2022 City Manager’s Recommended Budget
Transcript of 2022 City Manager’s Recommended Budget
Agenda
Major Operating Department Presentations
Police
Utilities-Water
Visit Grand Junction
General Services
Parks & Recreation
Fire
• Timeline
• One Grand Junction Comprehensive Plan
• Strategic Priorities
• Budget Overview
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Budget Process TimelineMay/June
• Review Current Year Capital Projects
• Discuss Labor
• Non-Profit Funding
• Review Economic Indicators
• Revenue Projections
• Establish Budget Development Parameters
July/August
• Citizen Budget Discussions
• Major Capital Projects Prioritized with 10-year Capital Plan
• Departments Submit Operating Budgets
• Department Line-Item Budgets Reviewed
September/October
• Finalization of Revenue Projections
• Budget Balancing
• Council Direction on Strategic Priorities
• City Council Budget Workshops
• City Manager Recommended Budget
• Economic Development, Non-Profit, Major Capital, DDA, BIDs
November/December
• First Public Presentation, Hearing, and Comment November 3rd
• Second Public Presentation, Hearing and Comment, and Final Adoption of Budget December 1st
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Comprehensive Plan
Collective Identity
Resilient and Diverse Economy
Responsible and Managed Growth
Downtown and University Districts
Strong Neighborhoods and Housing Choices
Efficient and Connected Transportation
Great Places and Recreation
Resource Stewardship
Quality Education and Facilities
Safe, Healthy, and Inclusive Community
Effective and Transparent Government5
Strategic Priorities
Public Safety
Quality of Life
Housing
Mobility and Infrastructure
Economic Development
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Fiscal Responsibility
Prioritize Spending
Maintain a 10-year capital projects plan (5-year balanced)
Maintain general fund 5 year financial forecast
Spending voter authorized funds as directed
Update existing and develop new planning documents to
identify needs and priorities to plan for and serve the
growing community
Revenue Projections and Detail Expense Review
Revenue projections based on economic indicators
Growth and demographics analysis
Fees, rates, and charges based on community benefit,
cost recovery, market comparison, rate studies and long-
term financial plans
Detail line-item review of department budgets
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2022 City Manager’s Recommended Budget• Recommended Budget Total = $237.9 million ($237,904,579)
• $24.9 million or 11.7% above 2021 Adopted
• New Positions
• Wage Increase
• Continued First Responder Spending
• Housing Strategy Funding
• Visit Grand Junction Marketing Strategies (expense related market recovery)
• Equipment and supplies to support new positions
• Total Revenues projected at 14% above 2021 Adopted
• General Fund balanced with surplus of $251,835
• Projected ending General Fund balance of $32.4 million; $2.7 million restricted, $21.9 minimum reserve
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2022 Budget Themes and HighlightsInvestment in Employees
• 54 New Positions to total 772; $4.8 million ($1.6 million General Fund)
• 27 in public safety (26 First Responder funded)
• 14 quality of life (2 sustainability, 4 parks, 1 marijuana, 1 elections, 1 revenue generating, 5 internal support)
• 12 in mobility and infrastructure; and 1 in Housing
• Wages, Recruitment, Retainage
• Aligning pay ranges and wages with market; $4.6 million ($3.5 million General Fund)
• Wage increases between 3% and 6%; average 5.6% due to public safety increases
• Part-Time Positions/Internship Program; 15 Colorado Mesa University interns $297,000
• Health and Wellness
• Employee Health Clinic
• Wellness Initiatives
• Moderate health insurance increase of 3.6%, flat for employees
• Employee Childcare $500,000
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2022 Budget Themes and HighlightsResponsiveness to the Community
• Housing
• Implement policies and initiatives; $1 million
• New position to work with housing partners
• Support of affordable housing projects and homeless shelter,; $450,000
• Sustainability
• Preservation of natural environment
• City energy efficient facilities, alternative fleet fuels, and alternative energy
• Sustainability plan; $150,000
• Solid waste reduction approaches and revitalization of recycling
• Water and wastewater projects
• Two positions
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2022 Budget Themes and HighlightsResponsiveness to the Community
• Mobility
• New position in Community Development to facilitate efficient and expanded mobility options
• Develop City-wide Bicycle and Pedestrian Plan
• Transportation system capacity expansion; $27.7 million
• Safe Routes to Schools
• Diversity, Equity, and Inclusion
• Observance of Juneteenth (June 19) as a City holiday
• Continued employee training and resources to foster culture of inclusion, principles of diversity and equity
• Marijuana
• Revenues dedicated to ensuring compliance with regulations and PROS plan projects
• Two positions
• Elections
• Preparation to run City election in April 2023; equipment and software
• One position
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2022 Budget Themes and HighlightsRecovery and Resiliency
• Promote social and economic recovery and resiliency in the community
• Federal and state grant funding
• American Rescue Plan; $10.4 million total funding, ARPA Committee
• New grant administrator position to pursue new funding opportunities
• Economic development
• Economic development partners; $3.7 million
• City Council economic development contingency from Dos Rios property sales; $1.8 million
• Continued investment in riverfront and PROS master plan priorities
• Effective and targeted marketing of Grand Junction and enhanced destination branding; $4.9 million Visit GJ
• Non-Profit Funding
• More agencies
• Resources available for funding; $1.45 million, 32 non-profits
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City Manager’s 2022 Recommended Budget
*Internal Support Services include Technology, Fleet, Facilities, Dispatch, and Insurance
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General Fund and First Responder 2022 Recommended Budget• Recommended Budget Total = $101.5 million
• New Positions (47)
• 27 in Public Safety (26 First Responder funded); 21 to staff new Fire Station, 6 civilian positions in Police including one Civilian Commander, three Police Service Technicians, and two Code Enforcement Officers
• 12 Quality of Life positions; marijuana, elections, sustainability, parks maintenance, internal support
• 7 Mobility and Infrastructure;
• 1 Housing
• Housing Strategy Funding $1 million
• One-time spending; non-profits, special projects $4.2 million
• Revenues projected to increase by 19% including new SAFER grant for Fire positions
• General Fund balance $32.4 million
• First Responder Fund Balance $3 million
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Sworn Positions:
1 Chief of Police
2 Deputy Chiefs of Police
7 Commanders
18 Sergeants
9 Corporals
100 Officers/Investigators
137 total
Staffing
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Non-Sworn Personnel
Emergency Communications Specialists (9-1-1)
Lab/Evidence Technicians
Police Service Technicians
Code Compliance
Records Technicians
Crime Analyst
Public Information
Volunteer Coordinators
Financial Analyst
Administrative Assistants
Staffing
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2022 Strategic Priority: Public Safety
Recruitment and Retention
Diversification and Expansion of Special Units
Increased Proactive Policing Time
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2022 Strategic Priority: Public Safety
Intelligence Led Policing Initiatives
Wellness and Resiliency
Training and Succession Planning
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2022 Strategic Priority: Quality of Life
Enhanced Victims Services
Co-Responder
Expanded Outreach Efforts
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2022 Strategic Priority: Quality of Life
Code Compliance Additions
Reinvesting in Community Partnerships
Safer Spaces
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Maintenance of Water Infrastructure
Distribution Operating Projects
• Locate equipment
• Flow Line meter
• Security fencing
Plant Operating Projects
• Backup generator to improve reliability
• Window replacement for energy
conservation
• Safety and security upgrades
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Quality of Life
Contract Services for long-term planning for
water reliability and drought management
• Water supply modeling
• Implementation of Water Marketing Strategy
• U.S. Forest Services Fuels Reduction
Program
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Maintenance of Water Infrastructure
Supervisory Control and Data Acquisition
(SCADA) Technician will service existing
and new control systems
• Optimal operations
• Security
• Safety
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Affordable Water Rates that Promote Water Conservation
Potable Water
In City 2021
2022
Proposed Change
0 - 3,000 Gallons $20.94 $21.34 $0.40
3,000 – 10,000
(per 1,000) $3.24 $3.47 $0.23
10,000 - 20,000
(per 1,000) $3.84 $4.11 $0.27
> 20,000
(per 1,000) $4.48 $4.79 $ 0.31
Ridges Irrigation
2021
2022
Proposed Change
Single
Family $19.72 $20.71 $0.99
Multiple
Family
(per unit) $14.11 $14.82 $ 0.71
Golf $9,838.92 $10,822.81 $983.8
Plant Investment / Tap Fees
Meter size 2021 2022 Change
3/4 x 5/8 $3,787 $5,180 $1,393
1 $4,983 $6,850 $1,867
1.5 $9,370 $12,580 $3,210
2 $13,730 $18,520 $4,790
3 $25,523 $33,360 $7,837
4 $42,453 $54,480 $12,027
6 $113,205 $155,632 $42,427
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Current Staff Positions Being Filled
Director
Visitor Center Manager & Content Coordinator
Administrative Specialist: Part-time
Intern: Part-Time
Visit Grand Junction Staffing
Chief Marketing Officer
Data Scientist
Data Analyst
Business Analyst
Business Development
Social Media & Content Creator
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Hotel Metrics – Monthly Percent Change
Encouragement to Stay at Home
2020 2021
Emergence of Travel – Pent-Up Demand
2021 Grand Junction Hotel Market Performance
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2021 YTD (4.25%) Lodging Tax Collections Up 95.6% through July
Through July 2021 Business
Compared to 2020 same month:
January (4.25%) Business: -18.2%
February (4.25%) Business: -16.6%
March (4.25%) Business: +52.5%
April (4.25% tax) Business: +349.5%
May (4.25% tax) Business: +239.5%
June (4.25% tax) Business: +152.7%
July (4.25% tax) Business: +80.3%
2021 Lodging Tax Collections Compared to 2020
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2021 YTD (4.25%) Lodging Tax Collections Up 7.5% through July
Compared to 2020 same month:
January (4.25%) Business: -15.0%
February (4.25%) Business: -6.3%
March (4.25%) Business: -1.1%
April (4.25% tax) Business: +11.8%
May (4.25% tax) Business: +5.6%
June (4.25% tax) Business: +15.2%
July (4.25% tax) Business: +17.0%
Through July 2021 Business
2021 Lodging Tax Collections Compared to 2019
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2022 Hotel Industry Projections
• Top industry sources project 8.1 – 13.0% increase in U.S. hotel occupancy in 2022 over 2021
• Visit GJ projects a 3.8% increase in Grand Junction hotel occupancy for 2022 over 2021
• Equivalent to 7.2% increase in Visit GJ lodging tax collections over 2021 amended budget
• Recovery: Sources predict many destinations will be 80% whole by the end of 2021, compared to 2019, with full recovery beginning 2023 into 2024 as the finish line.
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2022 Strategy
Protect the Resources and the Experience
• Manage Resources – Residents, Businesses & Organizations, Public Lands
• Enhance Experiences – It must enhance Quality of Life
Wikipedia:
• DMO's are essential to the economic and social well-being of the communities they represent, driving direct economic impact through the visitor economy and fueling development across the entire economic spectrum by creating familiarity, attracting decision-makers, sustaining air service and improving the quality of life in a place.
• Destination management is, in fact, a public good for the benefit and well-being of all; an essential investment no community can afford to abate without causing detriment to the community’s future economic and social well-being.
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2022 Projects
• Branding
• Destination Management
• New Website
• Public Relations
• Advertising Technology
• Gamification App
• Local Partnerships
• Marketing Assistance for Local Tourism Partners
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Official Grand Junction Visitor Guide - Refresh
Content
• New front & back cover images
• Local photography and quotes by residents
• First-person blogs sharing quality of life in GJ
• Map, GJ businesses, itineraries and “Made in GJ”
• 95,000 printed
Visitor Guide Readership and Conversion Study
• Fall 2021 Release
• Profiles of Official Grand Junction Visitor Guide users
• Over 16,000 Visitor Guide direct requests from January through September 15, 2021
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General Services
• Project Team
• Purchasing/Warehouse (includes 1 proposed FTE in 2022)
• Fleet Services
• Facilities
• Golf
• Parking
• Solid Waste & Recycling (includes 1 proposed FTE in 2022)
72 Full-Time Positions
Provides professional management services to internal and
external customers to achieve maximizing efficiency and
customer value.
Staffing
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Solid Waste and Recycling
• 21,650 Containers per week (M-F)
• 23,000 tons projected for 2021 up from 21,000 in 2020
• Landfill moving from $35/ton to $37/ton with expected 5%
increase in 2023
• Rate increase from $18.00 to $18.50 for 96-gallon container
• Utilization of Monument Waste transfer facility in 2022
Recycling
• Multi-stream recycling partnership currently in place with GJ
CRI.
• $1.75 for monthly curbside pickup
• 3,900 customers
• Money derived from the sale of commodities collected at the
curb is retuned to the City to help offset program costs
• Waste and Reduction Coordinator position planned for 2022
to enhance and expand recycling options to citizens.
Solid Waste
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Golf
• Approximately 32,000 rounds projected for 2021
• Represents a growth rate of over 18% since 2018
Lincoln Park
• Approximately 28,000 rounds projected for over 31,000
• Represents a growth rate of over 75% since 2018
Tiara Rado
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2022 Goals
Tiara Rado Lincoln Park
• Increase league membership by an additional 10%, league
membership has increased by 75% since 2019
• Obtain over 33,000 rounds
• Become the premier golf fitting center in the Grand Valley
• Focus on improving the PGA Jr. League and increase
participation by 10%
• Increase league membership by an additional 20%,
league membership has increased by 60% since 2019
• Obtain over 32,000 rounds
• Continue to be the course of choice for beginners and
families wanting to get children involved in Golf
• Implement unique instructional programs utilizing the
CMU Golf Performance Center
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Parks and Recreation
• Pools (3)
• Recreation Programming
• Trails (21+ Miles)
• Forestry: 37,000 trees
• Park Maintenance
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Strategic Priority: Quality of Life
Major Programs Include:• Adult Softball and Volleyball
• Youth Basketball and Flag Football
• Pickleball
• Summer Camps
• Swim Lessons
93% Participation Increase Over Two Years
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Strategic Priority: Quality of Life
• Skate Park & Riverfront Graffiti & Mural Projects
• Weed Abatement and ROW Weed Control
• Shifts in custodial responsibility
• Additional staff to cover new areas and complete
projects in addition to maintenance.
• Recreation Program Expansion
(camps, softball and youth basketball)
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Strategic Priority: Economic Development
Regional Facilities: Major Economic Drivers
• Las Colonias and Dos Rios
• Stadium’s Support of Colorado Mesa
University, D51, JUCO, GJ Rockies
• Canyon View Tournaments
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Strategic Priority: Mobility & Infrastructure
Parks, Recreation, and Open Space (PROS)
Master Plan
• Blueprint for the Future of the System
• Implementation with marijuana funding
• Projects planned to be discussed in capital
presentation
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Department Growth
2021
150 Full Time Positions
• 131 Operations, 19 Administration
6 Fire Stations
6 Fire Trucks
10 Ambulances
Other Apparatus
17 % increase in all incidents
• 19% increase in EMS incidents
2022
171 Full Time Positions
• 152 Operations, 19 Administration
7 Fire Stations
7 Fire Trucks
12 Ambulances
Other Apparatus
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2022 Department Priorities
Fire Station Construction
• Fire Station 3 – May 2022
• Fire Station 8 – Fall 2022
• Fire Station 7 – Space & Site Planning
Recruitment/Hiring
• 21 personnel for Fire Station 8
• Internships - CARES and Outreach
• Consultant study for staffing/positions
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2022 Department Priorities
Implementation of EMS Plan
• Recruitment/training of additional paramedics
• Replacement/purchase of ambulances
Training/Safety Equipment
• 20-week recruit training academy
• 5-week lateral firefighter/paramedic academy
• Increase in individual training hours
• Firefighter personal protective equipment
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2022 Department Priorities
Wildland Fire Mitigation Program
Accreditation - Center for Public Safety Excellence
• Completion of self-assessment
• Completion of peer team review
• Appear before commission
for Public Safety Accreditation
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Next Steps
• Workshop October 18th
• Grand Junction Chamber of Commerce, Air Alliance, Sports Commission
• Downtown Development Authority, Downtown BID
• Horizon Drive BID
• Non-Profit Funding
• Economic Development Funding
• Capital
• October 27th Joint Persigo Board Budget Meeting
• November 3rd First Public Presentation and Ordinance Reading
• December 1st Second Public Presentation and Ordinance Reading
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