2022 City Manager’s Recommended Budget

2022 City Manager’s Recommended Budget

City Council Workshop

October 4, 2021

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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


• More agencies

• Resources available for funding; $1.45 million, 32 non-profits

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2022 Projected Revenues

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City Manager’s 2022 Recommended Budget

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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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General Fund and First Responder 2022 Projected Revenues

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General Fund and First Responder $101.5 million 2022 Recommended Budget

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Police Department

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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Police Department $31.5 million Operating Budget

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Communication Center$7.3 million Operating Budget

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Utilities Department

Water Services Division

Maintenance of Water Infrastructure

High Quality, Reliable Drinking Water

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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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Supervisory Control and Data Acquisition

(SCADA) Technician will service existing

and new control systems

• Optimal operations

• Security

• Safety

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Quality of Life

Community Participation

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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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Comparison to Grand Junction Area Water Rates

Water Ridges

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Utilities-Water $6.4 million Operating Budget

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Utilities-Irrigation $322,862 Operating Budget

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Visit Grand Junction

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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2021 and 2022 Travel Outlook - Leisure

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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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Visit Grand Junction Budget Compared to Other Destination Marketing Organizations

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Visit Grand Junction $5.3 million Operating Budget

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General Services Department

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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Solid Waste and Recycling

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General Services-Solid Waste$4.6 million Operating Budget

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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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Golf Rate Comparison

Fund Balance History

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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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General Services-Golf$2.3 million Operating Budget

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Parks & Recreation Department

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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• 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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Protection and Improvement of the Urban Tree Canopy

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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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Parks & Recreation$11.4 million Operating Budget

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Fire Department

Strategic Priority

Public Safety

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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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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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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Fire Department$28.2 million Operating Budget

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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


• 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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Documents

2022 City Manager’s Recommended Budget