HomeMy Public PortalAboutPKT-CC-2018-01-22Moab City Council
January 22, 2018
Joint Planning Commission/City
Council Special Meeting
**5:30 PM**
Pre-Council Workshop
6:15 PM
REGULAR COUNCIL
MEETING
7:00 PM
CITY COUNCIL CHAMBERS
CITY CENTER
(217 East Center Street)
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Moab City Council
Regular Council Meeting
City Council Chambers
Monday, January 22, 2018 at 5:30 p.m.
5:30 p.m. JOINT CITY COUNCIL-PLANNING COMMISSION MEETING
Discussion of Planning Commissioner Job Description Concept and Commissioner
Expectations
Discussion of Commission Size
Discussion of Commission’s Substantive Priorities
6:15 p.m. PRE-COUNCIL WORKSHOP
Update on US Highway 191 Widening Project
Grand County Economic Development Draft Plan
7:00 p.m. CALL TO ORDER AND PLEDGE OF ALLEGIANCE
SECTION 1: APPROVAL OF MINUTES
1-1 January 9, 2018
SECTION 2: MAYOR AND COUNCIL REPORTS
SECTION 3: ADMINISTRATIVE REPORTS
SECTION 4: CITIZENS TO BE HEARD
SECTION 5: PRESENTATIONS
5-1 Presentation of the Mayor’s Student Citizenship of the Month Award for January
2018 for Helen M. Knight School
SECTION 6: SPECIAL EVENTS/VENDORS/BEER LICENSES/SOLICITORS
6-1 Approval of a Class II Beer License and Granting of Local Consent of a Restaurant
Liquor License for Saitan Pakkarato, d.b.a. Singha Thai Cuisine located at 92 East
Center Street
SECTION 7: NEW BUSINESS
7-1 Appproval of Award of the Moab City Central Business District Master Plan Project and
Consideration to Approve a Planning Services Agreement between the City of Moab and
City of Moab
217 East Center Street
Moab, Utah 84532
Main Number (435) 259‐5121
Fax Number (435) 259‐4135
www.moabcity.org
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Avenue Consultants/Downtown Redevelopment Services in an amount not to exceed
$58,270
7-2 Discussion Regarding Council Participation on External Boards and Working Groups
7-3 Approval of Proposed Resolution #06‐2018 – A Resolution Authorizing the Current
City Manager on behalf of the City of Moab to Enter into a Contract for the Provision
of Financial Forecasting Services
SECTION 8: CONSENT AGENDA
8-1 Request for Approval of a Sole Source Purchase Addendum to Recreonics, Inc. for a
Wibits Sports Modular Aquatic Play System in an additional amount not to exceed
$400
8-2 Request for Approval of a Procurement Exception for a State Approved Contract
Purchase to Ken Garff Ford in an amount not to exceed $42,322 and Semi Service
Inc. in an amount not to exceed $8,900
SECTION 9: APPROVAL OF BILLS AGAINST THE CITY OF MOAB
SECTION 10: EXECUTIVE CLOSED SESSION
10-1 An Executive Session to Discuss Pending or Reasonably Imminent Litigation
10-2 An Executive Session to Discuss the Character, Professional Competence, or Physical
or Mental Health of an Individual
SECTION 11: ADJOURNMENT
In compliance with the Americans with Disabilities Act, individuals needing special accommodations during this meeting should
notify the Recorder’s Office at 217 East Center Street, Moab, Utah 84532; or phone (435) 259‐5121 at least three (3) working days
prior to the meeting. Check our website for updates at: www.moabcity.org
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1
Moab City Council Agenda Item Meeting Date: January 22, 2018
#: Workshop
Title: Briefing on Grand County economic development planning and administration
Date Submitted: January 18, 2018
Staff Presenter: Zacharia Levine, Grand County Community and Economic Development Director
Attachment(s): ‐ Powerpoint presentation ‐ Draft Moab Area Economic Development Strategy and Action Plan ‐ Economic Development Presentation to Governor Herbert (1/18/2018) ‐ Moab Area Quarterly Economic Development Report (July‐September 2017)
Recommended Motion: None
Background/Summary: Grand County staff have prepared a draft strategy and action plan for economic development in Grand County (including the City of Moab).
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Economic Development EffortsComparative advantage is created, not revealed!Page 6 of 135
Infrastructure and capital improvements(Missing Middle) HousingLand use plan updates/ Increased zoning densitiesMoab Area Partnership for Seniors (MAPS) Dev’t.Community Reinvestment Area (CRA)Chip SealsUDOT Regional Mobility PlanningUS‐191 (Nov. 2018) UT ‐128 (Fall 2017)SV Dr. / MC Dr. IntersectionKane Creek Blvd. ImprovementsPathway connections w/i City LimitsSpanish Valley Dr. Multi‐use PathwayGC Trail MixDesign‐Build‐MaintainWastewater Treatment Plant (Sep. 2018)Sewer line upgradesSR 279 ‐River Load Out FacilityUSGS Groundwater Study (~10k ac. ft. reduction)Page 7 of 135
Planning: strategies and actionsRural Economic Development (RED) Working GroupSoutheast Utah Association of Local Governments25K Jobs Initiative•25K Tour Stop and ED Meeting –Aug 10‐11, 2017 (Moab)•Meeting With Governor Herbert & Team –Jan. 18, 2018(Salt Lake City)Economic Development Council –Moab (EDC Moab) —proposed—Page 8 of 135
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Moab arTTrailswww.moabarTTrails.orgPage 10 of 135
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Community Reinvestment Area (CRA)Page 12 of 135
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Business Expansion and Retention (BEAR)$20,000 grant from the Governor’s Office of Economic Development (GOED) Focus on outreach/engagement, training, resources, and business healthIncreasing local economic development capacityBUSINESS.UTAH.GOV/BEARPage 14 of 135
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Primary Goals•Economic diversification•Wage growth•Operational four‐year, destination USU Moab campus•Increased (attainable) housing stock•Maintaining and enhancing quality of life for Moab residents.Page 16 of 135
Targeted Economic DevelopmentUTAH•Aerospace and defense•Energy and natural resources•Financial services•Life sciences•Outdoor products•Software development and Information TechnologyGrand County (ASAP Results)•(air & transit) Transportation services•Specialty food manufacturing•E‐commerce•Energy research and development services•Scientific research and development•Specialized design and professional servicesPage 17 of 135
Community and Economic Development Departmentzlevine@grandcountyutah.net435‐259‐1371125 E. Center St. Moab, UT 84532Page 18 of 135
MOAB AREA ECONOMIC DEVELOPMENT
STRATEGY & ACTION PLAN
“MORE THAN A PLAYGROUND”
**DRAFT - NOT FOR REPUBLICATION**
DRAFT
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Executive Summary: More than a Playground
The Moab Area economy has evolved in phase changes over the last 100 years, from small-scale agricultural coop to uranium
mining boom town to global tourism and recreation hotspot. Through each of these phase changes, at least two characteristics
have remained constant. First, the people of Moab have exhibited an enterprising spirit in pursuit of economic opportunity.
Second, business development has largely coalesced around just one industry sector.
It is safe to say that in recent years Moab’s robust tourism economy has served the community well. World-class outdoor
recreation infrastructure provides a foundation for growth. Visitation to the Area has increased markedly, new lodging, retail,
and restaurant establishments have come online, special events of all kinds fill the calendar, and sales tax revenue has enabled
local government to maintain a high level of service. Community leaders also recognize that a healthy and resilient economy
includes, if not demands, diversity. Similar to the comparison of stocks and mutual funds, an economy specialized in one industry
is more vulnerable to shock than an economy diversified across several.
This economic development strategy and action plan does not represent a departure from Moab’s base economy – recreation and
tourism – but rather a concerted effort to build upon it, to explore new opportunities, and to spread risk and create value across
a larger range of industries. Indeed, the landscape and lifestyle amenities that annually attract millions of visitors to the Area also
attract full-time residents who start businesses, raise families, and contribute to Moab’s unique community. Quality of life will
remain a bedrock of Moab’s economic development strategy.
The global economy is changing rapidly and includes great uncertainty. To prepare for the coming decades, the City of Moab
and Grand County will utilize this document as a guide for policy-making, programmatic development, and benchmarking
of success. It is intended to be a living document, evolving over time to reflect new challenges, opportunities, and community
preferences.
Median Sales Price
(2017 YTD)
$328,500
Median Monthly Rent
(2 Bed, 1 Bath; 2017)
$1,000
Tourism-Related
Employment (2016)
52.1%
Average Monthly
Wage (2016)
$2,602
% Increase in TRT
Revenue (2010-16)
19%
Median Age
39.1
Percent Second and
Vacation Homes
30%
Local vs. State Average
Monthly Wages (2016)
- $1,261
County Demographics
Source: US Census, Dept. of Workforce Services, 2017 Moab Area Affordable Housing
Plan, Kem C. Gardner Institute
Average Household Size
2.39
County Population
(2017)
9,933
Population Growth Rate
(1990-2017)
1.18%
Change in Median Sales
Price (2010 – 2017 YTD)
42.8%
Written Fall 2017 by:
Prepared for the residents, businesses, and public officials of:
Zacharia Levine, Community Development Director
Kaitlin Myers, Community Development Specialist
James McClanahan, AmeriCorps VISTA to the Community Development Department
Grand County Council
Moab City Council
City of Moab
Grand County
2 3
DRAFT DRAFT
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ACTION PLAN: Timeline ACTION PLAN: Strategies
STRATEGY SUB-STRATEGIES PAGE
Community Infrastructure
Housing
8
9
Transportation
20
Electricity & Telecomunication
24
Water & Sewer
26
Capacity Building
EDC-Moab
28
Regional
Development
Infrastructure
16
Industry Clusters
12
Regional Partnerships
14
Workforce Development &
Education
Primary Education (K-12)32
Career & Technical Education (CTE)34
Higher Education & USU-Moab 36
Quality of Life
Lifestyle Amenities 40
Downtown Plan 42
Family Economic Stability 44
Dark Skies 46
Arts & Culture 48
Business Retention,
Expansion, & Recruitment
Direct Business Engagement 52
Industry and Firm Recruitment 54
Incentive Packages 56
Economic Diversification Tourism 60
Anchor Institutions 62
Target Clusters 58
Community Reinvestment Area 66
Community Partnerships 68
Public-Private Partnerships
Economic Development
Leadership
•Community Reinvestment Area (p. 66)
•USU Moab (p. 34)
•P3s for Housing & ED
•Housing Policies (p. 16)
•UDOT Partnership (p. 20)
•Moab ArTTrails (p. 46)
•Wastewater Treatment Plant (p. 24)
•Airport Expansion (p. 20)
Short-Range (0-2 Years)
•USU Moab (p. 34)
•Innovation Center of Moab (ICOM) (pg 12)
•UDOT Projects (pg 3)
•Regional Planning with San Juan County
•Healthcare
Mid-Range (2-5 Years)
•Cluster Development (pg 12, 14)
•Preservation/Enhancement of Quality of Life - Sustainable
Growth (pg 6)
Long-Range (5-10 Years)
DRAFT DRAFT
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6 7Moab: More than a Playground
DRAFT DRAFT
ECONOMIC
DEVELOPMENT
LEADERSHIP
Economic Development Leadership
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Capacity Building
“While macro policies and regulatory reforms set important conditions for growth and access to opportunity,
it is ultimately the role of local and regional actors and institutions to address the unique market failures and
opportunities in their community... To get the markets right requires good civics: the work to organize and
implement strategies and initiatives that engage stakeholders and partners to achieve long-term goals.”
-Brookings Institution
ACTION ITEMS
State & Regional Collaboration
•Continue offering information sessions, networking opportunities, and trainings through the
Governor’s Office of Economic Development, especially the Office of Rural Development.
•Review the Moab Area Economic Development Strategy and Action Plan, and offer guidance on
how the City, Town, and County can enhance its capacity to strengthen its business climate.
•Work with local officials to identify strategies for increasing business utilization of State incentive
programs.
•Formally task public officials with oversight of economic development activities, and provide
adequate financial support.
•Coordinate economic development activities across local partner organizations, such as the
Chamber of Commerce, Small Business Development Center, Business Resource Center, USU Moab,
and others.
•Monitor community economic indicators and communicate trends to local officials, businesses, and
residents through quarterly and annual economic reports.
EDC - Moab
•Establish a volunteer Economic Development Committee of Moab (EDC-Moab) to regularly
evaluate and update the Moab Area Economic Development Strategy and Action Plan.
•EDC-Moab will serve as an advisory body to the City, Town, and County to ensure their plans and
policies are relevant and effective in achieving the community’s goals for economic development.
The City of Moab, Town of Castle Valley, and Grand County have an opportunity to further their support for
capacity building in economic development. Local leadership and the implementation of supporting policy is
the core building block of economic development. It is upon this foundation that a strong program can be built.
In order to effectively implement the strategies and actions identified in this plan, staff will need adequate time,
resources and institutional support.
“To be successful, economic development must be a priority and accompanied by the fiscal, and program support of
local elected officials...The Moab Area could greatly benefit from an active strategic plan with long-term visioning
encompassing infrastructure development, community development and business recruitment…We have discovered
over nearly 30 years of experience working with local governments that a full time, focused effort is needed to direct
these activities.”
– Jeff Edwards, former President and CEO of the Economic Development Corporation of Utah
Tiers of Economic Development
Source: Governor’s Office of Economic Development (GOED)
“In our collaborative efforts statewide, we have learned that economic development is most effective and sustainable
when it is supported by a strong community effort, led by local elected officials. Local leaders have important insights
on community needs and valuable input for long-term plans to benefit residents.”
– Q. Val Hale, Director of the Governor’s Office of Economic Development
8 9Moab: More than a Playground
DRAFT DRAFT
Economic Development Leadership
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REGIONAL
DEVELOPMENT
10 11Moab: More than a Playground
DRAFT DRAFT
Regional Development
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ACTION ITEMS
State & Regional Collaboration
• Improve US-6 to provide for safer mobility between the Wasatch Front and the Moab Area
• Support public transit for residents of southeastern Utah to easily access the Wasatch Front and
Western Slope metropolitan areas
• Support legislative appropriations for regional infrastructure projects serving all of eastern and
southeastern Utah
• Engage with San Juan County in planning for the long-term development of the Spanish Valley Area
• Monitor and effectively manage regional water resources and air quality
• Explore the potential for developing bedroom communities such as Thompson Springs and Cisco.
• Identify and map infrastructure assets in the region
• Evaluate gaps in regional infrastructure and public services
• Partner with neighboring jurisdictions and regional entities to fill gaps in critical infrastructure
Island in the Sky Entrance
The Needles Entrance
CANYONLANDS
NATIONAL PARK
EMERY COUNTY
GRAND COUNTY
SAN JUAN COUNTY
Moab
WAYNE COUNTY
GARFIELD COUNTY
Moab road access to CanyonlandsInfrastructure
“Concrete, steel and fiber-optic cable are the essential building blocks of the economy. Infrastructure enables trade,
powers businesses, connects workers to their jobs, creates opportunities for struggling communities and protects the
nation from an increasingly unpredictable natural environment. From private investment in telecommunication
systems, broadband networks, freight railroads, energy projects and pipelines, to publicly spending on transportation,
water, buildings and parks, infrastructure is the backbone of a healthy economy.”
-Brookings Institution
As an isolated community in southeastern Utah, it is important the Moab Area identify opportunities for
connectivity with its surrounding regions. Specifically, supporting the development of regional transportation,
water, energy, and community infrastructure will help the Moab Area realize new development opportunities.
This includes communities in western and southwestern Colorado.
70
GRAND
COUNTY
Moab
Interstate Highway
Railroad
Natural Gas Pipeline
Hydrocarbon Gas Liquid Pipeline
Watersheds
Regional Development12 13Moab: More than a Playground
DRAFT DRAFT
Page 25 of 135
Each community in the four corners region is characterized by different assets and opportunities. By identifying
complementary business opportunities, the Moab Area may discover horizontal and vertical linkages that help in
the retention, expansion, and recruitment of firms. Horizontal linkages refer to relationships between businesses
at the same level of the value chain whereas vertical linkages refer to relationships between businesses at different
levels of the value chain.
Industry Clusters
“Three ways that regions can increase productivity: by helping firms and industries innovate and invest in R&D and
technology...by helping industries access skilled labor or invest in training, and by improving the industry mix in the
region to include more innovative, higher-value sectors of the economy.”
-Remaking Economic Development
Grand County, UT Carbon County, UT
Mesa County, CO
Montezuma County, CO
PRIMARY
Hospitality
Video Production
PRIMARY
Coal Mining
Downstream Metals
PRIMARY
Oil & Gas
PRIMARY
HospitalityPRIMARY
Hospitality
PRIMARY
Nonmetal Mining
Electric Power
Coal MiningSECONDARY
Performing Arts
Oil & Gas
SECONDARY
Production Technology
Electric Power
SECONDARY
Hospitality
Transportation
Downstream Metals
SECONDARY
Education
Oil & Gas
Construction
Wood Products
SECONDARY
Oil & Gas
TERTIARY
Agriculture
Environmental Sciences
Apparel
Nonmetal Mining
Wood Products
Constructuion
Upstream Chemicals
Metal Mining
TERTIARY
Hospitality
Printing
Leather Products
Oil & Gas
Metal Mining
Recreational Goods
Construction
TERTIARY
Environmental Services
Music
Distribution & E-Commerce
Printing
Apparel
Textiles
Jewelry
Recreational Goods
Vulcanized Materials
Construction
Plastics
Metalworking
Upstream Chemicals
Coal Mining
TERTIARY
Agriculture
Communications
Upstream
Chemicals
Food Processing
Electric Power
Nonmetal Mining
Furniture
Forestry
TERTIARY
Agriculture
Vulcanized Metals
Wood Products
Construction
Upstream Metals
Production Technology
Metal Mining
TERTIARY
Hospitality
Furniture
Emery County, UT
San Juan County, UT
ACTION ITEMS
•Identify existing complementary business activities in eastern and southeastern Utah and the “Four
Corners” region. Evaluate opportunities for horizontal and vertical linkages in production, sales and
services.
•Support value-adding research and development activities related to natural resources, recreation and
tourism, and outdoor products.
•Identify educational needs for regional industry clusters. Work with USU Moab and CTE units to
develop and maintain needed pathway, stackable credit, and certification programs.
State & Regional Collaboration
•Incorporate a graduated income tax relief structure into the State Tax Code.
•Increase support for rural development within the Governor’s Office of Economic Development.
•Evaluate opportunities for building out regional branches of State-level offices in the Moab Area.
Regional Major Industry Clusters
Source: U.S. Cluster Mapping Project
* Graphic representation subject to change.* Graphic representation subject to change.
14 15Moab: More than a Playground
DRAFT DRAFT
Page 26 of 135
Regional Partnerships
“[Regional] issues should make us smarter. They remind us that we are interdependent, tethered to our neighbors.
They reveal that no single jurisdiction can effectively address every challenge on its own.”
-Working Across Boundaries
ACTION ITEMS
•[Placeholder Text]State & Regional Collaboration
•[Placeholder Text]
Local officials acknowledge the importance of participating in regional partnership organizations.
COMMUNITY
INFRASTRUCTURE
16 17Moab: More than a Playground
DRAFT DRAFT
Page 27 of 135
Housing
Survey: Employer-Provided Housing
Source: 2017 Moab Area Affordable Housing Plan
Source: DWS, Utah Association of Realtors, Grand County Community Development Department
FAST FACTS: GRAND COUNTY HOUSING MARKET
68% - Owner-Occupied Housing Units
30% - Housing Used as Second Homes or Vacation Rentals, Etc.
19% - Percent of Mobile Homes, RVs, etc. in the Housing Stock
8% - Percent of Total Housing Units Deed Restricted to be Affordable
WAGES AND HOUSING COSTS2003 vs. 2015
*Monthly cost assumes a 30 year mortgage, 10% down, 4% APR, 2% PMI, 1% property tax (at
55% of assessed value), $150/mo. utilities, $600/yr home insurance, and no HOA fees
2003
2015
2015
AVERAGE PAYROLL WAGE
AVERAGE HOUSING SALES PRICE
# OF AVG WORKERS REQUIRED
TO BE AFFORDABLE
HOURLY WAGE REQUIRED BY 1 WORKER
TO BE AFFORDABLE
$1,699
$135,129
1.93
$20.52
$2,566
$277,549
$37.75
2.35
“[In a resort town,] providing affordable housing is an internal cost of doing business.''
-Jack Lewis, Vice President of Vail Associates
EMPLOYEE HOUSING SURVEY
35 RECREATIONAL OUTFITTERS
7 8 9 83
PROVIDE ON-SITE OR
NEARBY EMPLOYEE
HOUSING
WANT TO PROVIDE
ON-SITE OR NEARBY
EMPLOYEE HOUSING
UNCERTAIN THAT EMPLOYEE
HOUSING IS PERMITTED IN
THEIR ZONING DISTRICT
OTHEREMPLOYEE
HOUSING IS
NOT
PERMITTED
IN THEIR
ZONING
DISTRICT
19 9 7
15 9 11
5 8 10 12
YES NO OTHER
YES NO OTHER
YES NO MAYBE OTHER
DOES LACK THE LACK OF HOUSING MAKE IT HARD TO HIRE NEW EMPLOYEES?
DOES LACK THE LACK OF HOUSING LIMIT THE GROWTH OF YOUR BUSINESS?
DO YOU SUPPORT MANAGED HOUSING FOR SEASONAL STAFF?
DO YOU PROVIDE HOUSING FOR YOUR EMPLOYEES?
Source: DWS, Grand County Community
Development Department
0% 20% 40% 60% 80%100%120% 140% 160%
Utilities (0.6%)
Manufacturing (0.9%)
Finance & Insurance (1.1%)
Wholesale Trade (1.4%)
Other Services (1.5%)
Mining (1.7%)
Professional Scientific & Technical Services (2.0%)
Admin, Support, Waste Management, Remediation (2.2%)
Transportation & Warehousing (2.3%)
Real Estate & Rental & Leasing (2.4%)
Construction (5.6%)
Education Services (5.8%)
Public Administration (7.4%)
Healthcare & Social Assistance (7.7%)
Arts, Entertainment, & Recreation (9.4%)
Retail Trade (14.9%)
Accommodation & Food Services (31.8%)
% of Monthly Homeownership
Costs Covered by Monthly Wage
% of Monthly Rental Housing
Costs Covered by Monthly Wage
Information (1.2%)
59.6%
110.4
84.2
52.6%
56.1 %
40.4%
%
%
53%
42%
21 %
22%
14%
59.5
80.9%
51.2%
77.9%
26%
43%
20%
40%
25%
85.6%
64.2 %
158.9 %
89.9%
%
39%
33%
87%
48%
163.2%
53.5%
111.7%
48.5%
85%
21%
47%
%21
In 2016, the Interlocal Housing Task Force interviewed 35 local outfitters that employ 548 residents to
better understand the needs and opportunities for employer-provided housing in the Moab Area. The
survey clearly demonstrates that workforce housing is an integral input to business development.
Source: US Census, Grand County Community Development Department
Housing Affordability Gap by Industry
An increasing number of Grand County’s essential workforce is unable to find affordable housing in Grand County. Industries across
almost all sectors fall short of the wages necessary to meet current housing expenses for both buyers and renters.
The graph below indicates how well a single worker can meet median monthly housing costs if he/she spends only 30% of his/her
monthly wage. For example, a person working in accomodation & food services (the largest portion of Grand County’s workforce), can
only afford to spend $404 on monthly rental fees, which is 40.4% of the total amount he/she would need to match the median rental
amount of $1,000; he/she can only afford a home purchase price of $46,998, which is 14% of the total amount he/she would need to
match the median sales price of $329,500.
* Graphic to be updated to
reflect 2010 and 2017 data.
* Graphic to be updated to 2017 data.
18 19
DRAFT DRAFT
Page 28 of 135
ACTION ITEMS
•Increase zoning densities along major transportation corridors and proximal to retail, restaurants,
and entertainment.
•Continue streamlining the development review process and remove regulatory or procedural barriers
to the creation of workforce housing.
•Enable and promote missing middle housing typologies, such as duplexes, triplexes, courtyard
apartments, and townhouses.
•Establish policies, procedures, and incentives to support employer-provided housing developments.
•Incentive new development through a combination of density bonuses, site plan flexibility, and fee
waivers in exchange for deed restricted housing.
•Evaluate and possibly adopt an assured housing ordinance for certain development types.
•Establish, promote, and utilize the Moab Area Community Land Trust.
•Increase funding for affordable housing within City and County budgets.
Housing is economic development. Due to the severity of Moab’s housing crunch, increasing the stock of affordable and attainable housing precedes all other economic development strategies. The Moab Area Housing Task Force recommends the following action items in the 2017 Affordable Housing Plan.
Community Infrastructure
State & Regional Collaboration
•Enable greater flexibility and local control in the expenditure of Transient Room Tax (TRT)
revenue to address housing affordability as an impact of tourism
•Add housing as a form of capital investment to State economic development incentive programs
such as the High-Cost Infrastructure Tax Credit and Targeted Business Tax Credit when it
supports business expansion and job creation.
•Continue funding the low-income housing programs, and maintain the rural set-aside
•Low-Income Housing Tax Credit (LIHTC)
•Olean Walker Housing Loan Fund (OWHLF)
•Support federally-funded housing programs such as the Community Development Block Grant
administered through HUD and 501-Direct Loans administered by the USDA.
•Maintain and support the State Housing Task Force led by Lt. Governor Spencer Cox.
•Assist local governments in working with SITLA and BLM offices to explore the potential of
development state- and federally-owned lands in the urbanized Moab Area.
20 21Moab: More than a Playground
DRAFT DRAFT
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Transportation
MOAB AREA MOBILITY STUDY
DOWNTOWN
FUTURE USU-MOAB
CAMPUS
RESIDENTIAL
RESIDENTIAL
TO ARIZONA
TO I-70; SLC/DENVER,
AIRPORT, NATIONAL PARKS
PRIMARY CHALLENGES:
Freight trucking incompatible with downtown cbd
Traffic congestion/traffic throughput
Bicyclist & pedestrian safety
Internal trips shifting to local streets & neighborhoods
Noise (ATV/UTV; Freight trucking)
Parking (especially large vehicles and trailers)
N
TO SALT LAKE CITY
TO CANYONLANDS N.P./
DEAD HORSE POINT S.P. & TRAILS
TO ARCHES N.P.
TO RIVER ACCESS & TRAILS
Tourism/Recreation
Residential
TruckingTourism/Recreation
Trucking
Tourism/Recreation
Tourism/Recreation
Trucking
Trucking
Tourism/Recreation Trucking
Tourism/Recreation
Trucking
Tourism/Recreation
Trucking
Tourism/Recreation
Residential
Commercial
DOWNTOWN CBD
& RESIDENTIAL
USU MOAB &
MIXED USE DEV’T.
N
CASTLE VALLEY
TO ARIZONA
AIRPORT
TO DENVER
Above, Opposite Page: A series of diagrams showing transportation challenges related to US-191 at the local and regional scale
Source: Grand County
Contemporary trends have underlined that economic development has become less dependent on relations with the
environment (resources) and more dependent on relations across space. While resources remain the foundation of
economic activities, the commodification of the economy has been linked with higher levels of material flows of all
kinds.
-The Geography of Transport Systems
It is vital we address two interrelated transportation issues that are currently impeding economic
development. First, freight trucks traveling along US Highway 191, which also serves as Main
St., diminish residents’ and visitors’ “downtown experiences.” Second, traffic and congestion have
increased alongside the growth in visitation. Relieving downtown congestion and improving
the bicycle and pedestrian experience is central to maintaining the Moab Area’s reputation as a
world-renowned destination.
ACTION ITEMS
•Maintain a high level of service on the local road network.
•Acquire and maintain road rights-of-way to build road network according to transportation master
plan.
•Ensure impact fees accurately reflect system upgrades necessary to serve new developments.
•Investigate re-routing freight traffic around the downtown commercial business district.
•Expand Canyonlands Field Airport to expand non-auto regional transportation options.
•Construct a parking structure in downtown Moab.
•Expand and enhance active transportation infrastructure, including a multi-use pathway along
Spanish Valley Dr.
•Support private enterprises interested in providing public transit services.
•Explore options for utilizing the Union-Pacific rail spur that provides connectivity to the Intrepid
Potash mine and Department of Energy tailings pile.
•Apply for state and federal funds through the State Transportation Plan and programs like the Federal
Lands Access Program.
•Utilize revenue from the local option sales and use tax to fund transportation infrastructure projects.
22 23Moab: More than a Playground
DRAFT DRAFT
Page 30 of 135
Electricity and Telecommunications
“Markets that were not accessible before the advent of the World Wide Web
can now be successfully reached even from the most remote community.”
-Energizing Young Entrepreneurs in Rural Communities
Current Telecom Service Providers
•Emery Telcom
•Frontier Communications
•River Canyon Wireless
GRAND
The map (left) represents the fiber availability presented by Emery
Telcom, the largest telecommunications provider in Grand County.
Electricity
The Moab Area experiences reliability issues with
electrical services. In particular, Castle Valley
experiences inconsistencies with the Rattlesnake
Line.
Map of Rocky Mountain Power service areas Source: Rocky Mountain Power
ACTION ITEMS
State & Regional Collaboration
•Coordinate with Rocky Mountain Power and the
different internet service providers to determine
future load predictions.
•Continue working with Rocky Mountain Power
to encourage system upgrades and increase
reliability, and to be aware of maintenance
schedules.
•Expand fiber optic capacity to include
more commercial and residential users.
•Work with remote worker companies
and identify telecommunication needs
for establishing “work-from-anywhere”
opportunities.
Map of Northwest Pipeline (natural gas) as it passes through Grand County Source: Williams Companies
Community Infrastructure24 25Moab: More than a Playground
DRAFT DRAFT
Page 31 of 135
Water & Sewer
Water
The Spanish Valley Area utilize surface water resources from Mill and Pack Creeks, springs throuhgout
the Valley, and groundwater from the Glen Canyon Aquifer. Grand Water and Sewer Service Agency
provides water and sewer to most Grand County users. The City of Moab provdes water and sewer
to municipal users. A recent request for water rights by San Juan County triggered calls for a new
groundwater study. Researchers from the USGS have suggested the annual water budget is significantly
lower than previously estimated. It is now known that snowpack high in the La Sal Mountains is the most
important source of water for the Area.
Sewer
The City of Moab is currently
constructing a new wastewater
treatment plant to replace an
outdated and undersized plant.
In spring of 2017, new
construction began on a new
treatment facility, as rendered
to the left. The new plant is
estimated to come online in fall
2018. Rendering of new wastewater treatment plant. Source: Salt Lake Tribune
ACTION ITEMS
•Construct new wastewater
treatment plant
•Set and collect impact fees to
cover increased costs associated
with serving new development
•Monitor seasonal and annual
changes in system demand
•Review the upcoming USGS
groundwater study report and
plan a course of action accordingly
•Manage and maintain municipal
and County water rights
State & Regional Collaboration
•Work with the Utah Divsion of
Water Rights to create a groundwater
management plan for the Glen Canyon
Aquifer.
•Collaborate with the US Forest Service
in forest management to protect local
water resources.
•Work with San Juan County to properly
service areas adjacent to Moab Area
“Water is essential to all aspects of life. Water sustains families and communities. It supports economic productivity.
From semiconductor manufacturing, to agriculture, to hotels and restaurants, virtually all sectors of the economy
rely on water.”
-Value of Water Campaign
GRAND COUNTY
SAN JUAN COUNTY
Map of Mill Creek Watershed (source of Moab public water) Source: Utah AGRC
Construction photos of new wastewater treatment plant Source: City of Moab Public culinary water tanks Source: Google Maps
26 27Moab: More than a Playground
DRAFT DRAFT
Community Infrastructure
Page 32 of 135
WORKFORCE
DEVELOPMENT &
EDUCATION
28 29Moab: More than a Playground
DRAFT DRAFT
Workforce Development & Education
Page 33 of 135
Primary Education (K-12)
•Primary and secondary education is an important place where communities establish a culture of excellence
•Emphasis on lifelong learning, kindergarten through university certifications
•Early childhood development was identified in Grand County’s Intergenerational Poverty (IGP) Plan as key
strategy for preventing IGP
Top - Moab Charter School, Helen M. Knight Elementary School; Bottom - Grand County Middle School, Grand County High School
“Parents worry over the quality of the schools their children attend because a good primary and secondary education
is essential to the success of their child’s transition from high school to higher education or the labor market.
Homeowners, even if they do not have children in public schools, are anxious about the quality of local public
schools because they know the direct positive effect it has on the resale value of their property. Finally, business
owners recognize that a quality K–12 education makes the workers they employ more productive.”
-National Education Association
C.R. Sundwall School -
public preschool for
special education
Grand County
School District USU Moab - Associate and
Bachelor Degrees
USU Moab -
Graduate Degrees
Moab Charter
School
USU Moab - Career & Technical Education
(including concurrent enrollment with
Grand County HS)
Lifelong Learning Resources
Grand County School Ratings (2016-2017)
Helen M. Knight Elementary School
Moab Charter School
Grand County Middle School
Grand County High School
C
C
B
D
Source: Utah State Board of Education
Professionals with young families choose to live in
communities with high quality education offerings.
While “school grades” don’t tell a complete story
about the quality of education in a community, Grand
County’s schools are consistently a source of challenge
in attracting and retaining professionals.
44%
56%
Language Arts
Proficient
Unproficient
35%
65%
Math
42%
58%
Science
40%
60%
Language Arts
30%
70%
Math
48%52%
Science
Grand County School District
Moab Charter School
44%56%Language Arts
Proficient
Unproficient
35%65%Math 42%58%Science
40%
60%
Language Arts
30%
70%
Math
48%52%
Science
Grand County School District
Moab Charter School
ACTION ITEMS
•Act on data provided by 2017 Sectoral
Employment Analysis
•Implement coding into Grand County
education curriculum to better prepare
students for the 21st century economy
•Promote concurrent enrollement for high
school students to earn college credit for
general education requirements.
•Increase communication between City of
Moab, Grand County, and School District
officials.
State & Regional Collaboration
•[Placeholder text]
30 31Moab: More than a Playground
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Workforce Development & Education
Page 34 of 135
Career Technical Education (CTE)
•A partnership between USU Moab and GCSD supports workforace
development in the region through stackable credential pathways.
•Once students have entry level skills with academic, workplace, and
industry competencies, they are strongly encouraged to continue
their education through existing four-year and master’s level
programs at USU Moab to advance their careers.
•Participation in these CTE Career Pathways programs will lead to
credentials and degrees that support the Governor’s 66% by 2020
goal and the Talent Ready Utah goal of filling 40,000 high-skills,
high-wage jobs through educational programs that are important to
State and regional industry clusters.
•Because of continued effort by USU Moab, not only are the
programs now available in Southeast Utah, but they are becoming
increasingly accessible to other underserved rural areas in the
Southwest part of the state via a statewide interactive video
conferencing (IVC) system available through the USU regional
campus system.
“At its core, the career technical education mission is to prepare students for high-skill, high-demand careers. Dual
and concurrent enrollment courses and programs, certificates and or AA degrees flow together, creating pathways to
employment, BA degrees and more. Pathway CTE programs are increasingly effective in helping to put America to
work.”
-Psychology Today
BEACON:
Career
Awareness
HIGH SCHOOL: Career
Readiness, Concurrent
Enrollment
USU
Certificates of
Proficiency
Certificates of
Completion
ASSOCIATE
DEGREES
BACHELOR
DEGREES
MASTERS
DEGREES
ENTRY
CAREER
Top - Stackable credential diagram
Left - GCHS students in a concurrent enrollment
Automotive Technology program
Right - Students in the Allied Health track
ACTION ITEMS
•Work with GCSD and USU
Moab to ensure CTE programs
are supporting targeted cluster
development
•[Placeholder text]
State & Regional Collaboration
•Support a technical college in the Moab
Area
•[Placeholder text]
In partnership with GCSD career pathway programs, post-secondary education in key skill areas offered through
USU Moab can be an important strategy for breaking the cycle of inter-generational poverty (see pg 43). The
joint initiative to expose students to science, technology, engineering, math, and other disciplines in creative
and interesting ways across elementary, middle school, high school, and post-secondary years will help these
students develop a career vision for their future that will allow them to escape poverty and to make important
contributions to the local economy.
CTE Degrees and Certificates Offered at USU Moab
Certificates of Proficiency (16 – 18 Credits)
•Digital Design
•Web Business
•Professional Bookkeeper
Certificates of Completion (30 – 35 Credits)
•Professional Bookkeeping
•Automotive Technology
•Construction Fundamentals
•Engineering Drafting & Design Technology
Allied Health (5 – 42 Credits)
•Nursing Assistant (5 Credits)
•Medical Assistant (42 Credits)
•Phlebotomy (18 Credits)
•Surgery Technician (Coming Soon)
AAS Degrees
•AAS General Technology
•AAS IT Support & Web Development
Apprenticeships
•Electrical Apprenticeship Program (8 Semesters)
32 33Moab: More than a Playground
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Workforce Development & Education
Page 35 of 135
Higher Education & USU-Moab
“Most economists and policymakers know that people who complete a college degree tend to earn more than people
who have not attended college. Yet they often overlook the fact that these benefits extend beyond individual workers.
The college earnings advantage also leads to greater economic activity, fueling prosperity at the regional and national
levels.”-Brookings Institution
450
126
-22
-296
-76
-32
2
Less Than High School Diploma
High School Diploma or GED
Post-Secondary Certificate
Bachelor’s Degree
Master’s Degree
Doctoral Degree
Post-Doctoral Training
Occupational Education
The chart below presents the expected level of educational attainment given the mix of occupations in the Moab
Area The red line represents the exact number of workers needed at each education level.
The data indicate that the Moab Area currently has a surplus of workers with low levels of educational attainment
(indicated in blue). More workers with various levels of post-secondary education (indicated in orange) are
needed to support economic diversification and development.
Source: 2017 Sectoral
Employment Analysis
In November of 2017, the City of Moab and Grand County signed a memorandum of understanding with Utah
State University designating mutual roles in fundraising for the construction of a four year campus in Moab.
BEACON:
Career
Awareness
HIGH SCHOOL: Career
Readiness, Concurrent
Enrollment
USU
Certificates of
Proficiency
Certificates of
Completion
ASSOCIATE
DEGREES
BACHELOR
DEGREES
MASTERS
DEGREES
ENTRY
CAREER
BEACON:
Career
Awareness
HIGH SCHOOL: Career
Readiness, Concurrent
Enrollment
USU
Certificates of
Proficiency
Certificates of
Completion
ASSOCIATE
DEGREES
BACHELOR
DEGREES
MASTERS
DEGREES
ENTRY
CAREER
BEACON:
Career
Awareness
HIGH SCHOOL: Career
Readiness, Concurrent
Enrollment
USU
Certificates of
Proficiency
Certificates of
Completion
ASSOCIATE
DEGREES
BACHELOR
DEGREES
MASTERS
DEGREES
ENTRY
CAREER
Source: USU Moab
Rendering of future USU-Moab campus Source: Moab Sun Times
ACTION ITEMS
State & Regional Collaboration
• Increase enrollment in USU’s existing certificate and degree programs
• Grow the USU Moab scholarship fund through local contributions
• Ensure local businesses are aware of USU Moab programs that may benefit their employees
USU Moab Advisory Council Milestones
• Create a campus vision based on the ideal mix of disciplines, degree programs, teaching, and
research activities to be hosted on the new destination campus by December 31, 2017
• Raise $5M from private donors, corporations, and foundations by December 31, 2018
• Complete construction of the “infrastructure corridor” between US-191 and the future campus
development site by December 31, 2019
• Commence construction of a new campus in fall 2020
• Commence classes at a new campus in fall 2021
• Collaborate with USU and SITLA in planning for the development of land adjacent to the future
campus site
34 35Moab: More than a Playground
DRAFT DRAFT
Workforce Development & Education
Page 36 of 135
QUALITY
OF LIFE
36 37Moab: More than a Playground
DRAFT DRAFT
Quality of Life
Page 37 of 135
Lifestyle Amenities
“...some creative workers may choose to forego higher urban earnings in exchange for the quality of life found in
places endowed with natural amenities...where this occurs, it may lead to business formation and economic growth,
facilitated in part by the attraction of more creative class members.
-Journal of Economic Geography
Land Ownership
Bureau of Land Management - 2440 sq mi
Department of Natural Resources - 42 sq mi
Department of Defense - 4 sq mi
National Park Service - 120 sq mi
Private & Local - 162 sq mi
State & Institutional Trust Lands Administration - 514 sq mi
Tribal - 310 sq mi
Department of Transportation - 2 sq mi
US Forest Service - 89 sq mi
Federal
State
Other
Total - 3683 sq mi
Source: Utah AGRC
Grand County Trails
Hike + Bike - 1668 mi
Hike - 44 mi
Hike + Equestrian - 16 mi
Total - 1730 mi
Source: Utah AGRC
Without a doubt, the strongest draw for individuals and families moving to Moab is the quality of life afforded
by an abundance of world-class outdoor recreation assets. Within minutes of the City, in any direction, one can
access top tier front-country recreation and even pristine wild landscapes. Highlighting this unique aspect of the
Moab Area will be central to individual and business recruitment efforts.
[Placeholder for more text or pictures]
ACTION ITEMS
• Continue investing in recreation planning,
infrastructure, and resource management,
emphasizing its value to visitors and
residents.
• Collaborate with the Moab Area Travel
Council to design individual and business
recruitment materials highlighting the
Area’s unique quality of life.
• Leverage the Area’s lifestyle amenity profile
to target outdoor product companies
State & Regional Collaboration
• Encourage the Utah legislature to
continue funding the Utah Outdoor
Recreation Infrastructure Grant
through the Office of Outdoor
Recreation.
• Promote Moab as a destination for
lifestyle and business
Source: Moab Trail Mix, Moab Travel Council
38 39Moab: More than a Playground
DRAFT DRAFT
Quality of Life
Page 38 of 135
Downtown Plan
[Placeholder: The City of Moab is in the process of updating its Downtown Master Plan. Once one of the four
final proposals are selected, initial plans will be represented in this document.] “A city’s downtown area has an important and unique role in economic and social development. Downtowns create
a critical mass of activities where commercial, cultural, and civic activities are concentrated. This concentration
facilitates business, learning, and cultural exchange...
Downtowns throughout North America are making a major contribution to the bottom line of their municipalities.
In most cases downtowns serve as the engine for local economies. However, downtowns are much more than a profit
center to cities. They also represent the image and character of a city to the rest of the world. Downtowns are unique
in that they are typically the only neighborhood that belongs to and is shared by everyone in the region.”
-Andy Kitsinger, AIA, AICP
ACTION ITEMS
• [Placeholder text]State & Regional Collaboration
• Collaborate with UDOT to best utilize
SB 277 Transportation Project funding,
including a truck bypass study, downtown
parking lot, Main St. improvements, and
active transporation infrastructure.
• Collaborate with San Juan County to
ensure the Moab Downtown and proposed
Spanish Valley Town Center are both
successful.
41Moab: More than a Playground
DRAFT
40
DRAFT
Page 39 of 135
Family Economic Stability
Community economic stability starts in the home. When children are raised in stable environments, they
are proven to have greater success in school, which often leads to greater economic mobility later in life.
Ensuring that families can provide basic human needs (food, housing, health, safety, and transportation) to
their children is crucial to the overal economic growth of the community.
Risk Factors for Adolescent Problem Behavior
Adolescent Attachment Rates
Family and school environments have the greatest correlation with various risk factors for adolescent problem
behaviors, as indicated by the chart below. Volitile family and/or school environments put the academic and
economic success of an adolescent at risk and can often lead to higher rates of substance abuse, delinquency, teen
pregnancy, school drop-outs, violence, and mental health issues in the community.
Research indicates that current Grand County School District (GCSD) students have high attachment rates to their
families (higher than the national average, but just lower than the state average).
However, the same study indicates that students have much lower attachment rates to their local neighborhoods and
schools.
Source: 2017 SHARP Survey
Source: 2017 SHARP Survey
The graph to the right indicates the various
attachment rates as percentages. Almost half of
GCSD students reported low neighborhood and
school attachment, but close to 70% reported
high family attachment.
The ramifications of th is ar e tw o-fold; lower
rates of community attachment often lead to
higher rates of juvenile crime, drug dealing, and
drug use. Second, low school attachment rates
decrease the chance of students continuing to
higher education opportunities, which
would impact the local economy (see p.34
for more).
Intergenerational Poverty
“There is increasing research demonstrating that young children experiencing economic hardship often experience toxic
stress and trauma. Given the intergenerational nature of poverty, toxic stress and trauma are often intergenerational
as well.”
- Intergenerational Welfare Reform Commission
ACTION ITEMS
•Identify community goals related
to family economic stability
•Work with key community
stakeholders to select an evidence-
based community coalition
process to address family
economic stability
•Continue to support the
implementation of the Grand
County Intergenerational Poverty
Action Plan
State & Regional Collaboration
•Grant Healthcare Provider Shortage Area
(HPSA) designation for mental, physical,
and dental health
•Expand universal healthcare system to
include all uninsured Utah community
members
Source: Grand County Intergenerational Poverty Plan, DWS
The Grand County Intergenerational Poverty
Action Plan focuses on early childhood
development and health.
Teaching families how to support the healthy
development of their children and expanding
healthcare access to every Grand County
resident will be the most effective and
sustainable way to address, and eventually
stop, the pervasive cycle of poverty in the
community.
Early childhood development and health are
two goals that are heavily intertwined and
address some of the most basic human needs
associated with overall family economic
stability.
42 43Moab: More than a Playground
DRAFT DRAFT
Quality of Life
Page 40 of 135
Dark Skies
The Moab Dark Skies Working Group was established in 2016 to Promote the appreciation and
conservation of Moab’s valuable and rare dark skies.
In addition to safety, health, and aesthetic benefits, dark sky-friendly lighting retrofits quickly pay for
themselves through energy cost savings.
9
Illustration: Monica Stamm
Unshielded
Shielding
Partially
Shielded
Fully
ShieldedUnshielded Partially
Shielded
Fully
Shielded
ACTION ITEMS
• Work towards International Dark Sky
Community Designations in the City
and County.
• Promote Deadhorse Point State Park
as an International Dark Sky Park.
• Evaluate current land use regulations
governing outdoor lighting and
consider changes that would reduce
the potential for light pollution.
• Retrofit lighting fixtures when
possible
• Engage members of the public
on dark sky initiatives. Provide
education where possible.
• Implement other Dark Sky BMPs
State & Regional Collaboration
• Promote dark sky tourism in
southern Utah.
• Consider regional light pollution in
metropolitan planning efforts along
the Wasatch Front.
• Support the Center for Dark Sky
Studies at the University of Utah.
In 2017, the group partnered with Masters
students in the University of Utah’s City and
Regional Planning Department to conduct an
inventory of outdoor lighting on publicly owned
facilities. The results will inform future action.
“...there are good reasons to believe that the growth potential for this type of tourism is enormous. However, the pace
of growth and the eventual magnitude of night-sky tourism depend on the willingness of stakeholders to promote
night-sky tourism and leverage the region’s unparalleled assets in this area.”
-Economic Impact of Dark Skies on the Colorado Plateau
Moab
Denver
Salt Lake City
Grand Junction
Satellite night view of region Source: NASA
Moab’s skyglow from three different observation points (Luginbuhl et al., 2013)
Dead Horse
Point State
Park
Source:
International
Dark Sky
Asssociation
Unshielded
Partially Shielded
Fully Shielded
25%
3%
72%
(Air & Transit)
Transportation Services
Specialty Food
Manufacturing
E-Commerce
Energy Research and
Development Services
Scientific Research
and Development
Specialized Design and
Professional Services
Grand County Public Light Fixtures
Source: University of Utah
Source: University of Utah
44 45Moab: More than a Playground
DRAFT DRAFT
Quality of Life
Page 41 of 135
Arts & Culture
“A flourishing arts and culture sector can affect where workers in the information economy, especially younger ones,
want to live and as such is important for workforce recruitment and retention strategies.”
-Economic Vitality
Arts and culture draw people from inside and outside a community.
It brings in visitors and enhances community participation, building both economic and social
capital.
Map of downtown
ArTTrails installation
Free concert series at Moab Farmer’s Market
Performance at Moab Music Festival
Current Examples
• Moab ArTTrails
• Weekly concerts at Moab Farmer’s Market
• Moab Music Festival
ACTION ITEMS
State & Regional Collaboration
• [Placeholder text]
• Pursue strategies for connecting arts and culture with other sectors like tourism,
manufacturing
• Support arts funding in the School District
• Support the artist-in-residence program
• Establish a grant program to support students and non-profits creating public art
• Foster internships and learning opportunities for students of all ages (GCSD, USU)
• Encourage USU Moab to create a culinary arts program
Sculptures included downtown ArTTrails installation
46 47Moab: More than a Playground
DRAFT DRAFT
Quality of Life
Page 42 of 135
BUSINESS
RETENTION,
EXPANSION,
& RECRUITMENT
48 49Moab: More than a Playground
DRAFT DRAFT
Business Retention, Expansion, & Recruitment
Page 43 of 135
Direct Business Engagement
Business Retention and Expansion (BRE)
• Keeping and growing businesses within Grand County is a more efficient job generator than recruitment.
• By gaining an in-depth understanding of the challenges local businesses experience, local governments can
identify opportunities to modify or enact new policies and infrastructure projects.
• BRE efforts should focus on individuals as well as companies - it’s about relationship-building
• Fostering a spirit of entrepreneurship will encourage residents who are already committed to the
community to start new businesses
“Studies from across the country have demonstrated that the overwhelming majority of all new jobs in small towns
come from existing business expansion.”
-Business Retention and Expansion Guide
Keeping a business in your community is less costly than attracting new industry. Industry attraction efforts often
include significant tax incentives and substantial infrastructure development costs. Existing businesses may seek
some of these incentives, but more often than not, the fiscal cost per job created is less for an existing business than
for a new business (Morse 2004).
ACTION ITEMS
• Design an effective business retention,
expansion, and recruitment program.
• Conduct annual surveys of local
businesses to learn how best to
encourage and support their business
development plans.
• Increase local utilization of State
tax credit programs for business
development and job creation.
• Coordinate topic-specific presentations
and training opportunities
• Provide regular information updates to
businesses and public officials
State & Regional Collaboration
• Expand the Rural Development Office
within GOED
• Increase funding for the Rural Fast
Track grant program.
• Increase funding for the Business
Expansion and Retention (BEAR) grant
program.
• Add housing as an eligible capital
expenditure for State tax credit programs
when tied to business development and
job creation.
Fast Facts
• [Placeholder text for jobs growth figures 2010 - 2017]
• [Placeholder text for fastest gowing industry sectors in Grand County, and percentage growth 2010 - 2017]
Housing
Prices and Sales
Unit Inventory
Building Permits
Residential
Commercial
EcoDev Headlines
New Community Leaders
25K Rural Jobs
New Community Leaders
Several key community leadership positions are now filled. JT Stroder will serve as the next Grand
County School District Superintendent; Jim Winder is officially sworn in as the City of Moab Police
Chief; Patrick Trim is the Grand County Council appointee filling the remainder of Chris Baird’s
vacated seat; Dr. Steve Hawks is moving into a faculty teaching position and Dr. Lianna Etchberger
is now the USU Moab Executive Director; and, Dr. Rosemarie Russo will soon become the City of
Moab’s first Sustainability Director. The Moab business community is encouraged to offer these
25K Rural Jobs
Governor Gary Herbert, in his 2017 State of the State address,
established a goal of creating 25,000 new jobs in the 25 counties
“off the Wasatch Front” over the next four years. To support this
goal, the Governor’s Office and more than two dozen economic
partners are traveling the State over the next few months. The
purpose of this tour is to connect local businesses, job seekers,
and other stakeholders with the business service providers,
grant programs, and technical experts available to help grow
and diversify our economy. Business representatives, future
entrepreneurs, and job seekers are encouraged to show up
and ask the economic partners, “What can you do for me?”
Economy
Economy by Sector
Taxable Sales
NPS Visitation Rates
Cost of Living
Local Workforce
Wages & Workers, by Industry
Area Workforce
Unemployment Rate
Resources
EcoDev Headlines
Second Quarter | April - June 2017
Issue Contents
Moab Area
Quarterly Economic Report
individuals a warm welcome to their new positions and to
continue finding productive opportunities for collaboration.
This event is also a
rare opportunity to
interface with some key
leaders in the State and
communicate Moab’s
desire to create a
resilient and complete
economy.
The tour will stop in
Moab on Thursday,
August 10 from 11am
to 1pm at Lions Park.
For more information,
contact the Grand County
Community Development
Department.
Advertising material for Moab Business Summit Source: Grand County Community Development
Workforce
Second Quarter 2017 Report
Workforce Overview
Economy
Visitation Rates at State & National Parks
Source: Utah Dept. of Workforce Services
Source: National Park Service, Utah State Parks
Due to the seasonality of Grand County’s tourism
industry and its high share of employment, the
unemployment rate can fluctuate from approximately
10% in the winter months to less than 4% in the
summer months.
# of Visitors
Q1, 2016
# of Visitors
Q1, 2017
%
Change
# of Visitors
YTD, 2016
# of Visitors
YTD, 2017
%
Change
Arches National Park 172,633 189,075
9.5%172,633 189,075
9.5%
Canyonlands National Park 67,403 91,247
35.4%67,403 91,247
35.4%
Deadhorse Point State Park 36,510 77,203
111.5%36,510 77,203
111.5%
# of People
Q4, 2015
% of Workforce
Population
# of People
Q4, 2016
% of Workforce
Population
% change
Y2Y
Workforce Population 5,667 -5,847 -3.2%
Employed (Total)5,324 93.9%5,513 94.3% 3.5%
Unemployed (Total)343 6.1%334 5.7% -2.6%
Content from Moab Area Quarterly Economic Report Source: Grand County Community Development
50 51Moab: More than a Playground
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Business Retention, Expansion, & Recruitment
Page 44 of 135
A c i t y s e c o n o m i c h e a l t h d e p e n d s g r e a t l y u p o n t h e n a t u r e a n d q u a n t i t y o f b u s i n e s s e s t h a t o p e r a t e w i t h i n i t s l i m i t s .
W h e n b u s i n e s s e s a r e s p a w n e d i n a c i t y o r m o v e t o a c i t y , t h e r e v e n u e t h e y g e n e r a t e c o n t r i b u t e s d i r e c t l y i n t o t h e c i t y s
p r o p e r t y a n d s a l e s t a x b a s e .
- M i n d E c o l o g y
I n d u s t r y a n d F i r m R e c r u i t m e n t
A C T I O N I T E M S
" D e v e l o p s u b - s t r a t e g i e s a n d a c t i o n
p l a n s s p e c i f i c t o d e v e l o p i n g t h e
b u s i n e s s e c o s y s t e m s n e e d e d f o r
t a r g e t e d c l u s t e r s
" E x p a n d t h e n u m b e r o f
c o m m e r c i a l l y z o n e d p a r c e l s
p r e p a r e d a n d r e a d y f o r s h o v e l -
r e a d y p r o j e c t s .
S t a t e & R e g i o n a l C o l l a b o r a t i o n
" C o m m u n i c a t e r e g u l a r l y w i t h E D C -
U t a h a b o u t d e v e l o p m e n t p r i o r i t i e s a n d
u p c o m i n g o p p o r t u n i t i e s
" E n c o u r a g e E D C - U t a h t o e s t a b l i s h a
d e p a r t m e n t f o c u s e d o n r u r a l e n g a g e m e n t .
" P r o m o t e t h e M o a b A r e a a s a g r e a t p l a c e t o
p l a y , l i v e , a n d w o r k .
" I n c e n t i v i z e c o m p a n i e s a l o n g t h e W a s a t c h
F r o n t t o r e l o c a t e o r e x p a n d o p e r a t i o n s i n
t h e M o a b A r e a .
I n c e n t i v e P a c k a g e s
A C T I O N I T E M S
" D e s i g n a r a n g e o f i n c e n t i v e
p a c k a g e s t i e d t o c o m m u n i t y g o a l s .
" E s t a b l i s h p o l i c i e s a n d p r o c e d u r e s
f o r o f f i e r i n g i n c e n t i v e s .
" P e r i o d i c a l l y r e v i e w c o s t s a n d
b e n e f i t s a s s o c i a t e d w i t h i n c e n t i v e s
S t a t e & R e g i o n a l C o l l a b o r a t i o n
" W o r k w i t h n e i g h b o r i n g c i t i e s a n d c o u n t i e s
t o d e s i g n i n c e n t i v e p a c k a g e s t h a t s u p p o r t
r e g i o n a l d e v e l o p m e n t
" E l i m i n a t e b a r r i e r s t o u t i l i z a t i o n w i t h i n
e x i s t i n g t a x c r e d i t p r o g r a m s
" W o r k w i t h E D C - U t a h t o d e s i g n a p p r o p r i a t e
i n c e n t i v e p a c k a g e s
" E n c o u r a g e t h e U t a h l e g i s l a t u r e t o a d d
h o u s i n g a s a n e l i g i b l e c a p i t a l e x p e n d i t u r e
t o e x i s t i n g S t a t e t a x c r e d i t p r o g r a m s
H a v i n g t a x i n c e n t i v e p o l i c i e s a l l o w s a c i t y t o b e u p - f r o n t w i t h b u s i n e s s e s , a c c o u n t a b l e t o c i t i z e n s a n d m i t i g a t e t h e
a p p e a r a n c e o f c r o n y i s m . P o l i c i e s a l l o w c i t i e s t o s t i c k t o w h a t t h e y h a v e a l r e a d y d e t e r m i n e d i n t h e i r b e s t i n t e r e s t w h i l e
e n t i c i n g n e w b u s i n e s s e s a n d r e t a i n i n g e x i s t i n g o n e s .
- T h e B a l a n c e
T h e S t a t e o f U t a h , t h r o u g h t h e G o v e r n o r s O f f i c e o f E c o n o m i c D e v e l o p m e n t , o f f e r s a n a r r a y o f t a x c r e d i t
i n c e n t i v e s t i e d t o c a p i t a l i n v e s t m e n t , b u s i n e s s e x p a n s i o n , a n d j o b c r e a t i o n m e t r i c s . M a n y a r e s p e c i f i c t o r u r a l
c i t i e s a n d c o u n t i e s . E v e n s t i l l , t h e r e i s r o o m f o r t h e C i t y o f M o a b a n d G r a n d C o u n t y t o e s t a b l i s h i n c e n t i v e
p a c k a g e s t o b e m o r e c o m p e t i t i v e i n r e t a i n i n g a n d a t t r a c t i n g f i r m s t o t h e A r e a . I n c e n t i v e p a c k a g e s a d d r e s s
t w o i s s u e s s i m u l t a n e o u s l y . F o r t h e b u s i n e s s , a n i n c e n t i v e p a c k a g e h e l p s w i t h i t s b o t t o m l i n e a n d e n a b l e s
b u s i n e s s d e v e l o p m e n t t h a t w o u l d b e m o r e d i f f i c u l t o r i m p o s s i b l e w i t h o u t t h e i n c e n t i v e . F o r t h e c o m m u n i t y ,
r e t a i n i n g a g r o w i n g f i r m o r a t t r a c t i n g a c o m p a n y c o n s i d e r i n g r e l o c a t i o n i s l i k e l y t o r e a l i z e o n e o r m o r e
c o m m u n i t y o b j e c t i v e s , s u c h a s i n c r e a s i n g s a l e s o r p r o p e r t y t a x r e v e n u e , j o b c r e a t i o n , i n c r e a s e d w a g e s , i n d u s t r y
d i v e r s i f i c a t i o n , r e v i t a l i z a t i o n o f a n a r e a , o r o t h e r s . B e c a u s e i n c e n t i v e p a c k a g e s a l s o r e p r e s e n t r e a l c o s t s t o c i t i e s
a n d c o u n t i e s i n t h e s h o r t - t e r m , i t i s i m p o r t a n t t o o f f e r e n o u g h i n c e n t i v e t o r e t a i n o r r e c r u i t a f i r m , a n d n o m o r e .
I t i s a l s o i m p o r t a n t t h a t i n c e n t i v e p a c k a g e s a r e c l e a r , s i m p l e , a n d o b j e c t i v e l y a p p l i e d .
? I m a g e ?
5 2 5 3 M o a b : M o r e t h a n a P l a y g r o u n d
D R A F T D R A F T
B u s i n e s s R e t e n t i o n , E x p a n s i o n , & R e c r u i t m e n t
P a g e 4 5 o f 1 3 5
ECONOMIC
DIVERSIFICATION
54 55Moab: More than a Playground
DRAFT DRAFT
Economic Diversification
Page 46 of 135
Target Clusters
$1,846
$2,253 $2,369
$3,306 $3,097
$1,435
$1,960
$2,593
$3,618
$3,956
$0
$1,000
$2,000
$3,000
$4,000
Accomodation & Food
Services
Arts, Entertainment &
Recreation
Retail Trade Healthcare & Social
Assistance
Construction
Grand County Utah
Major Sector Wages
The chart below presents the monthly wages of the top five largest industry sectors in Grand County.
Source: Department of Workforce Services
Following a recent sector analysis, the sectors below were selected as ideal future industries based on both a
Desirability Index measuring the priorities of GC residents and a Compatibility Index measuring GC’s possession
of the production requirements for the industry.
Target Industries
Source: Grand County, Utah Sectoral Employee Analysis
“Industry clusters form the foundation of regional economies, not a collection of unrelated firms.”
-Remaking Economic Development
Unshielded
Partially Shielded
Fully Shielded
25%
3%
72%
(Air & Transit)
Transportation Services
Specialty Food
Manufacturing
E-Commerce
Energy Research and
Development Services
Scientific Research
and Development
Specialized Design and
Professional Services
ACTION ITEMS
•Focus on targeted clusters
•Outdoor products
•Scientific research and development
•E-commerce
•Transit and transporation services
•Energy and natural resources research and development
•Specialized design and professional services
•Specialty food manufacturing
•Healthcare
•Fill gaps in the workforce eduction needs of businesses within targeted clusters; work
with GCSD, USU Moab, and CTE to create appropriate education pathways
•Develop incentive packages for business attraction
•Establish “Innovation Center of Moab” incubator with USU Moab
State & Regional Collaboration
•When and where possible, leverage overlap in cluster targets with neighboring
communities
•[Placeholder text]
FAST FACTS: GRAND COUNTY WORKFORCE
5,249 - Average Employees
550 - Establishments
$2,566 - Average Monthly Wage (All Industries)
$2,063 - Average Monthly Wage (Tourism-Related Industries)
56 57Moab: More than a Playground
DRAFT DRAFT
Economic Diversification
Page 47 of 135
Tourism
$37,923
$24,756
$0 $10,000 $20,000 $30,000 $40,000
Statewide
Grand County
Service Sector Average Yearly Wages
60%
40%
Grand County Employment
Tourism & Hospitality Other
83%
17%
Grand County Revenue
Tourism & Hospitality Other
$37,923
$24,756
$0 $10,000 $20,000 $30,000 $40,000
Statewide
Grand County
Service Sector Average Yearly Wages
60%
40%
Grand County Employment
Tourism & Hospitality Other
83%
17%
Grand County Revenue
Tourism & Hospitality Other
There is no denying recreation and tourism related activites are the core employment and revenue
generators in the Moab Area. As the economy continues to mature, recreation and tourism firms
may be able to find niche products and services not currently offered. The Moab Area Travel
Council is helping to facilitate a transition to year-round visitation, which will alleviate the
extreme seasonality of unemployment in the Area. On the other hand, because of the vulnerability
associated with oil price fluctuations, global travel preferences, climate change, and other factors
beyond local control, it is important the City of Moab and Grand County work with local businesses
to develop resilience strategies within and beyond the recreation and tourism sector.
70
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52
Week
0# of Unemployment Insurance ClaimsTourist Season
(March - October)
10
20
30
40
50
60
Tourism-Related Revenue Tourism-Related Employment
Park Visitation Rates
Grand County
Major Revenue Sources
Grand County Unemployment
ACTION ITEMS
State & Regional Collaboration
• Enable more freedom in spending revenue
from TRT to allow for mitigation of tourism-
related problems
• Encourage legilsature to continue funding
the Tourism Marketing & Promotion Fund
• Work with hotspot areas to mitigate tourism
growth impacts
• Protect and enhance existing tourism industry, while also working to facilitate non-
tourism development
• Support employer-provided housing and best practices that protect employees,
Source: National Park System, Utah State Parks
Source: Grand County Treasury Department
However, the dividends of destination promotion extend far beyond the benefits accruing to visitor-related industries
and their suppliers...destination promotion fuels development across the entire economic spectrum.
The reason is that in addition to attracting visitors, destination marketing drives broader economic growth by
sustaining air service, creating familiarity, attracting decision makers, and improving the quality of life in a place.
-Oxford Economics
specifically ensuring affordable
housing options for seasonal,
tourism-sector and essential
workforce employees.
• Promote and prepare
infrastructure for a four-season
tourism economy
• Prepare for potential workforce
bedroom community
infrastructure needs
*Update with most recent data
58 59Moab: More than a Playground
DRAFT
Economic Diversification
DRAFT
Page 48 of 135
Anchor Institutions and Companies
Anchor institutions strengthen the
foundation of our economy. They provide
opportunities for leverage and are the
easisest place to develop targeted industry
clusters.
There is no getting around it: Cities and anchor
institutions share the same destiny. A stronger, more
vibrant city enables universities and knowledge
institutions to attract and retain talent. Stronger
anchor institutions act as talent magnets for the
cities in which they are located.
-CityLab
ACTION ITEMS
• Regularly meet with anchor institutions and monitor business and fiscal health
• [Placeholder text]
State & Regional Collaboration
• Encourage State economic development officials to familiarize themselves with
anchor institutions in the Moab Area.
• When necessary, provide support to anchor institutions who depend on and coordinate
with state and federal agencies.
Major Industry Sectors
Tourism-related industries account for the lion’s share of the Moab Area labor force, but anchor
institutions bring stablity and variety to the current labor market.
Current Anchor Instituations
Public Institutions
• Grand County School District
• USU Moab Extension
• Canyonlands Field Airport
• Moab Regional Hospital
• State & Federal Land Management Agencies
Major Employers
• Intrepid Potash
• City Market
60 61Moab: More than a Playground
DRAFT DRAFT
Economic Diversification
Page 49 of 135
PUBLIC-PRIVATE
PARTNERSHIPS
62 63Moab: More than a Playground
DRAFT DRAFT
Public-Private Partnerships
Page 50 of 135
Community Reinvestment Area
Tax Increment Financing (TIF) is a means by which cities, towns, and villages may achieve a level of community
and economic development far beyond current expectations.
TIF is particularly useful to communities where local leaders envision a resurgence of population, a robust local
economy and a town capable of providing the varied public services, security and quality of life so many young
families, workers, business owners, and elderly persons are searching for today.
-TIF Illinois
The county government is currently in conversation with the other local taxing entities to designate an area
south of Moab as a Community Reinvestment Area, allowing for further development of the allocated land
and the generation of revenue for local needs, including the necessary infrastructure for USU-Moab’s four year
campus, the establishment of workforce housing for essential employees, and economic development incentives
to existing and prospective companies looking to establish operations in Grand County.
Proposed CRA Area
ACTION ITEMS
• Finalize CRA to fund construction of infrastructure serving the future USU Moab
campus site and surrounding mixed-use developments
Step 1: Create a
Reinvestment
Agency
Step 2/3:
Create a
Project Area
Step 2/3:
Attract
Development
Step 4:
Administer
Project Area and
Incentives
The basic (re)development process
Project area creation
Step 1: Adopt a
resolution
designation a
Project Area
Step 2:
Negotiate tax
increment
sharing with
Taxing Entities
Step 3:
Prepare Project
Area Plan and
Budget
Step 4:
Enter in to
agreement with
Developers
Tax Revenue in CRA/TIF District ($)Base tax revenue; split among various entities: County, GCSD, Cemetery, GWSSA, etc.TIF Account Fund Collected From Incremental Growth in Tax Revenue Associated with New Growth (only)TimeIncremental tax goes to CRA Original % allocations restoredTax Increment Financing No New Taxes (% allocations only)
Tax Revenue
in CRA/TIF
District ($)TIF Account Fund
Collected From Incremental Growth in Tax
Revenue Associated with New Growth (only)
Time
Incremental tax
goes to CRA
Original %
allocations
restored
Tax Increment Financing
No New Taxes (% allocations only)
Base tax revenue; split among various entities: County, GCSD, Cemetery, GWSSA, etc.
Public-Private Partnerships64 65Moab: More than a Playground
DRAFT DRAFT
Page 51 of 135
Community Partnerships
“People working in local governments and nonprofit organizations often serve the same clients, address the same
community problems, and have the potential to support each other. As one local government department director
noted, having relationships with nonprofits is “the nature of the business. We share the same clients.”
-Strengthening Relationships between Local Governments and Nonprofits
The Moab Area is home to an unusually large number of non-profit organizations for a community of our size,
and each of these organizations has its own goals and skill sets to contribute to the local government and to the
community as a whole.
Housing
• Housing Authority of Southeastern Utah
• Community Rebuilds
• Moab Area Community Land Trust
Social Services
• Moab Valley Multicultural Center
• Seekhaven Family Resource Center
• Moab Folk Festival
Health
• Moab Regional Hospital
• Moab Free Health Clinic
• Youth Garden Project
Community Rebuilds Source: Moab Sun News
Moab Valley Multicultural Center
ACTION ITEMS
• ex State & Regional Collaboration
• ex
Business
• Chamber of Commerce
• Small Business Development Center
• Custom Fit
• Zions Bank
Service
• Rotary Club
• Wabisabi Thrift Store
Moab Free Health Clinic
Moab Regional Medical Center
Recreation
• Trail Mix
• Red Rock 4-Wheelers
• Ride with Respect
66 67Moab: More than a Playground
DRAFT DRAFT
Public-Private Partnerships
Page 52 of 135
ACTION PLAN: Benchmarking Progress
Short-Range (0-2 Years)
Mid-Range (2-5 Years)
Long-Range (5-10 Years)
DRAFT DRAFT
Page 53 of 135
Sources
Local Resources
• Grand County
• City of Moab
• Moab Area 2017 Affordable Housing Plan
• Moab Area Housing Resource Guide
• Moab Chamber of Commerce
• Moab Area Travel Council
• Utah Small Business Development Center
• Department of Workforce Services
• EDCUtah
• World Trade Center Utah
Grand County
Zacharia Levine, Community Development Director
435-259-1371
zlevine@grandcountyutah.net
125 E Center Street, Moab, UT 84532
City of Moab
[Name]
[Phone Number]
----------@moabcity.org
217 E Center St., Moab, UT 84532
2017 Moab Area Affordable Housing Plan
The Balance
Brookings Institution
Business Retention and Expansion Guide - Teamwork Arkansas City Observatory
Citylab
Denver Post
Economic Vitality: How the arts and culture sector catalyzes economic vitality
Economic Impact of Dark Skies on the Colorado Plateau
Energizing Young Entrepreneurs in Rural Communities
Emery Telecom
The Geography of Transport Systems
Grand County 2016 Audit Report
Grand County Intergenerational Poverty Plan
Grand County Office of Community Development
Grand County School District
Journal of Economic Geography
MindEcology
Moab ArTTrails
Moab Sun News
Moab Trail Mix
Moab Travel Council
NASA
National Education Association
National Park Service
Oxford Economics
Psychology Today
Remaking Economic Development
Rocky Mountain Power
Salt Lake Tribune
Sectoral Employment Analysis: Grand County, Utah
Strengthening Relationships Between Local Governments and Nonprofits
TIF Illinois
University of Utah Department of City and Metropolitan Planning
US Cluster Mapping Project
Utah AGRC
Utah Department of Workforce Services
Utah State Board of Education
Utah State Parks
Utah State University
Vail Valley Partnership
Value of Water Campaign
Working Across Boundaries
GRAND
COUNTY
Salt Lake City
Las Vegas
Denver
Albuquerque
Moab
Colorado Springs
Grand Junction
Flagsta
Santa Fe
Farmington
Cheyenne
70
25
15
80
80 84
25
70
76
80
40 40
2515
84 15
0 100 20050 Miles
Interstate
US Highway
National Park System
US Forest Service
Utah State Parks
Populated Area
Interstate
US Highway
National Park System
US Forest Service
Utah State Parks
Populated Area
Map of the Four Corners Region
Legend
70 71Moab: More than a Playground
DRAFT DRAFT
Page 54 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Grand County, Moab City, and their economic development partners appreciate
the opportunity to meet with Gov. Herbert and other State leaders to discuss our
economic future. We have identified the following areas where State support will
help to facilitate desired change in the Moab Area.
1. USU Moab
Support the community’s and USU’s efforts to build the new USU Moab campus with
adequate operation and maintenance funding, as well as a legislative capital/building
appropriation if needed.
2. Housing
Support (draft/proposed) legislation that enumerates workforce housing as an eligible capital
expenditure for State grants and tax incentives when it is tied to business development and job
creation.
3.Transportation
Allocate $20M of the $100M set aside in SB 277 for communities experiencing tourism-related
congestion. Grand and Moab have worked with UDOT to finalize its project priority list to be
submitted to the Utah Transportation Commission spring 2018. Support follow-up and
ongoing transportation funding for a freight-truck bypass.
4.Local Control/Transient Room Tax
Support changes to the TRT enabling legislation that grants counties of a certain class or TRT
revenue level greater flexibility in how it expends TRT revenue to either promote tourism or
mitigate its impacts. Page 55 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Grand County, Moab City, and their economic development partners are committed to
maintaining and enhancing quality community development, which serves as a resilient
foundation to economic development. In this context, quality community development means
reliable infrastructure, efficient delivery of essential public services, top tier k-12 education,
affordable housing, access to healthcare, effective transportation systems, and a vibrant
downtown offering a mix of amenities. We acknowledge that great economies are built upon
great places to live. Indeed, community development is economic development.
New Business
Recruitment
Leadership/Civic Development
& The Role of Public Policy
Quality of Life/
Community
Development
Workforce
Development
Infrastructure
Development
Existing Business
Development
Entrepreneur
Development Education
Housing Healthcare Transportation
Local Control
Ex - Economic Development Oversight, Local Control, Community Reinvestment Area
Ex - Healthcare, Housing Ex - K-12, USU Moab Ex - Transportation, Housing
Ex - Business Retention and
Expansion Programs
Ex - USU Moab, Career and
Technical Education
Ex - Cluster Development,
Incentives
Economic Development Tiers Source: GOED
Page 56 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Education is economic development
Context
•Talented, educated, and entrepreneurial professionals and their families demand high quality education for
their children.
•Well-educated high school and college graduates bolster a community’s workforce.
•Organizations in the Moab Area struggle to attract and retain value-adding, experienced employees due to the
community’s poor historical performance in educational quality and opportunity.
•Without a functional technical college, graduates of Grand County High School have limited options for
pursuing technical and career education in southeastern Utah.
Local Efforts
•Voters recently approved a tax increase to increase school district revenue.
•Grand, Moab, SITLA, and USU have signed a memorandum of understanding outlining each entity’s role in
funding and developing a four-year, destination USU Moab campus.
How can the State help?
•Support Governor Herbert’s legislative requests for adequate education funding and veto special interest
legislation that undermines the Governor’s overall education proposal.
•Support the community’s and USU’s efforts to build the new USU Moab campus with adequate operation
and maintenance funding, as well as a legislative capital/building appropriation if needed.
•Encourage the State to support a partnership between Utah System of Technical Colleges and USU to
provide career and technical education opportunities in southeastern Utah.
•Professionals with young families choose to live in communities with high quality education offerings. While
“school grades” don’t tell a complete story about the quality of education in a community, Grand County’s
schools are consistently a source of challenge in attracting and retaining professionals.
Page 57 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Housing is economic development
Context
•Local officials acknowledge the Area’s limited housing supply and relatively high housing costs create significant
hurdles for employee and business retention, expansion, and recruitment.
•Use of existing housing stock for short term rentals lessens the supply of housing for residents
Local Efforts
•The County and City are currently evaluating zoning changes and incentive packages that will increase the
supply of (affordable) housing.
•Moab Area Affordable Housing Plan was updated in 2017 with aggressive targets and comprehensive task list
•The Moab Area Housing Task Force is continuing and amplifying its efforts to engage community members and
communicate the issues and solutions present in our area
•A public partnership to develop senior housing in Moab recently gained tax credit approval.
How can the State help?
•Support (draft/proposed) legislation that enumerates workforce housing as an eligible capital expenditure
for State grants and tax incentives when it is tied to business development and job creation.
•Continue to support local (municipal) control for zoning of short-term rental units.
Page 58 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Healthcare is economic development
Context
• Educated and entrepreneurial professionals demand access to full-service and high quality healthcare for their
families.
• Retirees who contribute to the local community and economy in a myriad of ways depend upon high quality
healthcare.
• Healthcare, as a jobs and revenue producing industry, will continue to grow in the coming decades.
• Healthcare system consolidation, however, will continue to threaten the availability of services in small, rural
communities, as well as healthcare career opportunities in these communities
Local Efforts
• Moab Regional Hospital, which opened in 2011, is a 17-bed not-for-profit independent Critical Access Hospital
and offers a full array of healthcare services. MRH is the largest private employer in the area, with over 200
employees and has grown by 65 employees over the last 5 years.
• Voters recently approved a local option sales tax to increase funding for healthcare and emergency medical
services.
How can the State help?
• Continue to support the stability and access to rural healthcare in Utah. (Thank you Governor Herbert for
your support of the Rural Hospital Flexibility Program.)
• Support increased funding for the Utah Rural Physicians Loan Repayment Program.
Page 59 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Transportation is economic development
Context
• Moab’s tourism sector and downtown business district depend on the efficient movement of people through the
city and region.
• The combination of increased visitation and freight trucking through traffic has increased congestion in the
downtown corridor and peripheral areas.
• To avoid Main St. congestion and to access recreational assets, visitors often travel along local and neighborhood
streets spreading the noise, speed, and road degradation impacts throughout the community.
• Alleviating congestion means more people will access and spend money in the commercial business district.
Local Efforts
• The County and City are minimizing the deferred maintenance of local roads, enhancing and expanding active
transportation infrastructure, supporting private sector proposals for transit/shuttle services, and collaborating
with state and federal agencies.
• Voters recently approved a local option sales tax to increase funding for transportation infrastructure. MOAB AREA MOBILITY STUDY
DOWNTOWN
FUTURE USU-MOAB
CAMPUS
RESIDENTIAL
RESIDENTIAL
TO ARIZONA
TO I-70; SLC/DENVER,
AIRPORT, NATIONAL PARKS
PRIMARY CHALLENGES:
Freight trucking incompatible with downtown cbd
Traffic congestion/traffic throughput
Bicyclist & pedestrian safety
Internal trips shifting to local streets & neighborhoods
Noise (ATV/UTV; Freight trucking)
Parking (especially large vehicles and trailers)
N
How can the State help?
• Allocate $20M of the $100M set aside in SB 277 for communities experiencing tourism-related congestion.
Grand and Moab have worked with UDOT to finalize its project priority list to be submitted to the Utah
Transportation Commission spring 2018.
• Support follow-up and ongoing transportation funding for a freight-truck bypass.
• Update the B & C road funding formula, which is primarily a function of full-time resident population, to
reflect visitor impacts above and beyond resident use.
One of a series of maps illustrating
challenges related to US-191 in the Moab
area
Page 60 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Local control is economic development
Context
• Municipal policymaking, in addition to state or federal, allows for more nuanced responses to local challenges
and opportunities than a ‘one size fits all’ top-down approach. It also fosters innovation, where problem-solving
communities can then share best practices with others facing similar challenges.
• In addition to proactive steps the State may take to foster rural prosperity, Grand and Moab think it is important
legislators preserve local authority to allow nimbler responses to local issues than can be achieved in broad
reaching state code.
• Two functions of local government, in particular, beckon for more nuanced authority: flexibility in allocating
transient room tax revenue (TRT) and regulating UTV travel on local roads.
Local Efforts
• Grand County’s Council has examined a variety of solutions to mitigating the impacts of tourism (like
overburdened infrastructure) through the use of TRT revenue.
• A committee of local business owners, travel council, elected officials, and law enforcement have implemented a
campaign to educate about the often poorly understood street legal UTV laws and attempt to mitigate the noise
impacts of UTV travel on local roads.
How can the State help?
• Support changes to the TRT enabling legislation that grants Counties of a certain class or TRT revenue
level greater flexibility in how it expends TRT revenue to either promote tourism or mitigate its impacts.
• Promote local control through changes in transportation legislation to allow communities to determine
for themselves how to manage UTV traffic to benefit the local community and economy.
Rendering of new regional wastewater treatment plant (under construction),
needed due to increased strain on infrastructure from tourism
Sign from UTV education campaign
Page 61 of 135
MOAB AREA ECONOMIC DEVELOPMENT
Meeting with Governor Herbert and State Economic Leaders
Salt Lake City, UT // January 18, 2018
Primary Goals:
• Economic diversification
• Wage growth
• Operational four-year, destination USU Moab campus
• Increased (attainable) housing stock
• Maintain and enhance quality of life for Moab residents.
Short-Term Objectives (0-2 Years):
• Establish economic development office and advisory committee (EDC-Moab)
• Increase local utilization of State tax credit programs
• Create community reinvestment area (CRA)/tax-increment financing (TIF) district
• Construct USU Moab infrastructure corridor (US 191 to the campus development site)
• Complete current infrastructure projects: wastewater treatment plant; airport expansion; roads; water/sewer
• Significant policy changes to support the construction of new (attainable) housing
• Support development of additional arts and culture programs, such as Moab ArTTrails, and new restaurants
• Complete integrated master planning for maintenance and expansion of Moab and regional infrastructure
Mid-Term Objectives (3-5 Years):
• Implement and utilize local community and economic development incentive packages
• Early stage growth at USU Moab: Raise capital improvements and programmatic development
• Initiate infrastructure projects: downtown parking structure; US 191/Main St. improvements; active transportation infrastructure
• Construct 750 housing units across multiple price brackets
• Expand of local healthcare options and opportunities
• Improve educational attainment profile of local workforce and educational performance of local schools
Long-Term Objectives (6-10 Years and Beyond):
• Target industry cluster development
• Create Innovation Center of Moab (ICOM)
• Achieve population-housing-jobs balance
• Manage growth; maintain and enhance of quality of life
• Preserve dark skies in the region
Primary opportunities for state and regional collaboration:
• Support legislative appropriations for capital and operating/maintenance costs associated with USU Moab.
• Encourage lawmakers to pass Gov. Herbert’s complete education bill.
• Approve housing as an eligible capital expenditure for State incentives when tied to business development and job creation.
• Enhance rural healthcare by preserving frontier area hospital flexibility and increasing physician loan repayment funding.
• Fund regional infrastructure development through mechanisms like SB 277 transportation project funding.
• Maintain local control over critical issues such as TRT spending, vehicle use of public roads, and short-term rental regulation.
• Explore the benefits of offering a graduated income tax relief for individuals living and working in rural Utah.
Page 62 of 135
Housing
Prices and Sales
Unit Inventory
Building Permits
Residential
Commercial
EcoDev Headlines
Affordable Housing Plan Award
Visit from Governor Herbert
Moab Business Summit
Moab Business Summit
The 6th annual Moab Business Summit: Moab - Business
Elevated will take place on Wedensday, November 1st at the
Moab Valley Inn. The summit provides the opportunity for
Moab-area businesspeople to network, connect with local
service providers, and hear from experts in their field on how
best to grow and manage their business within our area.
Affordable Housing Plan Award
The 2017 Moab Area Affordable Housing Plan, a joint effort between Grand County, the City of
Moab, and the Interlocal Housing Task Force, received an Achievement Award in the General Plan
category at the annual meeting of the Utah Chapter of the American Planning Association. The plan,
the first plan specifically focused on affordable housing to receive this award, can be accessed at
www.moabhousingplan.com.
Visit from Governor Herbert
On October 4th, 2017, Governor Herbert came to Moab
for a meeting with the city and county councils, as well as
other key stakeholders in Grand County, to gain a better
understanding of how the state government can act in the
best interests of Grand County residents. Issues discussed
included public lands management, local control over zoning
and road ordinances, and the managment of local tax revenue.
Economy
Economy by Sector
NPS Visitation Rates
Cost of Living
Local Workforce
Wages & Workers, by Industry
Area Workforce
Unemployment Rate
Resources
Economic Development Headlines
Third Quarter | July - September 2017
Issue Contents
Promotional image for Moab Business Summit
Moab Area
Quarterly Economic Report
Page 63 of 135
Housing Prices and Sales
Unit Inventory
Building
Permits
Third Quarter 2017 Report
* These figures do not differentiate between
new construction and conversion from
residential to commercial units.
Economy
Source: Grand County
Building Official
Source: Grand County Building Official, US
Census Bureau, Moab Area Travel Council
Source: Utah Association of Realtors
Closed Sales Median Sales Price*
Q3,
2016
Q3,
2017
%
change
YTD,
2016
YTD,
2017
%
change
Q3,
2016
Q3,
2017
%
change
YTD,
2016
YTD,
2017
%
change
37 40 8.1%127 123 -3.1%$285,000 $353,700 24.1%$279,900 $327,500 17.0%
*Does not account for seller concessions. Some figures may be for one month
worth of activity and, as a result, can look extreme due to small sample sizes.
# of Permits
Q3, 2017
# of Permits
YTD, 2017
Total Valuation
Q3, 2017
Total Valuation
YTD, 2017
Residential
New 44 123 $7,723,761.23 $25,432,244.82
Additions/Alterations/Remodels 19 56 $744,921.56 $1,476,300.28
Miscellaneous 29 70 $314,136.00 $3,229,212.32
Commercial
New 8 18 $519,354.00 $13,332,978.52
Additions/Alterations/Remodels 7 30 $926,821.00 $2,980,953.74
Miscellaneous 3 20 $27,109.16 $658,939.16
Total 110 317 $10,256,102.95 $47,110,628.84
New Units
Q3, 2017
Total Units
(Existing & New)
%
increase
Residential
Single-family detached 26 4352 1%
Multi-family & attached dwellings 2 745 0%
Accessory Dwelling Units (ADU) 2 29 7%
Total 30 5126 1%
Commercial
Hotel/Motel/Resort Rooms 0 2140 0%
Camground/RV Spaces 0 1214 0%
Condos/Short-Term Rentals*19 531 4%
B&Bs*0 78 0%
Total 19 3963 0%
Page 64 of 135
Third Quarter 2017 Report
Moab Area Economy by Sector
Economy
Source: Utah Dept. of Workforce Services
Tourism-related industries
dominate the Moab area
economy, raising 78.8% of the
gross taxable sales and employing
52.51% of the area workforce.
Industry Sector
# of New
Businesses
Q1, 2017
Total # of
Businesses
(Existing +
New)
%
Change
Gross
Taxable Sales
Q1, 2016
Gross
Taxable Sales
Q1, 2017
%
Change
Mining -2 -25%$70,000 $400,000 471.4%
Utilities 0 0%$4,000,000 $3,250,000 -18.8%
Construction -3 -6%$852,631 $936,273 9.8%
Manufacturing 3 13 23%$2,033,784 $2,269,549 11.6%
Wholesale Trade -2 -17% $2,085,533 $2,381,632 14.2%
Retail Trade -5 -7% $23,984,766 $25,639,489 6.9%
Transportation & Warehousing 2 10%$492,142 $555,542 12.9%
Information 0 0%$2,399,562 $2,027,738 -15.5%
Finance & Insurance 0 0%$480,816 $425,699 -11.5%
Real Estate, Rental & Leasing 0 0%$1,920,863 $1,994,082 3.8%
Professional Scientific & Tech-
nical -3 29 -10%$260,572 $201,084 -22.8%
Admin., Support, Waste Mgmt,
Remediation 0 22 0%$149,805 $158,624 5.9%
Education Services -1 -7%$45,000 $25,000 -44.4%
Health Care & Social Assis- 0 0%$150,000 $150,000 0.0%
Arts, Entertainment & Recre- -2 -6%$1,406,570 $1,481,657 5.3%
Accommodation & Food Ser- 0 0% $19,659,912 $21,729,115 10.5%
Other Services 1 4%$501,912 $908,009 80.9%
Public Administration 0 0%$15,000 $20,000 33.3%
All Industries -12 537 -2% $60,508,868 $64,553,493 6.7%
Tourism-Related -7 240 -3% $46,972,111 $50,844,343 8.2%
Page 65 of 135
Workforce
Third Quarter 2017 Report
Workforce Overview
Economy
Visitation Rates at State & National Parks
Source: Utah Dept. of Workforce Services
Source: National Park Service, Utah State Parks
Due to Grand County’s seasonal tourism industry, the
unemployment rate can fluxuate from approximately
10% in the winter months to less than 4% in the
summer months.
# of Visitors
Q2, 2016
# of Visitors
Q2, 2017
%
Change
# of Visitors
YTD, 2016
# of Visitors
YTD, 2017
%
Change
Arches National Park 564,536 547,583
-3.0%737,169 736,658
-0.1%
Canyonlands National Park 337,089 277,168
-17.8%404,492 368,415
-8.9%
Deadhorse Point State Park 158,322 262,233
65.6%194,832 339,436
74.2%
# of People
Q3, 2016
% of Workforce
Population
# of People
Q3, 2017
% of Workforce
Population
% change
Y2Y
Workforce Population 5,768 5,973 3.5%
Employed (Total)5,449 94.5%5,651 94.6% 3.7%
Unemployed (Total)320 5.5%322 5.4% 0.6%
Page 66 of 135
Workforce
Third Quarter 2017 Report
Wages and Workers by Sector
The average monthly wage across all sectors in the state of Utah is $3,877,
which is $1,261 more than the average monthly wage or $15,132
more than the average annual wage in Grand County.
Source: Utah Dept. of Workforce Services
Industry Sector
% of Total
Employment
Average
Employment
# of
Businesses
Average Monthly/Annual
Wage
Q1, 2016
Average Monthly/Annual
Wage
Q1, 2017 % change
Mining 1.91% 91 8 $4,968 $59,616 $5,958 $71,496 19.9%
Utilities 0.73% 35 6 $5,829 $69,948 $6,377 $76,524 9.4%
Construction 5.94% 283 54 $2,677 $32,124 $3,038 $36,456 13.5%
Manufacturing 2.31%110 13 $2,304 $27,648 $3,359 $40,308 45.8%
Wholesale Trade 2.10% 100 12 $2,913 $34,956 $2,917 $35,004 0.1%
Retail Trade 13.49% 643 73 $2,287 $27,444 $2,129 $25,548 -6.9%
Transportation &
Warehousing 2.64% 126 21 $3,564 $42,768 $2,791 $33,492 -21.7%
Information 1.32% 63 10 $2,006 $24,072 $2,265 $27,180 12.9%
Finance & Insurance 1.22% 58 14 $3,869 $46,428 $4,048 $48,576 4.6%
Real Estate, Rental & Leasing 2.41%115 31 $2,009 $24,108 $2,128 $25,536 5.9%
Professional Scientific & Tech-
nical Services 2.31%110 29 $3,291 $39,492 $3,295 $39,540 0.1%
Admin., Support, Waste Mgmt,
Remediation 2.22% 106 22 $2,332 $27,984 $2,316 $27,792 -0.7%
Education Services 6.32% 301 14 $2,350 $28,200 $2,465 $29,580 4.9%
Health Care & Social
Assistance 8.92% 425 36 $3,174 $38,088 $3,332 $39,984 5.0%
Arts, Entertainment & Recre-
ation 6.17% 294 35 $2,455 $29,460 $2,689 $32,268 9.5%
Accommodation & Food
Services 30.43% 1450 101 $1,457 $17,484 $1,663 $19,956 14.1%
Other Services 1.64% 78 24 $2,481 $29,772 $2,702 $32,424 8.9%
Public Administration 7.91% 377 34 $4,097 $49,164 $4,380 $52,560 6.9%
All Industries 100% 4,765 537 $3,004 $36,042 $3,214 $38,568 7.0%
Tourism-related 52.51% 2,502 240 $2,052 $24,624 $2,152 $25,827 4.9%
Page 67 of 135
Resources
Third Quarter 2017 Report
City of Moab
Amy Weiser, Senior Projects Manager
435-355-0610
aweiser@moabcity.org
217 E Center St., Moab, UT 84532
Grand County
Zacharia Levine, Community Development Director
435-259-1371
zlevine@grandcountyutah.net
125 E Center Street, Moab, UT 84532
• Moab Area Affordable Housing Plan
• Community & Economic Development Resource Guide
• City of Moab
• Grand County
• Moab Chamber of Commerce
• Moab Area Travel Council
• Utah Small Business Development Center
• EDCUtah
• Utah Governor’s Office of Economic Development
Contact
Online Resources
Page 68 of 135
Page 1 of 6
January 9, 2018
MOAB CITY COUNCIL MINUTES ‐‐ DRAFT
REGULAR MEETING
JANUARY 9, 2018
Regular Meeting & Attendance: The Moab City Council held its Regular Meeting on the above date in
the Council Chambers at the Moab City Center, located at 217 East Center Street, Moab, Utah. A
recording of the meeting is archived at http://www.utah.gov/pmn/index.html.
Pre‐Council Workshop: Mayor Emily Niehaus called the Workshop to order at 6:00 PM. In attendance
were Councilmembers Rani Derasary, Mike Duncan, Tawny Knuteson‐Boyd, Karen Guzman‐Newton and
Kalen Jones. Also in attendance were City Manager David Everitt, City Recorder/Assistant City Manager
Rachel Stenta, City Attorney Chris McAnany, City Engineer Chuck Williams, Public Works Director Pat
Dean, City Treasurer Jennie Ross, Police Chief Jim Winder, Planning Director Jeff Reinhart,
Communications Director Lisa Church, Development Services Manager Sommar Johnson, Recorder
Assistant Eve Tallman and Code Compliance Specialist Mona Pompili.
The Workshop began with a discussion of council expectations. Mayor Niehaus stated she wants to be
accountable and will start meetings on time and will be mindful of time‐keeping and expects
participants to be prepared.
City Recorder/Assistant City Manager Stenta explained that council members and the public may
subscribe to receive notifications when agendas and minutes are posted. Councilmember Jones added
that council members and the public may also subscribe to receive notifications for other City activities
such as City job openings, bid postings and public works emergencies. The City’s website address to
subscribe is https://moabcity.org/list.aspx.
Other topics discussed regarding expectations included ensuring enough time to read packets prior to
the meeting date, committee assignments and that staff presentations longer than ten minutes should
be made in pre‐council workshops with most discussion of agenda items occasioned at the designated
time of the item on the agenda. Councilmember Guzman‐Newton asked for patience as she learns the
procedures. Councilmember Knuteson‐Boyd reminded others to bring their questions and the public’s
questions to the meetings and agreed that patience was requested.
The discussion of expectations was followed by a review of the Rules of Procedure. City Attorney
McAnany explained the Rules were adopted by Council as Resolution 2017‐38. He explained the process
for requesting a workshop or meeting, the intent and format for Citizens to be Heard, and touched on
parliamentary procedure, including motions, substitute motions and votes. McAnany noted that votes
are binding and once decided, a councilmember may not change their vote. He also mentioned the
format for public hearings and the council’s ability to adjourn lengthy meetings for continuation at a
later date. Councilmember Duncan asked about specifics regarding substitute motions and the
difference between administrative and legislative actions.
Next, the workshop continued with a review of the Form of Government and Powers and Duties of the
mayor and council. City Manager Everitt made a brief presentation. The workshop concluded with a
discussion about Conflict of Interest disclosures of the mayor and council. Mayor Niehaus remarked that
outside interests should be celebrated because it means the councilmembers are engaged in the
community. City Attorney McAnany noted there are provisions regarding dealings with outside
Page 69 of 135
Page 2 of 6
January 9, 2018
businesses and he spoke about the reasons council members and the mayor might recuse themselves
from a discussion or vote.
Regular Meeting Called to Order: (1:01 on recording)
Mayor Niehaus called the Regular City Council Meeting to order at 7:00 PM and led the Pledge of
Allegiance. Twenty members of the public and media were present.
Approval of Minutes: Councilmember Derasary moved to approve the minutes of the December 12,
2017 meeting. Councilmember Knuteson‐Boyd seconded the motion. Councilmembers Duncan and
Guzman‐Newton did not vote as they were not members of the Council at that time. The motion carried
3‐0 aye, with Councilmembers Derasary, Jones and Knuteson‐Boyd voting aye.
Mayor and Council Reports: Mayor Niehaus reported she was sworn in and on January 5 she moderated
a Town Hall meeting.
Councilmember Guzman‐Newton stated she attended the Airport Board meeting and noted that Airport
Manager Judd Hill had been named Utah Airport Manager of the Year. Guzman‐Newton added that the
airport construction is scheduled for completion by April 29. She also reported she attended the Arts
Commission meeting where $10,000 was awarded to local artists and noted the City had helped to fund
the awards. The location of the planned new junior high school was discussed at the recent school board
meeting which Guzman‐Newton attended, and she mentioned the site of the former Red Rock
Elementary is being considered.
Councilmember Jones informed the Council that he attended the housing task force meeting. Jones also
remarked that he attended the Dark Skies meeting and that Elaine Gizler of the Moab Area Travel
Council was there. He reported he participated in the Utah League of Cities and Towns (ULCT) webcast
of the legislative policy meeting and noted the meeting’s narrative regarding upstate jurisdictions and
“local government overreach.”
Councilmember Derasary also reported on the ULCT meeting and mentioned the Utah Association of
Counties (UAC) handout regarding local control issues. She also briefly described the Town Hall panel on
which she participated.
Councilmember Duncan reported on the Water Conservation Board meeting and mentioned the
upcoming regional groundwater management process. He conveyed that Arne Hultquist, the Water
Board Chair, was interested in limiting new water rights associated with the local aquifer. Duncan also
reported he had attended the Homeless Committee meeting and attended a Community Rebuilds open
house.
Councilmember Knuteson‐Boyd reported the La Sal Loop Road is closed from the Castle Valley overlook
until March 5.
Administrative Reports: City Manager Everitt reported on the ULCT meeting and stated a document
describing the group’s legislative agenda is available online at http://www.ulct.org/legislative‐
advocacy/legislative‐priorities. He also reported that the recently‐discussed Shumway Annexation had
been withdrawn. Everitt announced the City Council Special Workshop Visioning Meeting would be held
on January 20 at the Gonzo Inn. He also informed the Council that the personnel manual revision
project would be forthcoming and is a big effort for the Human Resource department. He concluded his
Page 70 of 135
Page 3 of 6
January 9, 2018
remarks with a report that the general fund balance, as reported by the auditor at the last meeting,
included the Class C Fund. City Recorder/Assistant City Manager Stenta pointed out the fund balance
was less than $10,000 in excess of the threshold. Finally, Everitt noted the temporary sewer alignment
project on 100 South.
Councilmember Derasary asked about committee and board assignments and mentioned the Colorado
Association of Ski Towns. She also asked who would be traveling to the Capitol for Local Officials’ Day.
Citizens to be Heard: There were no citizens to be heard.
Public Hearing: (1:23 on recording)
At 7:23 PM, Mayor Niehaus opened a public hearing on Proposed Resolution #03‐2018 – A Resolution
Modifying Proposed Waste Hauling Rates. City Manager Everitt briefly explained the proposed rate
changes, noting there would be no increase for residential customers. Councilmember Guzman‐Newton
asked for clarification regarding the proposed seventeen percent increase for commercial customers.
Dan Kirkpatrick, President of Monument Waste, stated operational costs have increased. Deb Barton,
Manager of the Grand County Solid Waste Management Special Service District, stated there had been
no increase since 2000 and the rising cost of fuel and new equipment necessitated the increase.
Councilmember Duncan asked about public oversight of the commercial increase. Councilmember
Derasary asked if there would be any educational programs for customers aimed as sustainability. Mr.
Kirkpatrick discussed cardboard recycling. Derasary asked if there could be a waste audit and Barton
explained there had been an effort with college students to conduct such an audit, without success.
Kirkpatrick stated Moab’s waste was in keeping with the national average and Barton explained that,
since 2013, local recycling volume had doubled, seeing a 27 percent increase in one year. Barton added
that the recycling facility realizes a $50,000 to 70,000 per year loss. There were no public comments
and the hearing was closed at 7:35 PM.
SPECIAL EVENTS/VENDORS/BEER LICENSES/SOLICITORS:
Puttin’ on the Ritz—Approved
Motion and Vote: Councilmember Jones moved to approve Permits for Seekhaven’s Puttin’ on the Ritz
Fundraising Event to be held on February 10, 2018 at the Grand Center and amended the motion to
include allowable fee waivers. Councilmember Knuteson‐Boyd seconded the motion. She mentioned it
was Seekhaven’s 27th year hosting this event. The motion passed 5‐0 aye with Councilmembers Jones,
Derasary, Knuteson‐Boyd, Guzman‐Newton and Duncan voting aye.
Canyonlands Half Marathon—Approved
Motion and Discussion: Councilmember Jones moved to approve Permits for Canyonlands Half
Marathon to be held at the Center Street Gym on March 15 and 16, 2018 and Swanny City Park on
March 16 and 17, 2018, with conditions outlined in the agenda packet. Councilmember Knuteson‐Boyd
seconded the motion. Councilmember Derasary commented that there had been no traffic control
problems in past years and pointed out this event would use no public address system in the early
morning that could disturb neighbors. Councilmember Duncan asked about how the cost recovery level
for the police department was determined. Councilmember Knuteson‐Boyd noted the live music
program was early in the day so should not disturb neighbors. Councilmember Guzman‐Newton asked
about projected attendance and race owners Justin and Denise Ricks estimated there would be
approximately 2,000 runners and 2,000 or fewer spectators. They stated they were adopting an
approach to host smaller race crowds than in the past. Councilmember Duncan asked about whether
Page 71 of 135
Page 4 of 6
January 9, 2018
the race organizers experienced issues related to Bureau of Land Management fees. Councilmember
Derasary praised the Ricks for their continuation of the tradition of donating to local charities, and noted
the highway would be closed for a shorter period—only two hours—this year.
Vote: The motion passed 5‐0 aye with Councilmembers Jones, Derasary, Knuteson‐Boyd, Guzman‐
Newton and Duncan voting aye.
Moab Garage Company Beer and Liquor Licenses —Approved
Motion and Vote: Councilmember Derasary moved to approve a Class II Beer License for Ryan Bird,
doing business as Moab Garage Company and to grant local consent for a Limited‐Service Restaurant
Liquor License for Moab Garage Company located at 78 North Main Street. Councilmember Jones
seconded the motion. Owner representative Zack Frederickson described the restaurant as fast‐casual
food with 75 seats and take‐out available. He stated the menu specialized in hot and cold sandwiches
and salads. The motion passed 5‐0 aye with Councilmembers Jones, Derasary, Knuteson‐Boyd, Guzman‐
Newton and Duncan voting aye.
New Business: (1:49 on recording)
Code Compliance Personnel and Procedure:
City Manager Everitt and Planning introduced Mona Pompili as the City’s first Code Compliance
Specialist and noted the position was created at the request of the council. He added it is a funded
position. Pompili made a presentation which described the operation as complaint‐driven with short‐
term rental violations as a priority. She described software to search for nightly rentals and also to track
violations by address. She explained there is a complaint document called the Zoning Complaint Form
on the City website (https://moabcity.org/DocumentCenter/View/41). Part of Pompili’s presentation
described which agency to contact for certain types of resident complaints, and gave examples including
Animal Control for barking nuisances, Grand County Building Department for possible building permit
violations, Public Works for trash dumped on a public street, the Health Department for restaurant
cleanliness concerns and the Fire Department for blatant electrical problems and imminent life safety
issues.
Councilmember Duncan asked if there would be future cooperation with Grand County for code
enforcement, and City Manager Everitt stated there are no plans for adding this scope and emphasized
the full‐time nature of code compliance for the City. Councilmember Derasary asked if citizen
complaints were confidential, and City Recorder/Assistant City Manager Stenta and City Attorney
McAnany explained that some information may be released through the Government Records Access
and Management Act (GRAMA).
Air Compressor Repair Purchase Exception—Approved
Motion and Discussion: Councilmember Jones moved to approve an Exception to Procurement Code
for a purchase with Honnen Equipment in an amount not to exceed $11,758.30 for the repair and
refurbishment of an existing Air Compressor. Councilmember Knuteson‐Boyd seconded the motion. City
Recorder/Assistant City Manager Stenta explained that she was not informed of the purchase prior to it
being made, a quote was not obtained from the vendor in advance of the repairs ‐ which is not best
practice ‐ and that three quotes for services were not obtained in advance as required by procurement
policy. Councilmember Knuteson‐Boyd asked if the work was already done and Pat Dean, Public Works
Director, explained the compressor needed to be repaired twice and the cumulative cost exceeded the
$10,000 spending threshold. Councilmember Guzman‐Newton added that she had researched the high
replacement cost and found the repairs were the best choice for the City. Councilmember Derasary
asked if there was a warranty and Dean explained 30‐90 days was typical.
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Page 5 of 6
January 9, 2018
Vote: The motion passed 5‐0 aye with Councilmembers Jones, Derasary, Knuteson‐Boyd, Guzman‐
Newton and Duncan voting aye.
Sanitary Sewer Master Plan—Adopted (2:12 on recording)
Motion and Discussion: Councilmember Knuteson‐Boyd moved to adopt Resolution #04‐2018, the
Sanitary Sewer Master Plan. Councilmember Derasary seconded the motion. City Engineer Williams
explained the Plan process was started in 2017 and addresses existing problems, future plans, and will
enable the City to develop a capital facilities plan. Williams pointed out the Plan documents results of
previous tasks and outlines a ten‐year master plan. Discussion with Councilmember Jones ensued
regarding the variability in final project costs, the imminence of the South Trunk Line, and the inclusion
of the Lionsback development. City Manager Everitt noted that this Plan puts the City far ahead of last
year and he thanks Williams and the City’s engineers.
Vote: The motion passed 5‐0 aye with Councilmembers Jones, Derasary, Knuteson‐Boyd, Guzman‐
Newton and Duncan voting aye.
Mayor Pro‐Tem—Appointed
Mayor Niehaus appointed Councilmember Knuteson‐Boyd as 2018 Mayor Pro‐Tem.
Reviewer of Bills—Appointed
Mayor Niehaus appointed Councilmember Guzman‐Newton as the Council Member Responsible for
Reviewing the Bills Against the City of Moab.
Meeting Schedule—Approved
Motion and Vote: Councilmember Knuteson‐Boyd moved to approve Modifications to the 2018 Moab
City Council Meeting Schedule. Councilmember Duncan seconded the motion. Councilmember Jones
voiced concern about the proposed dates of optional joint City‐County meetings on the fifth weeks and
suggested scheduling those meetings in the middle of the month when needed. The motion passed 5‐0
aye with Councilmembers Jones, Derasary, Knuteson‐Boyd, Guzman‐Newton and Duncan voting aye.
200 South Right‐of‐Way—Approved
Motion and Vote: Councilmember Jones moved to approve Proposed Resolution #05‐2018 – A
Resolution Approving the Easement Agreement for Emergency and Construction Access to Properties
Along the 200 South Right‐of‐way. Councilmember Guzman‐Newton seconded the motion. Mayor
Niehaus and Councilmember Derasary recused themselves and left the chambers. Planner Reinhart and
Development Services Manager Johnson described the proposal, which requests access along the bike
path at West of 200 East on 200 South. Councilmember Duncan asked that the stipulation be made that
only construction vehicles too large for the existing driveway be allowed to use the temporary
construction access as described. The motion passed 4‐0 aye with Councilmembers Jones, Knuteson‐
Boyd, Guzman‐Newton and Duncan voting aye.
Old Business: (3:07 on recording)
Culinary Water Fees—Approved
Motion and Vote: Councilmember Jones moved to approve Proposed Resolution #02‐2018 – A
Resolution Revising Miscellaneous Culinary Water Use Fees and Clarifying Rates for Multiple Residential
Dwellings that share a Water Meter. Councilmember Knuteson‐Boyd seconded the motion. The
firefighter discount was discussed, and City Manager Everitt agreed to strike the fireline rate from the
schedule. The motion passed 5‐0 aye with Councilmembers Jones, Derasary, Knuteson‐Boyd, Guzman‐
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Page 6 of 6
January 9, 2018
Newton and Duncan voting aye.
Storm Water Utility Rates—Approved
Motion and Vote: Councilmember Knuteson‐Boyd moved to approve Proposed Resolution #01‐2018 –
A Resolution Establishing Storm Water Utility Rates. Councilmember Jones seconded the motion. The
motion passed 5‐0 aye with Councilmembers Jones, Derasary, Knuteson‐Boyd, Guzman‐Newton and
Duncan voting aye.
Approval of Bills Against the City of Moab: Councilmember Derasary moved to pay the bills against the
City of Moab in the amount of $1,665,177.65. Councilmember Jones seconded the motion. The motion
carried 5‐0 aye, with Councilmembers Derasary, Jones, Knuteson‐Boyd, Duncan and Guzman‐Newton
voting aye.
Adjournment: Councilmember Derasary moved to adjourn the meeting. Councilmember Jones seconded
the motion. The motion carried 5‐0 aye, with Councilmembers Derasary, Jones, Knuteson‐Boyd, Duncan
and Guzman‐Newton voting aye. Mayor Niehaus adjourned the meeting at 9:19 PM.
APPROVED: __________________ ATTEST: ___________________
Emily S. Niehaus, Mayor Rachel E. Stenta, City Recorder
Page 74 of 135
Moab City Council Agenda Item
Meeting Date: January 22 2018
#: 6-1
Title: Approval of a Class II Beer License for Saitan Pakkarato, d.b.a. Singha
Thai Cuisine located at 92 East Center Street.
Granting of Local Consent for a Limited-Service Restaurant Liquor License for
Singha Thai Cuisine located at 92 East Center Street.
Date Submitted: January 3, 2018
Staff Presenter: Jennie Ross, Treasurer
Department: Treasurer
Background/Summary:
This application is for a Class II Beer License and Local Consent for a Limited
Service Restaurant Liquor License. The Class II Beer License entitles the
Licensee to sell beer in the original containers, on the premises for
consumption on the premises, in accordance with the State of Utah Liquor
Control Act and ordinances of the City of Moab. This location has been
previously licensed as a restaurant and will be experiencing a change of
ownership. There were no proximity issues.
Options: Approve, deny, or modify.
Staff Recommendation: City· staff recommends approval of this Class I I Beer
License and Local Consent.
Recommended Motion: "I move to approve the Class II Beer License and
Local Consent for a Limited-Service Restaurant Liquor License for Saitan
Pakkarato, d.b.a. Singha Thai Cuisine located at 92 East Center Street."
Attachment(s): Retail Beer License Application
Local Consent Form
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Page 79 of 135
Moab City Council Agenda Item
Meeting Date: January 22, 2018
#: 7-1
Title: Consideration to Approve a Contract between Downtown Redevelopment Services/Avenue
Consultants and the City for Planning Services to Create the Moab Downtown Central
Business District Master Plan
Date Submitted: January 12, 2018
Applicant: N/A
Staff Presenter: Jeff Reinhart, Planning Director
Attachment(s): Cover sheet, firm description, contract, updated project schedule, rating
sheet
Options: Approve as submitted, deny, or modify.
Recommended Motion: I move to approve the planning services contract between the City of
Moab and the team of Downtown Redevelopment Services/Avenue Consultants for the Downtown
Master Plan in the amount of $58,270.00.
Background/Summary:
The RFP for the project was originally advertised in Oct. 2017 and the submitted proposals were
reviewed by the selection team. The team consisted of Chuck Williams (City Engineer), Amy Weiser
(Special Projects Manager), David Everitt (City Manager), Sommar Johnson (Development Services
Coordinator), and Jeff Reinhart (Planning Director).
The team selected four of the seven firms to hold additional interviews and two teams were
subsequently selected from the final four. The combined firms of DRS and Avenue Consultants
showed a high level of creativity and energy. Their references were superb and conveyed the
attributes of original thought, lasting enthusiasm, and a desire to go the extra mile. The bonus is
that they had the lowest bid price at $58,270.00.
The submitted documents are available for review upon request.
Page 80 of 135
PLANNING SERVICES AGREEMENT
City of Moab Central Business District Master Plan
This Planning Services Agreement (Agreement) is entered into by and between the City of Moab,
a Utah municipality (City) and Avenue Consultants/Downtown Redevelopment Services (Consultant),
as follows.
1.Scope of Work. Consultant agrees to provide labor and professional services in the preparation
of the Moab Central Business District Master Plan (the Work). The scope of the Work and deliverables
to be provided are described in Exhibit A, attached.
2.Dates of Performance. Work may commence upon the effective date of this Agreement and
shall be completed no later than July 31, 2018.
3.Payment Terms. The total contract price is $58,270.00. Consultant will provide a monthly pay
application to the City documenting all time spent performing the Work at the agreed hourly rate for
Consultant’s personnel. The City shall promptly review the pay application and pay, no later than
twenty (20) days from the date of receipt of an invoice, all sums for work performed, except that a sum
representing ten percent (10%) of the total contract price shall be retained and paid upon completion of
the Work and delivery of all reports or other work product specified in this Agreement.
a.In the event that the City should have cause to believe that the Work is not being
performed diligently or otherwise in accordance with this Agreement, it may suspend its approval of a
pay application and provide written notice to Consultant explaining its reason for such disapproval.
Upon timely cure or correction of any identified deficiency the payment shall be released.
4.Point of Contact and Sharing of Information. The City’s representative for purposes of
communications under this Agreement shall be Jeff Reinhart. Consultant’s representative shall be
Benjamin Levenger.
a.Both parties shall cooperate in making appropriate personnel available for purposes of
exchanging information under this Agreement. The City additionally agrees to provide Consultant
access to public records in its possession which may be useful or relevant to the performance of the
Work.
b.Consultant may make use of City conference rooms or facilities for purposes of meetings
with the public or staff in connection with the Work.
5.Intellectual Property. All work product, reports, data, communications, photographs, maps, or
other written media used, created, generated, or authored by Consultant in the performance of the
Agreement shall be the sole and exclusive property of the City. The City shall have the sole and
exclusive right to publish, edit, amend, or otherwise use all such materials. All copyrights, shop rights, or
other intellectual property rights of any kind arising or derived from the creation of any materials under
this Agreement shall be vested in the City.
a.If Consultant relies upon other published works in the performance of this Agreement or
the preparation of its own work product, it shall assure that all such works are properly attributed and
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that it has obtained authority to use, reproduce, or publish such works. Contractor additionally agrees
that it shall indemnify and hold the City harmless from all claims, damages, or costs, including
reasonable attorney fees or other costs of defense, resulting from any third party claims alleging
unauthorized publication, use, or reproduction of published works or copyrighted material.
6.Standard of Care. Consultant warrants that it will perform the Work with reasonable care,
diligence, and skill, employing the same care as a similarly situated professional. It will undertake to
provide works which are accurate, concise, and of a quality suitable for publication or reference by the
City for future guidance.
7.Relationship of the Parties; Conflicts of Interest; Confidentiality. The relationship
between the parties is that of independent contractors. Neither party has the authority to act for, or
otherwise bind the other. Both parties disclaim the existence of any employer/employee relationship,
joint venture, partnership, or other business relationship.
a.Consultant is free to engage in other work for other persons, provided that any such
work does not interfere with its performance of this Agreement. Consultant shall not engage in any
business or other transactions with third parties that would result in its duties or professional
obligations to the City under this Agreement being compromised or impaired.
b.In the performance of this Agreement Consultant may be exposed to confidential or
non-public information which is protected by law. If it is exposed to confidential or non-public
information, Consultant agrees that it shall not publish or otherwise disclose that information to any
other persons without the advance written consent of the City.
8.Taxes and Insurance. Consultant shall be responsible for payment of all taxes arising from
compensation paid under this Agreement, and shall be responsible for payment of all payroll taxes
associated with its employees performing services under this Agreement.
a.To the extent provided by law, Consultant shall carry complying policies of worker’s
compensation insurance covering all employees who perform services under this Agreement. All
vehicles used in connection with Consultant’s professional services shall be properly licensed, insured,
and registered.
9.Notices. Notices to the parties shall be delivered by first class mail, postage prepaid, hand
delivery, or courier delivery as follows. The parties may change their notice address at any time by
providing written notice in the manner provided to the other party.
City:
City of Moab
Attention: City Manager
217 East Center Street
Moab, Utah 84532
Consultant:
Ben Levenger, President
Downtown Redevelopment Services
750 kearns Blvd, Suite 230
PO Box 325
Park City, UT 84060
801-410-0685 Page 82 of 135
10.Termination and Breach. Prior to taking any action to terminate this Agreement or invoke any
remedies, the non-breaching party shall deliver written notice to the other party identifying the act,
omission, or event constituting a breach and allowing that party a period of not less than seven (7)
calendar days in which to cure or abate the breach. If, following delivery of that notice, the breaching
party fails to effectuate a cure, then the non-breaching party may invoke such remedies as are provided
by this Agreement or at law.
a.Should either party breach this Agreement, the non-breaching party may suspend its
performance and recover sums equal to its actual damages, together with such other relief as may be
appropriate.
11.Miscellaneous Provisions.
a.This Agreement is governed by Utah law, and the sole venue for any dispute arising
from or under this Agreement shall be the courts of Grand County, Utah. The parties agree that any
dispute arising from or under this Agreement shall be decided by the Court sitting without a jury,
regardless of the denomination of any legal claims which may be brought.
b.The City is a Utah local government. Nothing under this Agreement shall be deemed to
abrogate or otherwise waive any immunity which the City possesses under the Utah Governmental
Immunity Act, U.C.A. § 63G-7-101 et seq., or other applicable law.
c.This Agreement shall not be assigned, in whole or in part, to any other person without
the advance written agreement of both parties, and any purported assignment in violation of this
Agreement shall be void.
d. This Agreement constitutes the sole and complete agreement of the parties. It shall not
be amended or modified, except in a writing duly signed and properly executed by both parties in the
manner otherwise provide by law. Consultant is advised that any contract modification must be duly
executed by the Mayor, and witnessed by the City Recorder. Emails or other routine staff
communications do not constitute a contract modification.
e.If any part of this Agreement shall be held to be unenforceable, it shall be stricken, and
the remainder of this Agreement shall be enforced without the unenforceable provision.
f.The effective date of this Agreement is the date of last signature by the parties. The
document may be executed in separate counterparts which, when combined, shall evidence a valid and
binding contract.
g.Neither party to this Agreement shall be liable for lost profits, delay related damages, or
other consequential losses or damages, however described.
h.Time is of the essence in the performance of all obligation under this Agreement.
This contract is a valid, binding, and enforceable obligation of the parties, as set forth by their
signatures, below.
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City of Moab, Utah
Date:____________________ By:_______________________________
Mayor Emily Niehaus
ATTEST:
_________________________
Rachel E. Stenta
City Recorder
CONSULTANT(S):
Date:______________________ By:________________________________
Benjamin Levenger, President
Title_______________________________
Attachments:
Exhibit A, Scope of Work
-End of Document-
Page 84 of 135
Exhibit A
Scope of Work
The selected consultant will assist the Planning Commission, City Council, City staff, the public and other
stakeholders in developing a new Downtown Central Business District Master Plan (“Plan”).
Following is a list of expected tasks of the consultant:
1. Conduct an initial meeting with City staff to review the project schedule, schedule meetings and
determine a strategy for the Plan.
2. Obtain existing plans, maps and other documents relevant to the project. (City staff will provide all
available documentation to the consultant.)
3. Conduct meetings with elected officials and citizens. These meetings should include the Mayor, City
Council, and Planning Commission, citizens, landowners and other stakeholders. The purpose of these
meetings is to gain input on the needs and desires of the community as to how downtown should look
and function for visitors, businesses, and locals.
4. Plan a public participation process for collecting input from the residents and businesses. The public
participation process should reach out to all segments of the community and provide for multiple modes
and opportunities for input into the planning process. A robust engagement process must be created that
will strongly influence the direction of this Plan. One possible method the contractor may consider is to
identify potential members and solicit participation in a Project Steering Committee (PSC). The Steering
Committee could represent a cross-section of public, private, and community interests and concerns.
5. Conduct public meetings and topic-specific focus groups as necessary. Community-based organizations
should be identified and encouraged to actively engage in the planning process. Workshops, community
meetings, interviews, design activities, and innovative digital tools should be utilized to gain first-hand
feedback on Plan elements.
6. Analyze current City ordinances and policies in relationship to goals and objectives in the Plan and
create an implementation program.
7.At a minimum, conduct weekly review meetings and/or telephone conferences with City staff to discuss
project status and document drafts. The Downtown CBD Master Plan will include:
1.An illustrated and written statement that defines the shared vision for the future of downtown
Moab;
2.Transportation and mobility options for automobiles, pedestrians, cyclists, and others;
3.Quantitative analysis of current and projected traffic counts under proposed options at present
and at ten years out. Include projected traffic counts at 20 years with a bypass that provides the
option for vehicles to avoid downtown.
4.A map of future land use designations to guide future zoning decisions;
5.The distribution, location, extent and intensity of essential public and private projects or
opportunities needed to support these land uses;
6.Recommended design standards and criteria by which the approval of the development and
redevelopment of existing properties will be evaluated;
7.Recommended facilities and strategies to manage parking; and
8.Recommended implementation measures, including specific regulations, policies, public works
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projects, and financing measures needed to implement the Plan.
9. Make periodic reports to the City Council and Planning Commission on the progress of the Plan.
10. Prepare a “Public Draft” document and present a draft to the City Council, Planning Commission and
the public.
11. Prepare a “Final Draft” document and make a final presentation at a public hearing and all associated
meetings to secure adoption of the Plan.
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Page 87 of 135
Page 88 of 135
Social Media Outreach
Steering Committee Meetings (4)
Needs and Attitudes Survey
Thinktank Studio (2)
Public Workshops (3)
City Council Presentation (2)
1 Visioning
2 Transportation
3 Parking
4 Land Use/Zoning
5 Plan for Improvements
6 Recommendations
7 Final Plan
Tasks
ACTIVITY Feb March April May
Public Participation Plan
June July August
2018
Page 89 of 135
Cost
Evaluator:
Proposer: Overall Cumulative Scoring Fee $Sub TotalTotals:Interview/Notes
Possible Scoring (Ranking Scale)25 25 25 25 25 25 25 25 25 25 25 25 25 Total Possible 325 Ratings
1 Avenue Consultants 20 17 17 20 19 18 18 20 20 17 21 21 19 58,270.00 229 229 Outstanding 5
2 blūline Design 16 16 16 17 19 21 16 20 17 13 19 19 14 86,566.20 207 207 Good 4
3 CRSA 20 19 18 20 19 18 19 15 17 19 17 21 59,128.00 203 203 Average 3
4 DHM Design 16 15 15 15 15 17 15 19 19 12 15 10 12 63,990.00 180 180 Poor 2
5 EPG 16 16 15 15 14 11 15 16 10 9 9 10 12 130,500-241,000 153 153 Not addressed or unacceptable 0
6 IBI Group 23 19 17 18 19 20 17 17 15 15 19 14 20 81,450.00 216 216
7 Landmark design 17 16 19 17 20 17 17 19 18 16 14 13 15 65,000.00 201 201ScheduleFocus GroupMeetingsParkingMobility Rate ScheduleTransportatio
n
Central Business District Plan
Community
OutreachProject Firm
services and productsAssigned Team Size and StructureExperienceSuitability of ProposalTask Narrative Team QualificationsUpdated on: 1/17/2018 P:\PLANNING DEPARTMENT\downtown\CBD - Screening (1) (2)Moab City Recorder's OfficePage 90 of 135
Cumulative Interview Score Summary
Consultant Name JR Score CW Score AW Score SJ Score Totals
CRSA 85 60 77 78 300
blūline 65 61 63 63 252
DRS/Ave Consult 80 70 80 71 301
IBI Group 67 67 71 73 278
Page 91 of 135
Page 92 of 135
1
Moab City Council Agenda Item Meeting Date: January 22, 2018
#: 7‐3
Title: Authorize City Manager to negotiate a contract for financial forecasting services
Date Submitted: January 16, 2018
Staff Presenter: David Everitt
Attachment(s): ‐ Draft resolution ‐ Bids for services from:
o Zions Bank
o Econowest Associates
o Econowest breakdown of costs by individual (for comparison)
o Lewis Young Robertson and Burningham
Recommended Motion: “I move to approve the resolution authorizing the City Manager to enter into contract negotiations with Econowest Associates for financial forecasting services in an amount not to exceed $25,000.”
Background/Summary: Last spring, the Mayor and City Council expressed interest in developing a more robust understanding of long‐term capital and operational expenses and revenues by contracting with a firm to perform in‐depth analysis and forecasting. Moab City Code Section 2.28.050 states: For all procurements having a cost which is likely to exceed ten thousand dollars, but which is not to exceed fifty thousand dollars, the purchasing agent shall solicit competitive proposals from at least three vendors. All responsive proposals shall be presented to the city council, subject to a recommendation by the purchasing agent as to the most favorable proposal with respect to price, quality, reliability, availability and performance of the vendor. The
Page 93 of 135
2
city council, in its discretion, may approve the procurement, request additional information, or reject all proposals. Based on an evaluation of the factors cited above, the purchasing agent recommends that the City contract with Econowest Associates for this service. If you are amenable to this approach, you may approve the attached resolution authorizing the City Manager to enter into contract negotiations with Econowest for services specified in their proposal for an amount not to exceed $25,000. Alternatively, you may approve specific contract language at a later meeting.
Page 94 of 135
CITY OF MOAB RESOLUTION NO. 06‐2018, A RESOLUTION AUTHORIZING THE
CURRENT CITY MANAGER ON BEHALF OF THE CITY OF MOAB TO ENTER INTO
A CONTRACT FOR THE PROVISION OF FINANCIAL FORECASTING SERVICES The following describes the intent and purpose of this resolution: a. The City Council and the Mayor agree that the firm of Econowest Associates, Inc. is qualified to provide financial forecasting services to the City of Moab for the purpose of developing a robust long‐term model of revenues and expenses; b. The Council authorizes the City Manager to engage in reasonable negotiations to come to an agreement with Econowest Associates, Inc. for contracted services based on the parameters of their response to the City’s recent solicitation of bids for financial forecasting services; and c. Those negotiations will result in a contracted amount not to exceed $25,000. The foregoing resolution is approved and adopted by action of the Moab City Council, as set forth below. This resolution shall take effect immediately. ______________________________ ________________________ Mayor Emily S. Niehaus Date Attest: ______________________________ ________________________ Rachel Stenta, Recorder Date
Page 95 of 135
January 11, 2018
David Everitt
217 E. Center
Moab, UT 84532
RE: PROPOSAL FOR FINANCIAL PLANNING WORK
Dear David:
Zions Public Finance, Inc. (ZPFI) enthusiastically submits this informal Proposal to provide the City of Moab
with financial consulting services. We enjoy working with the City, most recently on the downtown
market analysis and the creation of the South Moab Community Reinvestment Area (in conjunction with
Grand County and USU). Other professionals in our office have also been involved with the City in the
drafting of impact fees and in providing you with financial advisory services. We are well-acquainted with
Moab and some of your opportunities and challenges.
For this project, as an optional consideration, we have included McKinstry as a partner to evaluate
operational efficiency savings in the form of an energy audit. Many cities have found substantial savings
through improved energy efficiency. McKinstry is a leader in the State in energy and mechanical audits
and has the engineering expertise necessary to complete an accurate and credible assessment.
We believe that ZPFI can provide the City with several unique advantages as part of this study:
• Better understanding of your financial position and financing capability (to be integrated as part
of the spreadsheet sustainability model) through the assistance of Alex Buxton in our department
who works closely with the City’s finances.
• Experience in tourism-based communities with their unique opportunities and challenges. Within
the past few months we have completed projects for Park City, UT and McCall, ID.
• Zions’s in-house economist Robert Spendlove who routinely provides us with sophisticated
economic analysis and trends.
We have appreciated the opportunity of working with Moab in the past and look forward to the
opportunity of working with you once again. If we can provide you with any further information, please
do not hesitate to give us a call.
Best Regards,
Susie Becker
Page 96 of 135
Vice President, Zions Public Finance
Statement of Qualifications
Zions First National Bank was
founded in Salt Lake City in
1873 and continues its legacy
of strength and stability as
one of the oldest financial
institutions in the
Intermountain West. To bring
value to individuals, small-to
middle-market businesses,
nonprofits, corporations, and
institutions, Zions Bank
provides a wide range of
traditional banking and
innovative services. Zions Bank is a division of ZB, N.A., which operates in nearly 500 local financial
centers across 11 Western states: Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon,
Texas, Utah, Washington, and Wyoming. ZB, N.A.’s parent company is Zions Bancorporation, which is
included in the S&P 500 and NASDAQ Financial 100 indices (NASDAQ: ZION).
Our department, ZPFI, is comprised of a team of 20 professionals committed to providing unparalleled
service to municipal entities, local districts, government agencies and private clients throughout Utah
and the Intermountain West. We have two primary service areas: (1) financial advisory to assist
governmental entities in the bonding and disclosure/ reporting process; and (2) municipal consulting
services focusing on economic development, planning, real estate development advisory, and fee-
related services.
Our Municipal Consulting Group, an integral part of ZPFI, is well known and respected throughout the
Intermountain Region for its leadership in economic development, redevelopment, market analysis, real
estate development advisory, capital facility finance planning, feasibility studies, and fiscal/economic
impacts analysis.
Further, we have all of the resources of Zions Bank at our disposal. Robert Spendlove, our in-house
economist and a member of the Utah State Legislature, routinely provides us with updates on economic
trends. We also have extensive experience working with resort/tourist communities (most recently Park
City, UT and McCall, ID) and their unique needs.
A sample of related projects that include economic and financial forecasting include:
• Queen Creek, AZ – Growth Projections for City and Surrounding Area
Page 97 of 135
" P o i n t o f M o u n t a i n F i s c a l I m p a c t s o f G r o w t h S c e n a r i o s ; F u n d i n g S t r a t e g i e s
" H o l l a d a y C i t y F i s c a l I m p a c t s o f C o t t o n w o o d M a l l R e d e v e l o p m e n t
" A m e r i c a n F o r k - C o s t - B e n e f i t A n a l y s i s o f F r e e w a y O v e r p a s s
" N i b l e y C i t y - F i s c a l S u s t a i n a b i l i t y M o d e l
" S a r a t o g a S p r i n g s - F i s c a l S u s t a i n a b i l i t y M o d e l
" W a s h i n g t o n T e r r a c e F i s c a l S u s t a i n a b i l i t y o f V a r i o u s S e r v i c e P r o v i d e r O p t i o n s
M c K i n s t r y i s a h i g h l y a w a r d e d e n g i n e e r i n g c o n s u l t a n t s p e c i a l i z i n g i n e n e r g y a n d o p e r a t i o n a l e f f i c i e n c y
f o r c i t i e s a n d c o u n t i e s .
L O C A L E X P E R T S , N A T I O N A L L E A D E R S
M c K i n s t r y s U t a h t e a m h a s t h e r e s o u r c e s , s k i l l s , k n o w l e d g e , e x p e r i e n c e , a n d p a s s i o n n e c e s s a r y t o c r e a t e
h i g h - p e r f o r m i n g m u n i c i p a l o p e r a t i o n s . W e h a v e w o r k e d i n t h e s t a t e s i n c e 2 0 0 8 , c o n t i n u e t o e x p a n d o u r
l o c a l r e s o u r c e s , a n d a r e s u p p o r t e d t h r o u g h a n a t i o n a l n e t w o r k o f m o r e t h a n 1 , 9 0 0 e m p l o y e e s . O u r
c u s t o m e r s b e n e f i t f r o m a s t r o n g U t a h t e a m a n d t h e c o l l e c t i v e e x p e r t i s e o f a n o v e r 5 8 y e a r o l d c o m p a n y .
W e p r o v i d e t h e f o l l o w i n g s e r v i c e s :
" S u s t a i n a b i l i t y C o n s u l t i n g : O p e r a t i o n s
P r o g r a m m i n g a n d I m p l e m e n t a t i o n
" F a c i l i t y C o n d i t i o n A s s e s s m e n t s
" E n e r g y E f f i c i e n c y A s s e s s m e n t s
" G u a r a n t e e d O u t c o m e P r o j e c t s
" M e a s u r e m e n t a n d V e r i f i c a t i o n
" p o w e r E D b e h a v i o r a l b a s e d e n e r g y
c o n s e r v a t i o n p r o g r a m
P a g e 9 8 o f 1 3 5
Page 99 of 135
References
Saratoga Springs
Mark Christensen, City Manager
markc@saratogaspringscity.com
801.766.9793, ext. 111
Nibley City
David Zook, City Manager
david@nibleycity.com
435.752.0431
Washington Terrace
Tom Hanson, City Manager
tom@washingtonterracecity.org
801.395.8282
Proposed Pricing Structure
Our hourly billing rates are as follows:
Personnel Fee per Hour
Vice President $200
Senior Analyst $150
Analyst $110
Clerical $50
We estimate the following fees for each of the tasks listed in the RFP:
Task VP Sr Analyst Analyst Clerical TOTAL
Population trends 1 6 $860
Economic trends 1 4 $800
Tourism-related trends 2 6 $1,300
Revenue analysis 8 $1,600
Expense analysis - operating
and capital 32 $6,400
Best practices 2 8 $1,600
TOTAL ZPFI 46 18 6 - $12,560
Optional:
Page 100 of 135
Operational efficiency savings
(preliminary assessment by
McKinstry)
$10,000
ZPFI has assumed that we could work closely with the City through the use of electronic means for this
project and has not included travel costs in the above fee structure.
Page 101 of 135
Education
Master of Business Administration,
University of Utah
MBA Ace and Dean’s Scholar
Bachelor of Arts, Humanities,
Brigham Young University
Public Service and Affiliations
Municipal Securities Registered
Representative
American Institute of Certified
Planners (AICP)
University of Utah Business School
Alumni Association Board of
Directors
Urban Land Institute, Mentor
Utah Redevelopment Association
Utah Economic Alliance
Utah League of Cities and Towns,
Land Use Task Force
WFRC Economic Development
Selected Presentations
“Downtown Revitalization,” Utah
League of Cities and Towns
“Basics of Market Analysis,” Main
Street Annual Conferences
“Weathering the Economic Storm,”
Utah League of Cities and Towns
“Redevelopment in Utah,” Utah
County and Davis County Economic
Alliance
“The Marriage of CDAs and SAA’s,”
Utah League of Cities and towns
“Downtown Revitalization and
Economic Development,”
University of Utah School of
Architecture
“Economics and Planning,” Utah
League of Cities and Towns
“Economic Development Policies and
Practices,” Governor’s Economic
Task Force and Utah Economic
Alliance
Susan C. Becker, AICP
Vice President
Zions Public Finance, Inc. | Municipal Consulting Group
For the past 24 years, Susie has specialized in economic consulting and
planning and has been the lead consultant on some of the largest and
most challenging projects in the intermountain region. Susie is currently
working on funding mechanisms for the large Point of the Mountain
project that spans Salt Lake and Utah counties, has testified before the
Governor’s Legislative Task Force on economic policies and procedures in
Utah, has been involved with numerous general plan and economic
strategic plans, as well as the creation of a multitude of community
reinvestment areas. Her experience stretches from issues such as
affordable housing concerns in resort communities like McCall, ID, to
redevelopment of a large deteriorating commercial center in Mesa, AZ –
the Fiesta District. She has a MBA degree, AICP and a securities license
(Series 50 and 52).
▪ UTA Provo/Orem BRT TOD Study
▪ Mesa, AZ Southwest Redevelopment Area Plan
▪ Westchester County, NY – Edgemont Incorporation Study
▪ Salt Lake County Housing Plan
▪ Saratoga Springs General Plan
▪ Eagle Mountain General Plan
▪ Salt Lake County Municipal Services District Feasibility
▪ Salt Lake City Northwest Quadrant CRA Benefits Analysis
▪ South Jordan City Redwood Road Corridor Market Study
▪ Cottonwood Heights Fort Unit Corridor & Gravel Pits
▪ UDOT Project Prioritization
▪ Lehi Downtown Revitalization Plan (award winning)
▪ Numerous Impact Fee Analyses and Capital Facility Plans
▪ Millcreek Incorporation Feasibility Study
▪ Cache Corridor Strategic Plan (award winning)
▪ Herriman Economic Strategic Plan
▪ South Jordan City Economic Strategic Plan
▪ Tooele County Economic Strategic Plan
▪ Lehi Economic Development Strategic Plan
▪ Herriman Towne Center CDA
▪ Orem Economic Strategic Plan
▪ West Valley City Center Market Analysis
▪ Sugarhouse Streetcar Alternatives Analysis
▪ Syracuse SR-193 EDA
▪ West Utah Lake Vision Plan
▪ Taylorsville 5400 South Market and Valuation Analysis
▪ Madison County, ID General Plan
▪ Vineyard Town Center Market Study and Geneva URA
▪ Holladay General Plan
▪ Murray General Plan
▪ Madison County, ID Comprehensive Plan
▪ Rawlins, Wyoming Economic Plan
▪ Lincoln County, Wyoming Economic Plan
▪ Orem City Center Master Plan
▪ Point of Mountain Funding Analysis
Page 102 of 135
Benjamin R. Becker, MAI
For the past 13 years, Benj has specialized in real estate consulting
and appraisal services. He has completed $7.2 billion in
transactions of commercial real estate in the San Francisco Bay
Area, as well as having worked on numerous projects in the
Intermountain Region. His expertise includes in-depth consulting
for highest and best use analyses, development fesibility studies,
rent arbitrations, partial interest concerns, and easement and
right-of-way issues.
While in San Francisco, Benj had the opportunity to work on
several prospective developments with significant impact to local
and regional economies, including the potential California high-
speed rail line, a substantial land holding on the coast in an
environmentally sensitive area, the largest housing community in
Marin County, and several existing and proposed high-rise office
and residential buildings for downtown San Francisco. Clients
included Stanford University, RREEF, Boston Properties, Bank of
America, and JP Morgan, as well as various law firms,
accountants,and private developers.
Benj also has extensive experience with office, retail, multi-family
residential, industrial, biotechnology and senior housing uses,
including numerous projects in the state of Utah. Benj has “on-the-
ground” experience with making development happen and has
built strong and cooperative relationships with a multitude of
developers and brokers along the Wasatch Front. Projects
completed in Utah include:
▪Provo-Orem UTA BRT TOD Study
▪South Jordan Redwood Road Corridor Study
▪Cottonwood Heights Gravel Pits Market Analysis
▪Park City Prospector Square Market Analysis
▪Tooele County Larry Miller Motorsports Park Economic Impacts
▪Orem City Center Market Analysis
▪Taylorsville 5400 South Market Valuation
▪UTA Airport Funding Options
▪Salt Lake City Cemetery Financial Analysis
▪Wasatch County North Summit Market and CDA Analysis
▪Alta Commercial Core Master Plan
▪Vineyard Towne Center Market Analysis
▪Anderson Development Geneva Road Market Study
▪Salt Lake County Kearns Market Analysis and CDA
▪Salt Lake County Master Plan 2300 E 3300 S
▪Herriman Business Center/Wasatch Consulting
▪Clearfield Market Analysis
▪Eagle Mountain Property Valuation and General Plan
▪Saratoga Springs General Plan
▪American Fork Meadows Crossing Economic Impacts
▪Draper Open Space Plan
Education
Bachelor of Arts, Brigham Young University
Certified Commercial Appraiser, MAI
Public Service and Affiliations
National Appraisal Institute
Volunteer Distinction Award for the Western
United States from the National Appraisal
Institute
Recipient of the Strauss Scholarship
Created the Northern California Real Estate
Podcast
Chair of Silicon Valley Branch of the Appraisal
Institute
Founded Project Reach Out (PRO) – the single
largest charity for orphanages in Ukraine
National Olympic Committee Chair for the Salt
Lake City Winter Olympics – translated and
interpreted for over 75 Ukrainian athletes and 30
diplomats
Presentations
Utah APA, October 2015, “Working with the
Development Community”
San Francisco 2010 – Fall Appraisal Conference
“Green Construction and its Impact on Valuation”
Page 103 of 135
ECONOWEST ASSOCIATES
January 12, 2018
David Everitt
City Manager of Moab
217 E. Center Street
Moab, UT 84532
Dear Mr. Everitt:
Please find enclosed Econowest Associates Inc.’s (Econowest) proposal to fill your
office’s RFP for a 10-Year Financial Plan.
We feel particularly well suited for this task because of our long experience in forecasting
sales taxes, excellent contacts for retrieving important U.S. and regional data, and a long,
well-established track record in tax policy analysis. Econowest has been assisting Salt
Lake County and other Utah municipalities in performing most of these functions since
June 2007.
More importantly in 2011, Econowest completed a 10-Year Strategic Financial Plan for
Farmington City that serves them well to this day. The secret to “working our way out of
a job” is that we put the entire model onto one spreadsheet and taught their Finance
Director how to update it. To this day, Farmington department heads talk about the long
viability of the Plan.
Therefore, Econowest Associates Inc., a Utah dba, 1810 North Kensington Street,
Farmington, Utah, and a Subchapter S corporation is bidding for the Moab City financial
planning work as described in your email of January 10, 2018. Econowest agrees to
produce the plan over the remaining calendar year for a sum not to exceed $24,000.
Hourly rates are set forth in Section 4, page 9.
Sincerely,
Douglas Aird Macdonald, President
Econowest Associates Inc.
1810 Kensington Street
Farmington, Utah 84025-4211
(801) 550-3161
dougmacdonald@mac.com
Page 104 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 2
Proposal to Moab City Corporation
To Produce
5- and 10-Year Financial Forecasts
for the
Moab City Manager
January 12, 2018
Econowest Associates, Inc.
Douglas Aird Macdonald
1810 Kensington Street
Farmington, Utah 84025-4211
dougmacdonald@mac.com
Page 105 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 3
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY 4
2. PROPOSAL 4
3. QUALIFICATIONS 6
4. PROPOSED PROJECT COSTS 9
5. REFERENCES 10
Attachment 1 Retail Durable Goods Model 12
Attachment 2 Examples of PowerPoint Forecast Presentation 13
Attachment 3 Salient Economic Indicators for Salt Lake County 13
Attachment 4 Car Rental Tax Forecast Model 14
Attachment 5 2011 Farmington Strategic Plan Spreadsheet 15
Page 106 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 4
1. EXECUTIVE SUMMARY of Moab Bid Solicitation
for a 10-Year Financial Plan
Econowest will be committed to provide the Moab City Manager with the most up-to-
date and robust econometric modeling and other economic, demographic analytical tools
that will predict Moab’s 5- and 10-year revenues and expenditures. In order to make
reasonable long-run forecasts for Moab City, Econowest will build models to forecast
Moab’s permanent and tourist-related population.
Econowest will utilize well-established contacts with nationwide econometric forecasting
services to drive long-term estimates of trends in the U.S. economy. Preliminarily, we
think that the Moab economy may be driven more by U.S. trends than Utah trends in the
long run. Hence, we will test U.S. trends in the relative value of the dollar, real GDP,
gasoline prices and real disposable income.
Moab’s economy is driven by trends in worldwide, national and state driven tourism.
The above variables, along with others will be tested to determine the best fits to Moab
revenue sources.
Over the years, Econowest has developed excellent relationships with the three primary-
source data providers in Utah: the Department of Workforce Services, the University of
Utah’s Kem C. Gardner Policy Institute and the Utah State Tax Commission. These
contacts are critical in retrieving data to build quarterly, city-specific models. Econowest
has also developed well-established contacts with the Utah Office of Legislative Fiscal
Analyst and the Utah Office of Legislative Research and General Counsel to receive tips
on new taxation policies and understand new legislation.
Finally, Macdonald has developed contacts with Drs. Nariman Behravesh, Chief
International Economist of IHS Markit and Mark Zandi, founder and CEO of Moody’s
Analytics to whom he can call and receive timely answers for pressing issues.
2. PROPOSAL
Proposed Approach – Econowest agrees to pursue a seven-pronged approach to
provide economic consulting and revenue forecasting services. Pursuant to the RFP
guidelines, Econowest proposes the following:
1. Make long-term forecasts on Moab’s resident and tourist-related
populations.
Page 107 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 5
Econowest plans to utilize at least two models to estimate population. The first
would estimate population by aging new births through the schools and out into the
labor force. The second model would use a sophisticated trending technique for a
best fit.
We will attempt to measure tourist-related population from Canyonlands and Arches
visitations and from hotel/motel sales with input from local area business owners.
2. Utilize U.S. Long-term Forecasts to Predict Moab Revenues
Econowest Associates will review national econometric firms’ long-term forecasts to
test variables, which may drive Moab revenues and expenditures. We tend to favor
IHS Markit’s, which has proven, stable, and reasonable estimates of the nation’s
economy.
We think that the Moab economy may be driven more by U.S. trends than Utah
trends in the long run. Hence, we will test U.S. trends in real GDP, gasoline prices
and real disposable income.
Forecasts of inflation, coupled with population, will be used to estimate Moab’s
expenditure levels in the future.
3. Forecast Tourism-related Business Trends
Moab’s tourist-related sales are some combination of international, national, state
and local demand to visit Moab’s combination of Canyonlands, Dead Horse Point
and Slick Rock assets. We can mine Tax Commission data to look at recent trends in
hotel and restaurant sales to ascertain the strength and resilience of Moab’s tourist
sector.
4. Forecast Current and Potential Revenue Sources
Current revenue sources will be forecasted out ten years. In cases, where we have
good fits, we will use U.S. or state variables to predict revenues. These will be
available on a Microsoft Excel spreadsheet so Moab’s City Manager and Finance
Director can update the models in future years. Farmington’s revenue model, which
we built in 2011, appears to be relatively stable even into 2017.
In a review of other, similarly situated tourist economies in the Southwest, we will
highlight any additional revenue sources utilized by others. Comparable cities we
initially plan to study are: St. George, Sedona, Springdale, La Quinta, Grand
Junction and Park City (we are amenable to substitute any of these). We will attempt
to analyze these cities for their recent revenue trends, following the Great Recession,
and any successful strategies they have to lure in prospective visitors.
Page 108 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 6
5. Forecast Current Operating and Capital Expenses
In our Strategic Financial Plan for Farmington in 2011, we surveyed department
heads for their long-term operating and capital needs. Then we built cost-estimates
from these proposals and created scenarios to add them onto the City’s baseline
forecast to measure how these stack up against available revenues over the long-
term. We intend to build in scenarios for Moab as well.
6. Operational Efficiency Savings
During our work of reviewing prior-10-year expenses in our 2011 Strategic Financial
Plan for Farmington we found benefit costs were unsustainable over the 10-year
period. The city manager, already alert to this trend, immediately put their benefit
package out to bid. They chose a new health benefits company with a first-year
savings of over 25%. We hope another, or several more pairs of eyes will identify
any operational savings potential.
In addition, with your approval, we suggest a review of key financial indicators,
which measure financial sustainability:
! Operating margins
! Fund balances as a percent of expenditures
! Liquidity measurements – days of cash on hand
! Debt ratios
! Revenue forecast history
7. Comparable Jurisdictions and Communities Best Practices
As per item number four above, we plan to survey other Southwest cities for best
practices and new revenue sources. Comparable cities we initially plan to study are:
St. George, Sedona, Springdale, La Quinta, Grand Junction and Park City (we are
amenable to substitute any of these).
3. QUALIFICATIONS
A. Econowest Associates -- The applicant, Econowest Associates Inc.
(Econowest), is a subchapter S corporation, fully licensed to do business in Utah. The
company was established in 1987. Econowest specializes in state and local government
budget, revenue and policy analysis. Specifically, Econowest provides forecasting
analysis, retail store supply/demand analysis, budgetary and expenditure analysis,
economic impacts of large scientific projects and addressed opportunities for long-run
social and economic development.
Page 109 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 7
Douglas Aird Macdonald, the owner of Econowest, is well positioned to complete the
requirements for this task. He holds master’s degrees economics (University of Utah)
and public administration (Brigham Young University). He is currently an adjunct
professor at the University of Utah, and has taught an upper division and graduate class
on the “Economics of Public Finance.” In the past, he has taught macroeconomics to
MBA students at the University of Phoenix and Brigham Young University.
Mr. Macdonald has been selected as the chair for several relevant organizations such as
the Federation of Tax Administrators’ Revenue Estimating Conference and the Wasatch
Front Economic Forum (now the Utah Economic Club). He currently is the chair of the
Davis Alliance for Public Education and is a leading contributor to utahtaxpolicy.org. He
also held positions on the boards of Utah Issues (executive director and board member),
The Road Home (secretary and board member) and Utahns Against Hunger (secretary).
B. Project Team – Mr. Macdonald’s firm, Econowest Associates Inc., is a Subchapter
S corporation, and as such will subcontract out any work that it cannot perform. We have
several experts in various areas of local government who can help us in: 1) economic
development, 2) expenditure analysis, 3) public policy analysis and 4) supply/demand
forecasts. One of these individuals has had decades of successful experience in state and
government finance.
At the present time, Macdonald relies on several other economists, analysts and
accountants to provide the forecasting services to Salt Lake County:
1. Lance Brown, CPA, former Salt Lake County budget director from 2000-2015.
2. Lindsay Poelman, MA, CPA, derivative accountant with Hedge Trackers in San
Jose.
3. Logan Macdonald, video expert and editor.
Mr. Brown had a long, steady track record while at Salt Lake County. He will review our
forecast methodology and work with a couple of department budgets. Mrs. Poelman is
my daughter and works on special data problems and editing. Logan Macdonald is my
son and just completed a feature length documentary, “Maestro”, about a bipolar artist’s
attempts to deal with reality and sell his art.
C. Leader Qualifications – Mr. Macdonald has been forecasting taxable sales over
the past 44 years for a variety of public and private organizations: State of South Dakota
Office of Management and Budget, State of Utah Legislative Fiscal Analyst, Utah State
Tax Commission, Mississippi Legislative Budget Office, KUTV2, Walmart, Utah League
of Cities and Towns, Farmington City, and the Salt Lake County Mayor’s Office of
Finance (since 2008).
Page 110 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 8
In 2011, Macdonald developed a 10-year forecast for Farmington City and dropped all
the equations onto a Microsoft Excel spreadsheet. The model, in its adjusted form, is still
being used seven years later.
Recently, he has been developing forecasting models for Orem City. He also develops
specialized approaches to help forecasting sales taxes for Salt Lake City, Saratoga
Springs and Woods Cross.
At the Tax Commission, he pioneered efforts to computerize data on taxable sales into
standard industrial classifications, 29 counties and by the 60 largest cities. Using these
categories he was able to build efficient and robust econometric models to estimate
taxable sales by four different categories:
1) Retail nondurable sales,
2) Retail durable goods sales,
3) Business equipment and utility sales, and
4) Taxable services.
These models have proven to be structurally strong over time and over different
geographic areas, e.g., Utah statewide, Mississippi statewide, Salt Lake County, and the
Salt Lake Metro Area.
1. Salt Lake County Forecasting. Econowest currently maintains a four-stage
econometric model for Salt Lake County, which has developed forecasts for the 2017
calendar year. Attachment 1 highlights the quarterly historical values, the fitted values
and the forecast for the Retail Durable Goods Sales Model. This model has a correlation
coefficient (adjusted R2) of 96% and a mean average percentage error (MAPE) of 3.26%
for the quarters from second quarter of 1996 through the fourth quarter of 2016
(Attachment 1). Considering the volatility of automobile and housing sales (durable
goods), this model still appears to be quite robust and stable.
In addition, during the June 2017 forecast period Econowest created a 23-page
PowerPoint slide program to explain the 2017 economic and revenue forecast for the Salt
Lake County Mayor’s Office (sample slide, Attachment 2).
Macdonald also pioneered efforts in the State of Utah to monitor economic indicators
over time. The Governor’s Office of Planning and Budget still utilizes the 50 economic
indicators in its planning and revenue forecasting processes. Eight years ago, Econowest
submitted to the Salt Lake County Auditor a monthly list of “Leading Economic
Indicator for Salt Lake County” using county, state and U.S. variables (Attachment 3).
County commissioners and policy makers can use these economic indicators to ascertain
the viability of assumptions and revenue forecasts for the future.
In addition to general sales taxes, Econowest Associates Inc. prepared forecast models for
the County’s car rental, hotel and restaurant taxes. The Budget Director uses these
models to supplement his estimates from local convention analysts. One advantage to
these models is that they produce quarterly forecasts.
Page 111 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 9
Macdonald is also knowledgeable about the local 1% sales tax distribution formula. In
the past, he has built simulation models from historical distributions to ascertain the
impacts of:
1) Non-prepared food being eliminated from the local sales tax base,
2) Changes to the 50% population/50% point-of-sale formula due to population
changes and
3) Changes to hold-harmless minimums.
He maintains contacts with the Tax Commission’s revenue accounting office where he
can get access to specialized data to analyze changes to various local tax distributions.
Macdonald has been advising governors, legislators and county commissioners on the
effects of monetary and fiscal policies promulgated by Congress and the Federal Reserve
Bank for the past three decades. Not only was he a member of the Governor’s Economic
Advisory Council, but he was also among a select group of four experts (the other three
were from private sector banks and the University of Utah) to advise Governors
Matheson, Bangerter, and Leavitt on state fiscal policies.
2. Farmington City Strategic Financial Plan.
In 2011, Econowest performed a 10-year strategic-financial plan for Farmington. In
addition to a 70 plus-page report with overheads, we used a one-equation model to
estimate taxable sales, worked with developers to estimate the impact of Station Park (a
million plus square foot new mall) on the sales tax base and developed three models to
forecast population.
We made forecasts for each revenue and expenditure source out until 2020 and dropped
those into a Microsoft Excel spreadsheet, so that the Finance Director could update his
budget each year. Farmington still uses some variant of this spreadsheet model to help
them do long-term budgeting.
3. Orem City Sales Tax Forecast Model
Two years ago Econowest Associates began building simple one-equation models to
estimate Orem’s sales tax receipts. We combine and weight two econometric models and
one exponential smoothing model to give them a reasonable range of future forecasts.
This project is ongoing since May 2016. .
4. PROPOSED PROJECT COSTS
Econowest proposes to complete this project for $24,000 in the current calendar year,
preferably to finish by October 1st. The following pay rates are proposed:
Page 112 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 10
1) Doug Macdonald, $120 per hour
2) Lance Brown, $105 per hour
3) Lindsay Poelman, $80 per hour
4) Logan Macdonald, $40 per hour.
5. REFERENCES
1. Economic Forecasting
Dr. Merrill Bateman, President, BJO Investments, former President of BYU,
former LDS Church Presiding Bishop, and Former Dean of BYU’s Marriott
Graduate School of Business, (801) 367-4600
Dr. Gary Cornia, former Dean of BYU’s Marriott School of Business,
Former Utah State Tax Commissioner, Professor of Public Administration,
(435) 703-9559
2. Strategic Financial Planning
David Millheim, City Manager, Farmington, Utah (801) 939-9203
3. General Sales Tax Analysis
Tom Bakaly, Director, Tri-City Recreation, Hermosa Beach CA, (310) 824-
3424
Jennifer Bruno, Deputy Chief of Staff, Salt Lake City Council (310) 422-4608
Richard Manning, Director of Administrative Services, Orem City (801) 735-
3261
Mark Christensen, City Manager, Saratoga Springs, (801) 940-6135
Page 113 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 11
Attachment 1 – Retail Durable Goods Sales Model
Page 114 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 12
Attachment 2 – Example of PowerPoint for June 2017 Forecast
Page 115 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 13
Attachment 3 – Leading Economic Indicators for Salt Lake County
Salt Lake County
Leading Economic Indicators
Year-to-date Last 3 Months Latest Month Assessment
Percent change from prior year
Jan - June Apr - June 2017
2017 June 2017
Sales Tax
SL County 0.25% Sales Tax 4.8%-1.1%2.6%
Budgeted Sales Tax Growth for CY2017 = 4.5%(May sales)
(July distribution)
Jobs
Salt Lake County Wages and Salaries 6.5%6.5%6.6%
SL County Employmentcoin 2.8%2.8% 2.9%
SL County Average Wage2, coin 3.7%3.7% 3.7%
Utah Unemployment Claimslead -13.3% -11.3% -5.7%
Construction
Utah Construction Employmentlead 7.8%7.4% 8.3%
SLCounty Residential Construction -9.2%-6.7% -40.0%
Valueslead
SLCounty Nonresidential Construction 39.0% 74.5% 0.2%
Values - new and remodelslag
Confidence
U.S. Consumer Sentiment Index 96.3 95.1 93.1
90+=goodcoin
Money Supply
U.S. Long - Short Term Interest 1.53% 1.23% 1.10%
Spreadlead
l Latest monthly data is generally for June 2017,
except consumer sentiment (July) and construction (May)
2 Average of four quarter average wage for Utah'
coin Coincident indicators - run with the economy
lead Leading indicators - lead the economy by several months
lag Lagging indicators - lag the economy by several months
Page 116 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 14
Attachment 4 – Car Rental (3%) Tax Forecast Model
Page 117 of 135
Econowest Associates, City of Moab Bid Solicitation for 10-Year Financial Plan,
1/12/18, page 15
Attachment 5 – 2011 Farmington Strategic Plan Spreadsheet
General Fund
Revenue Expenditures FY2010 - FY 2022
Baseline Scenario
Farm_Revs_4cast.xlsx, GFRevExp_Base, 8/16/11,5:36 PM
Fiscal Year Fiscal Year Fiscal Year FY2012 FY2012 Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Annual Per Year
2009 2010 2011 Model Estimate Approved Budget 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Growth FY2012 - 2022
Farm. Revenue Assumptions 3.4%2.4%3.4%3.3%3.2%3.1%3.0%2.9%2.8%2.7%2.7%2.6%2.5%
Farmington Population (Low)17,251 17,841 18,275 18,905 19,408 19,923 20,452 20,995 21,553 22,125 22,713 23,316 23,935 24,571 2.66%
Farmington Population (Mid)17,255 17,841 18,275 18,892 19,509 20,126 20,743 21,360 21,977 22,594 23,212 23,829 24,445 25,063 2.87%
Farmington Population (High)17,251 17,841 18,275 19,090 20,124 21,401 22,620 23,668 24,492 25,355 26,449 27,343 28,211 29,072 4.30%1.43%
Farmington Dwelling Unit Permits, CY 242 178 281 293 178 178 178 178 178 132 157 132 178 -4.46%
Farm. Dwelling Units, FY for Licenses (not population)120 284 449 120 120 120 178 178 178 178 178 132 157 132 178
Utah Revenue Assumptions 1218.5
Utah Employment (Thous.)1225.7 1177.8 1192.3 1218.5 1258.8 1292.1 1320.5 1343.0 1361.0 1379.2 1397.7 1416.4 1435.3 1454.6 1.79%
-3.9%1.2%2.2%3.3%2.7%2.2%1.7%1.3%1.3%1.3%1.3%1.3%1.3%
Utah Average Wage ($)37570 38,203$ 39,452$ 40,890$ 41,747$ 43,355$ 44,655$ 45,638$ 46,699$ 47,785$ 48,897$ 50,034$ 51,198$ 52,389$ 2.51%
1.7%3.3%3.6%2.1%3.9%3.0%2.2%2.3%2.3%2.3%2.3%2.3%2.3%
Utah Wages ($000)44,995,729 47,038,620 49,824,465 52,549,495 56,018,826 58,968,777 61,290,614 63,556,042 65,905,206 68,341,199 70,867,232 73,486,632 76,202,850 4.34%
4.5%5.9%5.5%6.6%5.3%3.9%3.7%3.7%3.7%3.7%3.7%3.7%
Utah Unemployment Rate (%)6.175 6.825 5.875 6.95 6.85 5.55 4.9 5.0 5.0 5.0 5.0 5.0 5.0
U.S. Assumptions
U.S. Savings Rate 5.7%5.6%4.9%4.5%4.0%3.5%4.5%4.0%4.0%4.0%4.0%4.0%4.0%
Farmington Revenues With Station
Park
Sales Tax Forecast #####1,802,477 1,875,000 2,048,852$ 2,000,000$ 2,144,647$ 2,266,463$ 2,398,208$ 2,501,405$ 2,603,504$ 2,700,986$ 2,797,804$ 2,896,030$ 2,996,784$ 3,100,700$ 4.48%4,088,556$
-7.2%-6.0%4.0%4.5%6.7%4.7%5.7%5.8%4.3%4.1%3.7%3.6%3.5%3.5%3.5%7.41%
Station Park Low add-on 131,600 501,480 100,000 740,870 912,626 930,879 949,496 968,486 987,856 1,007,613 1,027,765 1,007,613 987,856
Econowest model estimates 1,866,423$ 1,903,216$ 25.3%37.4%
5.6%
quarterly est.=>1,961,000
Property Tax Forecast (current)#####1,389,796 1,440,000 1,521,701 1,469,000 1,568,521 1,660,609 1,756,082 1,797,792 1,838,594 1,878,506 1,917,547 1,955,738 1,972,424 1,999,981 3.13%
7.80%0.08% 3.61%5.7%3.1%5.9%5.7%2.4%2.3%2.2%2.1%2.0%0.9%1.4%
Econowest model estimates 1,426,312 1,444,435
3.9%
Franchiese & Energy Taxes #####1,206,689 1,206,000 1,208,763 1,213,000 1,230,164 1,252,042 1,273,921 1,295,800 1,317,679 1,339,558 1,361,472 1,383,351 1,405,194 1,427,108 1.64%
5.3%2.1%-0.1%0.6%1.4%1.8%1.7%1.7%1.7%1.7%1.6%1.6%1.6%1.6%
Econowest model estimates 1,171,016 1,186,406
Station Park Low add-on -1.7%98,413 150,245 152,871 155,496 158,121 160,747 163,377 166,002 168,623 171,253
Licenses & Permits Forecast 315,037 630,510 737,500 490,071 536,000 265,068 353,518 393,184 393,184 393,184 393,184 323,034 329,700 308,672 361,725 -3.86%
-33.5%-45.9%33.4% 11.2%0.0%0.0%0.0%-17.8%2.1%-6.4%17.2%
Econowest model estimates 515,168 878,953
39.4%
Class C Road Distribution 514,926 531,303 550,000 597,224 545,000 581,975 600,856 619,736 638,616 657,496 676,376 695,287 714,167 733,017 751,928 3.27%
-8.9%3.2%1.0%4.4%-4.7%-2.6%3.2%3.1%3.0%3.0%2.9%2.8%2.7%2.6%2.6%
Econowest model estimates 544,514 571,786
Vehicle Fee In-Lieu of Property Tax 192056 204,856 180,000 225,606 190,000 217,475 224,669 231,863 239,058 246,252 253,446 260,652 267,846 275,029 282,235 4.04%
-13.0%6.7%-12.1%
Actual & Estimates 201,728 217,199
All Other 729,617 754,284 594,414 594,414 624,743 656,619 690,122 725,334 762,343 801,240 842,122 885,090 930,250 977,714
Fund Balance Appropriation 596,752 596,752
Total General Revenues #####6,508,459$ 6,764,570$ 7,784,863$ 7,244,166$ 7,471,876$ 8,077,648$ 8,446,866$ 8,696,182$ 8,945,659$ 9,191,899$ 9,368,909$ 9,625,690$ 9,797,606$ 10,060,500$ 3.34%
-4.04%4.28% 3.94%7.1%3.1%8.1%4.6%3.0%2.9%2.8%1.9%2.7%1.8%2.7%
Other Non-General Fund Revenue Transfers In
Impact Fees -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Farm. Expenditure Assumptions
Consumer Price Index - Western Urban 1983=1.00 2.193 2.221 2.288 2.328 2.372 2.420 2.470 2.521 2.573 2.625 2.674 2.722 2.773 1.94%
2.14% 1.28%3.0%1.7%1.9%2.0%2.0%2.1%2.0%2.0%1.9%1.8%1.9%
U.S. Producer Price Index -2.5%4.4%5.9%1.0%1.5%1.1%3.3%1.6%1.4%1.0%0.9%3.8%1.3%
Farm. Average Adj. Gross Income 64,418$ 68,008$ 70,245$ 73,661$ 76,913$ 81,171$ 84,591$ 87,922$ 91,171$ 94,541$ 98,036$ 101,659$ 105,417$ 109,313$ 4.03%
4.9%4.4%5.5%4.2%3.9%3.7%3.7%3.7%3.7%3.7%3.7%
Population K-7 grades 2601 2691 2,824 2,986 3,203 3,350 3,449 3,503 3,562 3,669 3,760 3,805 3,819 3.07%
2.1%3.5%4.9%5.7%7.3%4.6%3.0%1.6%1.7%3.0%2.5%1.2%0.4%
Lane Miles 122.53 140 143.8 147.7 151.7 155.8 160.0 164.4 168.8 173.4 178.1 182.9 187.9 2.71%
14.3% 14.3%2.7%2.7%2.7%2.7%2.7%2.7%2.7%2.7%2.7%2.7%2.7%
Farmington Housing Stock 4941 5335 5,575 5,746 6,033 6,319 6,490 6,662 6,833 7,005 7,176 7,301 7,452 2.94%
3.0%8.0%4.5%3.1%5.0%4.7%2.7%2.6%2.6%2.5%2.4%1.7%2.1%
Farm. Developed Turf Acres 76.1 84.9 86 91 91 94 100 100 102 104 106 108 110 2.49%
0.0% 11.6%1.3%5.8%0.0%3.3%6.4%0.0%2.0%2.0%1.9%1.9%1.9%
Real Per Capita
Department Expenditures Spending, FY 2000 - FY 2010
Administration -0.424%502,146 559,683 593,115$ 552,716 577,964 604,866 633,053 662,125 692,371 723,051 754,248 785,214 816,272 848,952
11.5%6.0%-1.2%4.6%4.7%4.7%4.6%4.6%4.4%4.3%4.1%4.0%4.0%
Admin. Ongoing
One-timers
Planning & Zoning -1.211%469,244 467,245 491,480$ 541,464 561,939 583,675 606,285 629,359 653,158 676,963 700,848 724,109 747,054 771,088
-0.4%5.2%15.9%3.8%3.9%3.9%3.8%3.8%3.6%3.5%3.3%3.2%3.2%
P&Z ongoing - - -
One-timers - -
Police -0.281%1,730,340 1,701,376 1,874,083 1,811,914 1,897,281 1,988,315 2,083,826 2,182,511 2,285,341 2,389,888 2,496,433 2,602,508 2,709,179 2,821,531
-1.7%6.5%4.7%4.8%4.8%4.7%4.7%4.6%4.5%4.2%4.1%4.1%
Police ongoing simulated model1,665,569 1,761,215 60,000
One-timers model output 1,665,759 1,760,125 730,797 - -
Fire -0.174%433,394 472,571 593,984$ 577893 605,739$ 635,452$ 666,658$ 698,944$ 732,623$ 766,923$ 801,936$ 836,870$ 872,067$ 909,167$
9.0%25.7%22.3%4.8%4.9%4.9%4.8%4.8%4.7%4.6%4.4%4.2%4.3%
Fire ongoing 92,000 -
One-timers -
Inspection 260,593 359,420 386,937$ 340,058 356,383$ 380,971$ 406,745$ 426,081$ 446,294$ 466,913$ 487,977$ 509,048$ 527,075$ 547,942$
37.9%7.7%-5.4%4.8%6.9%6.8%4.8%4.7%4.6%4.5%4.3%3.5%4.0%
Inspection extras - -
One-timers -
Streets -0.016%679,927 750,570 815,086$ 801,959 831,358$ 866,036$ 899,315$ 953,048$ 993,961$ 1,034,987$ 1,072,708$ 1,111,549$ 1,183,666$ 1,230,589$
10.4%8.6%6.8%3.7%4.2%3.8%6.0%4.3%4.1%3.6%3.6%6.5%4.0%
Street ongoing 0 0
One-timers 0 0
Buildings 0.841%320,986 373,353 400,377$ 379,318 401,443$ 425,206$ 450,400$ 476,780$ 504,591$ 533,332$ 563,090$ 593,330$ 624,303$ 657,194$
16.3%7.2%1.6%5.8%5.9%5.9%5.9%5.8%5.7%5.6%5.4%5.2%5.3%
Buildings ongoing 0
One-timers 0
Parks 609,105 692,949 723,135$ 697,989 750,618 765,001 805,663 873,539 891,915 928,018 964,808 1,001,419 1,038,282 1,077,233
13.8%4.4%0.7%7.5%1.9%5.3%8.4%2.1%4.0%4.0%3.8%3.7%3.8%
Parks ongoing -
One-timers -
Recreation 1.100%317,225 336,600 336,600$ 342,000 371,231$ 409,490$ 441,035$ 467,978$ 490,239$ 513,951$ 545,244$ 575,109$ 598,552$ 618,784$
6.1%0.0%1.6%8.5% 10.3%7.7%6.1%4.8%4.8%6.1%5.5%4.1%3.4%
Rec. ongoing
One timers -
Miscellaneous 16,522 76,100 44,189 71,899 73,140 74,542 76,046 77,599 79,231 80,854 82,474 84,017 85,525 87,150
Legislative 85,797 98,790 97,790 97,950 99,641 101,550 103,600 105,715 107,939 110,150 112,356 114,459 116,513 118,726
Transfers Out -
Equipment (police,fire vehicles) 392,465 457,397 670,505 670,505 677,022 687,024 694,917 717,718 729,194 739,648 746,679 753,600 782,193 792,129
B&C Transfer (public works vehicle purchases & leases)358,005 438,176 358,500 358,500 382,822 395,242 407,661 420,080 432,500 444,919 457,359 469,778 482,177 494,617
65.78%
Total Expenditures 6,175,749$ 6,784,230$ 7,385,781$ 7,244,166$ 7,586,580$ 7,917,370$ 8,275,204$ 8,691,477$ 9,039,357$ 9,409,597$ 9,786,160$ 10,161,011$ 10,582,859$ 10,975,101$ 4.24%
9.9%8.9%6.8%4.7%4.4%4.5%5.0%4.0%4.1%4.0%3.8%4.2%3.7%
Surplus /(Deficit)332,710$ (19,660)$ 399,083$ 0$ (114,704)$ 160,278$ 171,662$ 4,705$ (93,697)$ (217,698)$ (417,251)$ (535,321)$ (785,253)$ (914,601)$
Surplus/Deficit as a % of Revenue
General Fund Obligated Debt 673,954$ 652,685$ 636,686$ 630,242$ 645,369$ 655,561$ 631,100$ 423,373$ 423,591$ 421,989$ 401,392$ 254,898$ -$
debt replacement potential 207,727$ 207,509$ 209,111$ 229,708$ 376,202$ 631,100$
Page 118 of 135
Moab 10-Year Financial Plan
Budget by Worker
Moab Fin. Plan Budget.xlsx, 1/17/18
Chief Economist Budget Director Editor, Video
PowerPoint
1. Long-term forecasts of resident
and tourist-related populations 12
2. Forecast Moab revenues with
U.S. long-term economic variables 16
3. Forecast tourist-related business
trends 4
4. Forecast current and potential 8
revenue sources
5. Forecast current operating and
capital expenses 12 8
6. Identify operational efficiency savings
and Moab's financial sustainability 8 16 4
7. Make comparisons with similar,
heavy tourist impacted cities 8 8 4
8. Meet with department heads and
identify new or expanded program needs
Estimate costs for new scenarios 8 8 8
9. Prepare spreadsheet forecast of
baseline budget with scenarios 12 8
10. Prepare Powerpoint presentation
describing findings 16 4 4
11. Prepare written report of findings 16 8 8
120 60 28
120$ 105$ 40$
14,400$ 6,300$ 1,120$ 21,820$
Travel Costs 2,400$
Total Billings 24,220$
Page 119 of 135
MOAB CITY, UTAH
COMPREHENSIVE FINANCIAL
SUSTAINABILTY PLAN
JANUARY 2018
LEWIS YOUNG ROBERTSON & BURNINGHAM, INC.
Page 120 of 135
The professionals at Lewis Young Robertson & Burningham, Inc. (“LYRB”) have represented public and private clients
for more than three decades, and we would be privileged to provide our services to Moab City (the “City”). LYRB
provides this informal bid, including three references, a brief statement of qualifications, and out proposed pricing
structure, for the review of the City. Should you have any questions regarding our proposal or additional services,
please feel free to contact us.
Contact:
Jason Burningham
OWNER, PRINCIPAL
Phone: 801-596-0700
jason@lewisyoung.com
The professionals at LYRB have completed a broad range of rate studies and financial plans. Provided below are three
references which show the breadth of our work and experience. We encourage you to call all of our references as
they will attest to the value our work has provided their communities.
REFERENCES
2017 OGDEN GENERAL FUND CFSP
Mark Johnson, Chief Operating Officer
(P) (801) 629-8150
(E) markjohnson@ogdencity.com
2017 SOUTH OGDEN GENERAL FUND CFSP,
UTILITY RATE ANALYSIS AND TRANSPORTATION FEE
ANALYSIS
Matt Dixon, City Manager
(P) 801.622.2702
(E) mdixon@southogdencity.com
2016 PLEASANT GROVE TRANSPORTATION FEE
ANALYSIS
Scott Darrington, City Administrator
(P) 801.785.5045
(E) SDarrington@pgcity.org
PROPOSED FEES
LYRB estimates that the total combined price to develop five and ten-year financial forecasts for the City is $25,350.
LYRB will provide a pro forma to plan for capital improvements, fund operations, and ensure that the City maintains a
sustainable approach to managing its revenues and expenditures. Due to the ambiguity inherent in projects of this
nature, LYRB will provide any cost adjustments in writing to the City and identify the cause of any added expense.
Costs that exceed the proposed scope will not be assessed until mutually agreed upon.
Tasks Sr. VP /
Principal
Senior
Analyst Analyst Total
Hours
Fee per
Task
Task 1: Project Initiation & Kick-off Meeting 2.00 2.00 1.00 5.00 $910
Task 2: Coordination with Staff - 25.00 15.00 40.00 $6,750
Task 3: Expenditure Evaluation 2.00 10.00 10.00 22.00 $3,700
Task 4: Develop Revenue Projections 2.00 12.00 10.00 24.00 $4,060
Task 5: Financing Plan 3.00 12.00 5.00 20.00 $3,510
Task 6: Review Findings 2.00 8.00 2.00 12.00 $2,140
Task 7: Update/Additional Scenarios 2.00 10.00 2.00 14.00 $2,500
Task 8: Documentation and Presentation 2.00 6.00 2.00 10.00 $1,780
Total 15.00 85.00 47.00 147.00 $25,350
Page 121 of 135
Moab City Council Agenda Item
Meeting Date: January 22, 2018
#: 8-1
Title: Wibit Structure Replacement and Cost Increase Addendum
Date Submitted: 1/16/18
Staff Presenter(s): Tif Miller
Attachments:
- Wibit Bridge Inflatable
Recommended Motion: I move the additional cost of $400 to replace
Wibit structure that will not fit in the pool
Background/Summary:
The Wibit Sports modular aquatic play system is a configuration of
inflatable components that comprise a floating obstacle course playground.
We have received the course pieces, but the system was supposed to be
designed using MRAC’s pools’ dimensions and can be reconfigured in
different combinations to maximize use of the units in conjunction with
existing play features. Once received it was found that the sole source
provider selling the product, Recreonics, incorrectly measured the
dimensions and one of the pieces was too large for the pool. Recreonics has
agreed to accept the return of the equipment that is too large and pay for
the return shipping and the shipping of the new equipment. To replace the
returned piece, a new piece with different dimensions was needed to fit in
the pool. With limited options, the piece chosen to replace the returned
item will be $400 in additional cost than the original $16605 quote
received. There was $20,000 originally budgeted for Wibits in this fiscal
year’s budget, so with the $400 difference the items still come in well under
budget at almost $3000. This course will now fit in the pool correctly with
this new piece allowing the full course to be implemented as planned.
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AGENDA SUMMARY
MOAB CITY COUNCIL MEETING
January 22, 2018
Agenda Item
#: 8‐2
Title: Approval of Budgeted Purchase of 2018 Ford F550 4x4 Truck Chassis &
Yard Dump Body
Fiscal Impact: Not to exceed $45,000 for Truck Chassis & $10,000 for Yard
Dump Body
Staff Presenter(s): Water Department Superintendent – Levi Jones
Department: Water Department
Background/Summary:
The Water Department is requesting approval of a budgeted purchase of a 2018
Ford F550 4x4 vehicle on State Contract for the price of $42,321.42.
The Department is also requesting a budgeted purchase of a Rugby 9’ FDS 2-3
Yd. Dump Body on State Contract for the price of $8,899.96. This is a fleet
vehicle purchase on State Contract from Ken Garff Ford and Semi Service Inc.
The Water Department is currently sharing the dump truck they have (2001 F350
4x2) with the Sewer Department if both departments need to use the truck it can
become a complicated process. It is time for a new vehicle.
Options: Approve or Deni purchase
Staff Recommendation: Approve
Recommended Motion: Approve
Attachment(s):
Ken Garff Quote
State of Utah Approved Vendor List Number AV2528
Semi Service Inc. Quote
State of Utah Approved Vendor List Number MA2797
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