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TC Council Packet 03-25-2014 TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, MARCH 25, 2014 REGULAR MEETING BEGINS AT 5:30 PM AVON TOWN HALL, ONE LAKE STREET FINAL Avon Meeting Agenda 03-25-2014 Page 1 PRESIDING OFFICIALS MAYOR RICH CARROLL MAYOR PRO TEM TODD GOULDING COUNCILORS DAVE DANTAS, CHRIS EVANS, JENNIE FANCHER, ALBERT “BUZ” REYNOLDS, JR., JAKE WOLF TOWN STAFF TOWN ATTORNEY: ERIC HEIL TOWN MANAGER: VIRGINIA EGGER TOWN CLERK: PATTY MCKENNY ALL REGULAR MEETINGS ARE OPEN TO THE PUBLIC EXCEPT EXECUTIVE SESSIONS. GENERAL COMMENTS ARE WELCOME DURING PUBLIC COMMENT, AND COMMENTS ARE ALSO WELCOME ON ANY AGENDA TOPIC. PLEASE VIEW AVON’S WEBSITE, HTTP://WWW.AVON.ORG, FOR MEETING AGENDAS AND MATERIALS. AGENDAS ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AND AVON LIBRARY. THE AVON TOWN COUNCIL MEETS THE 2ND AND 4THTUESDAYS OF EACH MONTH. ______________________________________________________________________________________________________________ 5:30 REGULAR MEETING 1. CALL TO ORDER & ROLL CALL 2. APPROVAL OF AGENDA 3. PUBLIC COMMENT 4. PRESENTATION 4.1. Presentation of Certificate of Achievement for Excellence in Financial Reporting to Finance Director Scott Wright and Department Staff (Mayor Rich Carroll) 5. PROCLAMATIONS 5.1. Proclamation designating April 1, 2014, as National Service Recognition Day (Seth Erlich, SOS Outreach) 5.2. Proclamation supporting the One Book One Valley Program and promoting the novel “Finders Keepers” as this year’s book to read and enjoy (Lori Barnes, Vail Library) 6. ACTION ITEMS 6.1. Public Hearing on Resolution 14-02, Series of 2014, Resolution approving the Minervini Minor PUD Amendment for Lots 15 and 16, Block 4, Wildridge, Town of Avon, Colorado (Planning Manager Matt Pielsticker) 6.2. Presentation of highline’s Phase 3 Special Events Proposal for the 2014 Production and Public- Private Partnership of Flavors of Colorado and World Music Fest (Director of Economic Initiatives Susan Fairweather) 7. WORK SESSION 7.1. Transit - Future Planning in Preparation for the April 23rd ECO Retreat (Transit Superintendent Jane Burden) 7.2. Avon Road Improvements & Estimated Budget Update (Pedro Campos, Zehren Associates & Town Engineer Justin Hildreth) TOWN OF AVON, COLORADO TOWN OF AVON MEETINGS FOR TUESDAY, MARCH 25, 2014 REGULAR MEETING BEGINS AT 5:30 PM AVON TOWN HALL, ONE LAKE STREET FINAL Avon Meeting Agenda 03-25-2014 Page 2 8. ACTION ITEMS 8.1. Ordinance No. 14-04, Series of 2014, Ordinance Amending Section 5.08.170 of the Avon Municipal Code to Adopt Special Event Permit Procedures (Town Attorney Eric Heil) 8.2. Resolution 14-06, Series of 2014, Resolution Adopting a Policy to Use Action Minutes (Town Attorney Eric Heil) 8.3.Performance Criteria and Process for Town Manager’s Annual Review (Town Manager Virginia Egger) 8.4. Minutes from March 11, 2014 Meeting (Town Clerk Patty McKenny) 9. COMMITTEE MEETING UPDATES: COUNCILORS AND MAYOR 10. COUNCIL COMMENTS 11. MAYOR REPORT AND FUTURE AGENDA ITEMS 12. WRITTEN REPORTS 12.1. Financial Report 12.2. S&P Rating Letter & Report 12.3. Village (at Avon) Update – (Town Attorney Eric Heil) 13. ADJOURNMENT FUTURE AGENDA ITEMS: April 8, 2014: Nottingham Park Stage, Work sessions on Comcast Franchise Renewal, Wildland Fire Protection – Wildridge Program, ECO Transit Services TOWN COUNCIL REPORT To: Mayor and Town Council From: Patty McKenny, Assistant Town Manager / Town Clerk Date: March 20, 2014 Agenda Topic: Proclamation for “Day of Recognition for National Service” on behalf of SOS Outreach The Mayors Day of Recognition for National Service will take place on Tuesday, April 1, 2014. The goal is to highlight the impact of AmeriCorps, Senior Corps, and other national service programs in tackling local problems and to thank national service members for their commitment and impact. The Town of Avon’s participation in the day will highlight the importance of citizen service, bolster support for nonprofit and national service groups, and help bring more city residents into service. National service participants serve in more than 70,000 locations across the country, and more than 50 locations in Eagle County, bolstering the civic, neighborhood, and faith-based organizations that are so vital to our economic and social well-being of Avon and all of Eagle County. Two highlighted host sites of AmeriCorps members are Eagle County and SOS Outreach. Eagle County hosts SeniorCorps volunteers who have served in the following capacities over the past year to make a difference in our community over the past year: - Worked to help keep senior adults living independently in their own homes. - Worked as ushers at the many cultural and arts experiences at the Vilar Center and Gerald Ford Amphitheater. - Worked as classroom volunteers throughout many Eagle County schools. - Worked as greeters for Shaw Cancer Center. With SOS Outreach, five full time AmeriCorps members have supported the growth of SOS’s year- round multiple year programs for local youth. In total, they are providing core value, leadership training for over 1,000 Eagle County youth and over 100 from the Town of Avon. The members have implemented a new four year Masters program for high school students that incorporates year-round personal leadership development. Seth Erhlich, SOS Outreach, will present this initiative to the Town Council and ask that Mayor Carroll read the Proclamation. Mayors Day of Recognition for National Service Town of Avon, Colorado PROCLAMATION NATIONAL SERVICE RECOGNITION DAY WHEREAS, service to others is a hallmark of the American and Town of Avon character, and central to how we meet our challenges; and WHEREAS, the nation’s mayors are increasingly turning to national service and volunteerism as a cost-effective strategy to meet the needs of towns; and WHEREAS, AmeriCorps and Senior Corps address the most pressing challenges facing our cities and nation, from mentoring students and supporting seniors to age independently in their homes and towns, to preserving our natural environment and helping communities meet their most pressing needs; and WHEREAS, national service expands economic opportunity by creating more sustainable, resilient communities and providing education, career skills, and leadership abilities for those who serve; and WHEREAS, national service participants serve in more than 70,000 locations across the country, and more than 50 locations in Eagle County, bolstering the civic, neighborhood, and faith-based organizations that are so vital to our economic and social well-being; and WHEREAS, national service participants increase the impact of the organizations they serve with, both through their direct service and by recruiting and managing many additional volunteers; and WHEREAS, national service represents a unique public-private partnership that invests in community solutions and leverages non-federal resources to strengthen community impact and increase the return on taxpayer dollars; and WHEREAS, AmeriCorps members and Senior Corps volunteers demonstrate commitment, dedication, and patriotism by making an intensive commitment to service, a commitment that remains with them in their future endeavors; and WHEREAS, the Corporation for National and Community Service shares a priority with mayors nationwide to engage citizens, improve lives, and strengthen communities; and is joining with the National League of Cities, City of Service, and mayors across the country to recognize the impact of service on the Mayors Day of Recognition for National Service on April 1, 2014. Mayors Day of Recognition for National Service 2 Communications Toolkit THEREFORE, BE IT RESOLVED that I, Rich Carroll Mayor of Avon, Colorado do hereby proclaim April 1, 2014, as National Service Recognition Day, and encourage residents to recognize the positive impact of national and community service in our town and thank those who serve; and to find ways to give back to their communities. ADOPTED THIS 25TH DAY OF MARCH 2014 BY THE AVON TOWN COUNCIL. By:___________________________ Attest:___________________________ Rich Carroll, Mayor Debbie Hoppe, Deputy Town Clerk TOWN COUNCIL REPORT To: Honorable Mayor Rich Carroll and Avon Town Council From: Patty McKenny, Assistant Town Manager /Town Clerk Date: March 20, 2014 Agenda topic: Proclamation for One Book One Valley Program Please find attached a Proclamation that announces the title of the book that will be highlighted for the 2014 community reading project. One Book One Valley is a collaborative effort by several groups, including The Bookworm of Edwards, Colorado Mountain College, Eagle Valley Library District, and the Town of Vail Public Library, with the goal of promoting this program. This program was created initially by librarian and bestselling author Nancy Pearl, in Seattle, Washington. The Eagle Valley community through the local organizations now recognizes this program annually in hopes of promoting a sense of community by sharing a common topic for conversation, and to encourage the value and fun of reading together. Lori Ann Barnes, Vail Town Librarian, will present this initiative to the Town Council and ask that Mayor Carroll read the Proclamation. Town of Avon, Colorado OFFICIAL PROCLAMATION ONE BOOK, ONE VALLEY, 2014 A Valley-wide reading program sponsored by the Towns of Avon, Eagle, Minturn, and Vail WHEREAS, community-read programs have united and uplifted hundreds of cities and principalities throughout the United States of America; and, WHEREAS, the book “Finders Keepers : a tale of archaeological plunder and obsession” by Craig Childs, renowned naturalist and Colorado author, is a ghost story—an intense, impassioned investigation into the nature of the past and the things we leave behind; and, WHEREAS, this Eagle Valley community read will feature book talks & discussions, film showings, special related programs hosted by Walking Mountains Science Center and a special guest appearance by the author; and, WHEREAS, the Town of Vail Public Library, in collaboration with the Eagle Valley Library District, Colorado Mountain College, the Bookworm of Edwards and Walking Mountains Science Center have resolved to bring this valley-wide reading program to the citizens of Eagle County; and, WHEREAS, the One Book, One Valley initiative will encourage literacy and shared enjoyment of reading throughout Eagle County, NOW, THEREFORE, we, the Avon Town Council do hereby promote the One Book, One Valley initiative and officially announce and promote the novel “Finders Keepers” to all Eagle County residents for their enjoyment and the enjoyment of all. ADOPTED THIS 25TH DAY OF MARCH 2014 BY THE AVON TOWN COUNCIL. By:___________________________ Attest:___________________________ Rich Carroll, Mayor Debbie Hoppe, Deputy Town Clerk CONTINUED PUBLIC HEARING – Minervini Minor PUD Amendment Page 1 of 1             TOWN COUNCIL REPORT  To:   Mayor and Town Council  From:   Matt Pielsticker, AICP, Planning Manager  Date:   March 20, 2014  Agenda Topic:  CONTINUED PUBLIC HEARING       Minor PUD Amendment for Lots 15 & 16, Block 4, Wildridge    Summary  The Town Council conducted a Public Hearing regarding a Minor PUD Amendment at the January 28,  2014 meeting.  Given the public testimony received at that hearing, the Town Council directed the  applicant to consult further with a neighboring property owner who expressed concerns with the  application.  The Town Council ultimately continued the Public Hearing until the February 25, 2014  meeting to facilitate time to work through the stated concerns.   Prior to the February 25, 2014  meeting the applicant requested a continuance to the March 25, 2014 meeting.  The applicant is again  requesting one more continuance to the April 8, 2014 meeting for final action.     Application  The Application would modify properly lines and the allowed building type for two lots, Lots 15 & 16,  Block 4, Wildridge Subdivision.  Currently, three (3) dwelling units in the form of a single‐family  structure and duplex structure are permitted by right.   The Application requesting the ability to  develop the Property with three (3) single‐family structures, and is being processed as a Minor PUD  Amendment.  More details on the application can be found in the January 28, 2014 Council meeting  packet (http://avon.org/archive.aspx?AMID=35&Type=&ADID) or by going to the Community  Development site (www.avon.org/referral).      Staff Recommendation   Staff recommends opening the public hearing and then continuing the hearing to the April 8, 2014  Council Meeting.  Given the nature of the application, Staff supports the request for a site tour at the  same hearing.      Attachment  Letter from Dominic Mauriello (Applicant), dated March 19, 2014           March 19, 2014 Avon Town Council C/O Matt Pielsticker, AICP PO Box 975 Avon, Colorado 81620 Dear Avon Town Council: On behalf of John Minervini and Virginia Klyce, we would like to formally request another tabling of our PUD Amendment request for 5684 & 5678 Wildridge Road East / Lots 15 & 16, Blk 4, Wildridge Subdivision to the Avon Town Council meeting scheduled for April 8, 2014. We have been working diligently with the neighbor on Lot 20, Jack Hunn, based on the Town Council’s recommendation, and would like some additional time to continue our discussions. We have met with Jack twice onsite and have exchanged numerous emails leading to two proposals that the applicant has provided. Jack is seeking some additional time to refine an agreement and provide us with a response.   We would like to request that we continue this item to the April 8, 2014 Town Council hearing.  We are hoping to also include a site visit by the Town Council before this hearing. Thank you for your time and consideration on this matter. Should you have any questions, please do not hesitate to contact me at 970.376.3318 or dominic@mpgvail.com. Sincerely, Dominic Mauriello, AICP Principal PO Box 4777 Eagle, Colorado 81631 970.376.3318 www.mpgvail.com TOWN COUNCIL REPORT To: Honorable Mayor and Town Council From: Susan Fairweather, Director of Economic Initiatives Virginia Egger, Town Manager Date: March 19, 2014 Re: Flavors of Colorado Phase III Event Concept Report and Funding Request BACKGROUND Last spring, the Town issued a Request for Qualifications, to festival producers and promoters. The RFQ stated the Town was interested in seeding and supporting annual signature events and music festivals with proven outdoor music and event producers. The concept of seeding an event is to provide up to three years of support, including in-kind services and direct assistance to attract and grow an event. The “investment” is expected to yield revenue in future years as the event company gains profitability and can cover all costs of an event. The Town Council, at its meeting of February 11, 2014, reviewed and approved a statement of work with Highline Entertainment for Phase III Event Concept Development for two events. Phase III funding provided Highline the resources to fully develop each of the selected events, including: • Final budgeting • Pre-Production Timing/Scheduling • Event Schedule Completion • Marketing Plan • Three Years Estimated Projections On: 1.) attendance 2.) Expenses 3.) Revenues 4.) shortfalls • Three Year Estimated Projection on ROI and return on objectives Total cost for Phase III was $4,000. PHASE III FINDINGS HIGHLINE ENTERTAINMENT & STAFF REVIEW World Music & Culture Fest: Phase III development work continues and will be brought to Council for consideration at a future date. Staff and the producer continue to work together on the music festival, which we believe has strong opportunities for a September date. Finding the right balance of performers, ticket charges and variable costs is being reviewed. Flavors of Colorado: Attached is the final report on Flavors of Colorado. The opportunity to work with a proven production company and team, who knows the Vail Valley and has experienced success with new event concept development, is well represented in the Event Plan. Highline’s vision is commendable and reflective of Avon’s support of a distinctive culinary/tasting/artisan event, which will attract a diverse audience and one who values a higher end, Colorado craft event experience. The event demographic is expected to attract participants drawn to creative flavors of a sophisticated entrée while in conversation with fine craft distillers and brewers, and with farmers, artists and chefs. The additions beyond the chef’s table and tastings include educational panels, an Art Gallery and Colorado musicians and Kids Corner.  Page 2 Flavors of Colorado Phase III Event Concept Report and Funding Request Staff believes Flavors of Colorado will introduce a unique culinary event into Avon’s summer event calendar - one of prominence, with every opportunity to grow participation and notoriety. Producer Funding Request, Return on Investment Estimate & Staff Funding Recommendation BUDGET ESTIMATES, SHORTFALL, ROI AND FUNDING RECOMMENDATION 2014 Forecast Amounts 2015 Forecast Amounts 2016 Forecast Amounts Estimated Attendance 3,000 3,600 4,325 Estimated Revenues $124,500 $143,000 $180,000 Estimated Expenses $244,925 $251,414 $258,130 Estimated Shortfall ($120,425) ($108,414) ($78,130) Estimated Additional Tax Revenue (ROI) $32,356 $38,827 $46,592 Estimated Actual Shortfall after Tax Revenues are received ($88,069) ($69,587) ($31,538) FUNDING RECOMMENDATION 2014 Producer Request ($120,425) TBD TBD Recommended Funding $108,425 TBD TBD Recommended Contingency, if needed $12,000 TBD TBD *Estimated at 20% growth per year based upon attendance projection. Final ROI estimates for 2015 & 2016 will be finalized by Council’s Tuesday meeting. Producer Funding Request - The table above summarizes the estimated revenues, expenditures and production shortfall for 2014 and two subsequent years. The funding request from Highline is full support of the $120,425 shortfall in 2014. In addition, the proposal asks for$15,000 in-kind commitment for security, bus transportation, park set-up assistance, etc. With a goal of event support being reduced each year, the estimates provided by Highline predict that possibility is realistic. As attendance increases by 20% per year from 3,000 to 4,325 persons, the estimated shortfall is reduced by 64%. This conservative estimate indicates a realistic forecast for reducing the Town subsidy, with changes also calculated for increased sponsorships and participant charges.  Page 3 Flavors of Colorado Phase III Event Concept Report and Funding Request Return on Investment - The table also includes Return on Investment (ROI) scenarios over the three year period. The detailed assumptions and calculations for the 2014 ROI estimates, as prepared by Highline, are provided at the end of this Report. It is anticipated the demographic at Flavors of Colorado will spend more on lodging, restaurants and shopping, and these assumptions are reflected in the ROI figures. The first year investment, after ROI of $35,256 is realized, the Town’s subsidy is reduced to a net $85,169 actual. This funding level, as seed money, is reasonable given the nature of the event and risk with an inaugural year. Projections for event growth at a modest 20% show a significant decline in the Town’s investment in year two ($66,414 actual) and three ($28,771 actual) making this event opportunity attractive to building a signature event. For context, it should be noted, in fiscal year 2013, “Feast! Vail” received $85,000 and “Gourmet on Gore” received $50,000 in support from the Town of Vail, as reported in Vail’s Commission on Special Events funding allocations. Avon’s long-time supported Salute to the USA, while a different type and style of event, and is budgeted for July 3rd, 2014, at $119,500. Flavors of Colorado, if approved, will be an event for which detailed daily tax reporting will be required in Avon’s Tourism Tracker system. Staff Funding Recommendation - In staff’s view, Flavors of Colorado meets the Town’s desire to seed and support a variety of events and to build a signature event. With a fine culinary, tasting and educational program, the Flavors of Colorado’s offerings should provide interest to both residents and tourists, with this event attracting visitor bookings. This genre of special event can become a fundamental and key component of Avon’s summer economy, and can add to the mix, liveliness and a sense of community. Signature events such as Flavors of Colorado will be integral in defining and reinforcing the Avon “brand” going forward. The request of $120,425 is the estimate to begin this new event with no tradition or history in Avon. In a review of the detailed revenues and expenditures, the contingency is included in detailed line items and not as a lump-sum estimate. It seems reasonable, therefore, that a commitment of $108,425 be provided, with an additional $12,000 being held in reserve as the estimated contingency, if needed. The in-kind services requested are reasonable and can be afforded in the current budget. The 2014 General Fund budget has a Special Event Reserve of $225,000 for funding these types of events. MOTION: If Council wishes to proceed, a motion is recommended as follows: I move to appropriate from 2014 General Fund Assigned Fund Balances for Special Events through a formal budget amendment, $108,425 to Highline Entertainment for the production of Flavors of Colorado on August 15- 17, 2014. An additional $12,000 is allocated, for unforeseen production costs, if needed, to be reviewed and approved by the Town Manager. In-kind support up to $15,000 is approved. The funding is subject to an agreement being finalized and signed by the Town Manager and Highline Entertainment for production, including but not limited to all planning and producer performance dates, insurance, indemnification, deposits, marketing plan, security and law enforcement , demographic data collection and other metrics as may be determined, and reporting requirements. HIGHLINE | WWW.GOHIGHLINE.COM VAIL OFFICE | 12 VAIL RD | VAIL | CO | 81657 | 970.476.6797 DENVER OFFICE | 3900 SOUTH HILLCREST DRIVE | DENVER | CO | 80237 | 303.548.2695 TOWN OF AVON ROI ESTIMATE The numbers below are forecasted estimates for the 2014 FLAVORS OF COLORADO.- YEAR #1 Incremental Room Nights Estimated total event attendance: 3,000 Those who came just for the event: 75% Those staying in Town of Avon lodging: 65% Average nights staying in Avon: 2 Average ppl per room: 2 Total Incremental Room Nights: 1,463 Dbl Occup. Incremental Spending (non-lodging) Number of event days: 2 Estimated event attendance per day: 1,500 Average amount spent per day/per person: $150 Subtotal incremental Spending: $450,000- Average lodging price per person per night: $115 Incremental room nights (dbl/occup): 1,463 Subtotal spent on TOA lodging: $336,490- Number of days in Avon not for event: 1.0 Number of people staying additional days: 150 Average amount spent per day: $150 Subtotal spent on non-event days: $22,500- Total Estimated Spending: $808,900- HIGHLINE | WWW.GOHIGHLINE.COM VAIL OFFICE | 12 VAIL RD | VAIL | CO | 81657 | 970.476.6797 DENVER OFFICE | 3900 SOUTH HILLCREST DRIVE | DENVER | CO | 80237 | 303.548.2695 What ROI should the Town of Avon expect? Town of Avon forecasted Return on Investment Expected Town of Avon Investment $120,425- Total Forecast Value of Media, Public Relations and Event Related Impressions for TOA as a host sponsor. This number is based on the projected PR and advertising/marketing/promotion. $100,000- Return on Investment through Media, PR and Event Related Impressions alone: 0% Est. Incremental Room Nights Generated (dbl occupancy) 1,463 Incremental Spending Generated $808,900- Tax Receipts (4%)* $32,356 Ticket Receipts ($2/ticket) $0 Return on Investment through Incremental Spending Tax and Ticket Receipts in the Town of Avon: $32,356- Total Return on Investment through Incremental Spending, Media, Public Relations and Event Related Impressions: $132,356- 10% Flavors of Colorado August 15 - 17, 2014 OVERVIEW Whether it’s the creative flavors of a sophisticated entrée, the variety of flavors of musical sounds, the creativity of an artist’s interpretations or the artfully crafted flavors of small-batch brewing, people are seeking out and celebrating these flavors, and Colorado is fortunate enough to be home to many of these creative flavors. In a time when “Colorado Proud” is at its peak, Flavors of Colorado, invites everyone to enjoy the “flavors” of these very talented artists that call Colorado home. Whether thee artists are culinary chefs, farmers, musicians, craft beer brewers, craft sprit distillers, local musicians and physical artists, this event is positioned to celebrate each one of them and their crafts in an engaging and exciting way. Be part of the celebration, immerse yourself in the great creative flavors Colorado has to offer, all in one place, at one time, in the heart of Colorado – Avon, CO. When: August 15th – 17th, 2014. Where: Nottingham Park, Avon, CO   2 Pouring Rights On-site Branding Sponsor Village Digital & Social Media Marketing & PR VIP Hospitality Title & Naming Rights Custom Event Components 3 PARTNER INTEGRATION OPPORTUNITIES Flavors of Colorado provides potential sponsors unique opportunities to connect and engage with an active, affluent audience in the heart of the Rockies, in the Town of Avon. There are multiple ways that sponsors can get involved, whether it’s as simple as product sampling, sponsoring a specific event component or working with event producer (Highline) to create their own custom activation that best suites their goals, this event delivers a captive audience in a perfect setting at a peak time of year. SPONSOR POTENTIAL 4 Sample of Top Sponsor Categories • Beverage - Beer - Wine - Spirits - Non-carbonated • Auto • Media • Financial • Cooking ingredients • Kitchen products Sample of Potential Sponsor Components • Farm to Chef’s Table Dinner • Panel Discussion Series • Cooking Demo Series • Kid’s Corner • Tasting venue • Taste, Toasts & Sounds evening event • Acoustic Music Stage Friday, August 15th 6:30pm – 7:30pm: Farm to Chef’s Table Welcome Cocktail Party 7:30pm – 9:30pm: Farm to Chef’s Table Dinner Saturday, August 16thth 11:00am – 5:00pm: Flavors of Colorado venue open to public 11:00am – 5:00pm: Kid’s Corner open to kids 12 and under 11:00am – 5:00pm: Visual arts area open (vendors, displays, live creation) 11:30am – 4:00pm: Food & Beverage Tastings 11:30am – 12:00pm: The Farmer & The Chef Panel 12:00pm – 4:00pm: Live acoustic music sessions from various Colorado musicians 1:30pm – 2:00pm: Culinary Demo Series #1 2:30pm – 3:00pm: The Artists of Crafts Panel 3:30pm – 4:00pm: Culinary Demo Demo Series #2 5:00pm – 6:30pm: Tastes, Toasts & Sounds Cocktail Party 6:30pm – 10:00pm Tastes, Toasts & Sounds Cocktail Dinner & Music 10:00pm: Venue closes for evening *Schedule is subject to change SCHEDULE OF EVENTS* 5 Sunday, August 17thth 11:00am – 4:00pm: Flavors of Colorado venue open to public 11:00am – 4:00pm: Kid’s Corner open to kids 12 and under 11:00am – 4:00pm: Visual arts area open (vendors, displays, live creation) 11:30am – 3:00pm: Food & Beverage Tastings 11:30am – 12:00pm: The Backyard Farmer Panel 12:00pm – 3:00pm: Live acoustic music sessions from various Colorado musicians 1:00pm – 1:30pm: Culinary Demo Series #3 1:30pm – 2:00pm: Save the Arts Panel 4:00pm: Venue closes SCHEDULE OF EVENTS* *Schedule is subject to change 6 Farm To Chef’s Table will celebrate everything Colorado culinary. This charitable event will serve as the official kick-off of the weekend, taking place Friday evening, featuring Colorado’s finest culinary artists. Four Chef’s Tables will each seat twenty-five generous guests. Each table will enjoy the finest culinary that Colorado has to offer. Each of the four tables will feature a Colorado chef, craft brew master, craft distiller, a sommelier and a local farmer who will all co-host the dinner, preparing farm-to-table courses, paired with selected Colorado craft beer, craft spirit and wine. Each chef will select a charity in which they wish the proceeds to be donated. EVENT COMPONENTS 7 Food & Beverage Tasting will be a split open-air / tented venue in the center of Nottingham Park where Colorado chefs / restaurants, wineries, craft brewers and craft distillers will sample their finest creations. Attendees will swap out tokens in exchange for a bite or sip of the different Colorado flavors. The venue will be set-up in a way that will allow for an open flow of people while providing an intimate setting to engage with these artists of their craft. EVENT COMPONENTS 8 Tastes, Toasts & Sounds is a ticketed Saturday evening event that invites attendees to join in the celebration of flavor. Kicking off with a cocktail party with fine light samplings of food and crafted beers and spirits and leading into an evening of a plated dinner and music under the tent. Attendees can purchase tickets for an all-inclusive evening or they have the option of a concert ticket fee and cash bar. The Art Gallery is where Colorado’s finest artists can create, showcase and/or sell their art creations. Whether their art is a painting, a sketch, a sculpture, or even a piece that they are physically creating live at that moment, the Art Gallery is the perfect place, in the perfect setting, to engage and educate attendees and interact with other Colorado artists. EVENT COMPONENTS 9 Center Stage will play host to multiple local Colorado musical artists. This stage will be home for these musicians to create and share their musical art. A handful of artists, all with various sounds, will take the stage during both Saturday and Sunday, providing the sounds for each day. Kid’s Corner: Chef & Farmer is an area for kids 12 and under to come onto the “farm” and into the “kitchen” where they can touch, feel, smell, taste and even craft their own flavors. Kids will Activities range from meeting and learning about select farm animals, farming equipment, plant and grow their own fruits and vegetables, healthy snacks, kid-friendly meals and more. EVENT COMPONENTS 10 Kid’s Corner: Sights & Sounds is an area where kids 12 and under are encouraged to showcase or discover their artistic talents. If they find interest in music, kids are encouraged to pick- up one of the many instruments and learn the basics from a local musicians. If their desire is to create visual art, whether through paints, clay or crayons, kids are encouraged to explore with the various artistic tool on-hand – they can just express what they want or ask questions and learn from an on-site local artist. Panel Discussion: The Farmer & The Chef will feature local chefs and farmers addressing today’s hottest culinary topics including the growth of organic, farm to table practices, the process from seed to table, challenges each face, growth of organics in local markets and larger grocers and much more. The discussion will be followed by a Q&A session. EVENT COMPONENTS 11 Panel Discussion: Backyard Farmer will feature local farmers who will educate attendees on backyard farming practices – gardening at altitude, vegetables, fruit and flowers. These experts will provide the information needed for attendees to take home and start implementing. From tips and tricks to topics regarding proper planting, care, space limitations, key ingredients of healthy plants, the different seasons and more, attendees will be overwhelmed with knowledge. The discussion will be followed by a Q&A session. Panel Discussion: The Artists of Crafts features Colorado’s own craft beer brewers and spirit distillers. These experts will discuss topics like the popularity and growth in each of their fields, the art of their craft, how they started in the field, trends, future outlook, challenges they face and more. The discussion will be followed by a Q&A session. EVENT COMPONENTS 12 Panel Discussion: Save The Arts will feature talented local musicians and artists who will address the challenges of keeping art alive through our youth. Each of the panelists will speak about their discovery of their art and the importance it has played for them in life. The panelists will address the challenges of keeping the arts alive for our youth – whether lack of funding for school programs or outside of school distractions, the arts are running into challenges that if left alone may defeat the craft. The discussion will be followed by a Q&A session. Cooking Demo Series will take place throughout the weekend – two on Saturday and one on Sunday. There will be a cooking demo session for each of the three daily meals; breakfast, lunch and dinner. Each demo will be hosted by a professional chef and will look to actively engage the audience, answering questions, including them in the demo and more. EVENT COMPONENTS 13 Sponsor Expos / Displays will be positioned around the venue so attendees can browse at relevant product and services that sponsors which to showcase. Sponsors are encouraged to use their expo space to engage with attendees by product sampling, product education, data gathering and more. EVALUATION ROI / ROO • Awareness • Enhancing Brand Image (i.e. favorability) • Intent to Return • Future Consideration (i.e. did the event deliver results far beyond the timeframe it actually occurs?) • Generate BIG talk value/ buzz (i.e. social, WOM) • Increase market share • Guest Satisfaction (i.e. NPS) • Increase of travel to town • Tax dollars generated (i.e. Lodging / Incremental in-town spend) • Parking Revenues • PR related impressions (traditional / non traditional) • Marketing related impressions (traditional / non traditional) • Brand interactions • Event related impressions • Gross dollars to lodging/merchants Qualitative: Quantitative Sample KPI’s / Metrics: Offline and Online 14 BUILD AWARENESS. DRIVE TRAFFIC. Social Sponsors Radio Database Collateral Digital PR Print 15 • Work with leading, relevant print and media partners in key markets and leverage their assets to reach our shared audience o Print ads o Calendar listing (print & digital) o Social o SMS value-add o Content captured in Blog o Interviews with staff writer / editor o Email database marketing o Online page skins / banner ads o Promotions BUILD AWARENESS. DRIVE TRAFFIC. Print & Digital Media 16 • Create Flavors of Colorado pages / channels / #hashtags which will provide a strong platform for engaging an audience and allow for real-time, two- way interaction and organic amplification. • Event information • “Artist” feature • Sponsor features • Promotions • Relevant information to keep fresh o Chef tips / recipes o Gardening tips o Craft beer brewing tips o Etc. Social Channels BUILD AWARENESS. DRIVE TRAFFIC. 17 • Event Calendar inclusions well in advance • Focus on pushing multiple human-interest stories • Outreach to entice television exposure • Close-in reminders with event talent • Get staff writers & bloggers to attend the event, provide live feedback via their social channels and blogs and follow-up with post-event stories PR Radio • Range of partnerships with (:30) and (:60) radio spots • Focus on key timeslots • Highlight Colorado talent and live interviews • Offer promotions to listeners • Live remote from event BUILD AWARENESS. DRIVE TRAFFIC. 18 Event Collateral Email Database Marketing • Posters • Rack Cards • Flyers • Event Guide • Highline Email Database 10,000_ • Town of Avon • Partner Database • Concierge Lists BUILD AWARENESS. DRIVE TRAFFIC. 19 Leverage Event Partners to Cross-Promote • Collaborative efforts will offer a strength through PR, Marketing, Promotions and Social Media • The event logo will be offered to groups • Social media posts, imagery and content all a strong plus for the event partners • VIP trips, weekend giveaways, etc. will be part of the overall promotional mix BUILD AWARENESS. DRIVE TRAFFIC. *Used as examples and not confirmed sponsors. 20 1 | P AGE Avon Transit – ECO Retreat - Future Transit Planning TOWN COUNCIL REPORT To: Honorable Mayor Rich Carroll and Avon Town Council From: Jane Burden, Transit Superintendent Virginia Egger, Town Manager Date: March 19, 2014 Work Session Topic: Avon Transit – ECO Retreat - Future Transit Planning The Eagle County Regional Transportation Advisory Board (ECO Board) has scheduled a Retreat with the Board of County Commissioners to meet April 23rd to discuss and prioritize: • Mission, Vision, Values and Bylaws • Performance Measures and Goals • Summary of identified service gaps, costs, and partnerships • Facility enhancements and prioritization • 5 year outlook Buz Reynolds serves as Avon’s representative on the Board. The purpose of the Tuesday work session is to identify any topics, ideas or issues the Council might want included in the Retreat agenda. These discussion elements are in preparation for a work session with Kelley Collier, ECO Executive Director, who will join Council at your next meeting. Kelley has worked with us in the preparation of this Town Report. She will review the current state of transit operations under the auspices of ECO, including but not limited to results from the new spine connector routes, and opportunities for future collaboration. ECO Transit is funded through a mass transportation sales tax (90% of a county-wide a half-cent tax), fares, federal grants and advertising revenues. A summary of her presentation to Eagle County town managers is included with this report. The Town of Avon is served by ECO buses along US 6, at Avon Station, the busiest stop in the ECO system, and the Village at Avon stop, serving Walmart, Home Depot and nearby retail and restaurants. The riders are primarily locals traveling to and from work, home and shopping areas. Staff, in a recent meeting with Kelley and Assistant County Manager Rachel Oys, identified the following areas of partnership with ECO: 1. Approved: US 6 Sidewalk Installation with Shoulder Widening: To provide for a safe pathway for ECO at Prater Lane and West Beaver Creek Boulevard, sidewalks will be constructed on both sides of the highway at County expense. Beaver Creek Metro District has agreed to snowplow the sidewalk on the south side of US 6 and the Town of Avon has agreed to capital maintenance after construction. Northside snow plowing and maintenance will be done by the Town of Avon for the sidewalk. 2. Approved: ECO will provide Avon its new bus shelter design documents for both shelter size options; includes ECO covering the $350/use charge with the architect. 3. In Process: Construction of a new transit shelter north of Avon Station – design and construction costs funded by ECO, if CDOT approves use of monies. The Town of Avon will provide land, construction management services and site maintenance. (Estimated total cost: $50,000) 4. In Process: Funding request by ECO to redirect is CDOT grant for a bus shelter at the Village at Avon stop, on a 50-50 cost share with ECO. Redirect has been requested but is not yet approved. The Town 2 | P AGE Avon Transit – ECO Retreat - Future Transit Planning will manage bid process, construction and long term maintenance. Construction goal is this summer/fall. The design will be the same as now approved at Avon Station. 5. In Process: ECO will provide an Avon specific sign template, with ECO elements incorporated and a space for the Town logo. ECO will install and do a 50-50 cost share on the sign production costs. This signage will provide a cohesive and consistent look for transit. The goal is to complete signage by this fall. 6. In Process: Evaluate the opportunity and mechanics of a shared employee plan – drivers for ECO in winter; Parks workers for Avon in summer – with a goal of providing regular, full-time work to employees, thereby increasing the quality and longevity of employees. Areas discussed for inclusion in the Retreat topics: 1. Global Zone Fare discussion – example: Swift Gulch to Avon Station reduced fare. 2. Buffalo Ridge Service (May be better discussed at an ECO meeting). 3. Expanded circulator service to Edwards – how best to provide, at metro district cost, service – Town of Avon or ECO 4. Use of Avon Regional Transit Facility – Bus Storage, Bus Wash and Office Rental 5. Monitoring and continual assessment of collaboration and/or consolidation opportunities during the 5- Year plan horizon. We look forward to the work session discussion. Managers Update January 16, 2014 Mission- Safe, reliable, convenient regional transportation for everyone Funded through a mass transportation sales tax (90% of a half-cent), fares, federal grants, advertising revenues Travel over 1.3 million miles a year, on target to serve close to a million passengers in 2014 ECO had tried to meet the needs of all people in all locations- stops added in to make regional service serve local internal needs. Ridership was growing exponentially while sales tax was growing incrementally 2009 Sales Tax decrease drove the need to evaluate service efficiencies- do more with less. Services were eliminated and some routes combined to still meet minimal travel needs but with increased travel times and less frequency Feeder/Circulator Feasibility Study and Needs Assessment outlined service options to consider for system improvements- Frequent, Efficient, and Consistent. Spine service along the I-70 corridor between Eagle and Vail hourly Circulator on western end of service area Increased mid-day Hwy 6 routes Reinstitute Vail-Beaver Creek Express November 24, 2013, ECO transitioned to the new services December 2013 ridership was double November and 16% above December 2012 Buses are full and the increased capacity created by the new service types have allowed for a higher level of service to our passengers To update facilities and capital to meet the needs of the community Partner on the design and construction on an expanded Park and Ride and two new bus shelters in the Town of Eagle and a new bus shelter in the Town of Avon at Avon Station Replace 3 aging grant funded cutaways and 3 aging grant funded 40’ Gillig buses Establish a Transit Asset management Program for ECO Transit Inventory and assess the condition of all ECO assets, prioritize investments, set asset targets for performance measures To update transit technology system-wide for public safety, public information, and fleet maintenance analysis Install on-board video surveillance, para-transit scheduling software, real-time passenger information, and Automated Vehicle Management System Analysis and Long-term Visioning- future priorities Hours Miles Cost/hour Cost/mile Total Cost/Day Annual Cost Late Night Hwy 6 (1:00AM and 2:00AM) 5.75 134.97 $ 328.73 $ 178.16 $ 506.89 $ 185,014.08 Extended Minturn (until 9:30PM) 2.75 40.70 $ 157.22 $ 53.72 $ 210.94 $ 76,993.65 Edwards Circulator 9.50 242.00 $ 543.12 $ 319.44 $ 862.56 $ 314,832.58 Commuter Dotsero (1 trip in AM, 1 in PM) 1.00 28.00 $ 57.17 $ 36.96 $ 94.13 $ 34,357.45 Half hour Spine 41.25 902.58 $ 2,358.26 $ 1,191.41 $ 3,549.67 $ 1,295,628.86 Half hour Western Circulator 13.75 269.10 $ 786.09 $ 355.21 $ 1,141.30 $ 416,574.32 RFTA Connection(2 peak AM, 2 peak PM) 6.00 140.00 $ 343.02 $ 184.80 $ 527.82 $ 192,654.30 Summit Connection (Vail Pass routing) 1.00 24.68 $ 57.17 $ 32.58 $ 89.75 $ 32,757.87 Total $ 2,548,813.10 Freedom Park Transfer Station and Town of Gypsum I-70 Park and Ride Addition of benches, bike racks, Town Specific signage, and trash/recycling receptacles ECRTA Board and Board of County Commissioners to meet April 23rd to discuss and prioritize: Mission, Vision, Values, and Bylaws Performance measures and goals Summary of identified service gaps, costs, and partnerships Facility enhancements and prioritization 5 year outlook 1 | P AGE AVON ROAD LANDSCAPE IMPROVEMENTS UPDATE TOWN COUNCIL REPORT To: Honorable Mayor Rich Carroll and Avon Town Council From: Justin Hildreth, Town Engineer Date: March 20, 2014 Agenda Topic: Avon Road Landscape Improvements Update ____________________________________________________________________________________ INTRODUCTION: On behalf of the Town of Avon, Pedro Campos of Zehren and Associates is presenting the plan for public landscaping improvements within the Avon Road right-of-way. The project includes the five roundabouts, medians, lighting, street signage and crosswalks. Exhibit A includes images of the proposed improvements that were reviewed and approved by PZC. Some of the overarching goals of the 2014 Avon Road improvements include: improving the aesthetics of the Avon Road corridor, enhancing pedestrian and bicycle safety, reducing water consumption, and providing more effective and efficient lighting throughout. BACKGROUND: In 2011 and 2012, PZC reviewed and Council approved a plan for the “Avon Mall” that would create a more pedestrian-friendly walkway between Benchmark Road, Avon Station, the Town’s transit center, and Lettuce Shed Lane. With the opportunity to work closely with the Wyndham Resort development and the relationship of this project to the Avon Mall, Town Council decided to delay the Avon Mall project until 2014. Pedro Campos, designer of the 2012 Mall Improvement Plans, was retained by the Town on October 1, 2013, to review the plans and to expand the scope of the project to include the entire length of the Mall, Avon Road, and pedestrian and bicycle access along Benchmark Road to Avon Road. Related to the landscape update, Avon Road will be resurfaced in May and June of this year. DISCUSSION: The direction for the 2014 Avon Road improvements is to develop a variety of landscape, urban design, and streetscape improvements for select areas of Avon Road. Particular emphasis is being placed on the lighting and irrigation systems as part of the design effort. Overriding goals of 2014 are to reduce water usage and requirements associated with the landscape and to increase the energy efficiency of the lighting system. There are several major components of the Avon Road update and include: 1. relocate Flag poles from Roundabout 1 to north of roundabout 1 2. update Roundabout 1 and 2 landscaping 3. update all median landscaping with more drought tolerant species, while retaining key tree locations 4. install Illuminated traffic control sign near Walgreens for event and skier parking management 5. relocate the Bronzes on Avon Road including “sidewalk society”, “Mothers Pride”, and “Pledge of Allegiance” to the “Bronze Walk” on the mall 6. enlarge Town of Avon World Championship sign in roundabout 3 2 | P AGE AVON ROAD LANDSCAPE IMPROVEMENTS UPDATE 7. relocate “Check Mate” sculpture to the mall entrance and replace it with a new signature sculpture 8. replace the seating alcoves at roundabout 4 with pedestrian mall stone pillar gateway features 9. Apply “sharrow” bike symbol to all right hand lanes in Avon Road 10. Install new street signage and replace the green street name signs with black and white, backlit signs similar to the Town of Vail roundabouts 11. Install bike awareness signage at I-70 and US6 entry point areas 12. Remove the 40 FT tall cobra light fixtures and replace with 20Ft to 30FT tall light fixtures only at the roundabouts 13. Add two crosswalks with flashing beacons, one at the north side of Benchmark Road and one at the south side of Riverfront/Hurd Lane intersection. The existing crosswalk with flashing beacons will be updated to match the two new ones. BUDGET: The total project budget for Avon Road landscaping improvements and the 2014 mall improvements is $2,100,000. The Town has entered into agreements for consultant services for these improvements as follows, in fixed amounts not to exceed: An additional design service agreement for the structural design of the Roundabout #4 Town Center element has not yet been bid – at an estimated cost of $10,000. This reserves $1,847,518 for the construction budget. Bid packages will be released with several alternates to provide Council the ability to prioritize project elements, if the total improvements exceed the current budget, or to authorize more funding at that time. SCHEDULE: The 50% design development package will be completed on March 21st, and the 90% design development package will be completed on April 4. The project will be advertised from May 1st to 15th, bids due on June 5th, and Notice of Award to Town Council on June 24th. Construction is scheduled to occur from mid-July to November 15th and will be coordinated with the adjacent Wyndham development. Paving operations and new striping layout work, which is budgeted in a different line item, is scheduled to conclude by mid-June. EXHIBITS A – Avon Road Landscaping Improvements Zehren Associate Pedestrian Mall $ 71,580 Avon Road $ 75,945 Grand Junction Pipe & Supply $ 6,000 (Irrigation) Integrated Design Services $ 10,000 (Climbing Rock & Animal Features) Marcin Engineering $ 65,657 AEC - electrical & Lighting Design $ 13,300 TOTAL $ 242,482 po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com To w n o f A v o n Zehren and Associates, Inc. Pedestrian Mall and Avon Road Improvements February 18, 2014 Co n c e p t u a l P l a n f o r 2 0 1 4 I m p r o v e m e n t s po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com To w n o f A v o n Zehren and Associates, Inc. Pedestrian Mall and Avon Road Improvements 040’20’100’160’February 18, 2014 Av o n R o a d C o n c e p t u a l P l a n f o r 2 0 1 4 I m p r o v e m e n t s Re l o c a t e d f l a g p o l e s a n d s u r r o u n d i n g en h a n c e d l a n d s c a p e . Im p r o v e d l i g h t i n g f e a t u r e s a t c r o s s w a l k . Sh a r r o w s y m b o l p a v e m e n t m a r k i n g ( t y p . ) Im p r o v e d a n d e n l a r g e d A v o n w e l c o m e s i g n . Ex i s t i n g l a n d s c a p e a n d b r o n z e s t a t u e s t o r e m a i n . En h a n c e d l a n d s c a p i n g i n r o u n d a b o u t a n d la n d s c a p e i s l a n d s . En h a n c e d l a n d s c a p i n g i n r o u n d a b o u t a n d la n d s c a p e i s l a n d s . Re p l a c e a s p e n t r e e s w i t h w i n t e r ha r d y o r n a m e n t a l t r e e s . En h a n c e d c r o s s w a l k t o b e m a i n Av o n R o a d c r o s s i n g . Re l o c a t e ‘ A v o n C i t i z e n s ’ b r o n z e s t a t u e s t o pe d e s t r i a n m a l l a n d r e p l a c e w i t h e n h a n c e d la n d s c a p e a n d v a r i a b l e m e s s a g e s i g n . En h a n c e d l a n d s c a p i n g i n r o u n d a b o u t an d l a n d s c a p e i s l a n d s . Sh a r r o w s y m b o l p a v e m e n t m a r k i n g ( t y p . ) Re m o v e s e a t i n g a l c o v e s t o n e w a l l s a n d b r i c k p a v i n g an d r e p l a c e w i t h e n h a n c e d l a n d s c a p e a n d s t o n e p i l l a r s . En h a n c e d m e d i a n l a n d s c a p e w i t h n a t i v e sh r u b s , p e r e n n i a l s , o r n a m e n t a l g r a s s e s a n d an g u l a r b o u l d e r s . En h a n c e d m e d i a n l a n d s c a p e w i t h n a t i v e pe r e n n i a l s , o r n a m e n t a l g r a s s e s a n d a n g u l a r bo u l d e r s . En h a n c e d m e d i a n l a n d s c a p e w i t h n a t i v e sh r u b s , p e r e n n i a l s , o r n a m e n t a l g r a s s e s a n d an g u l a r b o u l d e r s . Ne w T o w n C e n t e r i d e n t i t y m o n u m e n t a n d w a y f i n d i n g . En h a n c e d l a n d s c a p i n g a r o u n d n e w r e c pa t h b r i d g e . En h a n c e d l a n d s c a p i n g i n r o u n d a b o u t an d l a n d s c a p e i s l a n d s . ‘P l e d g e ’ b r o n z e s t a t u e t o b e re l o c a t e d t o P e d e s t r i a n M a l l . New bridge and rec path to be completed by Eagle County Rec Trails in 2014. po box 975 . avon . colorado 81620 . 970 748 4000 . www.avon.org po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com Town of Avon Zehren and Associates, Inc. Pe d e s t r i a n M a l l a n d A v o n R o a d I m p r o v e m e n t s February 18, 2014 Roundabout #1 ‘I-70 North’ Photo Simulation 2014 Improvements po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po b o x 1 9 7 6 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 9 4 9 0 2 5 7 . w w w . z e h r e n . c o m To w n o f A v o n Ze h r e n a n d A s s o c i a t e s , I n c . Pedestrian Mall and Avon Road Improvements Oc t o b e r 2 4 , 2 0 1 3 Existing Conditions: • Spruce trees in roundabout and on hot south facing slope are unhealthy. • Two flag poles are susceptible to winter traffic accidents. • Roundabout and landscape islands have large sod areas. • Furnishings and light poles are outdated green color. Proposed Improvements: • Roundabout will have a new patriotic flag theme. • Flag poles from both I-70 roundabouts will be relocated to the south facing slope above the stone wall north of the roundabout. • Unhealthy trees will be removed and replaced with trees suited to growing on hot, dry south facing slopes. • Roundabout, landscape islands, and south facing slope north of the roundabout will be planted with native, dry climate shrubs and perennials. • Planter pots added for accent color. po box 975 . avon . colorado 81620 . 970 748 4000 . www.avon.org po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com Town of Avon Zehren and Associates, Inc. Pe d e s t r i a n M a l l a n d A v o n R o a d I m p r o v e m e n t s February 18, 2014 Median #1 Photo Simulation 2014 Improvements po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po b o x 1 9 7 6 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 9 4 9 0 2 5 7 . w w w . z e h r e n . c o m To w n o f A v o n Ze h r e n a n d A s s o c i a t e s , I n c . Pedestrian Mall and Avon Road Improvements Oc t o b e r 2 4 , 2 0 1 3 Existing Conditions: • Aspen trees in median are crowded and unhealthy. • No accent plantings or plant variety in median. • Raised median planting area has brick border. • ‘Avon Citizens’ Bronze statues clustered together and located near busy street. • Furnishings and street lights are outdated green color. Proposed Improvements: • Aspen trees in median have been removed. • New ornamental trees planted in raised planting area of median. • Ends of median are planted with colorful native plants and grasses that are suited to dryer south facing slopes within the Vail Valley. • Angular Colorado Buff Sandstone boulders placed throughout enhanced median. • ‘Avon Citizens’ bronze statues have been relo- cated and replaced with enhanced landscaping and a variable message sign. • Sharrow bike symbol pavement marker placed in right lane throughout Avon Road. po box 975 . avon . colorado 81620 . 970 748 4000 . www.avon.org po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com Town of Avon Zehren and Associates, Inc. Pe d e s t r i a n M a l l a n d A v o n R o a d I m p r o v e m e n t s February 18, 2014 Roundabout #3 ‘Avon Welcome’ Photo Simulation 2014 Improvements po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po b o x 1 9 7 6 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 9 4 9 0 2 5 7 . w w w . z e h r e n . c o m To w n o f A v o n Ze h r e n a n d A s s o c i a t e s , I n c . Pedestrian Mall and Avon Road Improvements Oc t o b e r 2 4 , 2 0 1 3 Existing Conditions: • Welcome sign is too small and too low to the ground causing it to be covered with snow in the winter. • Perennial and annual planting area is too small and area of sod is too large. • Roundabout has brick boarder • Lighting is misused and outdated. Proposed Improvements: • Welcome sign stone wall is double height stepping down to the existing wall height and triple width. • Area for the welcome sign size is doubled, actual welcome sign to be determined from multiple options. • Ski Championship lettering is moved higher on the wall to be more visible. • Planting area in front of welcome sign is larger and planted with a profusion of colorful perennial plants, grasses, and annuals. • Angular Colorado Buff Sandstone boulders placed throughout enhanced landscape. • Lighting is updated and hidden within the landscape. po box 975 . avon . colorado 81620 . 970 748 4000 . www.avon.org po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com Town of Avon Zehren and Associates, Inc. Pe d e s t r i a n M a l l a n d A v o n R o a d I m p r o v e m e n t s February 18, 2014 Median #2 Photo Simulation 2014 Improvements po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po b o x 1 9 7 6 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 9 4 9 0 2 5 7 . w w w . z e h r e n . c o m To w n o f A v o n Ze h r e n a n d A s s o c i a t e s , I n c . Pedestrian Mall and Avon Road Improvements Oc t o b e r 2 4 , 2 0 1 3 Existing Conditions: • Aspen trees in median are crowded and unhealthy. • No accent plantings or plant variety in median. • Street sign is small and difficult to see. • Furnishings and street lights are outdated green color. Proposed Improvements: • Aspen trees in median have been removed. • Median is planted with colorful native plants and grasses with profusion of colorful accent plants on each median end. • Angular Colorado Buff Sandstone boulders placed throughout enhanced median. • Street sign with back lighting and event banner added to light pole. • Sharrow bike symbol pavement marker placed in right lane throughout Avon Road. po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com To w n o f A v o n Zehren and Associates, Inc. Pedestrian Mall and Avon Road Improvements February 18, 2014 To w n C e n t e r I d e n t i t y M o n u m e n t Pr e c e d e n t s a n d P r o p o s e d M a t e r i a l s Town Center Identity Monument ET C / W T C G a t e w a y F e a t u r e s Identity Monument Goals • An identifiable town center piece feature.• Create interest and intrigue to announce the presence of exciting destinations.• Suggest to visitors to divert east or west into the Town of Avon.• Match Avon’s modern, urban character.• Highlight relationship between natural and urban environments.• Highlight distinctly different four seasons as well as four cardinal directions.• Ensure that identity feature has interest in all four seasons as well as both day and night.• Use a combination of locally sourced stone and bronze or steel materials.• Make a lasting impression for visitors to want to return to Avon.• A Town Identity feature that local residents can be proud of. St o n e M o n o l i t h C o l u m n s ( 1 2 ” x 1 8 ” x 2 4 ” - 7 2 ” H ) . Co r T e n S t e e l P i l l a r s w i t h C u t - o u t s . St o n e M o n o l i t h w i t h I n s e t C a r v i n g s . Monolith beacon sculptures.Stone monoliths with geometric carved shapes/patterns. po b o x 9 7 5 . a v o n . c o l o r a d o 8 1 6 2 0 . 9 7 0 7 4 8 4 0 0 0 . w w w . a v o n . o r g po box 1976 . avon . colorado 81620 . 970 949 0257 . www.zehren.com To w n o f A v o n Zehren and Associates, Inc. Pedestrian Mall and Avon Road Improvements February 18, 2014 To w n C e n t e r I d e n t i t y M o n u m e n t Ex i s t i n g T o w n o f A v o n D e s i g n P r e c e d e n t s Mo d e r n M o u n t a i n V i l l a g e St o n e Ur b a n / N a t u r e R e l a t i o n s h i p We s t i n R i v e r f r o n t R e s o r t . St o n e M o n o l i t h C o l u m n s ( 1 2 ” x 1 8 ” x 2 4 ” - 7 2 ” H ) . Av o n l o g o o n l i g h t p o l e s t o n e b a s e . We s t i n , R i v e r f r o n t V i l l a g e G a t e w a y . Ho r i z o n t a l S t o n e M o n o l i t h . An g l e d S t o n e M o n o l i t h . Cu s t o m M o d e r n L i g h t p o l e o n St o n e B a s e Se a s o n s B u i l d i n g , S u m m e r E n t r a n c e . We s t T o w n C e n t e r D e s t i n a t i o n S i g n . An g u l a r B u f f S a n d s t o n e B o u l d e r s ( 3 ’ x 4 ’ ) An g u l a r S a n d s t o n e S l a b s w i t h B l a c k S i g n B o a r d . Ro c k C o b b l e i n S q u a r e M e t a l C a g e . Cor Ten Steel Lighted Bollard.Large Rounded River Boulders.Stone Seat Wall and Fire Pit.Sandstone Retaining Wall with Landscape Berm. Heil Law & Planning, LLC Office: 303.975.6120 2696 South Colorado Blvd., Suite 550 Fax: 720.836.3337 Denver, CO 80222 E-Mail: eric@heillaw.com e-mail: ericheillaw@yahoo.com H EIL L AW TO: Honorable Mayor Carroll and Town Council Members FROM: Eric J. Heil, Town Attorney RE: Ordinance No. 14-04 Amending Special Events Permit Procedures DATE: March 19, 2014 Summary: Ordinance No. 14-04 amends the Avon Municipal Code Section 5.08.170 to update the reference to the State code for Liquors – Special Events Permits and to adopt the local authority election to issue special events permits without prior state review and approval. The Colorado statutes were amended in 2011 to allow for local election to issue special events permits. Election by the Local Licensing Authority to issue special events permits improves the efficiency and timeframe for approving special events permits because a dual State and Local review and approval process is not required. The existing language in Avon Municipal Code Section 5.08.170 is outdated and there is no longer a Colorado Revised Statute §12-47-120.5. This language is deleted and replaced by the new language in Ordinance No. 14-04. Existing Language to be Deleted: 5.08.170 Special event permits – procedure. Pursuant to the terms and conditions of Section 12-47-120.5, C.R.S. 1973, as amended, the Local Liquor Licensing Authority may grant licenses to nonprofit arts organizations. Requested Action: Considering Ordinance No. 14-04 on first reading. Proposed Motion: “I move to approve Ordinance No. 14-04 AN ORDINANCE AMENDING SECTION 5.08.170 OF THE AVON MUNICIPAL CODE TO ADOPT SPECIAL EVENT PERMIT PROCEDURES” Thank you, Eric ATTACHMENT A: Ordinance No. 14-04 M EMORANDUM & PLANNING, LLC Ord 14-04 Amending Section 5.08.170 Special Event Permits March 25, 2014 1ST Reading Page 1 of 3 TOWN OF AVON, COLORADO ORDINANCE NO. 14-04 SERIES OF 2014 AN ORDINANCE AMENDING SECTION 5.08.170 OF THE AVON MUNICIPAL CODE TO ADOPT SPECIAL EVENT PERMIT PROCEDURES WHEREAS, the Colorado General Assembly has adopted Senate Bill 11-066, effective August 10, 2011, and which allows local licensing authorities to assume sole authority to approve or deny applications for special event permits to serve alcohol; WHEREAS, the Town Council desires to elect local control over special event permitting as allowed by Senate Bill 11-066; WHEREAS, the Town of Avon has adopted home rule authority and the Avon Town Council finds that the imposition of restitution is a matter of local concern; WHEREAS, it is the Town Council finds that amendment to Section 5.08.170 of the Avon Municipal Code will promote the health, safety and welfare of the Avon community; and, WHEREAS, approval of this Ordinance on first reading is intended only to confirm that the Town Council desires to comply with state law, the Avon Municipal Code and the Avon Home Rule Charter by setting a public hearing in order to provide the public an opportunity to present testimony and evidence regarding the application and that approval of this Ordinance on first reading does not constitute a representation that the Town Council, or any member of the Town Council, supports, approves, rejects, or denies the proposed amendment to the Avon Municipal Code. NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO the following: Section 1. Recitals Incorporated. The above and foregoing recitals are incorporated herein by reference and adopted as findings and determinations of the Town Council. Section 2. Amendment to Avon Municipal Code Section 5.08.170. Section 5.08.170 Special events permits - procedure. of the Avon Municipal Code is repealed in its entirety and reenacted to read as follows: 5.08.170 Special events permits – procedure. (a) The procedures and requirements for special events permits in C.R.S. § 12-48-101 et. seq. as enacted and elected in this Section 5.08.170 shall apply to special event permit applications. (b) Pursuant to C.R.S. § 12-48-107(5)(a), the Local Licensing Authority elects not to notify the state licensing authority to obtain the state licensing authority’s approval or disapproval of applications for special event permits. The Local Licensing Authority shall report to the Colorado liquor enforcement division within ten (10) days after issuing a special event permit the following information: (1) the name of the organization to which the permit was issued, (2) ATTACHMENT A Ord 14-04 Amending Section 5.08.170 Special Event Permits March 25, 2014 1ST Reading Page 2 of 3 the address of the permitted location, and (3) the permitted dates of alcohol beverage service. (c) Upon receipt of an application for a special event permit, the Local Licensing Authority shall, as required by C.R.S. § 12-48-107(5)(c), access information made available on the state licensing authority’s website to determine the statewide permitting activity of the organization applying for the permit. The Local Licensing Authority shall consider compliance with the provisions of C.R.S. § 12- 48-105(3), which restricts the special event permits issued to any organization to no more than fifteen days in one calendar year, before approving any application. (d) Each application for a special event permit shall be accompanied by an application fee in an amount equal to the maximum local licensing fee established by C.R.S. § 12-48-107(2). Section 3. Codification Amendments. The codifier of the Town’s Municipal Code, Colorado Code Publishing, is hereby authorized to make such numerical and formatting changes as may be necessary to incorporate the provisions of this Ordinance within the Avon Municipal Code. The Town Clerk is authorized to correct, or approve the correction by the codifier, of any typographical error in the enacted regulations, provided that such correction shall not substantively change any provision of the regulations adopted in this Ordinance. Such corrections may include spelling, reference, citation, enumeration, and grammatical errors. Section 4. Severability. If any provision of this Ordinance, or the application of such provision to any person or circumstance, is for any reason held to be invalid, such invalidity shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are declared to be severable. The Town Council hereby declares that it would have passed this Ordinance and each provision thereof, even though any one of the provisions might be declared unconstitutional or invalid. As used in this Section, the term “provision” means and includes any part, division, subdivision, section, subsection, sentence, clause or phrase; the term “application” means and includes an application of an ordinance or any part thereof, whether considered or construed alone or together with another ordinance or ordinances, or part thereof, of the Town. Section 5. Effective Date. This Ordinance shall take effect thirty (30) days after public notice following final passage in accordance with Section 6.4 of the Avon Home Rule Charter. Section 6. Safety Clause. The Town Council hereby finds, determines and declares that this Ordinance is promulgated under the general police power of the Town of Avon, that it is promulgated for the health, safety and welfare of the public, and that this Ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The Town Council further determines that the Ordinance bears a rational relation to the proper legislative object sought to be obtained. Section 7. No Existing Violation Affected. Nothing in this Ordinance shall be construed to release, extinguish, alter, modify, or change in whole or in part any penalty, liability or right or affect any audit, suit, or proceeding pending in any court, or any rights acquired, or liability incurred, or any cause or causes of action acquired or existing which may have been incurred or ATTACHMENT A Ord 14-04 Amending Section 5.08.170 Special Event Permits March 25, 2014 1ST Reading Page 3 of 3 obtained under any ordinance or provision hereby repealed or amended by this Ordinance. Any such ordinance or provision thereof so amended, repealed, or superseded by this Ordinance shall be treated and held as remaining in force for the purpose of sustaining any and all proper actions, suits, proceedings and prosecutions, for the enforcement of such penalty, liability, or right, and for the purpose of sustaining any judgment, decree or order which can or may be rendered, entered, or made in such actions, suits or proceedings, or prosecutions imposing, inflicting, or declaring such penalty or liability or enforcing such right, and shall be treated and held as remaining in force for the purpose of sustaining any and all proceedings, actions, hearings, and appeals pending before any court or administrative tribunal. Section 8. Publication by Posting. The Town Clerk is ordered to publish this Ordinance by posting notice of adoption of this Ordinance on final reading by title in at least three public places within the Town and posting at the office of the Town Clerk, which notice shall contain a statement that a copy of the ordinance in full is available for public inspection in the office of the Town Clerk during normal business hours. INTRODUCED, APPROVED, PASSED ON FIRST READING, ORDERED POSTED AND REFERRED TO PUBLIC HEARING and setting such public hearing for April 8, 2014 at the Council Chambers of the Avon Municipal Building, located at One Lake Street, Avon, Colorado, on March 25, 2014. ____________________________ Rich Carroll, Mayor Published by posting in at least three public places in Town and posting at the office of the Town Clerk at least six days prior to final action by the Town Council. ATTEST: APPROVED AS TO FORM: ____________________________ ____________________________ Patty McKenny, Town Clerk Eric J. Heil, Town Attorney INTRODUCED, FINALLY APPROVED, AND PASSED ON SECOND READING, AND ORDERED PUBLISHED BY POSTING on April 8, 2014. ____________________________ Rich Carroll, Mayor Published by posting by title in at least three public places in Town and posting by title at the office of the Town Clerk. ATTEST: __________________________ Patty McKenny, Town Clerk ATTACHMENT A Heil Law & Planning, LLC Office: 303.975.6120 2696 South Colorado Blvd., Suite 550 Fax: 720.836.3337 Denver, CO 80222 E-Mail: eric@heillaw.com e-mail: ericheillaw@yahoo.com H EIL L AW TO: Honorable Mayor Carroll and Town Council Members FROM: Eric J. Heil, Town Attorney RE: Resolution No. 14-06 Approving Action Minutes DATE: March 19, 2014 Summary: The attached Resolution No. 14-06 adopts a policy to use “action minutes” rather than minutes which incorporate lengthy narratives of discussion at Council meetings. The use of action minutes will significantly increase the efficiency of preparing Council meeting minutes. Along with this policy is a reference to retain videos of Council meetings permanently for historical purposes only. The language states the Town Clerk’s duty to retain video recordings is only to the extent that such videos can be reasonably obtained at no additional cost or at a reasonable cost to the Town. Please note that the minimum requirements for “action minutes” are described in paragraph 1 of the Resolution. Requested Action: Consideration of Resolution No. 14-06. Proposed Motion: “I move to approve Resolution 14-06 A RESOLUTION ADOPTING A POLICY TO USE ACTION MINUTES.” Thank you, Eric ATTACHMENT A: Resolution No. 14-06 M EMORANDUM & PLANNING, LLC Resolution No. 14-06 Adopting Action Minutes March 25, 2014 TOWN OF AVON, COLORADO RESOLUTION NO. 14-06 SERIES OF 2014 A RESOLUTION ADOPTING A POLICY TO USE ACTION MINUTES WHEREAS, the Avon Town Council finds that “action minutes” are efficient and meet the minimum legal requirements for creating a record of the Avon Town Council meeting proceedings and finds that technology has improved to enable the retention of other electronic information of Council meetings; WHEREAS, the Town of Avon Home Rule Charter states in Section 8.6 that the Town Clerk shall keep a journal of Council proceedings and shall perform such other duties as required by the Charter, the Council or the Town Manager; and, WHEREAS, the Avon Town Council finds that adoption of a policy to utilize action minutes will promote the health, safety and general welfare of the Avon community. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO, that the following policies are adopted with regard to the Town Clerk’s duty to keep a journal of Council proceedings: 1. Action Minutes: Written minutes of Council meetings shall include a record of the time and place of the Council meeting, Council members in attendance, Town staff and other Town officials in attendance, agenda items, the outcome of roll call votes on any motion or other Council action, and identification of any person who spoke or provided testimony or other evidence to the Council at such meeting and the time of adjournment of the Council meeting. Minutes may include other information as determined relevant by the Town Clerk but are not required to include descriptions of discussions. 2. Council Meeting Records Retention: The Town Clerk shall retain audio recordings of Council meetings for a period of one year. The Town Clerk shall permanently retain video that are obtained from Channel 8, or that are obtained from other sources, to the extent that such video recordings can be reasonably obtained by the Town and are available at no additional cost or at a reasonable cost to the Town. Any video recordings obtained by the Town shall be retained for historical purposes only and shall not be official records of the Town Avon Council meetings. Recordings of executive sessions shall be retained for ninety days after the date of the executive session then shall be promptly destroyed unless otherwise directed by order of court of competent jurisdiction or by the Town Attorney. 3. Colorado Open Records Act: The policy adopted in this Resolution shall be construed and applied to comply with the Colorado Open Records Act as required. ADOPTED March 25, 2014. AVON TOWN COUNCIL BY:_______________________________ Attest:_____________________________ Rich Carroll, Mayor Patty McKenny, Town Clerk ATTACHMENT A TOWN COUNCIL REPORT To: Honorable Mayor Rich Carroll and Avon Town Council From: Virginia Egger, Town Manager Date: March 17, 2014 Work Session Topic: Town Manager Annual Performance Evaluation Process & Criteria Please find attached a Memorandum of Understanding drafted at Council’s direction for my annual performance evaluation, as discussed at Council’s March 11, 2014, Retreat. In addition to the Memorandum, I am also providing, as requested by Mayor Carroll, additional research on how to conduct an evaluation. Please find included with this report the International City Management Associations Managers Evaluation Handbook, with associated forms, which are cited on Page 13 of the document, as well as a sample city manager performance evaluation, put together by the University of Tennessee's Institute for Public Service, and posted by ICMA for use by other jurisdictions. I look forward to reviewing these materials with you at Tuesday’s meeting. 1 | P age Town of Avon Memorandum of Understanding Town Manager Performance Evaluation Process & Criteria TO: Virginia Egger, Town Manager FROM: Mayor Rich Carroll and Town Councilors Date: March 25, 2014 Re: Evaluation Process & Criteria The Avon Town Council met in a Retreat on March 11th and outlined the general process for your performance evaluation, including method of collecting information and participants. The process and criteria for review are as follow. REVIEW PROCESS Step 1. Preparation of Performance Review Survey Instrument: Town Council shall develop a Performance Evaluation survey instrument for placement on Survey Monkey for each of the criteria listed below. The Town Manager shall have the opportunity to review and comment on the survey instrument prior to distribution. Step 2. Distribution, Collection and Use of the Survey Instrument: 2.1 Direct Report Peer Evaluations: The Performance Evaluation will be provided electronically through Survey Monkey to the direct reports of the Town Manager for recording his/her response, which may be anonymous. A numerical system of measurement may be used and specific examples in support of evaluation measures should be included in the survey instrument. These responses shall be kept confidential and may be used by the Council in its review. 2.2 Self-Evaluation: To be completed by you based upon the criteria listed below. 2.3 Council Evaluations: To be completed by all Councilors and the Mayor based upon the criteria listed below. 2.4 Community Evaluations – These confidential evaluations will be completed by a selected group of community members who you have worked with during your review term, including but not limited to the media, private sector representatives, nonprofits and other political jurisdictions. These community members shall be selected by the Town Council and shall not be disclosed to you. Council will request your input in regards to any community member who you may wish to be included in the Community group. Step 3. The Town Council shall meet in Executive Session and prepare from the evaluations a written performance evaluation and provide the evaluation to you not less than three (3) business days before meeting with you to review your performance. Step 4. The Council shall meet with you in Executive Session and review your performance during the first week of December, 2014. Step 5. The Council shall provide the performance evaluation criteria for the succeeding annual performance review during the first week of December, 2014. EVALUATION CRITERIA SELF-EVALUATION, DIRECT REPORT PEER EVALUATIONS AND COUNCILOR/MAYOR EVALUATIONS: The following Evaluation Criteria shall be used in your Self-Evaluation, Direct Report Peer Evaluations and the Mayor and Councilors written evaluations. Where applicable, application of the Evaluation Criteria will include specific and measureable metrics. For example, are the quarterly tasks adopted in Council’s Strategic Plan completed on time; are deadlines for day-to-day and unforeseen work consistently met; is the budget managed in a manner which increases efficiency 2 | P age measured by reduced operational costs; is staff morale improved when viewed by reduced sick time and low employee turnover. These criteria shall be provided in an evaluation form, which will include other pertinent and common information used in evaluation forms, such as name, period of review, etc. LEADERSHIP – The ability of the Town Manager to lead, direct, and supervise employees to effectively achieve the Council’s Strategic Plan, other initiatives, Department work plans and day-to-day responsibilities. Consider the following in your evaluation: 1. Effectively communicates to staff and the public Council’s expectations, actions and direction 2. Demonstrates ability to effectively build consensus, coach, mentor, motivate, and reward staff 3. Empowers staff to make good decisions through appropriate delegation, and effective training and feedback on work performance, with an expected outcome of work which exceeds expectations 4. Consistently shows initiative in meeting the day-to-day needs of the Town and in identifying with staff methods to improve productivity and implement best practices 5. Exhibits inclusive, collaborative, rigorous and comprehensive decision-making 6. Builds a cohesive and motivated team of employees who understand and actively advance the core values, spirit and culture of Town Hall 7. Has encouraged the professional and personal growth of staff through mentoring and example. 8. Maintained a high level of integrity and ethics throughout all aspects of Town management, and has set the same expectation for Staff, Council and P&Z. MANAGEMENT - The ability of the Town Manager to plan, organize, and manage Town departments to ensure the implementation of programs and services and achievement of Town Council’s Strategic Plan and other directives. Consider the following in your evaluation: 1. Assists the Town Council in formulating policies and strategic plans, and in identifying and planning other work of the Town to effectively carry-out the near and long term projects and activities desired under Council leadership 2. Made significant progress in the cultural shift of the Town as outlined in the 2013/2014 Strategic Plan. 3. Develops, organizes, evaluates, and modifies programs, plans, activities and services to meet the needs of the Town 4. Effectively manages the Town’s finances through preparing budgets which meet the special project and day-to- day municipal services, provides accurate and realist budget forecasts and actual budget information, allocates resources strategically, and contributes recommendations for cost reduction and/or revenue generation 5. Holds the highest standards for fiduciary responsibility and fiscal accountability 6. Effective in managing personnel and the allocation of resources for employee’s to be successful; is fair and ensures that employees are recognized for good work and are informed appropriately and consistently when performance requires improvement 7. Is an effective problem solver by anticipating, defining and bringing the sound solutions to problems in collaboration with the right people and utilizing efficiently the resources of the Town 8. Is a good communicator who listens, exhibits tact and consideration in verbal and written communication; and, is clear, understandable and professional in the presentation or exchange of information 9. Is a good decision-maker, including timeliness of action and utilizing appropriate methods and processes for reaching decisions, and in conveying decisions in a professional and supportive manner 10. An effective mediator, who is takes the responsibility for solving conflicts in an appropriate and timely manner achieving solutions which are fair and informed RELATIONSHIPS – Builds and maintains strong, positive and progressive working relationships with the Town Council and employees, the Avon community, other governmental jurisdictions, development and resort stakeholders and other agencies, which advance mutual interests and interactions and represent the Town as a partner and solution-oriented organization. Consider the following in your evaluation: 1. Establishes and maintains positive and effective working relationships 2. Exhibits objectivity and openness to the viewpoint of others 3. Works cooperatively in group situations by showing respect and using problem solving approach 4. Works actively to resolve conflicts by giving and accepting constructive feedback 5. Recognizes the contributions of others 3 | P age WORK PRODUCT – Meets a high standard in terms of the quality and thoroughness of Town documents, the volume of work done and accuracy. Consider the following in your evaluation: 1. Delivers an accurate and thorough work product, free of mistakes and complete in detail 2. Able to prioritize workload, multi-tasks job assignments, and stay focused under pressure 3. Meets deadlines COMMUNITY EVALUATIONS: The following Evaluation Criteria shall be used in Community written evaluations. These criteria shall be provided in an evaluation form, which will include other pertinent and common information used in evaluation forms, such as name, period of review, etc. RELATIONSHIPS – Builds and maintains strong, positive and progressive working relationships with the Avon community, other governmental jurisdictions, development and resort stakeholders and other agencies, which advance mutual interests and interactions and represent the Town as a partner and solution-oriented organization. Consider the following in your evaluation: 1. Is available, accessible and responsive to requests 2. Effectively and appropriately represents the Town and Town Council 3. Establishes and maintains positive and effective working relationships 4. Exhibits objectivity and openness to the viewpoint of others 5. Works cooperatively in group situations by showing respect and using problem solving approach 6. Works actively to resolve conflicts by giving and accepting constructive feedback 9. Recognizes the contributions of others 10. Effectively communicates to the public Council’s expectations, actions and direction Approved by the Avon Town Council at its meeting on the 25th of March, 2014. Signatures: ______________________________________ _______________________________________ Mayor Rich Carroll Town Manager Virginia Egger ________________________________ _____________________________ Date Date Manager Evaluations HANDBOOK ICMA advances professional local government worldwide. Its mission is to create excellence in local governance by developing and advancing professional management of local government. ICMA, the International City/County Management Association, provides member support; publications, data, and information; peer and results-oriented assistance; and training and professional development to more than 9,000 city, town, and county experts and other individuals and organizations throughout the world. The management decisions made by ICMA’s members affect 185 million individuals living in thousands of communities, from small villages and towns to large metropolitan areas. ICMA 777 North Capitol Street, NE Suite 500 Washington, DC 20002-4201 202-289-ICMA (4262) icma.org Copyright ©2013 by the International City/County Management Association. All rights reserved, including rights of reproduction and use in any form or by any means, including the making of copies by any photographic process, or by any electrical or mechanical device, printed, written, or oral or recording for sound or visual reproduction, or for use in any knowledge or retrieval system or device, unless permission in writing is obtained from the copyright proprietor. ICMA MANAGER EVALUATIONS HANDBOOK iii Definition of Terms ............................................................................................................iv Members of the Task Force on Manager Evaluations ........................................................iv Preface...............................................................................................................................1 Executive Summary ...........................................................................................................2 Successful Evaluation Tips ...............................................................................................3 Introduction .......................................................................................................................4 The Purpose of Manager Evaluations ................................................................................4 Basic Process ....................................................................................................................4 How to Initiate ................................................................................................................4 How to Proceed ...............................................................................................................5 Frequency and Timing of Manager Evaluations .................................................................7 What Others Are Doing: Survey Results ...........................................................................9 Failure to Undertake Evaluations ......................................................................................9 Lack of a Credible Evaluation Process .............................................................................10 Lack of Knowledge of the Council-Manager Form of Government .....................................10 Lack of Communication .................................................................................................10 Supplemental Approaches ..............................................................................................10 Self-Evaluations .............................................................................................................11 Periodic Check-ins .........................................................................................................11 360-Degree Assessments ................................................................................................11 Conversation Evaluation System .....................................................................................12 Data-gathering/Software Resources ...............................................................................12 Conclusion .......................................................................................................................13 Sample Evaluation Forms for Local Government CAOs ..................................................13 Other Resources ..............................................................................................................13 Contents Definition of Terms • The term local government, as used in this handbook, refers to a town, village, borough, township, city, county, or a legally constituted elected body of governments. • The term manager refers to the chief executive officer (CEO) or chief administrative officer (CAO) of any local government who has been appointed by its elected body to oversee day- to-day operations. • The terms elected officials, elected body, and board refer to any council, commission, or other locally elected body, including assemblies, boards of trustees, boards of selectmen, boards of supervisors, boards of directors, and so on. • The term manager evaluation refers to the appraisal or assessment conducted by the elected body of the manager’s performance in achieving organizational goals and implementing policy. Members of the Task Force on Manager Evaluations Peter B. Austin McHenry County, IL Chair Kay James Canandaigua, NY Vice-Chair John J. Caulfield Lakewood, WA Scott M. Coren Darien, IL Richard J. Downey Kronenwetter, WI John J. Duffy Matanuska-Susitna, AK Mark A. Kunkle Ferguson Township, PA Michele E. Meade Livingston Township, NJ Nancy E. Novak McMahon Vienna, VA Richard J. Schuettler Harrisburg, PA James R. Stahle Alamogordo, NM Greg R. Sund Ellis County, KS Kevin D. Trease Dewey, OK Brian J. Valentino Hazlet, NJ AJ Wilson Fallbrook, CA Amanda Relyea Nolensville, TN Staff Liaison Jane C. Cotnoir Portland, ME Editor ICMA MANAGER EVALUATIONS HANDBOOK 1 Preface The evaluation of the manager is a key compo- nent of any well-run local government, yet the value of a quality evaluation process and the responsibility for that activity is often overlooked. Even in communities that are considered to be profes- sionally governed, the performance evaluation of the local government manager can be an afterthought. The 2012–2013 Executive Board of the International City/County Management Association (ICMA), led by President Bonnie Svrcek, acknowledged the need for local government managers and their elected bodies to put more focus on the manager evaluation process. Accordingly, it created a task force of managers from around the United States, representing over a dozen communities, to develop a Manager Evaluations Hand- book that would assist managers and their boards in this critical task. Managers are encouraged to review this handbook with an eye toward working with their elected bodies to develop formal, mutually agreed-upon processes for their own evaluations. This handbook, however, is also intended to highlight the value of a formal manager evaluation process and to assist local elected officials in the design of an effective evaluation tool. 2 ICMA MANAGER EVALUATIONS HANDBOOK Executive Summary T he periodic evaluation of the local government manager by the elected body is an important component of a high-performance organization. The evaluation should contain performance goals, objec- tives, and targets that are linked to the elected body’s established strategic plans, goals, and priorities, and it should focus on the manager’s degree of progress toward organizational outcomes. To be fair, it must be based on criteria that have been communicated to the manager in advance. Sample or generic evaluation forms, if used, should be customized to reflect these criteria. The purpose of the evaluation process is to increase communication between the members of the elected body and the manager concerning the man- ager’s performance in the accomplishment of assigned duties and responsibilities, and the establishment of specific work-related goals and objectives for the coming year. Thus, all members of the elected body should participate in the process, both by individually completing the rating instrument and by discussing their ratings with the other board members in order to arrive at a consensus about performance expectations. There is no one correct way to conduct a manager evaluation. The key is to ensure that the evaluation takes place in a regular, mutually agreed-upon manner and is viewed by all as an opportunity for communica- tion between the elected officials and the manager. It may be useful, particularly if the members of the elected body are inexperienced in the performance evaluation process, to use a consultant to help the elected body prepare for and conduct the manager’s evaluation. Performance evaluations will allow you to A. Recognize the accomplishments of the manager and show appreciation for the unique contributions to the organization B. Clearly identify areas where the manager is doing well C. Clearly identify areas where the manager can improve his or her performance D. Specify definite actions that will allow the manager to make additional value-added contributions to the organization in the future. E. Obtain the manager’s own opinions on progress and his or her individual contribution to collective actions and achievements. Discussing tasks that the manager performs well • Gives the manager insight into self-awareness, inter- ests, and motivation • Gives the manager recognition and appreciation for achievements • Creates a positive climate for the remainder of the review. Reminders: • Listen intently. • Reinforce the manager’s performance. • Emphasize facts; provide concrete examples and specific descriptions of actions, work, and results. • Give only positive feedback during this part of the evaluation. • Acknowledge improvements that the manager has made. • Praise efforts if the manager has worked hard on something but failed because of circumstances beyond his or her control. • Describe performance that you would like to see continued. Discussing areas that need improvement • Gives insight into how the manager feels about change, improvement for growth • Allows you to express any concerns you have about the manager’s overall performance and performance in specific areas • Lets you challenge the manager to higher levels of achievement. Reminders: • Keep the discussion focused on performance. • Describe actions and results that do not meet expectations. • Describe areas where the manager can make a greater contribution. • Describe any situation or performance observed that needs to be changed; be specific. • Tell the manager what needs to be done if a specific change of behavior needs to take place. • Focus on learning from the past and making plans for the future. • Keep this part of the discussion as positive and encouraging as possible. Do’s and Don’ts DO: • Spend a few minutes warming up in which the agenda is laid out so everyone is reminded about what to expect. Give an overview. • Always start with the positives. Be specific. • Explain the ratings in all areas: Talk about how the consensus was arrived. • Be honest. Tell it like it is. • Be a coach, not a judge. Managing employees is a lot like being an athletic coach. Effective coaching involves a lot more than just score keeping. Simply providing the score at the end of the game doesn’t improve performance. • Discuss with the manager his or her reactions to the ratings, making clear that you are interested in his or her feelings and thoughts. • If appropriate, develop an improvement plan that includes areas of deficiency, developmental needs. DON’T: • Rate the manager without the facts. Ratings should be on actual results. • Be too general. • Sidestep problems. Document performance prob- lems and clearly identify what needs improvement. • Be vague or generalize the reasons for the perfor- mance scores. Clear and specific examples of results should be available. • Ambush the manager by identifying deficiencies or problems that have never been addressed in infor- mal discussions prior to the formal evaluation. • Minimize the manager’s concerns or discount his or her feelings. Successful Evaluation Tips1 ICMA MANAGER EVALUATIONS HANDBOOK 3 4 ICMA MANAGER EVALUATIONS HANDBOOK IntroductionThere is some irony in the fact that managers’ evaluations are often less formal and less struc- tured than those of the managers’ employees. While the manager may oversee the evaluation of hundreds of employees within an organization, his or her own performance evaluation becomes the task of elected leaders who are often not formally trained in the evaluation process or who have narrow or conflicting definitions of good performance. The fact that an elected body with numerous members is charged with the task of evaluating the manager makes the need for a clear and agreed-upon evaluation process even more impor- tant. And a thoughtful and structured evaluation process that is supported by all involved parties enhances the ongoing communication that is fundamental to effective board/manager relationships. A manager’s evaluation should contain performance goals, objectives, and targets that are linked to the elected body’s established strategic plans, goals, and priorities and should focus on whether the manager has achieved the desired organizational outcomes. Sometimes the tone of a performance review can be unduly influenced by the manager’s last success or failure. Judging performance on the basis of a single incident or behavior is a common problem that can arise in any organization. But a single incident or behavior should not be the sole focus of a performance evaluation. That is not to discount the importance of how a manager handles high-stress, higher-profile issues, which is an important aspect of a manager’s responsibility. However, day-to-day leadership, which is also a key responsibility of the manager, can sometimes go unnoticed even though it provides the foundation in which high-stress, high-profile issues are handled. ICMA has developed a list of 18 Practices for Effec- tive Local Government Management that is recom- mended to members who are considering their own professional development needs and activities. The core areas represent much of what local government managers are responsible for on an everyday basis, and competency by the manager in these practices is central to an effective, high-performing, professionally managed local government. It is therefore the recom- mendation of ICMA’s Task Force on Manager Evalua- tions that competency in the ICMA Practices also be considered in the manager’s performance evaluation. There is no one way, let alone one single correct way, to conduct an effective manager evaluation. This Manager Evaluations Handbook will present traditional evaluation approaches that have proven to be success- ful, along with some alternative methods that may be good for your local government. Again, the key is to ensure that the evaluation takes place in a regular, mutually agreed-upon manner and is viewed by all as an opportunity for communication between the elected officials and the manager. The Purpose of Manager Evaluations High-performance local governments embrace an ethos of continual improvement. Conducting regular appraisals of the manager’s work performance is part of the continual improvement process. The purpose of the evaluation process is to increase communication between the members of the elected body and the manager concerning the manag- er’s performance in the accomplishment of his or her assigned duties and responsibilities and the establish- ment of specific work-related goals, objectives, and performance measures for the coming year. The evalu- ation process provides an opportunity for the elected body to have an honest dialogue with the manager about its expectations, to assess what is being accom- plished, to recognize the manager’s achievements and contributions, to identify where there may be perfor- mance gaps, to develop standards to measure future performance, and to identify the resources and actions necessary to achieve the agreed-upon standards. Keeping the focus on “big picture” strategic goals and behaviors rather than on minor issues or one-time mistakes/complaints leads to better outcomes. Given that good relationships promote candor and constructive planning, the performance appraisal also provides a forum for both parties to discuss and strengthen the elected body–manager relationship, ensuring better alignment of goals while reducing mis- understandings and surprises. When elected bodies conduct regular performance appraisals of the man- ager, they are more likely to achieve their community’s goals and objectives. Basic Process Ideally, the performance appraisal process for a man- ager is the natural continuation of the hiring process. How to Initiate Prior to the recruitment of candidates, the elected body typically develops the goals and objectives for ICMA MANAGER EVALUATIONS HANDBOOK 5 the position of manager. Then, during the selection process, the candidate and the hiring body meet to discuss these items along with the long- and short- term needs and issues of the community. Through these conversations, the basic tenets of the manager’s performance evaluation are identified. At this point, the performance appraisal process just needs to be formalized. When the employment offer has been accepted, the employment agreement should include the requirement and schedule for the manager’s evaluation. (Excellent tools for preparing the employment agreement are contained in the ICMA Recruitment Guidelines for Selecting a Local Government Adminis- trator and the ICMA Model Employment Agreement.) The employment agreement should stipulate that the performance evaluation will be a written document and that all parties will meet to discuss the contents in person. It should also identify the frequency with which evaluations will take place (e.g., annually, semi-annu- ally). By including this information in the employment agreement, the hiring body ensures that communica- tions between the manager and the elected body will be consistently scheduled, and that initiatives and objec- tives can be reviewed and updated on a regular basis. It is especially critical for the elected body to come to consensus on the initial expectations of the newly hired manager so that priorities can be assigned and progress measured. Those issues that were important during the hiring process will logically factor into the initial evaluation process. Then, in the succeeding years, the document can be revised to reflect the latest accomplishments and newest challenges. Of course, priorities may shift during the year. If that happens, make it clear to the manager that new or changed priorities are being added into the evalua- tion process. If, with the passage of time, elections have taken place and the board that is conducting the evalua- tion is not the same board that did the hiring, it is important that the newly elected officials immediately be introduced to the established performance goals, measures, and evaluation process. This can be done as part of the orientation process for new board mem- bers, included in the discussion of the form of govern- ment and the role of the manager. If a new member has no experience in conducting performance evalu- ations, he or she will need to receive training before participating in this process. If performance evaluations were not discussed during the hiring process, either the manager or the elected body may request that an evaluation pro- cess be instituted, and the specifics for conducting the evaluation can then be agreed upon outside of the provisions of the employment agreement. If the request is made by the elected body, it is important to emphasize that the purpose of the evaluation process is to serve as a tool for organizational improvement, not as a means of punishing the manager or setting the stage for termination. While elected officials, espe- cially those newly elected, may sometimes wish for a change in management, the performance evaluation process should not be used to effect such a change. How to Proceed A number of issues should be considered when pre- paring for the evaluation process, including how to develop the rating instrument (and whether to use an outside consultant), how to use the rating instrument, and whether the evaluation should be conducted in private or in public. Developing the Rating Instrument Unlike most employee performance evaluations, in which the employee is evaluated by a single executive or supervisor, the manager’s evaluation is conducted by a group of individuals acting as a body. As each elected official likely has different expectations, the board members must first come to a consensus on measures and definitions to be used. Using a consultant. If the members of the elected body are inexperienced in the performance evalua- tion process, it might be helpful at this point to use an independent consultant to assist in preparing for and conducting the manager’s evaluation. A consultant could be used in a variety of ways. When designing the evaluation instrument, a con- sultant should solicit each elected official’s full participa- tion by asking for examples and details for each rating category. Whether this is accomplished by interviewing each official individually or by facilitating a group ses- sion, it is important to ensure that all voices are heard. Use of an independent consultant is especially helpful if there is a lack of cohesion among elected officials. Once the consultant has collected the information, the elected body and manager should meet in person to discuss the findings. It is recommended that the in-person conversation with the manager to review the evaluation be conducted by the elected body with the assistance of the consultant but not by the consultant alone. 6 ICMA MANAGER EVALUATIONS HANDBOOK If funds are limited, a consultant could be used in a limited engagement to prepare an evaluation system and then train the elected officials on how to conduct an evaluation, which the officials may manage them- selves after the first year. If the elected body decides to use a consultant, the Society for Human Resource Management (SHRM) may be a source of referrals, as may be state munici- pal leagues or the local government’s regular employ- ment consulting firms. If a recruiter was used to assist with the hiring process, the recruiter’s agreement could be extended to include the setup of the initial evaluation process. It is recommended that the evaluation process NOT be facilitated by the local government’s corporation counsel, municipal clerk, or human resources director because these individuals are not independent parties. In almost all cases, their positions have either a report- ing or a cooperating relationship with the manager, so involving them in the manager’s evaluation may dam- age relationships that are necessary for the effective and efficient operation of the local government Proceeding without a consultant. If a consultant is not used to facilitate the development of the evalu- ation instrument, the elected body may wish to begin by reviewing the format and process used for the other local government employees and considering the same or a revised method. It is important to understand, however, that a manager is evaluated in additional ways. Because of this key difference, flexibility is needed to add any necessary components intended to assess varied goals and objectives and to facilitate a dialogue between the elected body and the manager. To be fair, the evaluation must be outcome based, using criteria that have been previously communicated to the manager and that incorporate the elected body’s priorities. The use of a prefabricated generic evalu- ation form (even the sample forms found at the end of this handbook) is not recommended without some customization to reflect these priorities. Measure observable behaviors and progress toward goals The manager’s job is to achieve the organization’s goals and implement the policies that have been deter- mined by the elected body. Evaluating the manager’s effectiveness in achieving the goals necessarily means that the elected body must have determined and communicated the goals to the manager in advance, ideally through a strategic planning process. The members of the board must be in agreement about their expectations of the manager. Furthermore, both the manager and the board must understand what the expectations are. The performance criteria established by the board for each of the prioritized functional areas need to be specific and observable by the members of the elected The manager’s success in achieving the goals set by the elected body is related to his or her compe- tencies and behaviors with respect to the specific functions identified as the responsibility of the manager. Defining the strengths of the manager and identifying areas for improvement are part of the evaluation process. ICMA has a list of 18 core areas critical for effective local government management. While this list, the ICMA Practices for Effective Local Government Management, was developed for the purpose of ICMA’s Voluntary Credentialing professional development program, the elected body might find it helpful for identify- ing the specific observable behaviors to be used in the manager evaluation. It is suggested that the elected body select what it believes to be the most important areas for achieving its goals and evalu- ate the manager’s performance in these areas. The ICMA Practices are as follows (click here for descriptions): 1. Staff effectiveness 2. Policy facilitation 3. Functional and operational expertise and planning 4. Citizen service 5. Performance measurement/management and quality assurance 6. Initiative, risk taking, vision, creativity, and innovation 7. Technological literacy 8. Democratic advocacy and citizen participation 9. Diversity 10. Budgeting 11. Financial analysis 12. Human resources management 13. Strategic planning 14. Advocacy and interpersonal communication 15. Presentation skills 16. Media relations 17. Integrity2 18. Personal development ICMA MANAGER EVALUATIONS HANDBOOK 7 body. If the criteria are quantifiable, they should be expressed in objective, measurable terms. For example, the manager saved 10% on the new project. If the criteria are qualitative and subjective, they can be expressed in terms of the desired outcome. For example, members of the community and employees frequently commented on the manager’s fairness dur- ing this evaluation period. Using the Rating Instrument The usefulness of any performance evaluation depends almost entirely upon the understanding, impartiality, and objectivity with which the ratings are made. In order to obtain a clear, fair, and accurate rating, an evaluator must clearly differentiate between the personality and performance of the manager being rated, making an objective and unbiased assessment on the basis of performance alone. Fairness requires the ability to identify both the strengths and weak- nesses of the manager’s performance and to explain these constructively to the manager. When an evaluation is completed by a group of people, it is important that it reflect the consensus opinion of all members. All members of the elected body should participate in the manager evaluation process in order to arrive at a consensus. This con- sensus can be accomplished by having each member individually rate the manager, followed by a group discussion to arrive at a final consensus rating for each measure. Alternatively, if consensus cannot be reached, each member can individually complete the rating form, and then one member (or the consultant, if one is used) can collect the forms and compile the results and comments into one document, followed by group discussion. It is important that each mem- ber’s ratings, whether positive or negative, be backed up with specific comments and examples so that the whole group understands the reasoning behind them. If individual comments—those that do not neces- sarily represent the sentiments of the elected body as a whole—are to be included in the final document that will be discussed with the manager, the board should decide in advance whether those comments will be anonymous or attributed to the individuals making them. It is important to keep in mind that performance evaluation is just one part of the communication toolbox between the manager and elected officials. It is intended to enhance that communication, not to result in a periodic written “report card” that is an end in itself. In addition, nothing in the evaluation ought ever to be a surprise. Ongoing conversations should be held throughout the year (assuming that the evaluation is done annually) to help the manager understand if he or she is on course or if any midseason corrections are necessary. Ideally, the items in the evaluation will have already been touched on in these conversations, so the evaluation will serve as a written summary of them. Public versus private evaluations When deciding whether to conduct the evaluation process in a public or an executive/closed session, the elected officials, manager, and legal counsel should review state law. When possible, it is recommended that the performance evaluation process occur in execu- tive/closed session between the elected body and man- ager; however, many states have specific regulations about whether and when the public may be excluded from attending a meeting involving the elected body or from having access to certain records involving a public employee. Such “sunshine” laws were first created to increase public disclosure by governmental agencies. The purpose is to promote accountability and transpar- ency by allowing the public to see how decisions are made and how money is allocated. While all states have such laws, the exact provi- sions of those laws vary. For example, specific legis- lation may require that all government meetings be open to the public or that written records be released upon request. In many states, all local government records are available for review by the public, includ- ing evaluation documents and notes, unless they are specifically exempted or prohibited from disclosure by state statutes. Regardless of whether the evaluation is conducted in a public or an executive/closed session, each state’s statute will dictate certain procedures for meeting notification, recording of minutes, and disclosure of decisions made. These procedures should be reviewed by the elected officials, manager, and legal counsel and followed throughout the evaluation process. However, all final decisions or actions related to the manager’s performance (e.g., employment agree- ment changes, compensation) should be made in a public setting. Frequency and Timing of Manager Evaluations As previously noted, the manager evaluation process, including the frequency and timing of the evaluations, will ideally have been discussed as part of the employ- 8 ICMA MANAGER EVALUATIONS HANDBOOK ment agreement at the time of the manager’s hiring. It is recommended that the initial formal evaluation not take place until the elected officials and the manager have worked together for a year; however, short, less formal evaluations are recommended on a quar- terly basis. After that, at least one formal evaluation (still with quarterly informal evaluations) should be conducted per year, as longer intervals create a higher likelihood of miscommunication and surprises. It is further recommended that the formal evalua- tion be scheduled during the least busy time of year for both the manager and the elected officials, avoid- ing both the budget preparation season (particularly if the manager’s compensation is tied to the evaluation) and the election season (lest the manager’s evalua- tion become an election issue). The scheduling should also allow adequate time for newly elected members of the board to become familiar with the manager’s performance. Relationship of Evaluation to Compensation The primary purposes of a manager’s performance evaluation are 1. To provide a tool for communication between the elected body and the manager 2. To provide an opportunity for the elected body to specifically indicate levels of satisfaction with the manager on mutually identified and defined perfor- mance priorities 3. To provide an opportunity for the manager to learn and improve 4. To allow for fair and equitable compensation adjustments based on a review of performance in achieving mutually identified priorities and on the elected body’s level of satisfaction with the man- ager’s overall performance. Performance evaluations that are tied directly to compensation decisions are often distorted by those decisions and therefore result in less-than-honest com- munication between the elected body and the man- ager. This happens primarily because 1. Elected officials wishing to offer upward compen- sation adjustments may feel obliged to embellish the evaluation in a positive manner to justify the compensation decision to the public. 2. Elected officials not wishing to adjust compensa- tion may feel obligated to justify their decision with negative comments about performance mat- ters that actually are not a major concern to them. 3. The manager may be reluctant to seek full clarifi- cation on issues raised in the evaluation for fear it could result in a reconsideration of the compensa- tion decision. Benefits of executive session/closed meeting to evaluate manager’s performance • Provides a venue for handling issues that are best discussed in private, and ensures confi- dentiality until a decision is made regarding the manager’s performance • Provides a forum that is not unduly influenced by outside sources • Promotes a free-flowing discussion of com- ments by the elected body and manager • Ensures the respect and privacy of person- nel dealings between the elected body and manager • Improves communication between the elected body and the manager • Reduces opportunity to politicize the perfor- mance evaluation process • Provides a forum for the elected body and the manager to talk openly about topics that warrant special attention, such as succession planning, senior staff performance, and execu- tive compensation • Enables elected officials to challenge the man- ager without fear of undermining his or her authority in the community Benefits of an open session/meeting to evaluate manager’s performance • Can build transparency and trust by enabling members of the public to view the process • Can reduce claims of inappropriate agree- ments and “secrets” • Can improve elected body, manager, and citizen relationships Benefits of providing a public summary once the process is completed • Lets the public know how the elected body evaluates and views the manager • Ensures transparency and public accountability • Promotes the embodiment of ICMA’s commit- ment to openness in government • Provides the organization with another oppor- tunity to earn the public’s trust ICMA MANAGER EVALUATIONS HANDBOOK 9 To avoid these distortions in communication, a bal- anced evaluation is necessary. That is, the evaluation should provide the opportunity for open communica- tion and at the same time be used for compensation decisions related to identified performance achieve- ment and corrective actions by the manager. To this end, a balanced evaluation would 1. Establish a clear set of performance expectations prior to the evaluation period. 2. Include a midterm evaluation without any con- sideration of compensation in order to focus on clarity of communication and performance to date. This evaluation would allow the manager to take steps to address areas of performance that were of concern to the elected body; it would also help to eliminate misunderstandings and miscommunica- tion between the elected body and manager. 3. Use a full-term evaluation to evaluate the level of performance satisfaction for the entire performance period and thus provide the basis for a fair and equitable compensation decision. Often, factors other than the performance evalua- tion form the basis of compensation decisions. These nonperformance considerations include 1. The economic climate of the community and region 2. The general status of compensation decisions in the private sector of the community 3. The compensation decisions for other employ- ees of the local government 4. A general review of the competitive position of the local government in the local government’s market area 5. A comparative salary review. In summary, the performance evaluation of a professional manager can provide input into compen- sation decisions by the local elected body. However, the communication value of an evaluation is best served by a periodic evaluation not directly tied to compensation. The Evaluation Results The evaluation serves as the written, formal record of the conversation between the manager and elected body and consists of two important sections. The first section is the elected body’s appraisal of the man- ager’s performance with respect to the previously agreed-upon goals for the period under review as well as the general performance of the organization. The second section contains an agreed-upon list of the goals to be accomplished during the next appraisal period as well as any specific performance areas iden- tified for improvement. What Others Are Doing: Survey Results In developing this handbook, the task force surveyed a sample of local government managers within the United States to obtain information on current evalua- tion practices. The key findings of the survey suggest that the evaluation process is a problem for a size- able number of managers. Fortunately, though, most respondents did not report problems with their evalua- tions and took the time to comment on key aspects of successful appraisals. These comments provide clues to the common pitfalls related to the evaluation pro- cess and, more importantly, suggestions for improving the process. This section of the handbook describes these survey findings. The most common challenges managers and elected bodies face with the evaluation process revolve around four general areas: failure to undertake evalu- ations, lack of a credible appraisal process, lack of knowledge of the council-manager form of govern- ment, and lack of communication. Each of these top- ics is briefly discussed below. Failure to Undertake Evaluations Employee appraisals are a standard feature of most workplaces. They serve as a means of enhancing employee performance as well as the overall effective- ness of the organization. Indeed, employee apprais- als serve similar purposes as performance measures of programs and services. In both cases, we seek to identify opportunities for continual improvement. Yet people avoid completing performance appraisals, most likely because properly completed appraisals require time and effort. Other reasons for avoidance may include fear of criticism or the underlying stress associated with the appraisal process. Neglecting to undertake regular performance appraisals, however, can lead to underachievement. Worse yet, failing to complete appraisals on a regular basis can lead to unfounded assumptions that all is well when it is not. It is therefore important to establish a regular pattern of appraisals. The survey responses identified two methods to help ensure that appraisals are conducted on a regular basis. The most common method is to place a require- ment for an annual evaluation within the employment 10 ICMA MANAGER EVALUATIONS HANDBOOK contract. The requirement should also specify a time of year—often a time that is less busy than others. The other method is to establish an appraisal time at a regularly scheduled annual meeting, such as a board retreat. But while this method achieves the goal of a scheduled appraisal, it is a less satisfactory approach because it may easily dilute the focus necessary for a good appraisal. Lack of a Credible Evaluation Process Another common challenge that survey respondents noted is the lack of a credible evaluation process. Prob- lems include lack of structure, little to no preparation, and limited understanding of appraisals, both purpose and process. Process issues may be addressed through formal training of both the manager and council. Train- ing can be accomplished through work sessions with human resource professionals. Another approach is to team up with CEOs and board members of locally- based institutions that have the same challenge and jointly sponsor training programs. Although not as effective as training, the use of standard evaluation forms, customized to a community’s goals, is another way of ensuring a more structured process. Lastly, most managers who are satisfied with their appraisal pro- cesses noted that one member of the elected body, typi- cally the mayor, provided active oversight of the process and kept discussions on point and on track. Lack of Knowledge of the Council-Manager Form of Government Lack of knowledge about the community’s form of government and/or the day-to-day work of the man- ager is another factor that was cited as hindering quality appraisals. In this case, providing information as early as possible to newly elected officials about the form of government is recommended. This can include meeting with those officials and discussing the manager’s duties and responsibilities as well as taking them on field visits. Another approach is to partner with the statewide municipal league and/or municipal clerks association to provide seminars on the form of government. Managers can also use opportunities such as community functions to inform the general public about its form of government. Some jurisdic- tions use the “policy governance” model, whereby the explicit roles of the manager, elected body, and other key staff such as attorney are clearly defined and documented. Removing misunderstandings and filling informational voids about the form of government can greatly improve appraisals because such efforts clarify the duties and responsibilities of both the manager and the board. Lack of Communication Perhaps the most important ingredient for success- ful appraisals is effective means of communications between manager and elected officials. As in any human relationship, effective communication is key to understanding and removing faulty assumptions. Achieving superior levels of communication requires active listening and regularity. And the benefits of such attention are high. For instance, survey respon- dents noting the most satisfaction with the appraisal process use a wide variety of means to regularly com- municate with their elected bodies. They meet with elected officials on an individual basis and talked with them regularly via telephone. These same managers provide regular written and verbal reports, typically at each board meeting, that discuss the progress on council goals and objectives, strategic plans, and prior evaluation topics, as well as on operational and special topic issues. More detailed reports are provided on a quarterly basis. In addition, many managers meet with their elected bodies more than once a year with a single-issue focus to discuss progress, redefinition, and resourcing of established goals and objectives, strategic plans and efforts, etc. These additional meet- ings provide time to focus on progress and reduce the probability of end-of-year surprises. Creating an effective organization takes time and effort. It also requires regular evaluation of services and operations. Evaluating employee performance, especially the manager’s, is a vital element of success- ful organizations. Objective appraisals can be achieved with an accurate understanding of the manager’s and elected officials’ duties and responsibilities. Commu- nicating regularly and effectively through a variety of means is a vital element of successful organizations and employee appraisals.3 Supplemental Approaches The basic process for evaluations may be supple- mented or expanded by using other tools, such as self-evaluations, periodic check-ins, 360-degree assess- ments, and conversation evaluations. ICMA MANAGER EVALUATIONS HANDBOOK 11 Self-Evaluations It is recommended that a self-evaluation component be included in whatever type of evaluation is used. The purpose of a self-evaluation is for the manager to reflect upon his or her level of performance in achieving the organizational objectives, including both internal and external accomplishments and challenges in handling specific tasks and taking organizational direction. In a public setting, process and perception can be as impor- tant as outcomes, and managers should include all three in a self-evaluation. Thus, a manager’s self-evalu- ation should make clear to elected officials the process by which the manager pursued individual goals, and the perceptions of both the manager and stakeholders of the manager’s success or failure in meeting those goals. A manager’s self-evaluation should be custom- ized to the needs of each governmental entity. Periodic Check-ins There is a management philosophy that says there should be no surprises during an evaluation. Managers should be continually evaluating, assessing, measur- ing, and communicating with employees. Providing this type of continuous evaluation is a greater chal- lenge, however, for elected boards because it requires the participation of all board members—since the manager reports to a group and not a single individual supervisor. If a process is in place for formal evalu- ations of the manager, such evaluations likely occur just once per year. The annual evaluation can be a stressful time for all involved, and it can also be a challenge to remember all that has occurred over the past year. Moreover, it is easy for annual assessments to skew toward recent events, challenges, and suc- cesses while deemphasizing activities that occurred nine or ten months ago. In reality, an elected body’s perception of a manager’s job performance is often viewed through lenses crafted by the “crisis of the day” or by how smoothly the last board meeting went. A more workable alternative is periodic check-ins. Periodic check-ins, such as once per quarter, can help reduce the stress and minimize the surprises that can come when a manager’s performance is evaluated only annually. A periodic review of a manager’s work plan can help remind the elected body of the manager’s long-term goals (as set by the organization) so that both parties can evaluate the manager’s progress toward meeting those agreed-upon goals. If progress on the work plan has slowed down or other challenges have arisen along the way, a quarterly check-in offers the manager an opportunity to self-reflect on his or her performance as well as a forum to explain delays. It can also provide the manager the opportunity to remind the board of the 18 core areas noted in the ICMA Practices for Effective Local Government Management that are critical and are part of operating effectively on a day-to-day basis. A periodic check-in on the manager’s work plan is also important when faces on the elected board change, such as after an election, resignation, or reassignment of committees. By apprising the new board members of the manager’s work plan, the manager is making cer- tain that the new officials understand and are support- ive of the projects or goals that he or she is working on. 360-Degree Assessments Another form of appraisal process is the 360-degree assessment, which is sometimes referred to as a “self- development” tool. Generally speaking, the 360-degree assessment consists of an employee obtaining feed- back from supervisors, subordinates, and peers. In this case, the manager completes a self-evaluation as well, with a sample of the workforce providing the subor- dinate feedback. In some instances, feedback is also obtained from those outside the organization, such as citizens who have frequently worked with the man- ager and use the jurisdiction’s services regularly. Some jurisdictions include the 360-degree assess- ment as part of the manager’s appraisal process. The ICMA Voluntary Credentialing Program also uses this method as part of maintaining the credential; however, ICMA’s assessments ask only behavioral questions. They do not cover progress toward organizational goals. In most cases a 360-degree assessment is con- ducted digitally via the Internet. Raters are provided evaluation forms that are returned to an independent third party via the Internet in order to ensure anonym- ity and confidentiality. One of the chief benefits of the 360-degree assess- ment process is that it provides feedback on compe- tencies that are not regularly seen and therefore are not discussed in the typical performance appraisals. For instance, line staff will see behaviors that elected officials do not see and vice versa. Thus, a manager’s performance may be improved because it is evaluated from several different perspectives. However, if the 360-degree assessment is used as part of the appraisal process, caution should be taken so that the evalua- tion doesn’t become a measure of the manager’s popu- larity with staff or the public. The manager works for the elected officials and should be evaluated by them on the basis of their stated expectations. 12 ICMA MANAGER EVALUATIONS HANDBOOK Conversation Evaluation System4 This version of an evaluation is a conversational session between the manager and the elected offi- cials. For situations where there is tension among the elected officials or between the manager and the elected body, a facilitator can be used. Step #1: Create Factors The elected officials divide themselves into sub- groups—normally an equal number of officials in each. The number of groups should be small, so for a board with 7 members, there would be a group of 3 people and a group of 4 people. With larger boards—say a county board with 20 people—there might be more groups. Where the situation involves a mayor and other elected officials, the mayor can move between the two groups or can be part of one group. The manager makes up his or her own group. The elected official groups are given a single ques- tion that they can respond to with a number of factors: “What should members of the elected body expect of the manager?” The groups place their answers on a flipchart page. The manager also gets a question: “What do you think the elected body ought to expect of the manager?,” to which he or she can also respond with a number of factors listed on a flipchart page. Step #2: Reach Consensus on the Factors The subgroups come back together and discuss each of the factors they listed. They work to combine their lists to arrive at between 10 and 15 factors. Step #3: Assign Weight Values for the Factors The group divides again, and the subgroups assign points to each of the factors from Step #2. They are given a total of 300 points and may assign from 10 to 30 points to each factor, but each factor must be given an even number of points. More points are given to those items that are a higher priority. Step #4: Reach Consensus on Weight Values for the Factors The subgroups come back together again with the point values they have from their discussions. Dur- ing this conversation, the entire group tries to come to a consensus on how the point values from Step #3 should be allocated. Step #5: Assign Rating to Each Factor for the Actual Performance of the Manager The elected officials distribute points to each of the factors on a 1–5 scale, on which 5 is far exceeds expectations, 4 is exceeds expectations, 3 is achieves expectations, 2 is below expectations, and 1 is far below expectations. For example, a 30-point factor would have the following scale: 30–28 Far exceeds expectations (5) 28–26 Exceeds expectations (4) 26–24 Achieves expectations (3) 24–22 Below expectations (2) 22–20 Far below expectations (1) These points are totaled, and then added to the points from the section below. Step #6: Select Goals The board—collectively and in consultation with the manager—comes up with the list of goals for the man- ager. Together they then assign another 100 points to the goals for the year. So, for example, 50 points could be assigned to Goal #1, Goal #2 could get 20 points, and Goal #3 could get 20 points, leaving 10 points for Goal #4. The points from the above 5 steps would be added to the 100 points possible from step number 6 and would be totaled for an overall score using the chart below: 400–360 Far exceeds expectations 359–320 Exceeds expectations 319–280 Meets expectations 279–240 Below expectations 239–200 Far below expectations In summary, this is a conversational evaluation. The evaluators review the factors each year and everybody owns them. From year to year the factors are revised as necessary to reflect the feelings of the elected body, which can change each year. Data-gathering/Software Resources Performance evaluation software can be an effective tool for the elected body to prepare manager evalu- ations. A wide variety of programs are available, enabling elected bodies to have as much or as little input into the rating categories as they wish. Some programs come with rating categories already provided for a variety of positions, some allow the customer to provide the categories, and some are a hybrid. This flexibility allows the elected officials to create a cus- tomized rating tool that works best for them. ICMA MANAGER EVALUATIONS HANDBOOK 13 Some evaluation software programs allow for mul- tiple raters and some for a single rater. If the program only allows for a single rater, all elected officials convene to discuss each category, agree on the rating, and offer comments, while one elected official enters the rating and comments into the software program. In this case, there needs to be trust among the elected officials that all opinions are being heard and recorded. It is then impor- tant that all elected officials review the final draft and offer feedback before it is given to the manager. If a multiple-rater system is used, elected officials will be completing the evaluation away from the rest of the elected body, so it is recommended that there be group discussion beforehand to ensure consistency in the meaning of the rating categories as in opinions about the manager’s performance. The elected officials should also meet after they have entered their ratings because the evaluation is a group activity, not a mul- tiple individual activity. A word of warning regarding the multiple-rater system: It may be difficult to make sure that everyone fully participates in the process. Elected officials won’t be informed by each other’s comments, and consensus can be hard to achieve. Thus, if some elected officials provide more commentary than others, it could skew the overall evaluation. Even with the use of performance evaluation soft- ware, an in-person conversation between the elected body and the manager is needed to review the evalua- tion and discuss the results. As noted above, a wide variety of software pro- grams are available, including • Online survey tools such as Survey Monkey • Performance evaluation software (SHRM can recommend) • NeoGov online performance evaluation module Conclusion Communication. That is the essential element to main- taining a good relationship between an elected board and the appointed manager. Communication comes in many forms, but the board’s evaluation of the man- ager is a formalized method of communication that should not be overlooked. The task force that was formed to develop this handbook compiled and considered the best practices for manager evaluations. The group shared numerous ideas and learned a great deal from each other. The final product demonstrates that just as each manager and board are unique, so too must be the evaluation process for each manager. While there are common methods of evaluation, the tools and methods used to evaluate one manager in one community may not be appropriate for another manager in a neighboring community. To maximize legitimacy and effectiveness and to enhance communication, a manager’s evalua- tion needs to be tailored to the issues and stated goals of the elected body. That said, the task force also agreed that there are some standard elements—notably, the ICMA Practices for Effective Local Government Management—that would enhance any evaluation. These 18 core compe- tencies are the framework for what a manager does on a day-to-day basis, and they warrant acknowledgment in the evaluation process. Finally, while this handbook offers a variety of ideas on the manager evaluation process, the most important takeaway is that the evaluation must take place and that the process must be mutually agreed upon. There are many ways to get this done, but the manager and the board both deserve the structured communication that the evaluation provides. Sample Evaluation Forms for Local Government CAOs • Sample Appraisal of Performance • Sample Manager Evaluation Form • Sample Manager Performance Evaluation • Sample County Administrator Performance Evaluation Other Resources • ICMA Practices for Effective Local Government Management • Recruitment Guidelines for Selecting a Local Government Administrator • ICMA Model Employment Agreement • ICMA Code of Ethics with Guidelines Notes 1 Adapted from City Manager Performance Review, Successful Evaluation Tips, City of Mountlake Terrace, WA 2 Integrity is not simply concerned with whether the manager’s behavior is legal; it also addresses the issue of personal and professional ethics: “Demonstrating fairness, honesty, and ethical and legal awareness in personal and professional relationships and activities.” ICMA members agree to abide by the ICMA Code of Ethics. 3 Perkins, Jan. “Case Study: It’s (Gulp) Evaluation Time.” PM, July 2005. http://icma.org/Documents/Document/Document/3602 4 Adapted and used with permission from Lewis Bender, PhD, Professor Emeritus, Southern Illinois University, Edwardsville, lewbender@aol.com @ICMA facebook.com/ICMAorg linkedin.com/company/icma icma.org/kn 777 North Capitol Street, NE Suite 500 Washington, DC 20002–4201 800-745-8780 icma.org INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION Sample Manager Performance Evaluation1 Organization: ________________ Evaluation period: _______________ to _______________ ______________________________ Elected Body Member’s Name Each member of the elected body should complete this evaluation form, sign it in the space below, and return it to ____________________________________. The deadline for submitting this performance evaluation is __________________________. Evaluations will be summarized and included on the agenda for discussion at the work session on ____________________________. Mayor’s Signature ____________________________________ Date ____________________________________ Elected Body Member’s Signature ____________________________________ Date Submitted ____________________________________ INSTRUCTIONS This evaluation form presents ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the manager’s performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of “3 = Average” This evaluation form also contains a provision for entering narrative comments, including responses to specific questions and any observations you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation to be presented by the elected body to the manager as part of the agenda for the meeting indicated on the cover page. 1 Adapted from City Manager Performance Evaluation, University of Tennessee Institute for Public Service PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS _____ Diligent and thorough in the discharge of duties, “self-starter” _____ Exercises good judgment _____ Displays enthusiasm, cooperation, and willingness to adapt _____ Exhibits mental and physical stamina appropriate for the position _____ Exhibits composure, appearance, and attitude appropriate for executive position Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Initials _____ 2. PROFESSIONAL SKILLS AND STATUS _____ Maintains knowledge of current developments affecting the practice of local government management _____ Demonstrates a capacity for innovation and creativity _____ Anticipates and analyzes problems to develop effective approaches for solving them _____ Willing to try new ideas proposed by elected body members and/or staff _____ Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 3. RELATIONS WITH MEMBERS OF THE ELECTED BODY _____ Carries out directives of the body as a whole as opposed to those of any one member or minority group _____ Sets meeting agendas that reflect the guidance of the elected body and avoids unnecessary involvement in administrative actions _____ Disseminates complete and accurate information equally to all members in a timely manner _____ Assists by facilitating decision making without usurping authority _____ Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 4. POLICY EXECUTION _____ Implements elected body actions in accordance with the intent of council _____ Supports the actions of the elected body, both inside and outside the organization, after a decision has been reached _____ Understands, supports, and enforces local government’s laws, policies, and ordinances _____ Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness _____ Offers workable alternatives to the elected body for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Initials _____ 5. REPORTING _____ Provides regular information and reports to the elected body concerning matters of importance to the local government, using the charter as guide _____ Responds in a timely manner to requests from the elected body for special reports _____ Takes the initiative to provide information, advice, and recommendations to the elected body on matters that are nonroutine and not administrative in nature _____ Produces reports that are accurate, comprehensive, concise, and written to their intended audience _____ Produces and handles reports so as to convey the message that affairs of the organization are open to public scrutiny Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 6. CITIZEN RELATIONS _____ Is responsive to requests from citizens _____ Demonstrates a dedication to service to the community and its citizens _____ Maintains a nonpartisan approach in dealing with the news media _____ Meets with and listens to members of the community to discuss their concerns, and strives to understand their interests _____ Makes an appropriate effort to maintain citizen satisfaction with services Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 7. STAFFING _____ Recruits and retains competent personnel for staff positions _____ Applies an appropriate level of supervision to improve any areas of substandard performance _____ Stays accurately informed and appropriately concerned about employee relations _____ Manages the compensation and benefits plan professionally _____ Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Initials _____ 8. SUPERVISION _____ Encourages heads of departments to make decisions within their jurisdictions with minimal manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff _____ Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level _____ Develops and maintains a friendly and informal relationship with the staff and workforce in general, yet maintains the professional dignity of the manager’s office _____ Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback _____ Encourages teamwork, innovation, and effective problem solving among the staff members Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 9. FISCAL MANAGEMENT _____ Prepares a balanced budget to provide services at a level directed by council _____ Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively _____ Prepares a budget and budgetary recommendations in an intelligent and accessible format _____ Ensures that actions and decisions reflect an appropriate level of responsibility for financial planning and accountability _____ Monitors and manages fiscal activities of the organization appropriately Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Initials _____ 10. COMMUNITY _____ Shares responsibility for addressing the difficult issues facing the community _____ Avoids unnecessary controversy _____ Cooperates with neighboring communities and the county _____ Helps the council address future needs and develop adequate plans to address long-term trends _____ Cooperates with other regional, state, and federal government agencies Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category NARRATIVE EVALUATION What would you identify as the manager’s strength(s), expressed in terms of the principal results achieved during the rating period? What performance area(s) would you identify as most critical for improvement? What constructive suggestions or assistance can you offer the manager to enhance performance? Initials _____ What other comments do you have for the manager (e.g., priorities, expectations, goals, or objectives for the new rating period)? Initials _____ SAMPLE APPRAISAL OF PERFORMANCE1 NAME: _______________________________________ EVALUATION PERIOD: __________________________ Rate Category I: 1= Exceptional; 2= Exceeds Expectations; 3= Meets Expectations; 4=Below Expectations. I. MANAGEMENT and LEADERSHIP PRACTICES (20–40%) ______ A. Elected Body Relationships Does not surprise board; all board members are informed of organization activities, progress, and problems on a regular basis. Is receptive to board member ideas and suggestions Makes sound recommendations for board action Effectively implements policy decisions of the board Facilitates the decision-making process for the board Follows up on all problems and issues brought to his or her attention Is nonpartisan; does not show favoritism Accepts responsibility B. Organizational Leads a smooth-running and continuously improving organization Proposes organizational goals and objectives prior to each fiscal year Anticipates and plans well in advance Is progressive in attitude and action Follows through on set plans and deadlines Emphasizes development and enhancement of the skills of all employees Hires and retains competent staff members who know what is expected of them Delegates effectively Encourages high staff productivity and demands accountability 1 Adapted and used with permission from Gregory J. Bielawski, ICMA Senior Advisor and Illinois Range Rider, g_bielawski@hotmail.com C. Community Relations Is appropriately visible and active within the community Understands and is knowledgeable about the needs of the community Encourages and honestly considers community input Requests feedback from the community on the performance of the organization Provides programs and services that are up to community standards and expectations D. Fiscal Performance Prepares and presents a long-range financial plan, which is updated as circumstances dictate Presents balanced annual budgets with programs and service levels clearly identified Recognizes and manages the budget within fiscal constraints Displays common sense and good judgment in business transactions Seeks all available funding sources Provides accurate and complete financial reports in a timely manner E. Intergovernmental/Agency/Association Relationships Participates in professional management and leadership organizations Effectively collaborates, coordinates, and communicates with other communities, regional associations, and similar organizations F. Communication Responds to all requests for information in a timely and thorough manner Speaks and writes clearly Responds to correspondence, phone calls, and requests for information in a timely and thorough manner Provides all necessary and required reports and records Ensures that information of general interest is current and timely, that website is up-to-date, and that available technology is used effectively Provides details about specific projects to those affected in a timely manner G. Personal Is ethical, honest, and of high integrity Projects professional demeanor and respect in all interactions Is cordial and approachable Explain and support your rating—whether 1, 2, 3, or 4—and support it with specific examples II. GOAL/TARGET ACHIEVEMENT (60–80%) ____ Rate Category II: 1= Exceptional; 2= Exceeds Expectations; 3= Meets Expectations; 4=Below Expectations. (Place the letter or number of each goal/target for the year on the appropriate line below). ___Achieved ___Partially achieved ___Not achieved Comments: III. SUGGESTED GOALS/TARGETS FOR UPCOMING YEAR A. B. C. IV. WHAT SHOULD THE MANAGER START DOING, STOP DOING, AND CONTINUE DOING? OVERALL EVALUATION:___________ Board Member Name__________________ Date______________ -------------------------------------------------------------------------------------------------------------------------------------------- Questions to Answer When Doing Your Appraisal 1) What impressed you the most favorably about ______________’s performance this past year? 2) In what areas has ______________ shown exceptional performance? 3) What's your major area(s) of concern regarding ______________’s performance this past year? 4) What specific recommendations/expectations do you have for ______________ to improve performance? 5) What should be ______________’s top three goals/targets for the next year? SAMPLE MANAGER EVALUATION FORM1 Person Completing the Form SECTION ONE: BEHAVIORS 1. ELECTED BODY RELATIONS A. Does the manager carry out directives of the elected body as a whole rather than those of any one elected body member? Comments: B. Is the manager available for elected body consultation and responsive to elected body input and needs? Comments: C. Does the manager keep the elected body informed of important developments and current issues affecting the community? Comments: D. Does the manager maintain open lines of communication with the elected body as a body and with individual members? Comments: E. Does the manager assist in facilitating elected body consensus and in identifying and setting goals and policies? Comments: Total Score (50 points possible) 1 – Needs improvement; 3 – Marginally met expectations; 5 – Met expectations; 7 – Exceeded expectations; 10 – Outstanding 2. LEADERSHIP AND POLICY EXECUTION A. Does the manager implement elected body action in accordance with the intent of the elected body? Comments: B. Does the manager support the actions of the elected body after a decision has been reached? Comments: 1 Adapted from City Manager Evaluation Form, City of Mountlake Terrace, WA C. Does the manager enforce and carry out organizational policies? Comments: D. Does the manager present comprehensive factual information and analysis of issues for elected body decisions, and ensure that the elected body receives timely and sound advice and information in evaluating policy initiatives? Comments: E. Does the manager have the respect and confidence of the elected body, employees, the community, and government officials? Comments: F. Does the manager articulate a vision that motivates the organization to perform consistent with the elected body’s policy direction? Comments: Total Score (60 points possible) 1 – Needs improvement; 3 – Marginally met expectations; 5 – Met expectations; 7 – Exceeded expectations; 10 –Outstanding 3. COMMUNICATION A. Does the manager provide the elected body with reports (written and/or verbal) concerning matters of importance to the organization in a timely fashion, and does the manager provide equal information to all members of the elected body? Comments: B. Does the manager continuously evaluate and enhance methods to provide information to the widest audience possible through the efficient use of resources and technology? Comments: C. Does the manager prepare a sound, well-organized elected body meeting agenda with clear staff reports fairly describing the issues and outlining more than one alternative action? Comments: D. Does the manager provide adequate, timely information and provide follow-up to individual elected body requests for information? Comments: E. Does the manager serve as an effective advocate in communicating support for organizational policies, programs, and plans? Comments: F. Does the manager provide clear and concise oral explanations to the elected body at elected body meetings? Comments: Total Score (60 points possible) 1 – Needs improvement; 3 – Marginally met expectations; 5 – Met expectations; 7 – Exceeded expectations; 10 – Outstanding 4. COMMUNITY AND INTERGOVERNMENTAL RELATIONS A. Is the manager approachable, accessible, available, and responsive to the community, and does the manager displays diplomacy and tact when responding to others? Comments: B. Does the manager have a successful, working relationship with the news media? Comments: C. Does the manager cooperate and work well with neighboring communities and other government units, such as the neighboring cities, the county, special-purpose districts, and the state and federal governments, and does the manager represent the community’s interests through regular participation in local, regional, and state groups? Comments: D. Does the manager project a positive public image, based on courtesy, professionalism, and integrity? Comments: Total Score (40 points possible) 1 – Needs improvement; 3 – Marginally met expectations; 5 – Met expectations; 7 – Exceeded expectations; 10 – Outstanding 5. MANAGEMENT AND ADMINISTRATION A. Is the manager successful at recruiting and retaining competent personnel for city and does the manager ensure the fair and equitable treatment of employees? Comments: B. Is the manager willing to try new ideas to supplement or stretch resources and improve the management of services and programs? Comments: C. Does the manager anticipate problems and develop effective solutions for solving them? Comments: D. Does the manager ensure that the organization’s resources—human, material, and fiscal—are used wisely? Comments: E. Does the manager structure administrative work plans designed to accomplish elected body’s goals? Comments: Total Score (50 points possible) 1 –Needs improvement; 3 – Marginally met expectations; 5 – Met expectations; 7 –Exceeded expectations; 10 – Outstanding 6. FINANCIAL MANAGEMENT A. Does the manager direct the preparation of a balanced budget that provides services at levels consistent with elected body policy and direction? Comments: B. Does the manager makes the best possible use of available funds, conscious of the need to operate the organization in an efficient and effective manner? Comments: C. Is the budget prepared in a readable and easy-to-understand format? Comments: D. Does the manager keep the elected body apprised of major financial issues affecting the organization? Comments: E. Does the manager monitor the budget to ensure that funds are spent correctly? Comments: F. Does the manager evaluate programs and services (e.g., opportunities for cost reduction, revenue enhancement, incorporation of supplemental resources) and make adjustments as needed? Comments: Total Score (60 points possible) 1 – Needs improvement; 3 – Marginally met expectations; 5 – Met expectations; 7 – Exceeded expectations; 10 – Outstanding 7. PERSONAL CHARACTERISTICS A. IMAGINATION: Does the manager show originality in approaching problems? Does she create effective solutions? Is she able to visualize the implications of various alternatives? Comments: B. OBJECTIVITY: Does the manager take a rational, impersonal, and unbiased viewpoint based on facts and qualified opinions? Is he able to put aside his personal feelings when considering the community's best interest? Comments: C. ENERGY: Is the manager energetic and willing to spend the time necessary to do a good job? Does she have good initiative, and is she a self-starter? Comments: D. JUDGMENT AND DECISIVENESS: Is the manager able to reach quality decisions in a timely fashion? Are his decisions generally good? Does he exercise good judgment in making decisions and in his general conduct? Comments: E. INTEGRITY: Is the manager honest and forthright in her professional capacities? Does she have a reputation in the community for honesty and integrity? Comments: F. SELF-ASSURANCE: Is the manager self-assured of his abilities? Is he able to be honest with himself and take constructive criticism? Does he take responsibility his own mistakes? Is he confident enough to make decisions and take actions as may be required without undue supervision from the elected body? Comments: Total Score (60 points possible) 1 – Needs improvement; 3 – Marginally met expectations; 5 – Met expectations; 7 – Exceeded expectations; 10 – Outstanding SECTION TWO: GOAL PERFORMANCE GOAL 1 OBJECTIVE Performance achieved DESCRIPTION: (DESCRIBE THE RESULTS ACHIEVED) Performance-Level Term: (CIRCLE) 1 Needs Improvement 3 Marginally Met Expectations 5 Met Expectations 7 Exceeded Expectations 10 Outstanding GOAL 2 OBJECTIVE Performance achieved DESCRIPTION: (DESCRIBE THE RESULTS ACHIEVED) Performance-Level Term: (CIRCLE) 1 Needs Improvement 3 Marginally Met Expectations 5 Met Expectations 7 Exceeded Expectations 10 Outstanding GOAL 3 OBJECTIVE Performance achieved DESCRIPTION: (DESCRIBE THE RESULTS ACHIEVED) Performance-Level Term: (CIRCLE) 1 Needs Improvement 3 Marginally Met Expectations 5 Met Expectations 7 Exceeded Expectations 10 Outstanding GOAL 4 OBJECTIVE Performance achieved DESCRIPTION: (DESCRIBE THE RESULTS ACHIEVED) Performance-Level Term: (CIRCLE) 1 Needs Improvement 3 Marginally Met Expectations 5 Met Expectations 7 Exceeded Expectations 10 Outstanding GOAL 5 OBJECTIVE Performance achieved DESCRIPTION: (DESCRIBE THE RESULTS ACHIEVED) Performance-Level Term: (CIRCLE) 1 Needs Improvement 3 Marginally Met Expectations 5 Met Expectations 7 Exceeded Expectations 10 Outstanding GOAL 6 OBJECTIVE Performance achieved DESCRIPTION: (DESCRIBE THE RESULTS ACHIEVED) Performance-Level Term: (CIRCLE) 1 Needs Improvement 3 Marginally Met Expectations 5 Met Expectations 7 Exceeded Expectations 10 Outstanding Conclusions In what areas has the manager excelled over the past year? What areas need improvement? What constructive, positive ideas can you offer the manager to improve these areas? Do you have other comments or observations you want to share with the manager? Manager Comments: COMPOSITE PERFORMANCE RATING SECTION ONE: BEHAVIORS (with points possible) TOTAL SCORE AVERAGE SCORE 1. RELATIONS WITH ELECTED BODY (50) 2. LEADERSHIP AND POLICY EXECUTION (60) 3. COMMUNICATION (30) 4. COMMUNITY AND INTERGOVERNMENTAL RELATIONS (40) 5. MANAGEMENT AND ADMINISTRATION (50) 6. FINANCIAL MANAGEMENT (60) 7. PERSONAL CHARACTERISTICS (60) SECTION ONE AVERAGE SCORE SECTION TWO: GOAL PERFORMANCE 1. PROTECT AND ENHANCE COMMUNITY’S FINANCIAL HEALTH AND STABILITY 2. GENERATE ECONOMIC DEVELOPMENT THROUGHOUT THE COMMUNITY 3. REVIEW AND PRIORITIZE CAPITAL INFRASTRUCTURE NEEDS AND IMPLEMENT PROJECTS 4. DEVELOP AND IMPLEMENT A STRATEGY TO ADDRESS THE COMMUNITY’S AGING PUBLIC FACILITIES 5. DEVELOP AND IMPLEMENT MORE EFFECTIVE COMMUNICATION AND OUTREACH WITH THE COMMUNITY 6. MAINTAIN APPROPRIATE AND ESSENTIAL PUBLIC SERVICES IN A COST-EFFECTIVE MANNER SECTION TWO- AVERAGE SCORE SECTION ONE + SECTION TWO = TOTAL /2 = COMPOSITE SCORE ______________ COMPENSATION ADJUSTMENT MECHANISM Performance-based Adjustment Based on Comparable Cities’ Manager/Administrator Compensation using Composite Performance Score: 0 to 2.49 No increase in base pay > 2.50 to 3.49 No increase or base pay equals 90 percent of comparables average (whichever is greater) > 3.50 to 5.49 Base pay equals average of comparables, no performance pay > 5.50 to 7.49 Base pay equals average of comparables plus 3% one-time performance pay > 7.50 to 10.00 Base pay equals average of comparables plus 5% one-time performance pay Page 1 of 7 City Manager Performance Evaluation City of ________________ Evaluation period: _______________ to _______________ ______________________________ Governing Body Member’s Name Each member of the governing body should complete this evaluation form, sign it in the space below, and return it to ____________________________________. The deadline for submitting this performance evaluation is __________________________. Evaluations will be summarized and included on the agenda for discussion at the work session on ____________________________. ____________________________________ Mayor’s Signature ____________________________________ Date ____________________________________ Governing Body Member’s Signature ____________________________________ Date Submitted Page 2 of 7 Initials _____ INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the city manager’s performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of “3 = Average” This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation to be presented by the governing body to the city manager as part of the agenda for the meeting indicated on the cover page. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS _____ Diligent and thorough in the discharge of duties, “self-starter” _____ Exercises good judgment _____ Displays enthusiasm, cooperation, and will to adapt _____ Mental and physical stamina appropriate for the position _____ Exhibits composure, appearance and attitude appropriate for executive position Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Page 3 of 7 Initials _____ 2. PROFESSIONAL SKILLS AND STATUS _____ Maintains knowledge of current developments affecting the practice of local government management _____ Demonstrates a capacity for innovation and creativity _____ Anticipates and analyzes problems to develop effective approaches for solving them _____ Willing to try new ideas proposed by governing body members and/or staff _____ Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY _____ Carries out directives of the body as a whole as opposed to those of any one member or minority group _____ Sets meeting agendas that reflect the guidance of the governing body and avoids unnecessary involvement in administrative actions _____ Disseminates complete and accurate information equally to all members in a timely manner _____ Assists by facilitating decision making without usurping authority _____ Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 4. POLICY EXECUTION _____ Implements governing body actions in accordance with the intent of council _____ Supports the actions of the governing body after a decision has been reached, both inside and outside the organization _____ Understands, supports, and enforces local government’s laws, policies, and ordinances _____ Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness _____ Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Page 4 of 7 Initials _____ 5. REPORTING _____ Provides regular information and reports to the governing body concerning matters of importance to the local government, using the city charter as guide _____ Responds in a timely manner to requests from the governing body for special reports _____ Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non-routine and not administrative in nature _____ Reports produced by the manager are accurate, comprehensive, concise and written to their intended audience _____ Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 6. CITIZEN RELATIONS _____ Responsive to requests from citizens _____ Demonstrates a dedication to service to the community and its citizens _____ Maintains a nonpartisan approach in dealing with the news media _____ Meets with and listens to members of the community to discuss their concerns and strives to understand their interests _____ Gives an appropriate effort to maintain citizen satisfaction with city services Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 7. STAFFING _____ Recruits and retains competent personnel for staff positions _____ Applies an appropriate level of supervision to improve any areas of substandard performance _____ Stays accurately informed and appropriately concerned about employee relations _____ Professionally manages the compensation and benefits plan _____ Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Page 5 of 7 Initials _____ 8. SUPERVISION _____ Encourages heads of departments to make decisions within their jurisdictions with minimal city manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff _____ Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level _____ Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the city manager’s office _____ Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback _____ Encourages teamwork, innovation, and effective problem-solving among the staff members Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category 9. FISCAL MANAGEMENT _____ Prepares a balanced budget to provide services at a level directed by council _____ Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively _____ Prepares a budget and budgetary recommendations in an intelligent and accessible format _____ Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability _____ Appropriately monitors and manages fiscal activities of the organization Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category Page 6 of 7 Initials _____ 10. COMMUNITY _____ Shares responsibility for addressing the difficult issues facing the city _____ Avoids unnecessary controversy _____ Cooperates with neighboring communities and the county _____ Helps the council address future needs and develop adequate plans to address long term trends _____ Cooperates with other regional, state and federal government agencies Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category NARRATIVE EVALUATION What would you identify as the manager’s strength(s), expressed in terms of the principle results achieved during the rating period? ___________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ What performance area(s) would you identify as most critical for improvement? _____________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ Page 7 of 7 Initials _____ What constructive suggestions or assistance can you offer the manager to enhance performance? ________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ What other comments do you have for the manager; e.g., priorities, expectations, goals or objectives for the new rating period? _______________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY MARCH 11, 2014 AVON TOWN HALL, ONE LAKE STREET Avon Council Meeting 03-11-2014 Minutes Page 1 RETREAT MEETING AGENDA 1. CALL TO ORDER & ROLL CALL Mayor Carroll called the meeting to order at 3:30 PM. A roll call was taken and Council members present were Dave Dantas, Chris Evans, Jennie Fancher, Todd Goulding, Buz Reynolds, and Jake Wolf. Also present were Town Manager Virginia Egger, Town Attorney Eric Heil, and Assistant Town Manager/Town Clerk Patty McKenny. 2. APPROVAL OF AGENDA 3. TOPICS There was discussion about the following topics: 3.1. Communication Protocols – Council to Council; Email & Texts; Council to Staff; Staff to Council, Council Updates There was agreement about following the communication protocols as outlined in the packet memo. 3.2. Discussion of Performance Review Processes and Criteria for Council Appointed Officials, including the Town Manager, Town Attorney, Town Prosecutor and Municipal Judge There was agreement to further refine the process for evaluating these positions. 3.3. Budget: Discussion of Preparation of a Two-Year Operational Budget for Fiscal Years 2015 & 2016 (if time allows) This item was not discussed. 3.4. Discussion of Written Minutes – Can these be Action Minutes (if time allows) There was support to format minutes based on action and the listing of those attending to provide input as well as keeping audio recordings for one year and Channel 5 recording permanently. Formal action on this revision would be taken at the following regular meeting. THE MEETING ADJOURNED AT 6:30 PM. REGULAR MEETING AGENDA 1. CALL TO ORDER & ROLL CALL Mayor Carroll called the meeting to order at 6:50 PM. A roll call was taken and Council members present were Dave Dantas, Chris Evans, Jennie Fancher, Todd Goulding, , and Jake Wolf. Buz Reynolds was absent. Also present were Town Manager Virginia Egger, Town Attorney Eric Heil, and Assistant Town Manager/Town Clerk Patty McKenny, Director Economic Initiatives Susan Fairweather, as well as members from the public. 2. APPROVAL OF AGENDA Mayor Carroll noted that an executive session would be added at the end of the meeting regarding the topic of Village at Avon settlement. TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY MARCH 11, 2014 AVON TOWN HALL, ONE LAKE STREET Avon Council Meeting 03-11-2014 Minutes Page 2 3. PUBLIC COMMENT  Barbara Allen requested that no marijuana be sold on highway 6. It was noted that the Amendment 64 work session would be scheduled for April with action scheduled for May and that the moratorium ends June 1st  Jason Denhart, Avon resident, commended Town of Avon on its WinterWonderGrass music festival event. 4. WORK SESSION 4.1. Presentation of Avon’s Brand Platform Document – Final Draft - by Origin Design + Communications - (Danielle Kristmanson) The Town of Avon Brand Platform draft document was presented by Origin with highlights about brand platform, brand creative, marketing planning. After a review of the documents, some minor suggestions were provided. Next steps were reviewed and no further action was required. 5. ACTION ITEMS 5.1. Vail Leadership Institute Request for Funding Assistance of Annual Operating Expenses and grants for Events (Ross Iverson, President, Vail Leadership Institute) There was a review of the programming and funding request submitted by the Vail Leadership Insitute’s Ross Iverson. Some additional data was provided on the Entrepreneurs BaseCamp facility and related operational expenditures. Additional event information and educational opportunities were outlined. And finally there was discussion about starting a scholarship program for potential candidates wanting to participate in the Entrepreneurs BaseCamp. Councilor Wolfe moved to grant the funding for the Vail Leadership Institutes $2500.00 for each Entrepreneurial Reception held in Avon in 2014, with the funding contingent on VLI obtaining additional sponsorship or admission fees to total $13,000 per event and to grant $7,500 in funds towards the operation of the Entrepreneur BaseCamp Facility in exchange for services to the Town of Avon as outlined in the letter from VLI as well as implementation of a scholarship program to assist Avon business attendees, with funding support coming from the General Fund contingency fund. Mayor Pro Tem Goulding seconded the motion and it passed unanimously by those present (Councilor Reynolds absent). 5.2. Resolution 14-04, Series of 2014, Resolution Consenting to UERWA creating a Capital Replacement Program Base Rate (Linn Brooks, George Gregory, UERWA) Brief comments made by Mayor Pro Tem Goulding related to the resolution which addresses capital improvements for 3 to 10 year projects. Funding comes from bonds or base rates that will address funding these projects. It was noted that this resolution would require approval from all six members of the UERWA. Linn Brooks presented the information and after some discussion a motion was made. Mayor Pro Tem Goulding moved to approve Resolution 14-04, Series of 2014, Resolution Consenting to UERWA creating a Capital Replacement Program Base Rate. Councilor Fancher seconded the motion and it passed with a five to one vote (Councilor Wolf – nay; Councilor Reynolds absent). 5.3. Intergovernmental Agreement Between the County of Eagle, State of Colorado and the Town of Avon Regarding the Avon Station ECO Transit Shelter (Town Engineer Justin Hildreth) The project proposal was reviewed along with the IGA with a review of the responsibilities that would be shared by both governments. It was noted that the project completion date was moved to 2015 in TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY MARCH 11, 2014 AVON TOWN HALL, ONE LAKE STREET Avon Council Meeting 03-11-2014 Minutes Page 3 order to accommodate CDOT funding timeline. Councilor Dantas moved to approve the Intergovernmental Agreement between the County of Eagle, State of Colorado and the Town of Avon Regarding the Avon Station ECO Transit Shelter with a change in paragraph 7 to construction date to 2015. Councilor Fancher seconded the motion and it passed unanimously by those present (Councilor Reynolds absent). 5.4. Resolution 14-05, Series of 2014, Approving the Amended and Restated Traer Creek Water Storage Tank Agreement and Second Amendment to Water Service Agreement (Town Attorney Eric Heil) There was a review of the agreement made by section from the Town Attorney. It was noted that both the Water Tank Agreement and the Pledge Agreement were referenced in the Amended and Restated Annexation and Development Agreement. Mayor Pro Tem Goulding moved to approve Resolution 14- 05, Series of 2014, Approving the Amended and Restated Traer Creek Water Storage Tank Agreement and Second Amendment to Water Service Agreement; Councilor Dantas seconded the motion and it passed unanimously by those present (Councilor Reynolds absent). 5.5. Minutes from February 25, 2014 Meeting (Town Clerk Patty McKenny) Councilor Wolf moved to approve the February 25, 2014 minutes; Councilor Fancher seconded the motion and it passed unanimously by those present (Councilor Reynolds absent). 6. COMMITTEE MEETING UPDATES: COUNCILORS AND MAYOR 6.1. UERWA Meeting Update (Mayor Pro Tem Goulding) 7. EXECUTIVE SESSION (THIS MEETING IS NOT OPEN TO THE PUBLIC) Mayor Pro Tem Goulding moved to convene to an executive session at 9 pm to discuss the listed topics; Councilor Fancher seconded the motion and it passed unanimously by those present (Councilor Reynolds absent). 7.1. Meet with Town Attorney to discuss the potential sale or acquisition real property under C.R.S. §24- 6-402(2) (a) and for the purpose of receiving legal advice from the Town Attorney under C.R.S. §24- 6-402(2) (b) concerning the potential sale or acquisition of real property. 7.2. Meet with Town Attorney For a conference with the Town Attorney for the purpose of receiving legal advice regarding settlement with Village at Avon under C.R.S. §24-6-402(2)(b). Mayor Carroll noted that the following people were present: Dave Dantas, Chris Evans, Jennie Fancher, Todd Goulding, and Jake Wolf, and Virginia Egger and Eric Heil. Buz Reynolds was not present. He noted that all persons must confine the discussion to the purposes of the executive session. If at any time during the executive session anyone believes that the discussion does not concern the topic and purpose of the executive session, please raise your objection immediately.” Mayor Carroll noted that the regular session was now convened and if any Town Council member believed that any discussion in executive session was inappropriate and not related to the topic and purpose of the executive session to please state your objections at this time. He noted that hearing no objections the meeting would proceed to any remaining business.” TOWN OF AVON, COLORADO AVON MEETING MINUTES FOR TUESDAY MARCH 11, 2014 AVON TOWN HALL, ONE LAKE STREET Avon Council Meeting 03-11-2014 Minutes Page 4 There being no further business to come before the Council, the regular meeting adjourned. RESPECTFULLY SUBMITTED: _________________________________ Patty McKenny, Town Clerk APPROVED: Rich Carroll ________________________________ Dave Dantas ________________________________ Chris Evans ________________________________ Jennie Fancher ________________________________ Todd Goulding ________________________________ Albert “Buz” Reynolds ________________________________ Jake Wolf ________________________________ FISCAL YEAR 2014 FINANCIAL REPORT March 25, 2014 ______________________________________________________________________________________ 1. Fiscal Year 2014 Financial Report Cover Memo 2. Sales and Accommodations Tax Reports – January 2014 3. Real Estate Transfer Tax Report and Monthly Detail – February 2014 4. General Fund Year-To-Date Expenditures- February 2014 5. Fleet Maintenance Fund Year-To Date Expenditures- February 2014 6. Transit Fund Year-To Date Expenditures- February 2014 7. DestiMetrics Executive Summary- February 2014 8. CML Sales Tax Comparison TOWN COUNCIL REPORT To: Honorable Mayor Rich Carroll and Avon Town Council From: Kelly Huitt, Budget Analyst Date: March 18, 2014 Re: Fiscal Year 2013 Financial Report – January/ February 2014 Revenues: SALES TAX • Sales tax revenue for the month of January is down $39,080.51 (-5.76%) compared to January 2013, and down 7.86% compared to the monthly budget. This decrease includes approximately $9,000 from new businesses, and after adjusting for new business growth and anomalies, 2.43% is the actual gain in revenue for the month. The modified year over year change in revenue for the month goes from negative to positive due to adjusting for a very large anomaly in January of 2013. • January collections report decreases from 2013 for Grocery, Specialty, and Health $(31,888.54), Sporting Goods Rental/Retail ($1,841.86), Miscellaneous Retail ($3,809.40), and Service Related businesses ($61,492.17). The large decrease from Service Related businesses is due to a very large anomaly in January 2013 from one of the Town’s interior design businesses. Revenue from Home/Garden related businesses is up over $9,000 or 33.91% for the month, while sales tax from Other Businesses is up almost $10,000 or 25.39%. Sales Tax from Accommodations and Liquor Stores are up 19.30% and 16.80% ($21,396.25 and $4,809.18). ACCOMMODATIONS TAX • Accommodations tax revenue for January is up $21,343.35 (19.67%) compared to January 2013, and up 16.22% compared to the monthly budget. January 2014 accommodations tax revenue is the highest on record for the month of January, with January 2013 being the next highest at $108,508.43. • January accommodations tax collections are up for all accommodation types. Timeshares are up 42.98%, Hotels are up 16.37%, and Vacation Rentals are up 6.80% for the month. REAL ESTATE TRANSFER TAX • 2014 real estate transfer tax collections for February equal $562,219.70. This is a 906.25% increase over February 2013 and 341.95% over the monthly budget. The largest portion of this month’s revenue is attributable to the purchase of Chapel Square which generated $490,000 in transfer tax. There was also a refund of transfer tax in the amount of $3,200 due to a buyer receiving a primary exemption that wasn’t appropriately applied at the time of closing. Expenditures: • General Fund expenditures at the end of February are at 23.22% of the budgeted amounts. • Fleet expenditures to date are at 18.87% of the total budget, and revenues are at 17.72% of the budget. • Transit funds are 24.65% spent compared to the annual appropriation. This includes $177,168.48 for gondola operations during the 2014 portion of the ski season. DestiMetrics: • Avon’s occupancy was at 75.8% for the month of February, which is a 6.9% increase over February 2013. • March’s anticipated occupancy is 56.5%, a 10.2% increase over 2013. • Looking back at the past six months, occupancy was up 1.3% while average daily rate was up 10.1% and revenue per average room night increased 11.5% over 2013. • Occupancy for the upcoming six months on the books is 13.4% higher than 2013 at 14.8%. CML Sales Tax Comparison – 2012 vs. 2013: • CML has compiled a list of Colorado municipalities comparing year over year percentage changes in sales tax for 2013 vs. 2012. The list is not all inclusive and varies from the usual CAST contributors, so many of the cities listed are not ski resorts/towns. Of the list of contributors, the Town of Avon was 4th in sales tax growth at 13.88% for 2013. Frederick, Mancos, and Evans are the three contributors that bested Avon’s sales tax growth coming in at 27.44%, 18.00%, and 17.20% respectively. TOWN OF AVON SALES TAX WORKSHEET 2014 Actual vs. Budget Budget YTD Collections Budget % of change 2009 2010 2011 2012 2013 2014 2014 Variance from 2013 January 552,648.47$ 515,009.18$ 511,040.76$ 519,784.89$ 677,943.78$ 693,355$ 638,863.27$ (54,491.56)$ -5.76% February 516,349.68 504,752.59 532,903.25 533,546.48 636,702.27 651,176 March 536,913.42 620,937.20 665,532.70 643,910.29 720,267.31 736,640 April 319,833.51 309,937.09 305,269.73 304,220.84 307,407.13 314,395 May 267,960.76 242,830.16 236,424.93 270,082.79 309,938.72 316,984 June 396,066.29 377,920.42 406,828.27 430,588.57 490,329.18 501,475 July 409,956.20 421,975.98 452,873.44 472,215.40 537,479.66 549,698 August 374,965.99 361,702.25 419,977.29 455,439.86 504,332.25 515,797 September 350,585.25 359,139.22 391,546.49 424,793.75 475,362.88 486,169 October 286,412.11 288,859.84 299,193.35 341,711.43 356,925.96 365,040 November 281,696.02 284,528.70 301,407.41 336,060.63 362,460.94 370,700 December 786,701.84 818,360.74 921,815.61 852,868.64 981,917.79 1,004,239 Total 5,080,089.54$ 5,105,953.37$ 5,444,813.23$ 5,585,223.57$ 6,361,067.87$ 6,505,668$ 638,863.27$ (54,491.56)$ -5.76% Actual Collections $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 2010 2011 2012 2013 2014 Year Sales Tax Collections for January TOWN OF AVON SALES TAX WORKSHEET 2014 Actual vs. Budget $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 2010 2011 2012 2013 2014 YTD Sales Tax Collections $- $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 $550,000 $600,000 $650,000 $700,000 Sales Tax Monthly Comparison 2012-2014 2012 2013 2014 TOWN OF AVON ACCOMMODATIONS TAX WORKSHEET 2014 Actual vs. Budget Budget YTD Collections Budget % of change 2009 2010 2011 2012 2013 2014 2014 Variance 2013 January 84,919.00$ 87,938.84$ 85,233.73$ 90,118.88$ 108,508.43$ 111,733$ 129,851.78$ 18,119.08$ 19.67% February 83,502.22 99,336.34 114,035.90 106,016.32 137,503.61 141,589 March 84,909.85 105,518.15 122,145.16 115,043.42 153,208.80 157,761 April 26,821.29 26,496.88 26,214.58 20,786.24 26,494.49 27,282 May 19,090.36 12,425.51 15,152.82 16,664.44 24,527.17 25,256 June 34,439.33 32,857.68 49,999.66 56,012.17 66,578.91 68,557 July 47,864.32 51,170.82 62,928.07 66,726.73 73,008.92 75,178 August 39,155.19 42,188.56 52,037.55 58,358.93 67,688.07 69,699 September 21,134.69 30,090.34 35,521.81 42,245.24 44,661.37 45,988 October 17,043.78 20,614.06 21,801.56 25,879.51 27,154.53 27,961 November 15,268.58 20,582.47 24,971.33 22,786.42 28,171.04 29,008 December 96,847.30 98,561.90 135,984.00 112,759.02 131,361.43 135,265 Total 570,995.91$ 627,781.55$ 746,026.17$ 733,397.32$ 888,866.77$ 915,279$ 129,851.78$ 18,119.08$ 19.67% Actual Collections $- $10,000.00 $20,000.00 $30,000.00 $40,000.00 $50,000.00 $60,000.00 $70,000.00 $80,000.00 $90,000.00 $100,000.00 $110,000.00 $120,000.00 $130,000.00 $140,000.00 2010 2011 2012 2013 2014 Accommodations Tax Collections for January TOWN OF AVON REAL ESTATE TRANSFER TAX WORKSHEET 2014 Actual vs. Budget YTD Collections $ change % of change 2009 2010 2011 2012 2013 2014 2013 2013 January 34,468.00$ 237,133.00$ 57,540.00$ 50,204.00$ 22,535.00$ 85,126.74$ 62,591.74$ 277.75% February 95,703.38 362,719.22 230,705.50 41,750.07 55,872.69 562,219.70 506,347.01$ 906.25% March 6,023.70 284,243.65 187,099.47 84,760.49 125,927.64 April 92,238.95 210,185.30 249,482.30 219,195.80 144,437.80 May 37,803.12 112,431.30 187,668.62 270,170.12 121,784.12 June 365,324.28 66,271.14 49,606.58 169,040.47 90,309.74 July 208,800.24 63,509.36 46,707.37 71,057.40 386,434.78 August 87,827.30 88,823.40 106,785.21 232,505.93 97,579.70 September 159,877.84 159,861.96 140,876.56 96,389.34 157,010.67 October 205,537.52 222,575.20 64,005.33 176,889.62 169,839.80 November 131,944.57 115,654.16 98,057.44 150,549.86 112,491.82 December 336,431.50 236,117.45 198,448.03 145,134.57 83,382.60 Total 1,761,980.40$ 2,159,525.14$ 1,616,982.41$ 1,707,647.67$ 1,567,606.36$ 647,346.44$ 568,938.75$ 725.62% Budget 1,600,000$ Variance, Favorable (Unfavorable)(952,653.56) Actual Collections $- $50,000.00 $100,000.00 $150,000.00 $200,000.00 $250,000.00 $300,000.00 $350,000.00 $400,000.00 $450,000.00 $500,000.00 $550,000.00 $600,000.00 $650,000.00 2010 2011 2012 2013 2014 YTD Real Estate Transfer Tax Collections TOWN OF AVON REAL ESTATE TRANSFER TAX WORKSHEET 2014 Actual vs. Budget Purchaser Name Property Amount Received Balance Forward 85,126.74$ Land Title/ James Martin Trust 4211 Wildridge Rd, Lot 70b, blk 3 8,400.00 Title Co Rockies Christie Lodge #17 1,446.00 Title Co Rockies Mtn Vista #14-07 984.00 Land Title/ John Gary McDavid Trust 5531 Coyote Ridge, lot 37, blk 4 27,700.00 Land Title/ Chapel Square Bldg C LLC Chapel Square 490,000.00 Title Co Rockies Christie Lodge #16 1,980.00 Land Title/ Blue Tree Family Trust Riverfront #820 6,500.00 Title Co Rockies/ Thornton Lakeside Terrace #B-301, wk 36 379.90 Title Co Rockies Mtn Vista #14-06 1,251.00 Land Title/Wardle and Fine Falcon Pointe #F-204, wk 13 36.00 Heritage Title/Fletcher Falcon Pointe #105, wk 29 8.00 Land Title/Lowe 4221 Wildridge Rd Lot 69, blk 3 13,000.00 Title Co Rockies Christie Lodge #14-15 2,073.00 Chicago Title Riverfront #14-05 238.00 Land Title/ Wardle and Fine Falcon Pointe #402, wk 3 54.00 Land Title/ Wardle and Fine Falcon Pointe #105, wk 7 99.90 Land Title/ Nelson Falcon Pointe #303, wk 36 20.00 Title Co Rockies/ Winnen Lakeside Terrace #B-301, wk 30 E 218.00 Title Co Rockies Mtn Vista #14-08 1,093.90 Title Co Rockies Christie Lodge #18 1,974.00 Stewart Title/ Austin Seaman LTD Avon Lake Villas #1 6,500.00 Chicago Title Riverfront #14-08 298.00 Chicago Title Riverfront #14-07 1,048.00 Chicago Title Riverfront #14-06 118.00 Colorado Prestige/Evans & Haberman RETT refund for exempted tax paid in error (3,200.00) Total February Revenue 562,219.70 Total YTD Revenue 647,346.44 Total 2014 Budget 1,600,000.00 Variance, Favorable (Unfavorable)(952,653.56)$ Dept./Div.2014 Encumbrances Year To Date Available Number Description Budget Outstanding Expenditures Balance YTD/Budget General Government: Legislative: 111 Mayor and Town Council 430,975$ 22,000$ 200,373$ 208,602$ 51.60% 112 Boards and Commissions 15,307 - 1,052 14,255 6.87% 113 Town Attorney 155,000 138,489 14,211 2,300 98.52% 115 Town Clerk 176,293 13,211 29,205 133,877 24.06% Total Legislative 777,575 173,700 244,841 359,034 53.83% Judicial: 121 Municipal Court 106,996 17,600 14,201 75,195 29.72% Executive: 131 Town Manager 221,401 - 37,079 184,322 16.75% 132 Human Resources 243,728 6,051 38,087 199,590 18.11% 133 Community Relations 135,346 150 20,444 114,752 15.22% Total Executive 600,475 6,201 95,610 498,664 16.96% Finance Department: 141 Finance 772,300 41,069 106,873 624,358 19.16% 143 Information Systems 340,306 16,111 71,975 252,220 25.88% 149 Nondepartmental 263,522 22,512 152,821 88,189 66.53% Total Financial Administration 1,376,128 79,692 331,669 964,767 29.89% Total General Government 2,861,174 277,193 686,321 1,897,660 33.68% Community Development: 212 Planning 258,319 12,209 31,718 214,392 17.00% 213 Building Inspection 129,398 - 20,692 108,706 15.99% 214 Economic Development 112,476 - 4,379 108,097 3.89% Total Community Development 500,193 12,209 56,789 431,195 13.79% Police Department: 311 Administration 533,151 24,012 83,132 426,007 20.10% 312 Patrol 1,964,998 49,221 321,462 1,594,315 18.86% 313 Investigations 217,859 - 37,144 180,715 17.05% Total Police 2,716,008 73,233 441,738 2,201,037 18.96% Public Works: 412 Engineering 269,478 520 34,228 234,730 12.89% 413 Roads and Bridges 1,434,574 42,280 244,355 1,147,939 19.98% Total Public Works 1,704,052 42,800 278,583 1,382,669 18.86% Department Expenditure Summaries General Fund #10 February 2014 Expenditures to Date Dept./Div.2014 Encumbrances Year To Date Available Number Description Budget Outstanding Expenditures Balance YTD/Budget Department Expenditure Summaries General Fund #10 February 2014 Expenditures to Date Parks and Recreation: 513 Special Events 260,665 - 24,840 235,825 9.53% 514 Administration 319,848 9,721 52,115 258,012 19.33% 515 Adult Programs 32,785 352 3,983 28,450 13.22% 516 Aquatics 424,757 14,072 90,608 320,077 24.64% 517 Childcare 38,685 - 4,835 33,850 12.50% 518 Fitness 152,715 602 79,888 72,225 52.71% 519 Guest Services 249,355 5,717 28,993 214,645 13.92% 521 Youth Programs 127,186 - 12,138 115,048 9.54% 522 Cabin 43,647 - 5,209 38,438 11.93% 551 Parks & Grounds 1,041,229 31,921 169,813 839,495 19.37% 571 Buildings & Facilities 987,130 55,576 201,350 730,204 26.03% Total Parks and Recreation 3,678,002 117,961 673,772 2,886,269 21.53% TOTAL OPERATING EXPENDITURES 11,459,429$ 523,396$ 2,137,203$ 8,798,829 23.22% Dept./Div.2014 Encumbrances Year To Date Available Number Description Budget Outstanding Expenditures Balance YTD/Budget EXPENDITURES Public Works: 434 Fleet Maintenance 1,546,142$ 92,073$ 199,761$ 1,254,308$ 18.87% Total Operating Expenditures 1,546,142 92,073 199,761 1,254,308 18.87% TOTAL EXPENDITURES 1,546,142$ 92,073$ 199,761$ 1,254,308$ 18.87% Expenditure Summary Fleet Maintenance Enterprise Fund #61 February 2014 Expenditures to Date Dept./Div.2014 Encumbrances Year To Date Available Number Description Budget Outstanding Expenditures Balance YTD/Budget EXPENDITURES 431 Transit Administration 205,485$ 3,589$ 39,076$ 162,820$ 20.76% 432 Transit Operations 1,286,737 7,440 327,914 951,383 26.06% 435 Wash Bay 205,670 - 40,452 165,218 19.67% Total Operating Expenditures 1,697,892 11,029 407,442 1,279,421 24.65% TOTAL EXPENDITURES 1,697,892$ 11,029$ 407,442$ 1,279,421$ 24.65% Expenditure Summary Transit Enterprise Fund #52 February 2014 Expenditures to Date Destination: Avon Destination Period: Bookings as of February 28, 2014 Data based on a sample of up to 10 properties in the Avon Destination destination, representing up to 828 Units ('DestiMetrics Census'*) a. Last Month Performance: Current YTD vs. Previous YTD 2013/142012/13 Year over Year % Diff 75.8%70.9%6.9% $237$219 8.0% $179$155 15.5% b. Next Month Performance: Current YTD vs. Previous YTD 56.5%51.3%10.2% $231$209 10.2% $130$107 21.5% c. Historical 6 Month Actual Performance: Current YTD vs. Previous YTD 43.6%43.0%1.3% $210$190 10.1% $91$82 11.5% d. Future 6 Month On The Books Performance: Current YTD vs. Previous YTD 14.8%13.0%13.4% $203$186 9.2% $30$24 23.8% e. Incremental Pacing - % Change in Rooms Booked last Calendar Month: Feb. 28, 2014 vs. Previous Year 7.5%6.5%16.2% Avon Destination Occupancy for the prior 6 months changed by (1.3%)Occupancy Avon Destination RevPAR for last month (February) changed by (15.5%)RevPAR (February) RESERVATIONS ACTIVITY REPORT Avon Destination Executive Summary Avon Destination Occupancy for last month (February) changed by (6.9%)Occupancy (February) Avon Destination Average Daily Rate for last month (February) changed by (8.0%) Avon Destination Occupancy for next month (March) changed by (10.2%)Occupancy (March) Avon Destination Average Daily Rate for next month (March) changed by (10.2%)ADR (March) Avon Destination RevPAR for next month (March) changed by (21.5%)RevPAR (March) ADR (February) Avon Destination Occupancy for the upcoming 6 months changed by (13.4%)Occupancy * DestiMetrics Census: Total number of rooms reported by participating DestiMetrics properties as available for short-term rental in the reporting month. This number can vary monthly as inventories and report participants change over time. DESCRIPTION: The Reservation Activity Outlook Report tracks occupancy, average daily rate (ADR), and revenue per available room (RevPAR); the key metrics most of interest to lodging properties. The report combines the data sets of participating properties into a destination wide view that features three data sets (providing that sufficient information is available) including: i) current YTD occupancy, ii) last YTD occupancy, iii) last season's ending occupancy. The Reservation Activity Outlook Report is generated on a monthly basis, usually for a 12 month subscription period, and is created from data provided by a group of properties participating in a cooperative manner, and representing a valid set of data as a result. Report results are provided only to those properties who participate by submitting their data. Additionally, participating properties can order (on an a-la-carte basis) an individual report which shows the reservation activity of their property, measured against an aggregated set of competitive properties that they choose from amongst DestiMetrics's other participants. As is the case in all DestiMetrics data, all information provided by individual properties is strictly confidential, except when aggregated with other data and indistinguishable as a result. Avon Destination Average Daily Rate for the prior 6 months changed by (10.1%)ADR Avon Destination RevPAR for the prior 6 months changed by (11.5%)RevPAR Avon Destination Average Daily Rate for the upcoming 6 months changed by (9.2%)ADR Copyright 2006 - 2014, DestiMetrics, LLC. All Rights Reserved. Information provided here is CONFIDENTIAL INFORMATION and is the exclusive property of DestiMetrics LLC. It is expressly not for reproduction, distribution publication or any other dissemination without the express written permission of DestiMetrics, LLC. Sample reports may be provided to interested persons, specifically for purposes of their evaluation of a potential subscription and are subject to Copyrights of this product. Data and Metrics represented on this report are representative of the Sample Properties only and may not be representative of the entire Community or Industry. Persons using this data for strategic purposes do so at their own risk and hold DestiMetrics harmless. Avon Destination RevPAR for the upcoming 6 months changed by (23.8%)RevPAR Rooms Booked during last month (February, 2014) compared to Rooms Booked during the same period last year (February, 2013) for arrival February to July has changed by (16.2%) Booking Pace (February) 3/6/2014 Copyright (c) 2006 - 2014, DestiMetrics, LLC All Rights Reserved. Confidential Information not for reproduction and protected by law. info@DestiMetrics.com www.DestiMetrics.com 1 CML Report of % Changes in Sales Tax Revenues Colorado Cities - 2012 vs. 2013 City % Change Frederick 27.44% Mancos 18.00% Evans 17.20% Avon 13.88% Winter Park 13.00% Windsor 12.80% Fort Morgan 11.34% Dacono 11.10% Fort Lupton 11.00% Crestone 10.00% Fairplay 10.00% Telluride 9.42% Foxfield 8.16% Woodland Park 7.97% Sterling 7.60% Silverthorne 6.90% Parker 6.70% Westminster 6.60% Loveland 6.50% Crested Butte 6.50% Salida 6.40% Longmont 6.10% Northglenn 6.00% Monument 5.70% Westcliffe 5.65% Federal Heights 5.10% Littleton 5.00% Wheat Ridge 4.40% Commerce City 4.30% Nederland 4.20% Edgewater 4.12% Grand Lake 3.77% Superior 3.50% Golden 3.46% Canon City 3.00% Montrose 1.80% Rifle -4.00% Heil Law & Planning, LLC Office: 303.975.6120 2696 South Colorado Blvd., Suite 550 Fax: 720.836.3337 Denver, CO 80222 E-Mail: eric@heillaw.com e-mail: ericheillaw@yahoo.com H EIL L AW TO: Honorable Mayor Carroll and Town Council Members FROM: Eric J. Heil, Town Attorney RE: Village (at Avon) Settlement Update DATE: March 21, 2014 SUMMARY: This memorandum provides an update on the Village (at Avon) Settlement. BOND DOCUMENTS: Bond counsel for Traer Creek Metropolitan District has provided some bond documents for review this week, including the Indenture of Trust and the District Bonds Pledge Agreement. A bond schedule contemplates sending a Notice of Bond Redemption on March 28, 2014, which is the first pre-requisite step towards issuing the Traer Creek Metropolitan District refinancing bonds. If the Notice of Bond Redemption is not sent on March 28, 2014, then the potential bond closing and settlement finalization would be pushed out to June 1, 2014 as the next possible date. OTHER DOCUMENTS: Parties have been working on finalizing other documents, including the Easement Agreement for the water storage tank project, various Consent and Subordination Agreements with lenders, and amendments to the Receipt and Closing Escrow Agreement to reflect changes to the final settlement documents. EXTENSION OF OUTSIDE DATE: BNP Paribas has not yet signed the Outside Date Extension Notice; however, all parties are still working towards settlement. COURT STATUS CONFERENCE: The next Telephone Status Conference with the Court is set for April 11, 2014 at 10:00 a.m. The case has been assigned to Judge Russell H. Granger. REQUESTED ACTION: No action is proposed at this time. Thank you, Eric M EMORANDUM & PLANNING, LLC