median of
the salary range and median of benefits costs for each position to be added. The net cost increase is
$210,000 less with the discontinuation of the Chief Human Resource Officers position, so that the net cost
increase is estimated to be $640,000. The proposed Project Engineer position would be paid from the CIP
Fund, so the net cost to General Fund of proposed positions is $500,000.
Each new personnel position that is proposed for 2023 is discussed below:
Necessary Positions: I recommend to Council the following four positions are necessary to maintain the
existing high level of service.
Page 2 of 5
The Building Inspector position is responsive to the dramatic increase of building permit and plan review
fees received in 2022.
The two Recreation Coordinator positions are responsive to the significant increase in attendance at the
Avon Recreation Center and accompanying increase in Recreation Center fee revenue. These three
positions are warranted due to the increase in service demand and corresponding increase in related
revenues.
The Special Events Production Assistant is a revision from the proposed split position in 2022 which
was envisioned to be winter snow removal operations and summer events support. For 2023 this position is
revised into two separate full-time positions.
Highly Recommended Position: The Administrative Technician for the Public Works Department will
improve efficiency in the newly consolidated Public Works Department and will relieve administrative time
from several current positions in Operations, Buildings and Facilities, Engineer and Fleet, which will
improve productivity.
Optional Positions: The Building Tech position will improve the capacity of Buildings and Facilities to
perform building maintenance activities in a more timely manner as well as improve our capacity for long-
term facility maintenance planning. The current level of staffing is more responsive than proactive to
maintenance needs of the Town. The Town may continue with the current level of staffing for Building and
Facilities and there would be little negative impact on services provided to the public.
The following positions are recommended in order to accelerate progress on Climate Action, Community
Housing and long-range planning goals. Town could increase the use of consultants rather than hiring
these positions. The disadvantage of using consultants is that they still require Staff time to effective
monitor, inform and direct the consultant work and will not have the dedicated day to day availability and
responsiveness to the general public and other Staff.
An additional Project Engineer position is proposed for GIS and Broadband. This position would be funded
from the CIP fund.
A Long-Range Planner is proposed to lead efforts on redevelopment plans, 3-Mile Planning and the
formation of a Downtown Development Authority.
Additionally, one vacant Operator position could be eliminated in 2023. Operations has not been able to fill
all Operator positions in 2022. A private contractor for parking lot snow removal was successfully retained
in 2022. The use of Whitaker for maintenance of flowerbeds has been expanded in 2022 and proposed to
be expanded further. With this additional contract support for services Operations can provide a
comparable level of snow removal and summer maintenance services as in previous years.
The personnel savings of not including these four positions is estimated to be $140,000 for CIP and
$340,000 for the General Fund (including salary and benefits); however, the option of not adding a Project
Engineer and a Long-Range Planner would require an increase in consultant fees for both the CIP Fund
and General Fund in order to pursue the proposed GIS/Broadband, Long-Range Planning and Climate
Action Goals.
Page 3 of 5
Temporary Position: There is a ninth position in 2023 of the Incoming Finance Director which is temporary
from date of hire through the end of September, 2023, and is not included in the discussion of overall
personnel increases because this position overlap is temporary.
OVERALL EXPENSE INCREASES: Town has experienced inflation of costs and expenses for all
purchased goods and services. Generally, Staff is budgeting for an 8% increase in the expenses for goods
and services, or approximately $600,000.
REVENUE INCREASES: The proposed General Fund increase of budgeted revenues for 2023 over the
adopted 2022 Budget is $1,700,000 (which is based on a 3% increase over projected Sales Tax,
Accommodations Tax, and Recreation Center Fee revenues for 2022).
STRATEGIC VISIONING: The primary theme I propose for Council consideration which relates to strategic
visioning is to focus on Net Zero Community Housing development in, and adjacent to, Avon. Community
Housing is a top priority issue by itself. However, the development of Net Zero Community Housing in the
Heart of the Valley which is centrally located to the major job centers would be the single most impactful
effort on Climate Action goals. The only viable strategy to achieve 50% greenhouse gas reduction by 2030
and 80% by 2050 WHILE the Town of Avon grows by more than 50%, is to focus on compact, non-auto
dependent housing development with net zero construction (“Net Zero” being defined as very low energy
use, all electric, and utilizing Holy Cross Energy’s renewable energy portfolio through the PuRE program).
Therefore, an aggressive focus on providing housing to serve Avon, Beaver Creek, Vail and surrounding
job centers is proposed. The following sections discuss Long Range Planning inside Avon, 3-Mile Planning
for areas adjacent to and surrounding Avon, and the use of a Downtown Development Authority to provide
new revenues for Community Housing, water conservation, redevelopment, Climate Action strategies, and
development of public facilities to serve an expanded population.
LONG RANGE PLANNING: Council has expressed interest in long range strategic visioning and planning.
I suggest that a starting point is to review current development approvals and current zoning and existing
Town plans. Town’s existing plans and documents contemplate redevelopment of “underdeveloped”
parcels in the Town core area which has the potential to add nearly 2,000 more residential units of density,
based on zoning and water rights assigned to underdeveloped parcels. Between planned redevelopment in
the Town Center and development of the Village (at Avon), just under 4,000 more residential may be
developed in Avon. There are some potential opportunities for annexation which could increase this
number even more. This quantity of residential growth presents a variety of planning issues, including (but
not limited to) parks, recreation, education, public safety, and transportation.
There is substantial overlap in the benefits of providing Community Housing to address current housing
challenges and the climate action benefits of developing “net zero housing” that is central to the main
employment areas of Vail, Avon and Beaver Creek. In fact, I suggest for Council’s consideration that the
only way Avon could achieve Climate Action goals by 2050 is to develop residential neighborhoods in a
much more compact manner with net zero construction and heavy use of public transportation.
A concept I offer as a starting point for long range planning is to seek to provide housing for at least 80% of
the workforce serving Avon and Beaver Creek. I add Beaver Creek because there is little, if any ability, to
develop housing in Beaver Creek and Avon’s economy is literally and figuratively “joined at the hip” with
Beaver Creek.
Page 4 of 5
Specific areas for development and redevelopment in the Town Center include:
Lot 3, Sheraton Mountain Vista: Current owner is pursuing a 140 room hotel
Lot B: Prospective investor is pursuing a 140 room residential apartment/condominium
Sun Road: Potential redevelopment of U.S. Post Office, Walgreens and FirstBank into higher density,
urban mixed-use development.
East Avon: Potential redevelopment of shopping plazas, Christy sports, and old Walmart Building into a
higher density, urban mixed-use development.
Nottingham Station Commercial: Potential redevelopment of shopping plaza into a higher density, urban
mixed-use development.
Village (at Avon): Planning Areas A and J are designated for higher density mixed use. Planning Areas C
and D are designated for multi-family residential. Approximately 1,900 more residential units may be built
under the existing
3-MILE PLANNING: State statute authorizes municipalities to prepare and adopt a “3 Mile Plan”. A 3 Mile
Plan extends three miles from the municipal boundaries and has some legal authority on road planning, but
is only a guiding document for land use outside the municipal boundaries. A 3 Mile Plan can serve as a
guide for considering annexations as well as a guide for trail and road planning on adjacent Forest Service
lands.
Specific areas that may be relevant to address in 3 Mile Planning include:
• State Land Board property east of the Village (at Avon) Planning Area I which will most likely
require coordination with Village (at Avon) of developing a loop road on the north side of the Eagle
River
• Kayak Crossing: consideration of annexation
• Eagle-Vail: consideration of annexation
• River Oaks, Eagle Bend III: consideration of annexation
• Beaver Creek Redevelopment of Elk Lot and Bear Lot for parking, Community Housing and transit
station, consideration of annexation into Avon, potential Urban Renewal Authority or Downtown
Development Authority project
• Road and trail planning on Forest Service lands on the northside of Avon
DOWNTOWN DEVELOPMENT AUTHORITY: When we look at the bigger picture over the next ten years
Avon will have financial challenges to construct new public facilities to serve a growing community in
addition to developing a significant amount of Community Housing. Over the next 3 to 10 years public
facilities improvements will likely include construction of Public Works facility, expansion of Recreation
Center, redevelopment of old Avon Fire Station, public restrooms in Nottingham Park, replacement of the
Town’s irrigation system, construction of debris flow hazard mitigation, construction of parking structures,
and development of Planning Area B (4 acres), P1 (4 acres) and P3 (13 acres) in the Village (at Avon).
Redevelopment in the Town Center will also include substantial expenses for road and utility realignment.
Development of Community Housing will cost into the tens of millions over the next ten years.
Page 5 of 5
Collectively, the costs to construct public facilities and Community Housing will significantly exceed Avon’s
expected revenue streams from the Real Estate Transfer Tax, Short-Term Rental Tax and General Fund
surpluses. Other funding sources will be required to meet these needs. A Downtown Development
Authority is presented for Council consideration.
A Downtown Development Authority (“DDA”) is similar to an Urban Renewal Authority, with the primary
benefit of authorizing tax increment financing within the DDA area. Tax increment financing is the ability to
retain the increased property taxes generated from new development which would otherwise go to Town of
Avon, Eagle County, Eagle County School District and other taxing jurisdictions in the Town of Avon.
DDAs are allowed to impose tax increment financing for 30 years with the ability to extend for an additional
20 years. The formation of a DDA and imposition of tax increment financing does not require consent or
approval of other taxing entities like an Urban Renewal Authority (changes in Urban Renewal Authority law
in 2015 requires other taxing entities to agree to revenue sharing or submit to mediation).
In very rough terms, a commercial hotel property may generate as much as $1,000,000 per year and a 150
unit residential apartment/condominium may generate $400,000 per year in tax increment financing
revenues. Please see Karl’s legal memorandum on DDA authority and use of funds. The first step in
formation of a DDA is the development of a Downtown Development Authority “Plan” for the DDA area.
The DDA Plan
STAFFING AND RESOURCES: Pursuing long-range planning, redevelopment and formation of a
Downtown Development Authority will require substantial Staff time and financial resources for consultants.
In order to effectively pursue these projects I recommend a full-time Long Range Planner position (roughly
$150,000 cost with salary and benefits) and a $100,000 budget for consulting (which is likely to be
leverages with grants from DOLA). As an alternative, Avon may be able to contract out all this work to a
consulting firm. Hiring consultants still requires Staff resources to administer, oversee, direct and facilitate
consultant work.
Thank you, Eric
ATTACHMENT A: Redevelopment Areas
ATTACHMENT B: Downtown Development Authority Concept Area
ATTACHMENT C: Legal Memorandum regarding Downtown Development Authorities
AVON DOWNTOWN
DEVELOPMENT AUTHORITY
CONCEPT AREA PLAN 2022
INSET: TOWN CENTERTOWN CENTERTOWN CENTER
TRAER CREEK TRAER CREEK
SOUTHSOUTH
TRAER CREEK TRAER CREEK
NORTHNORTH
EAST AVONEAST AVON
www.mountainlawfirm.com
Glenwood Springs – Main Office
201 14th Street, Suite 200
P. O. Drawer 2030
Glenwood Springs, CO 81602
Aspen
323 W. Main Street
Suite 301
Aspen, CO 81611
Montrose
1544 Oxbow Drive
Suite 224
Montrose, CO 81402
Office: 970.945.2261
Fax: 970.945.7336
*Direct Mail to Glenwood Springs
DATE: September 27, 2022
TO: Eric Heil, Avon Town Manager
FROM: Karp Neu Hanlon, P.C.
RE: Downtown Development Authority Sources and Uses
A Downtown Development Authority (“DDA”) is a creature of state statute, with the purposes
of promoting the general welfare, halting deterioration and blight, and assisting municipalities with
redevelopment. See C.R.S. § 31-25-801 et seq. The DDA is a separate tax-exempt entity from the
City, which has only two roles in the DDA’s functioning: 1) appointment of the board, and 2) approval
of the budget. The DDA does not have power to assess taxes, but instead must rely on the City to do
so and will pull its funds from a separate Town account. The creation of a DDA is subject to voter
approval, as are any new taxes levied therefor. Avon for some time has had an Urban Renewal District
(URA) which is similar but also different than a DDA. A chart comparing DDAs to URAs is attached
which highlights some of the differences between the two types of entities. In reviewing the two
statutes there is nothing that prevents both from coexisting over the same area.
DDAs have two mechanisms for raising revenue. First is a maximum 5 mill ad valorem levy
on properties within the DDA boundary. This is assessed by the City, and subject to approval by the
voters. See C.R.S. § 31-25-817. All revenue is held by the municipality for use by the DDA. The
second mechanism is Tax Increment Financing (“TIF”), which is a form of public funding that allows
for the issuance of municipal bonds to raise money for public improvements. A TIF involves the
distribution of existing taxes on assessed valuation and is not a separate tax itself. As explained by
the court in Northglenn Urban Renewal Authority v. Reyes, 300 P.3d 984, 986 (Colo. App. 2013)1:
[A TIF] is accomplished by first establishing a base amount upon which the various
taxing authorities assess and collect their levies. This base amount is determined
by assessing the value of the property within the urban renewal area prior to
adoption of the urban renewal plan. Thereafter, the property is reassessed in
subsequent years for tax purposes in the hopes that the urban renewal plan has
increased its value. After all levies are assessed and collected on the subsequent
valuation, any incremental increase in the base amount is deemed the result of the
1 While this case involves an Urban Renewal Authority, the TIF concepts for both entities are identical. Compare C.R.S.
§31-25-807(3)(a) and C.R.S. § 31-25-107(9)(a).
ATTACHMENT C
Downtown Development Authority Sources and Uses
Page 2
PRIVILEGED AND CONFIDENTIAL MEMORANDUM
urban redevelopment efforts by the municipality and is distributed to the urban
renewal authority.
A TIF only lasts for 30 years, after which it may be extended by City Council. The DDA can
additionally collect revenues from grants and partnerships.
The source of revenues also determines how those funds may be used. Both revenue streams
may go towards the financing of public improvements within the DDA boundary, such as façade,
landscaping, streetscaping, utilities, and parking improvements. Mill levy revenue can go to a wider
variety of additional DDA operating purposes, business incentives, and marketing. On the other
hand, TIF revenues go into escrow are used to borrow against for financing downtown improvements.
Any excess TIF revenues must go to debt servicing and repayment of bonds for the financing of any
plan of development within the DDA. C.R.S. § 31-25-807(3)(a)(II). Only once any indebtedness is
fully paid, may TIF revenues go to a general operating account of whatever taxing authority collected
the revenue in the first place.
DDAs are useful tools to facilitate development within a geographically distinct area. While
there are several ways to raise revenue for the DDA, the source of money dictates how it may be
used. In no case, however, may that revenue go towards general operations of the sponsoring
municipality, unless all indebtedness has been paid and there is a TIF revenue surplus.
The Town has several specific questions regarding the use of a DDA and TIF revenues that
are addressed below:
1. When can the TIF be implemented?
A TIF is implemented through the initial adoption of the plan of development or at any later
date by amending the plan of developments. Pursuant to C.R.S. § 31-25-807(3)(a) any plan of
development may be modified to include the implementation of a TIF. The statute provides:
Notwithstanding any law to the contrary and subject to subsection (3)(a)(IV) of this
section, any such plan of development as originally adopted by the board or as later
modified pursuant to this part 8 may, after approval by the governing body of the
municipality, contain a provision that taxes, if any, levied after the effective date of
the approval of such plan of development by said governing body upon taxable
property within the boundaries of the plan of development area each year or that
municipal sales taxes collected within said area, or both such taxes, by or for the
benefit of any public body shall be divided for a period not to exceed thirty years
or such longer period as provided for in subsection (3)(a)(IV) of this section after
the effective date of approval by said governing body of such a provision[.]
Downtown Development Authority Sources and Uses
Page 3
PRIVILEGED AND CONFIDENTIAL MEMORANDUM
2. Can DDA funds can be used for Community Housing, recreation improvements
(including park properties in the Village (at Avon), constructing a new post office to lease to USPS
to assist with relocation, and early childhood education?
Yes. The type of projects anticipated should be included in the Plan of Development and such
improvements are contemplated. C.R.S. § 31-25-807(2)(d).
3. Can DDA funds be used for road and utility extensions (which would be used to
substitute some of the Town’s tax credit obligations for infrastructure)
Yes. The type of projects anticipated should be included in the Plan of Development and such
improvements are contemplated. C.R.S. § 31-25-807(2)(d).
4. Can Avon claim that it’s Central Business Core is the valley floor from Lake
Street/Avon Recreation Center all the way to Planning Area J where the Wagon Wheel Road cul-du-
sac and utility extensions have been installed?
While there is no specific case law regarding courts have been generally deferential to both
legislative determinations and voter approvals. In the case of a DDA both occur in that the Council
will by ordinance establish the boundary it believes is appropriate for the DDA and then that will be
approved by the voters.
5. What is the total time period that a TIF can be effective?
There is time limit on the TIF of 30 years from the date it is first implemented either in the
original plan of development or a modification of that plan with the option of extending for another
20 years. C.R.S. § 31-25-807(3)(a)(IV). During the 20-year extension 50% of the TIF must be paid
to the affected taxing entities, id.
6. Can Avon/DDA agree to rebate TIF or waive TIF for some taxing entities, or waive a
portion of TIF? Like Fire District and Ambulance District and Village Metro District which is
imposing a property tax to raise funds for the Village finances.
Within the first 30 years of the TIF Avon is not obligated to share any of the TIF revenues
with any other taxing entity. For the additional time period there is an obligation under C.R.S. § 31-
25-807(3)(a) (IV)(B) to pay 50% of the TIF to the other taxing entities. That said, there is nothing in
the statute which prevents or prohibits Avon from sharing back, pursuant to an IGA, any of the TIF
revenues.
7. Can DDA funds be used for staff?
TIF revenues can be used for DDA staff (as can the 5 mills discussed above). Direct payments
for the Avon personnel would fall outside the uses identified in the statute. C.R.S. § 31-25-805, § 31-
25-807, and § 31-25-815.
Introduction to Avon Town Government
September 12, 2022
Town of Avon Budget Retreat
September 27, 2022
Eric Heil,
Town Manager
Avon Town Council Budget Retreat
September 30, 2022
Morning Session
Department Presentations
•Department | Division Functions
•Budget Changes (2022-2023)
•Description of 2023 Goals
Revenue Overview
Personnel Overview
Afternoon Session
Vision and Long-Range Planning Discussion
•Topics include Sun Road, East Avon Redevelopment, Village at Avon, Housing Opportunities,
Downtown Development Authority, 3-Mile Planning
Avon Town Council Budget Retreat
September 30, 2022
General Government Department
Ineke de Jong,
General Government Manager
Avon Town Council Budget Retreat
September 30, 2022
10 Employees
Town Manager
Deputy Town Manager
General Government Manager
CASE Manager
Special Events Coordinator
Communications & Marketing Manager
Town Clerk (starting Nov 7)
Deputy Town Clerk / Court Clerk
Sustainability Coordinator
*General Government Intern (vacant)
Legal
Town Attorney
Town Prosecutor/Special Counsel
3rd Party Attorneys
Municipal Judge
Avon Town Council Budget Retreat
September 30, 2022
Department Functions
•Town Manager Administration per the Charter
•Coordination with Legal Services
•Administrative Support for Town Council
•Administrative Support for Three Citizen
Committees
•Culture, Arts and Special Events
•Communications and Marketing
•Town Clerk
•Municipal Court
•Front Desk Services
•Sustainability
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023:
PERSONNEL
•Proposed full time position: Special Events Production Assistant (in lieu of 0.5 Operator I+) ±$39K +
Benefits
•Hire a new “Best & Brightest” Intern through a DOLA Grant in commencing in June 2023 (2 year position).
OPERATIONS
•Increases in dues, licenses & memberships due to inflation
•Increases in Professional Development due to inflation and more staff
•New budget created for sustainability ±$70,000 (excl personnel) without grants to offset expenses
•Increases to the Special Events budget will be discussed at the joint CASE-Council Meeting
COUNCIL
•$14,000 for conferences and workshops ($2,000 per Council member) and $3,000 for training
•Peer Community Visit by Council -TBD with New Council
Avon Town Council Budget Retreat
September 30, 2022
General Administration
Activities & Goals Planned for 2023:
•Continued focus on Housing, Regional Transit and Early
Childhood Development Opportunities
•Provide oversight of Grant Administration Program
•Coordinate Long Range Avon Vision Process to Replace Former
Strategic Plan
•Recruit & Onboard a new “Best & Brightest” Intern in June 2023
•Conduct Elected Officials Leadership Training (effective
governance, strategic planning, new approaches to leadership)
•Establish Program for Peer Resort Community Visits
Eric Heil
Town Manager
Patty McKenny
Deputy Town
Manager
Ineke de Jong
General
Government
Manager
Avon Town Council Budget Retreat
September 30, 2022
Communication and Marketing
Activities & Goals Planned for 2023:
•Continued focus on ‘community values-based’ marketing
•Create a State of the Town Presentation
•Create & Conduct a Neighborhood Survey
•Research Community Engagement Platforms
Elizabeth Wood
Communications & Marketing
Manager
ewood@avon.org
Avon Town Council Budget Retreat
September 30, 2022
CASE
Activities & Goals Planned for 2023:
•Continue planning and development of Heart & Soul Festival as new
signature event
•Plan the launch of “Best of the West” event in 2024 as a new
signature event
•Add Eagle County Battle of the Bands event in 2023
•Continuing reefing art programs
•Begin discussion of cultural programs
* 2023 programming to be discussed with the CASE committee at
the joint CASE-Council meeting and at the October 28th budget
retreat
Danita Dempsey
Culture, Arts & Special
Events Manager
Chelsea Van Winkle
Special Events
Coordinator
Avon Town Council Budget Retreat
September 30, 2022
Town Clerk and Municipal Court Clerk
Activities & Goals Planned for 2023:
•Continue improving records management practices
•Research Feasibility of Agenda Management Software
and Workflow for packets
Brenda Torres
Deputy Town Clerk /
Court Clerk
Miguel Jauregui Casanueva
Town Clerk
Avon Town Council Budget Retreat
September 30, 2022
Sustainability
Activities & Goals Planned for 2023:
•Focus on Outreach & Education related to the Recycling Ordinance
•Building Energy Benchmarking
•Sustainability Education including videos
•Avon Greenhouse Gas (GHG) Inventory
•Vehicle Idling Prevention Education
•Implement Composting Program
* Climate Action programs will be discussed more at Oct 28 Budget
Retreat to develop strategies and prioritization
Charlotte Lin
Sustainability Coordinator
clin@avon.org
Avon Town Council Budget Retreat
September 30, 2022
Legal Services
Legal Changes Planned for 2023:
•2022 General Fund: ($245,000: $180,000 for Town Attorney, plus
$65,000 for other work) decrease to $229,000 in 2023
•($40,000 decrease in other legal work, based on 2022 actuals)
•$24,000 Avon’s share for Squire Patton Boggs
•Municipal Court: ($30,000) decrease to $24,000 in 2023
•Water Court: ($15,000) flat at $15,000 in 2023
Karl Hanlon
Town Attorney
Inga Causey
Interim
Town Prosecutor/
Special Counsel
Judge Allen
Municipal Judge
Legal Expenses To Date (generally on track with budget):
General Fund: $97,732 (through July)
Municipal Court: $9,414 (through July)
Water Fund: $10,799 (through July)
Avon Town Council Budget Retreat
September 30, 2022
Finance Department
Scott Wright
Finance Director
Avon Town Council Budget Retreat
September 30, 2022
9 Employees
Finance
Finance Director
Finance Manager
Payroll Administrator
Senior Accountant
Accountant II
Accountant I (2)
IT
IT Manager
Help Desk Technician
Avon Town Council Budget Retreat
September 30, 2022
Department Functions
Finance
•Budgeting and Long-Range Planning
•Benefits Administration
•Treasury Management
•Accounting and Financial Reporting
•Financial Administration
•Debt Administration
I.T.
•Systems
•Networking
•Data Storage
•User Support
•Telephony
•System and Data Security
Avon Town Council Budget Retreat
September 30, 2022
Budgeting and Long-Range Planning
•Coordinating the Budget Process
•Capital Improvement Long Range Plans
•Revenue Forecasting and Economic Projections
•Statistical Information Gathering
•Publishing the Annual Budget
Scott Wright
Finance Director
Benefits Administration
•Group Health and Life Plan Administration
•Retirement Plan Administration
Avon Town Council Budget Retreat
September 30, 2022
Treasury Management
•Cash Management and Forecasting
•Cash Controls and Reporting
•Collection and Disbursement Procedures
•Banking Relations
•Investments and Investment Polices
•Portfolio Management
Joel McCracken
Finance
Manager
Dean Stockdale
Senior
Accountant
Accounting and Financial Reporting
•Monthly Financial Reporting
•Annual Audit Report
•Single Audit
•Compliance with Accounting Standards (AICPA, GASB, FASB)
Avon Town Council Budget Retreat
September 30, 2022
Financial Administration
•Accounts Payable and Purchasing
•Payroll Administration
•Revenue Collection and Compliance (Sales Tax,
Accommodations Tax, Cigarette and Tobacco Tax,
Amenity Fees, Franchise Fees, RETT
•Internal Controls
Carly Fackler
Accountant I
Michelle Lake
Accountant II
Joye Gelo
Payroll Administrator
Nicole Layman
Accountant I
Debt Administration
•Capital Planning and Analysis
•Debt Issuance and Accounting for Issue Proceeds
•Continuing Disclosure and Bond Covenant
Compliance
•Credit Ratings and Credit Enhancements
•Arbitrage Rebate
Avon Town Council Budget Retreat
September 30, 2022
I.T. -Systems
•Security
•VMWare
•Server
•File and print
•Exchange/Email
•Database
•Applications
•Cloud services
•Data Storage
Robert McKenner
IT Manager
IT –Networking
•Security
•Switching
•Fiber
Avon Town Council Budget Retreat
September 30, 2022
I.T. –User Support
•Security
•Application
•Cloud
•Printer
•Operation System
•Phone
•Remote
•AV
Walt Halstead
Help Desk Technicican
I.T. –Telephony
•Internet –Production, Backup, Guest
•Telephone
•Mobile
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023:
•Staff size is intended to remain stable in 2023
•An Incoming Finance Director position has been added for 2023 due to the pending
retirement of the Finance Director. This will result in an overhire for 2023 until October,
2023
Avon Town Council Budget Retreat
September 30, 2022
Department Goals for 2023
•Train Deputy Finance Director / Implement Succession Plan
•Implementation of Town-wide Executime timekeeping
software (carryover from 2022)
•Financial Strategic Plan: Develop a 10-year financial plan
•Asset Management Plan: Develop an asset management plan
regarding future major asset improvements and estimated
costs
•Village at Avon: Participation with mgmt. team to better
understand growth opportunities and financial implications
•Improve Internet Configuration to support Special Events
•Support implement Broadband Strategy (including joining
Project THOR)
Avon Town Council Budget Retreat
September 30, 2022
Human Resources Department
Karyne Spadi,
Manager, Human Resources & Risk
Avon Town Council Budget Retreat
September 30, 2022
3 Employees for 2023
Manager, HR & Risk Management
*HR Generalist II (start date October 10, 2022)
HR Generalist I
Avon Town Council Budget Retreat
September 30, 2022
Department Functions
Human Resources
•Hiring
•Benefits & Compensation
•Administer Employee Policies
•Employment Law Compliance
•Performance Management
•Employee Relations
•Training & Development
•Organizational Culture
•Rewards & Recognition
Avon Town Council Budget Retreat
September 30, 2022
Department Functions
Risk Management
•Property & Casualty Insurance
•Workers Compensation Insurance
•Risk Mitigation Solutions
•Safety Training & Compliance
•Oversight of Safety Committee Meetings
•Drug & Alcohol Testing Program
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023
PERSONNEL
•Staff size will decrease from 4 FTEs to 3 FTEs effective January
1, 2023
OPERATIONS
•Increases in dues, licenses & memberships due to inflation
•Increases in Staff Professional Development due to inflation
•Increases in Townwide Training due to inflation & additional
trainings
•Increases in Recruitment Costs due to vacancies & inflation
Nova, Avon’s Canine Employee
Avon Town Council Budget Retreat
September 30, 2022
Goals for 2023
1.Implement standardized public service training for all employees
2.Enhance “New Employee” Onboarding & Orientation Program
3.Implement Quarterly Townwide Safety Training Program (program in-
person and online)
4.Complete Implementation of Human Resources Information System
(HRIS) BambooHR (data entry continued from 2022). Implement training
on HRIS Software: (1) Employee Self Service (ESS); (2) Performance
Management; and (3) Employee Onboarding & Offboarding (HR only)
5.Update Drug & Alcohol Policy
6.Review Employee Health Insurance Costs
7.Implement on-site Spanish language conversation classes
8.Support expanded leadership training
Karyne Spadi
Manager, Human
Resources & Risk
Jolie Hickey
HR Generalist II
(start date October 10, 2022)
Kate Franklin
HR Generalist I
Avon Town Council Budget Retreat
September 30, 2022
Community Development
Department
Matt Pielsticker, Planning Director
Avon Town Council Budget Retreat
September 30, 2022
7 Employees
[new positions for 2023]
1.Planning Director
2.Senior Planner
3.Planner 1+
4.Long Range Planner
5.Building Official
6.Building Inspector
7.Permit Technician
Department Functions
•Development Application Processing
•Planning and Zoning Commission Admin
•Development and Design Review
•Village (at Avon) Design Review
•Community Housing
•Long Range Planning
•Building Plan Review and Admin
•Building Inspections
•Code Enforcement
•Contractor Licensing
•Records Retention
Avon Town Council Budget Retreat
September 30, 2022
Department Oversight
•Development Review Processing
•Building Permit Process
•Long Range Planning and Updates to Plans
•Coordination with Village at Avon Design Review Board
•Community Housing: Incentives, New Projects, Verifications
•Contact for Potential Developers & Investors
•Regional Partnerships and Collaboration
•3rd Party Contract Administration
•Accounting for Fee Collections
Matt Pielsticker
Planning Director
Avon Town Council Budget Retreat
September 30, 2022
Jena Skinner,
AICP
Senior Planner
Max Morgan
Planner 1+
Planning & Zoning
•Public Outreach, Noticing, Reports, Admin, Meeting
Packet Preparation
Housing
•MiCasa, Compliance, Policies, New Opportunities
Short Term Rentals
•Compliance, Licensing, Data Analysis
Development Review
•Application Processing, Referrals and Outside Agency
Coordination
Climate Action
•Building Inventory, Benchmarking, Investment Matrix
Code Enforcement
•Zoning, Noxious Weeds, Use Violations
Avon Town Council Budget Retreat
September 30, 2022
Permit Administration
•Contractor Licensing
•On-line Permit Portal Administration
•Reporting for Eagle County Assessor’s Department
•Plan Review and Permitting Support
VACANT
Permit
Technician
Derek Place
Building Official
Plan Examiner
Field Inspector
Misc
•Code Enforcement –ICC –Muni Code
•CAC –Implementing the goals and Leading the Valley
•Records Retention
•Public Information Requests
•Addressing Citizen Complaints & Builders Concerns
VACANT
Building
Inspector
Avon Town Council Budget Retreat
September 30, 2022
Budget Highlights for 2023:
•Add Building Inspector Position
•Proposed Long Range Planner and Planning Resources
•Online Access to Building Codes
•Additional Hardware: Digital Inspections & Additional Workstation
Avon Town Council Budget Retreat
September 30, 2022
Goals for 2023
•Advance Community Housing
•East Avon Preserve
•Swift Gulch
•Tract Y
•Lot B
•Property Acquisition
•Long Range Planning
•La Zona
•East Avon/Sun Road
•DDA
•3 Mile Planning
•Contractor Licensing Improvements
•Records Retention
Avon Town Council Budget Retreat
September 30, 2022
Recreation Department
Michael Labagh,
Recreation Director
Avon Town Council Budget Retreat
September 30, 2022
10 Full-Time Employees
•Recreation Director
•Recreation Services Superintendent
•Aquatics Superintendent
•Recreation Services Supervisor
•Aquatics Supervisor
•Swim Program Supervisor
•Recreation Services Coordinator
•Programs Coordinator
•Aquatics Coordinator (2)
Plus 75-100 Part-Time and Seasonal
Employees
Avon Town Council Budget Retreat
September 30, 2022
Department Functions
The Recreation Department is responsible for the operation and
programming of the Town’s recreation center, Harry A. Nottingham
Park, three Pocket Parks and River Park. The department assists
the Public Operations and Special Events divisions with the
management of programs and events held within Harry A.
Nottingham Park.
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023:
•Proposed addition of two full-time staff: Programs
Supervisor and Aquatics Coordinator
•Part-time staff budget increase due to proposed facility
hours, staff schedule adjustments and hourly wage
increase in 2022
•Investment in staff professional development
•Purchase of new fitness equipment
•Proposed admission rate increases
Avon Town Council Budget Retreat
September 30, 2022
Avon Town Council Budget Retreat
September 30, 2022
General Administration
Director
•General department administration
•Develops department policy, work plans and operating guidelines
•Assists with facility operations and programs as needed
•Assists Public Works Department with the management and
oversight of Harry A. Nottingham Park and three Pocket Parks
•Assists CASE manager with Special Event planning/coordination
Superintendents
•Assists with general department administration
•Leads various full-time and part-time department staff
•Supervises facility and program operations
•Assists with facility operations and programs as needed
Michael Labagh
Recreation Director
Jerrica Miller
Recreation Services
Superintendent
Kacy Carmichael
Aquatics
Superintendent
Avon Town Council Budget Retreat
September 30, 2022
2023 Proposed Organization Chart
Recreation Director oversees two superintendents:
1.Recreation Services; Fitness, Guest Services, Youth &
Adult Programs
*Addition of Programs Supervisor
*Strengthen staff depth in Programs division
*Ability to provide more program opportunities
2. Aquatics; Operations, Programs
*Addition of Aquatics Coordinator
*Strengthen staff depth in Aquatics division
*Ability to maintain core programming and
sustainable operations
Avon Town Council Budget Retreat
September 30, 2022
Guest Services
•Provide customer service to all community members and visitors
•Liaison between recreation community and town administration
•Maintain accurate records in Recreation Management software
•Conduct facility inspections and submit maintenance requests Mike Atencio
Recreation Services
Supervisor
Kevin Wilkinson
Recreation Services Coordinator
Avon Town Council Budget Retreat
September 30, 2022
Fitness
•Recruit fitness instructors to continue to increase class offerings and
provide class variety
•Expand general wellness programs, activities and workshops in
2023
•Maintain quality equipment with facility checks and scheduled
preventative maintenance
Carla Summers
Fitness Coordinator (part-time)
Avon Town Council Budget Retreat
September 30, 2022
Youth & Adult Programs
•Afterschool Care, School’s Out Camp and Summer Camp
•Consistently offer Adult Drop-In Sports and run adult, one-day sports
tournaments
•Increase Teen and Senior program offerings
•Increase family programming and activities
•Implement winter ice programs; 3 v 3 pond hockey, tea kettle curling
and broomball
Josh Auten
Programs Coordinator
Avon Town Council Budget Retreat
September 30, 2022
Aquatics
•Recruit, train, coach and retain part-time lifeguards
•Maintain high standard of safety and cleanliness in the aquatic area
•Maintain thorough preventative maintenance schedule
•Enhance swimmer experience by maximizing interactive play with
water features Zak Kornhauser
Aquatics Supervisor
Aaron Fernandez-Pena
Aquatics Coordinator
Avon Town Council Budget Retreat
September 30, 2022
Community Swim Program
•Continue to offer quality, American Red Cross group and private swimming
lessons
•Increase swim lesson and aquatics education offerings for Eagle County
Schools
•Continue to grow the USA Swimming sanctioned club team at the state,
regional and national level
•Enhance Open Water Swim Meet by partnering with CASE department
Meghan Hershey
Swim Program Supervisor
Ali Murray
Aquatics Coordinator
Avon Town Council Budget Retreat
September 30, 2022
Department Goals for 2023
•Conduct research and obtain community feedback for Recreation
Center expansion designs with the La Zona Planning Project
•Implement department volunteer program
•Expand recreation and wellness benefits to Town employees
•Update Pocket Park, Trailhead and River Park signage
•Expand Youth and Adult Programming; rebuild youth summer camps
•Review addition of dismount zone in Harry A. Nottingham Park
•Analyze division cost recovery and create program subsidy plan
•Pursue reciprocity and/or discounts for Avon residents at Eagle-Vail
metro district facilities
Avon Town Council Budget Retreat
September 30, 2022
ADMISSION FEE ANALYSIS
•The Recreation Department last raised admission rates modestly in 2020
•Comparator community rates analyzed for daily admission, punch passes and monthly
memberships
•Health and Recreation Committee review and recommendation
•Staff will work internally with the Town manager to provide recommendation to Town Council at
the next budget retreat
Avon Town Council Budget Retreat
September 30, 2022
ADMISSION FEE ANALYSIS: DAILY RATES
•Rates listed as Eagle County Resident/Non-Resident
•Daily rate includes access to the facility and fitness
classes scheduled for that day
Avon Town Council Budget Retreat
September 30, 2022
ADMISSION FEE ANALYSIS: PUNCH PASSES
•No residency requirements
•No expiration date
•Transferrable
•Non-refundable
Avon Town Council Budget Retreat
September 30, 2022
ADMISSION FEE ANALYSIS: MONTHLY RATES
•Rates listed as Avon Resident/Non-Resident
•Must provide proof of residency
Avon Town Council Budget Retreat
September 30, 2023
Avon Police Department
Greg Daly,
Police Chief
Avon Town Council Budget Retreat
September 30, 2023
23 FTE Employees & 3 PT
Police Chief
Deputy Chief
Detective Sergeant
Detective
4 Squads of Patrol
Sergeant and 3 officers
(when fully staffed)
Master Sergeant .75 Part
time Training and Special
Projects
2 Part time Summer
Rangers
Avon Town Council Budget Retreat
September 30, 2023
Command/ Administration
The Police Chief, Deputy Chief,
Supervisory Administrative Service
Officer and two (2) Administrative
Services Officers
Responsible for operations of the police
department, customer service and
interaction with Avon Town staff on
projects such as budget and department
liaisons. Administration is responsible for
front desk, accreditation, records
management, multiple community
nonprofit boards, evidence/property
management, policy/procedure, training,
and support for police operations.
Avon Town Council Budget Retreat
September 30, 2023
Patrol
Four (4) squads of one sergeant and
three patrol officers (when at full duty).
Currently three recruits in training.
Patrol officers respond 24/7/365 to 911
calls, motor vehicle accidents, traffic
safety, proactive directed patrols and
community policing.
Investigations
Detective Sergeant and Detective
responsible for major crime
investigations. On call 24 hours a day.
Avon Town Council Budget Retreat
September 30, 2023
Community Policing/ Outreach
Community Policing is the core philosophy of the
Avon Police Department. Community Programs
include Citizens and Latino Academies, National
Night Out, Kids, Hoops and Cops basketball
program, Bike Patrol, School Resource Officer
Program, Public Safety/Community Committees
and Mental Health Committees.
Avon Town Council Budget Retreat
September 30, 2023
Training
Training is considered a top priority of Avon PD
for the following reasons:
To protect the life and safety of our citizens,
residents and guests
To protect the life and safety of our police
officers
To provide superior service to our victims and
to ensure top class criminal prosecutions
To maintain our national accreditation
To mitigate any potential for civil lawsuits
against officers and against the Town of Avon
Avon Town Council Budget Retreat
September 30, 2023
2021 by the numbers
22,253 Calls for service-4,728 dispatched calls, 15,034 self-initiated and 184
handled by dispatchers
6,217 directed patrols
664 incident reports taken with 491 follow up supplement reports
127 traffic accident reports (does not include additional 200 parking lot or
private property accidents)
321 custodial/summons & release arrests including 31 felony arrests
531 hours on bike patrol
91 DUI/impaired driving arrests
1,680 traffic stops-1,212 ended up in an educational warning, 307 citations/
summons issued. 25.62% of our traffic stops were with persons of Hispanic
ethnicity as compared to a 49% Latino/ Hispanic
Avon Town Council Budget Retreat
September 30, 2023
A breakdown of the elements of the police department budget are as follows
(based on 2022 figures):
Classification Budget Percentile
Staffing $3,484,118 73.3%
Training/
Academy
$75,950 1.6%
Vehicles & Fleet $299,068 6.3%
Gas $43,420 1%
Contracts/
Memberships
$471,053 9.9%
Equipment/Supplies/
Goods
$374,472 7.9%
Total $4,748,081 100%
Avon Town Council Budget Retreat
September 30, 2023
Budget Notes for 2023:
The most significant changes to the 2023 budget relate to continuing to play catch up on salaries as
compared to other competing law enforcement agencies in Eagle County. There are some inflation
related increase costs in gasoline and other equipment costs. There is an increase in our contract
fee to the Vail Dispatch Center. There are some equipment requests to include breaching
equipment, computer desks with electronic plugins and tire deflation devices (stop ticks) in each
vehicle. There is a $3k request for a drone flight simulator desktop and software.
There is an overall moderate reduction in part time wages with no planned wintertime police intern.
There is a request to purchase six additional patrol hybrid vehicles in order to have a one-to-one
vehicle program to match all other law enforcement agencies in Eagle County.
Additionally, we are requesting modest increases to the professional development/ training budget
(due to increased training requirements) firearms budget, and overtime budget.
Avon Town Council Budget Retreat
September 30, 2022
Activities and Goals Planned for 2023:
Active Bystandership for Law Enforcement (ABLE) Project department wide training
Continue our extensive Community policing/ outreach
Continue to transition police vehicles to hybrid vehicles: With the recent Avon Town Council
approval of a one-to-one take home car policy, we hope to have thirteen (13) hybrid vehicles of a
total fleet of twenty-two vehicles by the end of 2023. The remaining vehicles will be converted to
hybrids as they come up for scheduled replacement
Implementation and operation of the mountain community’s siren system: ensure community
education and operation of the siren system prior to and during the 2023 Wildland fire season.
Fully implement Guardian Software for training (training submission, training tracking and recording)
officer compliments/complaints and professional standards inquiries
Equip each police vehicle with crisis/emergency response and breaching equipment
Avon Town Council Budget Retreat
September 30, 2022
Public Works Department
Eva Wilson
Director
Avon Town Council Budget Retreat
September 30, 2022
Department Mission
To provide the highest quality
public works services to the public
and other Town departments,
balanced with efforts to maintain a
cost-effective operation and to
provide these services in a safe,
responsible and efficient manner
while continuing to find innovative
ways to improve the delivery of
services.
Avon Town Council Budget Retreat
September 30, 2022
46 Full-Time Employees
1 Director
1 Administrative Coordinator
6 Managers
6 Supervisors
2 Project Mgrs./Engrs.
7 Mechanics/Parts Coordinator
14 Operations Operators
5 Building Techs/Custodian
5 Full-time Bus Drivers
15 Part-time Drivers
Department Vision
Statement
To promote a high quality of
life and a uniquely desirable
community identity by
providing exceptional public
works services and fostering
strong collaborative problem-
solving strategies with the
community and by treating
everyone with fairness, dignity
and respect.
Avon Town Council Budget Retreat
September 30, 2022
Department Functions
•Responsible for the 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
•Performs all maintenance and repairs on Town vehicles, equipment, and multiple 3rd party customer
vehicles. Maintains and up-keep Fuel Island at swift Gulch including ordering/billing fuel usage
•Oversees Avon's multimodal transportation programs such as alternative transportation and
pedestrian mobility. Provides day-to-day fix-route bus service, strategic planning, budget development
and management, establishment of performance goals/passenger feedback systems, maintains ADA
certification and compliance, and transit vehicle procurement
•Provides and maintains public infrastructure, such as roads, drainage ways, and town facilities.
Manages capital improvement projects, review construction documents, and assist in the planning for
future infrastructure
•Operates and maintains six major buildings, performance pavilion and other facilities
Avon Town Council Budget Retreat
September 30, 2022
Public Works Restructuring supports:
•The right staff for the right task
•Efficient/effective communications
•Clear roles/responsibilities
•Synergy
Public Works Director
Eva Wilson (1)
Engineering
Town Engineer
Justin Hildreth (2)
Facilities
Interim Facilities Mgr
Luis Tapia (3)
Fleet
Fleet Mgr
Craig Wilmers (4)
Mobility
Acting Mobility Mgr
Jim Shoun (5)
Operations
Ops Mgr
Gary Padilla (6)
Administrative
Coordinator
Vacant
GIS/Broadband Manager
Vacant (2023 Req)
Avon Town Council Budget Retreat
September 30, 2022
Public Works Administration –2023 Goals:
•Implement PubWorks -workflow management
•Plan and develop the Public Works Complex
•Create a Geographic Information System (GIS)/Broadband
Management Office
•Assist in the creation/transition to Eagle Valley RTA
•Develop and implement climate action strategies
Budget Notes for 2023:
•PubWorks software –($10,000/yr.)
•Proposed full time position: GIS/Broadband Manager
Eva Wilson
Public Works
Director
Vacant
Admin
Coordinator
* To be discussed further at the Broadband
work scheduled for Oct 11, 2022
Avon Town Council Budget Retreat
September 30, 2022
Engineering Division –2023 Goals:
•Pursue grants for the Nottingham Road drainage improvements
•Develop and implement an internal project review and consensus
process for CIP projects
Justin Hildreth
Town Engineer
* Projects, trail inventory/condition, and work plan will be
discussed further at a future CIP work session to develop
strategies and prioritization
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023:
Engineering Division Budget
•Operating expenses for Engineer Division
•Traffic Counts ($20,000)
•2 Electric Vehicles to meet Climate Goals
($44,000 each)
Water Fund
•Restricted Maintenance of Water Infrastructure
•Nottingham-Puder Ditch ($25,000 + Transfers to the Nottingham-Puder Ditch Repair Project)
•Compliance with State for 2 Regulated Dams ($25,000)
•Contributions to Eagle River Watershed Council for Water Quality Monitoring, Education, Eagle
River Clean Up and Operation Expenses ($28,500)
•Partial Coverage of Engineer Staff Expenses
Avon Town Council Budget Retreat
September 30, 2022
Luis Tapia
Interim
Facilities
Manager
Facilities Division –2023 Goals:
•Establish energy benchmarking for all Town buildings and
identify strategies for energy reduction
•Conduct facility Reserve Studies to ensure proper planning
and budgeting in the maintenance of town assets
•Create and implement a Preventive Maintenance program
•Research the benefits and feasibility of additional inhouse
custodial staff versus contract service for the Recreation
Center
Ryan
Snipes
Facilities
Lead
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023
•Inflation for materials and
commodities are impacting the
budget. Gas cost has doubled
and increase the budget by
($61,000). Water and Wastewater
was increased ($6,000)
•The Repair and Maintenance of
special equipment was more than
doubled with an increase of
($12,000)
•Work for other town departments
are charged to their accounts
Avon Town Council Budget Retreat
September 30, 2022
Craig
Wilmer
Fleet
Manager
Fleet Division –2023 Goals:
•Become ASE (Automotive Service Excellence) Blue Seal of
Excellence Certified Shop
•Continue Having Fun!
Mike
Keenan
Fleet
Forman
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023:
•On the way to be in the Black for 2022!
•Raising shop rates $5 an hour
•Supports Service Contracts wit 16 agencies
•The new Parts Specialist has greatly increased
tech productivity
Avon Town Council Budget Retreat
September 30, 2022
Jim Shoun
Mobility
Manager
Mobility Division –2023 Goals:
•Expand evening bus service in the Town core
•Expand the Shift-Bike regional e-bikeshare program
•Assist in the creation/transition to Eagle Valley Transportation Authority
Simon
Williams
Mobility
Supevisor
Renee
Martinez
Mobility
Supervisor
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023
•Revenue hour rate is $101. A 25% increase due to increase
COVID compliance requirements and inflation.
•Operate the Blue and Red line all day. The one loop provide
by the Nightrider from 6 -10pm is not sufficient to meet
demand ($147,460)
•Increase ebikeshare program to ($100,000)from ($50,000)
•Two new, more efficient diesel buses arriving, 20% local match
($200,000)
•Submitted a $1M grant for an electric bus, 20% local match
($200,000)
•Submitted a $120, 000 planning grant for RTA transition plan,
20% local match ($24,000)
Avon Town Council Budget Retreat
September 30, 2022
Gary Padilla
Operations
Manager
Operations Division -2023 Goals:
•Design the replacement of Avon’s irrigation System
•Update the Public Way Permit Program
•Implement the Noxious Weed Management Plan Drew
Isaacson
Deputy
Operations
Manager
Steve
Maestas
Road
Supervisor
Moises
Medina
Parks
Supervisor
Avon Town Council Budget Retreat
September 30, 2022
Budget Notes for 2023
•Inflation on materials, labor and equipment has
significantly impacted the budget. Fuel increase
($22,000)
•Landscaping contract has increased from ($120,000) to
($180,000)
•Street Repair & Maintenance increase ($58,000)
•Parks supplies, repair & maintenance increase
($40,000)
* LOS to be discussed more at Oct 11, 2022, Council Meeting
* Landscape Plan Work Session to be scheduled for Council Review
Did you know Drew Isaacson showed
MSgt Damen how to hang a security
camera over the Eagle River.
Avon Town Council Budget Retreat
September 30, 2022
Revenue Projections
Scott Wright
Finance Director
Avon Town Council Budget Retreat
September 30, 2022
Key Revenue Projections for 2023
Projected Increase (Decrease) in Revenues
•Property Tax $ (20,327) (under adopted 2022 budget)
•Sales Tax $ 1,302,567 (over adopted 2022 budget)
•Accommodation Tax $ 482,467 (over adopted 2022 budget)
•Recreation Center Admissions $ 450,000 (over adopted 2022 budget)
•Building Fees $ No Change (over adopted 2022 budget)
•Short-term Rental Tax $ 280,000 (over adopted 2022 budget)
•Real Estate Transfer Taxes $ 1,200,000 (over adopted 2022 budget)
Avon Town Council Budget Retreat
September 30, 2022
Key Revised Revenue Estimates for 2022
Projected Increase in Revenues
•Sales Tax $ 920,640 (over original adopted 2022 budget)
•Accommodation Tax $ 402,299 (over original adopted 2022 budget)
•Recreation Center Admissions $ 303,167 (over original adopted 2022 budget)
•Building Fees $ 1,527,833 (over original adopted 2022 budget)
•Short-term Rental Tax $ 250,000 (over original adopted 2022 budget)
•Real Estate Transfer Taxes $ 2,700,000 (over original adopted 2022 budget)
Avon Town Council Budget Retreat
September 30, 2022
Property Taxes
•2022 Preliminary Net Assessed Valuation -$232,602,500
•2021 Net Assessed Valuation -$234,872,120
•Total New Construction -$80,067,430
•Net AV Change $-2,269,620 or -0.96%
•2022 Mill Rate –8.956 Mills
•Total Property Tax Revenues -$2,083,188; Decrease of $20,327
•Senate Bill 21-293 decreased residential assessment ratio from 7.15 to 6.95
•Created new category for multi-family residential at 6.80%
Avon Town Council Budget Retreat
September 30, 2022
Property Taxes
•Senate Bill 21-293 decreased residential assessment ratio from 7.15% to 6.95%
•Created new category for multi-family residential at 6.80%
•Change in assessment ratio resulted in $7.3 million loss in A/V
•Offset by $5.6 million in new construction
•In 2023 commercial assessment ratio decreases to 27.9%
•Expectations are for high amount of appeals
•30%-100% increase in values in some parts of Eagle County
Avon Town Council Budget Retreat
September 30, 2022
URA TIF Property Taxes
•2022 TIF Area Increment Net Assessed Valuation -$29,301,500
•2021 TIF Area Increment Net Assessed Valuation -$29,446,870
•Total Actual Value of New Construction -$13,878,980
•Net AV Decrease of $145,370 or -.49%
•Total 2022 TIF Area Overlapping Mill Rate –62.617
•Total URA TIF Property Tax Revenues -$1,834,772; Decrease of $1,123
Avon Town Council Budget Retreat
September 30, 2022
Sales Tax Trends and Assumptions
•2020 Sales Tax Data is Skewed Due to of Covid-19 Shut-downs and Changes in Spending
Trends.
•2020 Sales Tax Was Essentially Flat Compared to 2019 ($9,099,245 v. $9,085,682)
•2021 Sales Tax Increased Over 2020 by $2,345,653 or 25.78%
•YTD through July 2022 up 14.25% ($920,640) over same period in 2021
•Used the revised 2022 monthly budget projections (based on 5-year averages) for remaining 5
months which equates to a 4.3% increase for the remaining 5 months and 11.24% for the full
year
•Used a conservative growth rate of 3% for 2023
Avon Town Council Budget Retreat
September 30, 2022
Sales Tax by Industry Type
$ Change $ Change
YTD 2020 YTD 2021 YTD 2022 2021 v. 2022 2020 v. 2021 % Change
Home/Garden 513,619.00$ 650,952.33$ 694,116.07$ 43,163.74$ 137,333.33$ 6.63%
Grocery,Specialty,Health 1,208,055.91 1,296,258.39 1,392,130.17 95,871.78 88,202.48 7.40%
Sporting Goods Retail/Rental 466,613.29 552,089.23 666,706.46 114,617.23 85,475.94 20.76%
Miscellaneous Retail 208,168.83 230,911.51 324,607.17 93,695.66 22,742.68 40.58%
Restaurants/Bars 700,814.04 1,037,636.52 1,303,863.45 266,226.93 336,822.48 25.66%
Other 43,532.84 83,302.28 81,547.00 (1,755.28) 39,769.44 -2.11%
Service Related 173,779.06 239,346.85 211,793.47 (27,553.38) 65,567.79 -11.51%
Liquor Stores 201,250.85 243,713.57 208,586.72 (35,126.85) 42,462.72 -14.41%
E-Commerce Retail 101,143.31 281,128.55 340,887.88 59,759.33 179,985.24 21.26%
Manufacturing/Wholesale Merchants 110,612.91 118,664.22 158,112.45 39,448.23 8,051.31 33.24%
Construction Related Services 269,128.60 238,262.47 286,949.83 48,687.36 (30,866.13) 20.43%
Digital Medial Suppliers/Sellers 45,891.84 74,724.52 85,766.30 11,041.78 28,832.68 14.78%
Commercial & Industrial Equipment Rental/Leasin 37,138.85 49,451.16 50,209.12 757.96 12,312.31 1.53%
Special Events 27.20 11,493.38 13,882.38 2,389.00 11,466.18 20.79%
4,079,776.53$ 5,107,934.98$ 5,819,158.47$ 711,223.49$ 1,028,158.45$ 13.92%
Accommodations 730,631.71 1,206,320.81 1,562,071.77 355,750.96 475,689.10 29.49%
Total 4,810,408.24 6,314,255.79 7,381,230.24 1,066,974.45 1,503,847.55 16.90%
Avon Town Council Budget Retreat
September 30, 2022
Sales Tax
Avon Town Council Budget Retreat
September 30, 2022
Sales Tax
% Change % Change
2017 2018 2019 2020 2021 2022 2023 2021 v. 2022 2022 v. 2023
January 792,562.03$ 825,816.08$ 819,179.33$ 841,459.85$ 920,624.77$ 1,171,213.65 1,206,350.06$ 27.22%3.00%
February 798,923.33 785,412.03 809,165.90 820,617.44 883,363.76 1,242,766.09 1,280,049.07 40.69%3.00%
March 918,657.55 1,014,399.70 1,130,669.61 872,489.74 1,295,893.82 1,550,583.98 1,597,101.50 19.65%3.00%
April 425,727.85 394,986.15 424,685.32 349,051.52 591,350.43 618,675.15 637,235.40 4.62%3.00%
May 394,689.30 418,628.58 422,685.32 424,081.54 567,768.59 647,245.51 666,662.88 14.00%3.00%
June 650,794.65 757,498.52 725,800.03 801,965.52 1,012,305.14 1,116,755.98 1,150,258.66 10.32%3.00%
July 682,024.81 696,374.00 751,776.85 700,496.72 1,042,949.28 1,033,989.88 1,065,009.58 -0.86%3.00%
August 618,515.44 639,569.12 677,421.62 683,538.19 863,504.26 886,648.29 913,247.74 2.68%3.00%
September 690,883.92 680,720.64 903,289.81 894,037.55 1,067,978.54 1,142,038.89 1,176,300.06 6.93%3.00%
October 458,645.68 490,977.90 445,742.30 611,080.29 747,175.12 719,051.26 740,622.80 -3.76%3.00%
November 435,975.05 456,409.92 515,203.70 603,849.77 717,963.28 732,215.81 754,182.28 1.99%3.00%
December 1,183,666.21 1,264,626.23 1,460,062.64 1,496,576.53 1,734,151.62 1,869,700.52 1,925,791.54 7.82%3.00%
8,051,065.82$ 8,425,418.87$ 9,085,682.43$ 9,099,244.66$ 11,445,028.61$ 12,730,885.01 13,112,811.56
Avon Town Council Budget Retreat
September 30, 2022
Accommodation Tax Assumptions
•2020 Accommodation Tax Data is Skewed Due to of Covid-19 Shut-downs -declined by
18.25%
•2021 Accommodation Tax Increased by 49% or $726,427 over 2019
•YTD through July 2022 up 35% ($413,598) over same period in 2021
•Used the original 2022 monthly budget projections (based on 5-year averages) for
remaining 5 months which equates to a 4.3% increase for the remaining 5 months and
20.69% for the full year
•Used a conservative growth rate of 3% for 2023 based on no increase in overall occupancy
for 2023 and a 3% increase in room rates
Avon Town Council Budget Retreat
September 30, 2022
Accommodations Tax
$ Change $ Change
YTD 2020 YTD 2021 YTD 2022 2021 v. 2022 2020 v. 2021 % Change
Time Share 153,410.14 216,643.52 272,701.08 56,057.56 63,233.38 25.88%
Hotel 405,177.01 500,230.81 650,015.44 149,784.63 95,053.80 29.94%
Vacation Rental 160,536.61 460,677.67 668,433.37 207,755.70 300,141.06 45.10%
Total 719,123.76 1,177,552.00 1,591,149.89 413,597.89 458,428.24 35.12%
YTD 2022
Time Share 129,279.40
Hotel 273,475.93
Vacation Rental 317,388.08
Total 720,143.41
STR Tax for Community Housing
Avon Town Council Budget Retreat
September 30, 2022
Accommodations Tax
Avon Town Council Budget Retreat
September 30, 2022
Accommodations Tax
% Change % Change
2017 2018 2019 2020 2021 2022 2023 2021 v. 2022 2022 v. 2023
January 190,207.82$ 181,588.99$ 197,879.22$ 188,669.38$ 143,213.98$ 322,277.10 331,945.41$ 125.03%3.00%
February 194,804.88 186,147.24 203,190.38 217,069.65 154,288.41 358,260.88 369,008.71 132.20%3.00%
March 201,008.55 206,783.36 246,969.61 128,344.90 313,888.05 393,864.17 405,680.10 25.48%3.00%
April 38,340.02 33,275.27 31,824.90 8,630.96 73,464.66 91,809.97 94,564.27 24.97%3.00%
May 39,961.98 42,618.10 47,259.21 13,289.59 83,829.03 76,495.47 78,790.33 -8.75%3.00%
June 83,723.31 94,803.78 92,411.81 51,186.00 158,587.88 142,677.26 146,957.58 -10.03%3.00%
July 119,300.76 119,458.02 131,645.50 112,238.30 250,279.99 205,765.04 211,937.99 -17.79%3.00%
August 100,628.23 98,193.15 110,203.30 101,457.62 186,774.35 208,150.32 214,394.83 11.44%3.00%
September 81,837.60 85,257.82 89,362.90 95,186.71 164,799.29 182,506.65 187,981.85 10.74%3.00%
October 48,223.10 53,236.86 45,781.00 56,679.15 154,516.05 134,249.35 138,276.84 -13.12%3.00%
November 46,397.08 47,934.88 70,385.29 50,452.72 148,027.43 140,460.52 144,674.34 -5.11%3.00%
December 189,505.28 185,008.67 219,964.12 192,249.04 381,635.02 414,721.70 427,163.35 8.67%3.00%
1,333,938.61$ 1,334,306.14$ 1,486,877.24$ 1,215,454.02$ 2,213,304.14$ 2,671,238.43$ 2,751,375.59$
Avon Town Council Budget Retreat
September 30, 2022
Real Estate Transfer Tax
•YTD RETT through August 2022 is $4,027,789
•Average Annual RETT for Past 5 Years -$5,155,044
•2022 revised CIP budget proposed to increase to $6 million
•Based on higher interest rates and a slowdown in real estate and the economy, 2023 base
RETT is estimated at $4.5 million
•New development occurring in 2023 and 2024 includes One Riverfront ($135 million), Frontgate
($160 million), and McGrady Acres ($50 million), TOTAL $345 million in new real estate sales, or
$6,900,000.
Avon Town Council Budget Retreat
September 30, 2022
Real Estate Transfer Tax
Avon Town Council Budget Retreat
September 30, 2022
Recreation Center Admissions
Avon Town Council Budget Retreat
September 30, 2022
American Rescue Plan Act
•Signed into law by President Biden on March 11, 2021, the American Rescue Plan Act (ARPA) allocates $1.9 trillion to
COVID-19 relief and economic recovery.
•The funds are provided over two distributions; the first half was received in mid-June 2021 for smaller cities, the second half
was received in 2022.
•Recipients may use funds to cover eligible costs incurred during the period that begins on March 3, 2021, and ends on
December 31, 2024.
•The Town has received a total of $1,636,538 for its 2 tranche payments.
•These funds will not be recognized as fund revenues until project expenditures have been spent.
Avon Town Council Budget Retreat
September 30, 2022
Personnel Highlights
Eric Heil,
Town Manager
Introduction to Avon Town Government
September 12, 2022
5 AVON DEPARTMENTS
Council approves Departments by ordinance with recommendation of
Town Manager
•General Government
•Community Development
•Public Works
•Recreation
•Police
Avon Town Council Budget Retreat
September 30, 2022
Personnel Highlights for Budget 2023
•Staffing resources proposed to accommodate program & project priorities
•Budget for Merit Increases (6% increase of Salary Expense) estimated at $517,171
•Budget for New Position Wages (8) estimated at $850,000
•Budget for Benefits estimated between 10% and 15% increase
(health cost estimates are still under review with the consultants)
•Total Personnel Costs will be finalized at the next budget retreat
Avon Town Council Budget Retreat
September 30, 2022
New Positions
2022
Positions Approved
(Supplemental Budget)
Building Inspector (ComDev)
Admin Coordinator (PW)
2023
Positions Proposed
(2023 Budget)
Special Event Production Assistant (GG)
Long Range Planner (Com Dev)
Engineer (PW)
Building Tech (PW)
Recreation Program Supervisor (Rec)
Recreation Aquatics Coordinator (Rec)
Avon Town Council Budget Retreat
September 30, 2022
Summary of Positions by Year
Department
2019
Actual
2020
Actual
2021
Actual
2022
Budget
2022
Actual
2023
Proposed
General Government 7.00 8.00 7.00 9.80 10.30 10.80
Finance & Information Technology 10.00 10.00 9.00 9.00 9.00 9.00
Human Resources 3.70 3.70 3.70 3.70 4.00 3.00
Community Development 3.00 3.75 4.00 5.00 6.00 7.00
Police Department 23.30 23.30 23.85 24.55 25.55 24.05
Public Works Administration Department 1.00 1.00 1.00 1.00 2.00 2.00
Engineering 2.00 2.00 3.00 3.00 3.00 4.00
Facilities & Buildings 5.00 5.00 6.00 6.00 6.00 7.00
Fleet Maintenance 8.00 9.00 9.30 9.30 9.00 9.00
Mobility 8.00 8.00 9.00 9.00 10.00 10.00
Public Operations 15.00 15.00 16.00 17.50 18.00 18.00
Recreation Department 10.00 10.00 10.00 10.00 10.00 12.00
TOTAL FTEs 96.00 98.75 101.85 107.85 112.85 115.85
YOY FTE % CHANGES 2.78%3.04%5.56%4.43%2.59%
Avon Town Council Budget Retreat
September 30, 2022
2022 Summary Personnel Costs by Type
Avon Town Council Budget Retreat
September 30, 2022
Summary of Personnel of Costs by Year
Final
Revised Adopted
Actual Actual Actual Budget Actual Budget
2018 2019 2020 2021 2021 2022
PERSONNEL COSTS
Salaries and Wages:
Full-time Employees $ 6,291,653 $ 6,727,253 $ 7,176,216 $ 7,484,617 $ 7,287,038 $ 8,579,376
PTS Employees 799,463 942,500 790,186 955,775 927,531 1,096,339
Overtime & Other Misc. Wages 481,523 462,065 346,755 469,050 597,613 560,414
Benefits:
Insurance 2,180,093 2,279,273 2,427,521 3,083,184 2,376,915 2,966,994
Taxes 103,668 114,945 117,033 123,635 126,346 138,799
Retirement 715,062 784,251 792,989 838,311 827,538 975,346
Other Benefits 22,802 21,183 22,938 22,957 22,518 22,645
Total Personnel Costs $ 10,594,264 $ 11,331,471 $ 11,673,638 $ 12,977,529 $ 12,165,498 $ 14,339,913
Introduction to Avon Town Government
September 12, 2022
Town of Avon Budget Retreat
September 27, 2022
Thank you!
2023 Department Goals
Budget Retreat September 30, 2022
Page 1 of 11
Town of Avon
2023 Department Goals
General Government
GENERAL GOVERNMENT
COMMUNICATION & MARKETING
1. Create a ‘State of the Town’ Presentation: Avon will create a “State of the Town” presentation
(either in brochure or video format) that will review highlights from 2022 and provide an overview and
outlook for significant projects in 2023.
2. Create & Conduct a Neighborhood Survey: A Wildridge Neighborhood survey was conducted in
2020, a town wide Community Survey was conducted in 2021. A business survey was conducted in
2022. In 2023 we plan to focus on another neighborhood survey to solicit input on Town services and
pending policy questions.
3. Research Community Engagement Platforms: Council approved the “Bang the Table” Community
Engagement Platform in fall of 2020. Town staff has made the decision to transition Engage Avon
content back to the Town of Avon municipal website at the end of 2021 due to the lack of community
engagement and platform difficulties/limitations. In 2023, staff will research different platforms with a
focus on ease of registration and formatting flexibility and explore designing our own platform.
CULTURE, ARTS & EVENTS
4. Expand the Art Around Avon Program: Avon launched the “Art Around Avon” program in June
2021. Staff contracted with 7 artists to create 9 outdoor art works that are displayed in various
locations in Avon for a year and then would be replaced each year with new artwork. Staff plans to
continue the program and expand it by up to 26 pieces by the end of 2023 which will be on display
for a two-year period; through May of 2025.
5. Fine tune Heart & Soul Festival: Using data collected during the 2022 soft launch, continue to
develop, and fine tune festival elements such as talent, venue design, activation elements and
marketing/promotions elements and tactics. Further develop the 2024 Heart & Soul Festival budget
encompassing all elements needed to produce a successful single-day ticketed festival.
6. Plan the rollout of “Best of the West” event in 2024: Develop branding elements in 2023 to begin
creating the “buzz” in early 2024 in support a full event launch in June of 2024.
7. Add Eagle County Battle of the Bands: Low key event on the Friday of the week-end we plan for
Best of West in 2024.
SUSTAINABILITY
8. Conduct Education Outreach for Recycling Ordinance: Council is discussing Ordinance 22-13, a
Town-wide recycling ordinance with a scheduled effective date of January 1, 2024. Staff will develop
2023 Department Goals
Budget Retreat September 30, 2022
Page 2 of 11
a contact list for HOAs and businesses, determine existing practices, organize open house meetings
with the building managers and business owners, and identify opportunities for education to help with
recycling for these properties.
9. Building Energy Benchmarking: Colorado is the 2nd State to implement building benchmarking
(HB21-1286) of buildings above 50,000 square feet, and cities like Fort Collins and Aspen have
enacted their own ordinances to benchmark smaller buildings. Avon plans to continue to research
and monitor the different building benchmarking programs, develop strategies to encourage
beneficial electrification and plan for an ordinance in 2023.
10. Sustainability Education: With the overarching goal of “raising climate awareness and agency” for
all Avon residents and visitors, Avon plans to develop a Sustainability Education system that
comprises of climate action training, coaching, social media series, multimedia content, public signs,
workshops, and a “climate and food” cookbook. The education program takes a humanistic approach
to sustainability and places human behavior change at its core.
11. Avon Greenhouse Gas (GHG) Inventory: Avon is working with ICLEI USA (Local Governments for
Sustainability) to construct Town of Avon’s GHG Inventory. A GHG inventory identifies the emission
drivers, enables climate action, mitigation and adaptation planning according to Avon’s unique
profile, and helps monitoring strategies efficiency at the community-wide scales. Staff plans to
present the Avon GHG Inventory in Q2 2023.
12. Vehicle Idling Prevention Education: In October 2021 Council discussed vehicle idling prevention
and tasked staff to ensure Town employees set the example for the rest of the public. In addition,
Council directed staff to action on an educational and awareness campaign that promotes self-
enforcement of the State Idling laws. Staff adopted an internal Idling Policy as requested by Council.
Staff will prepare materials for education and gather examples of Idling regulations from other
jurisdictions.
13. Research Local Composting Infrastructure & Feasibility: Avon Council and Eagle County’s
Climate Action Plan places a high priority on organic waste diversion, yet composting service is only
available through a private operation in Eagle County. In order to reach an equitable, easy and public
access to composting services, Avon plans to research the feasibility of developing local
infrastructure for composting.
TOWN CLERK
14. Records Management & Retention: The purpose of the Records Retention program is to
systematically eliminate the accumulation of valueless records in order to improve the ability to
manage important information, faster locate records, manage legal liability, and reduce staff and
space costs associated with storage. In 2023 staff will review the existing data folder structures within
the network shares and Laserfiche to ensure that they are optimized.
15. Implement electronic signature system using DocuSign: Staff started using DocuSign in 2022 to
reduce paper and save time. It creates a more efficient and faster flow for approved documents in
need of signatures, such as contracts and agreements, ordinances, and resolutions. As a next step,
staff will research the flow into Laserfiche for records retention.
2023 Department Goals
Budget Retreat September 30, 2022
Page 3 of 11
16. Research Feasibility of Agenda Management Software and Workflow for packets: Preparing
Council agendas and materials is currently a very manual and unautomated process. The Town
Clerk’s Office will research and explore tools to automate and manage meeting agendas, packets
and minutes including ‘The Town Clerk’s Office CivicPlus' Agenda Management Software
(CivicClerk) and others. More information about features and prices will be presented to Council for
consideration.
ADMINISTRATION
17. Conduct Long Range Avon Vision Process to Replace Former Strategic Plan: A vision
document will be created that describes how the Avon community desires to see Avon in 10 to 20
years along with strategic policies to achieve this vision.
18. Conduct Elected Officials Leadership Training: Explore leadership training options for elected
officials that focus on effective governance, strategic planning, and new approaches to leadership in
local government.
19. Establish Program for Peer Resort Community Visits: Establish a program for peer resort
community visits that create opportunities to build relationships, share ideas about best municipal
practices and topics of mutual interest, such as housing, economic development, as well as events
and cultural programs. Visits will encourage a platform that showcases the resort community assets
that are offered to their residents and guests.
FINANCE
1. Train Deputy Finance Director / Implement Succession Plan: Based on the pending retirement of
the Finance Director, a Deputy Finance Director position has been added to the 2023 budget and
training and succession planning will take place as soon as the new position is filled.
2. Cross-train staff on Tyler Incode software processes (payroll, accounts payable, cash
receipting, etc.): Now that Finance is fully staffed, cross-training among the staff is a priority. The
areas of focus are payroll administration and preparation, accounts payable and purchasing, and
cash receipting and MuniRevs.
3. Tyler Software Training: Continue to collaborate with other Departments to establish best
practice use of Incode: Finance Department staff will continue to hold training sessions with users
of the Incode software to ensure that they are adequately trained on the software and on Town
procedures.
4. Implementation of Town-wide Executime timekeeping software (continuation from 2022): Due
to delays in receiving new time clocks, implementation of the a new Tyler Executime timekeeping
system will carry over into 2023. The new system ties directly into the Incode ERP and will eliminate
many of the issues that users have had with our old Kronos system that was complicated, unintuitive
and cumbersome.
2023 Department Goals
Budget Retreat September 30, 2022
Page 4 of 11
5. Financial Strategic Plan: Develop a 10-year financial plan: Develop a 10-year financial plan that
would provide estimates for future growth in both revenues and expenditures allowing for an
estimate of fund balance in future years.
6. Asset Management Plan: Develop an asset management plan that would inform budget planning
as to what major assets require improvements with estimated costs.
7. Village at Avon: Participation with management team to better understand growth opportunities
and financial implications in the Village (at Avon).
8. Firewall refresh and Guest Wi-Fi Security Configuration for Special Events: Replace existing
network firewall and configure Wi Fi to allow for use by vendors and producers for special events
without impacting secure Town government network use and guest wireless use.
9. Audit of cell phone, telephony and internet circuits: Contract with a firm that specializes in
reviews of telephony and internet billing on a contingency basis to audit the Town’s invoices to
determine that we are not overpaying for services or taxes that are not necessary.
10. Implement Broadband improvements as directed by Council: Based on the presentation by staff
of the report by HR Green, Council's has provided feedback and direction, to join project Thor and
implement broadband improvements.
HUMAN RESOURCES
1. Implement standardized public service training for all employees: Research, develop and
execute a Town of Avon public service training that will offer standardized and exceptional customer
service engagement with the public.
2. Enhance “New Employee” Onboarding & Orientation Program: Formalize and enhance the
onboarding and orientation program and process to welcome new employees to the Town with
department and employee introduction, a review of Town culture, and a tour of the Town campus.
3. Implement Quarterly Townwide Safety Training Program: To regularly offer safety training that
will increase employee awareness and understanding of workplace hazards and risk, reduce safety
incidents and injuries, and reduce risk costs to the Town, both in-person and online.
4. Complete Implementation of Human Resources Information System (HRIS): Complete the
implementation of HRIS (BambooHR), (data entry) with an emphasis on the software training that
helps employee and manager utilization of the recruiting and hiring, employee self-service (ESS),
and performance review modules.
5. Update Drug & Alcohol Policy: Update the Town’s Drug and Alcohol Policy to identify federal
changes and establish compliance with the Federal Transportation Authority (FTA) and Federal
Motor Carrier Safety Administration (FMCSA).
2023 Department Goals
Budget Retreat September 30, 2022
Page 5 of 11
6. Review Employee Health Insurance Costs: Collaboration between Human Resources and Finance
to outline costs benefit comparison of self-insured and fully insured plans. Develop a comparison of
health benefit plans from peer communities.
7. Implement on-site Spanish language conversation classes: Offer conversational Spanish
classes to employees.
8. Support expanded leadership training: Evaluate various leadership training opportunities to offer
employees townwide.
2023 Department Goals
Community Development
Community Development
1. East Avon Preserve – Facilitate due diligence process for exploring a housing project accessed off
Wagon Trail Road. The project will include coordination with Traer Creek and their potential road
extension to Planning Area I.
2. Sun Road Redevelopment Plan – Develop long range sub area plan for redevelopment of four
properties and Sun Road.
3. Streamline Contractor Licensing – Currently contractors are required to obtain a separate
Business License and Contractor Licensing (and Sales Tax for materials). The process can be
cumbersome and confusing for contractors.
4. Code Amendments – Complete by-annual comprehensive code amendment for Title 7-
Development Code. Amendments will include sign code and lighting ordinance updates, in addition to
several other “clean up” items.
5. Downtown Development Authority – Present authority concept and potential Development
Authority boundaries for Avon. This includes outside consultant services and public outreach.
6. 3-Mile Planning – Complete adoption process for 3-mile plan.
7. East Avon District Plan – Update and revamp the East Town Center District Plan. This plan was
adopted in 2007 and is ripe for new design concepts and a streamlined formatting for future updates.
This project will include outside services and public outreach.
8. Digitize all Microfiche Records – Secure scanned copies of all remaining microfiche land and PZC
records. Digitally tag and organize all files in record retention software.
2023 Department Goals
Budget Retreat September 30, 2022
Page 6 of 11
9. Town Properties Design Palette – Develop Design Palette for all public improvements, including
signage, refuse containers, etc.
10. La Zona Project: Collaborate with Recreation, Public Works, Engineering, and consultant team to
finalize recreation center expansion options, old fire station property, and Main Street Mall extension
to Harry A. Nottingham Park.
2023 Department Goals
Recreation
RECREATION
1. La Zona/Recreation Expansion: Collaborate with Community Development and consultants to
launch vision and public engagement process for opportunities related to recreation expansions and
uses of old firehouse building property.
2. Implement Volunteer Program: Research logistics with Human Resources and develop a program
that would utilize volunteers in several operational capacities at the recreation center.
3. Expand Wellness Benefits for Town of Avon Employees: Research opportunities for expanding
new wellness benefits to offer town employees that would encourage healthy and active lifestyles.
4. Update Pocket Park, Trailhead and River Park Signage: Research new sign design elements that
are aligned with town brand and implement consistent signage program that helps provide
informational signage.
5. Review Potential Dismount Zone in Harry A. Nottingham Park: Review potential dismount zone
areas that would help establish safer pedestrian / bike travel in the park.
6. Expand Youth and Adult Programming (Teens and Seniors) and Rebuild Summer Youth
Camps: Staff will continue to rebuild and expand youth and adult programming throughout the year
with the additions of recreational opportunities in each of our Program Cycles: Winter/Spring (Jan-
Apr), Summer (May-Aug) and Fall/Winter (Sep-Dec). Consider adding tennis and pickleball programs
for kids. Implement outdoor pickleball, tennis and basketball programming.
7. Analyze Division Cost Recovery and Create Program Subsidy Plan: Review revenue and
expenditures by program to create a break-even target by identifying potential program subsidies.
8. Pursue reciprocity and/or discounts for Avon residents at Eagle-Vail Facilities: Reach out to
Eagle-Vail contracts to propose a program that would allow for reciprocity for Avon residents to use
recreation facilities, e.g. golf and outdoor pool use.
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2023 Department Goals
Police
POLICE
COMMUNITY POLICING
1. Active Bystandership for Law Enforcement (ABLE) Project department wide training: Years
of academic research and on-the-ground experience has shown Law Enforcement that effective
active bystandership can be taught. The Georgetown University Center for Innovations in
Community Safety, partnering with global law firm Sheppard Mullin, has created the ABLE* (Active
Bystandership for Law Enforcement) Project to prepare officers to successfully intervene to prevent
harm and to create a law enforcement culture that supports peer intervention. The ABLE Project is a
national hub for training, technical assistance, and research, all with the aim of creating a police
culture in which officers routinely intervene as necessary to: prevent misconduct, avoid police
mistakes, and promote officer health and wellness. APD is preparing to embrace this nationwide
training through Georgetown University to better prepare officers to successfully intervene to prevent
harm and to continue our law enforcement culture that supports peer intervention. We are currently
waiting for materials and instructor training support through the Colorado Association of Chiefs of
Police (CACP). Once available, officers will be sent to instructor school and then return with the
training to provide to all APD employees.
2. Community policing/ outreach: The importance of community outreach is to continue to foster
trust, reduce crime, and combat substance abuse problems. The value of community
policing/outreach cannot be overstated. Avon Police Department (APD) employees focus our
collective attention on the Department’s Mission Statement of “We serve to better our community”, to
our motto of “Count on Us” and to our Departmental Goals on a day-to-day basis to ensure the safety
and security of residents and visitors in our community. We seek every opportunity for outreach to
our community through as many community events and involvement in community organizations that
we can manage. Several important and more specific goals of this community approach to policing
are:
• To create more opportunities for police and community members to engage in positive ways
• To build relationships and foster trust between police and community members
• To develop greater understanding between police and members of our amazingly diverse
community
• To provide greater transparency for the community about what police do
• To reduce crime rates in our community
• To protect police officers
Our community policing/ outreach activities include a basketball program with Avon kids, School
Resource Officer/ Therapy K-9 at Avon Elementary School, assisting Vail Valley Salvation Army with
weekly incoming food shipments, Latino and Citizens Police eight week Academies, National Night
Out events, Shop with a Cop, Faith and Blue Weekend, Law Enforcement Immigrant Alliance,
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National Drug Take Back program, Annual Food Drive, Speak Up Reach Out, and assist at Pride in
the Park to name but a few.
EQUIPMENT AND TECHNOLOGY
3. Implementation of the mountain community’s siren system: The Police Department has been
working in concert with the Engineering, Facilities and Community Development departments on this
life saving and property safeguarding project. We have received five of the Sentry Sirens for
placement in several strategic locations across our mountain communities of Wildridge, Wildwood
and Mountain Star. The project has completed the Planning and Zoning Commission public outreach
processes and Aon Town Council approval. Sentry Siren is currently working to purchase poles and
contractors for placement of poles and sirens. The town is seeking contractors to supply electrical
infrastructure and connection of the sirens and associated equipment. The target for project
completion is late 2022 prior to the 2023 fire season. We will then ensure proper implementation,
exercise, and community education of the siren system prior to and during the 2023 Wildland fire
season.
4. Guardian Software for training (training submission, training tracking and recording) officer
compliments/complaints and professional standards inquiries: APD is currently in the early
stages of implementing this innovative software that helps transform culture within police departments by
identifying personnel in need of additional training before an adverse incident takes place, while also
recognizing high-performing personnel. Some of the features this software can provide are:
• Understand the full picture of employee performance, the positive as well as the negative,
through continuous feedback
• Protect agency personnel decisions through consistent documentation of all aspects of
performance
• Notify managers/supervisors of behavior that may need to be addressed to save careers
• Create a simple process for documentation of an observation, event, conversation, incidents of
good or bad performance, etc.
• Promote a positive and motivating workplace culture and encourages high performance
• Manage all mandated and required training and continuing education progress of employees
Additionally, the software has a comprehensive training component, that enhances our ability for officers to
submit training requests, authorize training requests and track training completed. This tracking
system will ensure that we report/track the required State of Colorado Peace Officer Standards
Training Board (POST) and Commission on Accreditation for Law Enforcement Agencies (CALEA)
annual training requirements
5. Crisis/emergency response equipment in each police vehicle: The Police Department has been
incrementally working on equipping each patrol vehicle with stop sticks/ tire deflation devices (to end
pursuits), breaching equipment to include hooligan breaching tools and breaching shotguns, to avoid
any delay in getting to victims in the event of a critical incident. We have witnessed failures in getting
to victims by other agencies nationwide and we take the approach “Not on our watch!” This also
includes our departmental goal of sending every patrol officer to a basic SWAT school, to enhance our
ability to respond to critical incidents.
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SUSTAINABILITY
6. Transition Police Vehicles to Hybrid Vehicles: The Police Department continues to embrace our
Town wide climate action goals, through building design, energy efficient lighting, increased
recycling, composting, and furthering those goals through transition to more fuel efficient and less
carbon emitting police service vehicles. With the recent Town Council approval of a one-to-one take
home car policy, we hope to have thirteen (13) hybrid vehicles of a total fleet of twenty-two vehicles
by the end of 2023. The remaining vehicles will be converted to hybrids as they come up for
scheduled replacement.
2023 Department Goals
Public Works
PUBLIC WORKS
1. Implement PubWorks - Workflow Management: The management of workflow in Public Works is
currently manual (except for Fleet). Resources and equipment used for work orders are not currently
accounted for by the specific work. The use of PubWorks will enable better accounting of labor
hours, resources, and equipment needed to accomplish work orders. The PubWorks software has
been installed and training has begun. In 2023, the goal is to fully use PubWorks in our workflow
management and begin using Service Request for the staff and public.
2. Plan and Develop the Public Works Complex: The Operations Team does not have a centralized
location for their heavy equipment and resources. Due to the lack of storage facilities, they are
currently distributed around town in vacated facilities. A Public Works Complex will provide a
consolidated location for their needed storage.
3. Create a Geographic Information System (GIS) and Broadband Management Office: The Town
has been collecting GIS data on the built infrastructure for the past several years. A GIS manager is
needed to fully implement a comprehensive program that will provide GIS support to all departments
in the Town. In addition, the office will be responsible for overseeing the Broadband program if
approved.
4. Assist in the implementation and transition of the Regional Transit Authority: With the success
of the formation of the Eagle Valley Transit Authority on the Nov 2022 ballot, the next step is creating
the implementation and transition plan. Once approved, the work begins to consolidate services
between 3 Transit Agencies.
5. Develop and Implement Climate Action Strategies: Continue to review, develop, and implement
Climate Action Strategies across all divisions.
PUBLIC WORKS >> ENGINEERING
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6. Pursue Grants for the Nottingham Road Drainage Improvements: The Town has experienced
periodic flood events on Nottingham Road that closed Nottingham Road, Interstate 70, and damage
several downstream developments. Two projects are proposed at 330 Nottingham Road near
Sonnen-Halde and Sherwood Meadows Condominiums and 400 West Beaver Creek Blvd near
Beaver Bench Condominiums. We are currently applying for grants in the November 2022 FEMA
grant cycle and if not successful we will apply in the 2023 grant cycle. The project will be designed in
2023 and planned for construction in 2024.
7. Develop and Implement an Internal Project Review and Consensus Process for CIP: The
Engineering Division will develop an internal review and consensus process for all CIP projects. The
process will ensure all stakeholders are actively engaged and all considerations are identified.
PUBLIC WORKS >> FACILITIES
8. Establish energy benchmarking for all Town buildings and identify strategies for energy
reduction: Colorado is the 2nd State to implement building benchmarking (HB21-1286) for buildings
above 50,000 square feet, and cities like Fort Collins and Aspen have enacted their ordinances to
benchmark smaller buildings. Avon plans to continue to research and monitor the different building
benchmarking programs, develop strategies to encourage beneficial electrification, and plan for an
ordinance in 2023.
9. Create and implement a Preventive Maintenance Program: The Facilities Division will work with
the Engineering, and Operations Divisions to develop a preventive maintenance program. The
preventive maintenance program will include drainage infrastructure, streetlights, buildings, and
roadway infrastructure.
10. Conduct Reserve Studies for the Town Hall and Recreation Center: A Reserve Study is a long-
range capital planning tool that helps leadership anticipate and prepare for the repair and
replacement of their assets. Reserve studies are important for financial sustainability to properly
maintain and replace assets. The Reserve Study provides a prioritized schedule of capital projects
and a reserve funding plan to offset future costs associated with repairing and replacing the common
assets over the next 30 years.
11. Research the benefits and feasibility of in-house custodial staff versus contract service for
the Recreation Center: As the demand for services grows at the Recreation Center, increase
custodial service is needed. Staff will research the benefits and feasibility of in-house custodial staff
vs. contract service.
PUBLIC WORKS >> FLEET
12. Become ASE (Automotive Service Excellence) Blue Seal of Excellence Certified Shop: Fleet
will work towards earning its certification as a shop to become a fully certified ASE shop. To obtain
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the shop certification, at least 75% of the technicians must be ASE Certified, and each area of
service offered must be covered by at least one ASE Certified technician.
PUBLIC WORKS >> MOBILITY
13. Expand evening bus service in the Town core: In 2022, ridership and the number of stops
increased. The increases caused numerous delays with the Night Rider evening bus service.
Based on the demand, the Blue Line and Red Line routes will expand to operate from 6:30 am to
10:00 pm, alleviating delays and missed loops while keeping the 30-minute service times.
14. Expand the Shift-Bike regional e-bikeshare program: After a successful launch in 2022, staff will
continue to work with Vail, EagleVail, and other local stakeholders to expand the regional e-
bikeshare program in the Valley in 2023. Based on the popularity of the program, $100K is
budgeted for 2023 to double the number of ebikes.
15. Employ two new diesel buses into the Avon transit fleet: Staff received a $1M grant in 2021 for
two efficient diesel buses and will continue to oversee the acquisition and establishment of the
buses into Avon’s Transit Fleet. These are projected to be the last diesel buses the Town will
acquire and primarily be used for our Skier Shuttle routes.
PUBLIC WORKS >> OPERATIONS
16. Design the replacement of Avon’s irrigation system: An Irrigation Audit was conducted in 2022.
The Audit Report recommended the entire antiquated irrigation system be replaced. The Audit found
significant system-wide leakage, undersized mains, and failed controls for all zones where staff has
to manually set at the control nodes. The design project will design an efficient irrigation system
and recommend potential construction phases based on the availability of funds.
17. Update Town Code Chapter 12.04 – Construction Work within Public Ways: The fees and fee
structure of the Public Way permit needs to be updated. An ordinance is needed to amend section
12.04. The review will include an assessment of the fees and fee structure, and the inclusion of
material specifications for Ordinance 20-10, requiring the installation of conduits in public streets.
18. Implement the Noxious Weed Management Plan: Update the 2011 Noxious Weed Management
Plan and continue to work with the Planning Department, Code Enforcement. Full implementation
of the Noxious Weed Management Program will begin in the Spring with Public Outreach.