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Home My WebLink About028 of 2023 - Adopting the Budget for the Library Fund of Salt Lake City, Utah for Fiscal Year 2023-24SALT LAKE CITY ORDINANCE No. 28 of 2023 (Adopting the budget for the Library Fund of Salt Lake City, Utah for fiscal year 2023-2024) An ordinance adopting the budget for the library fund of Salt Lake City, Utah for fiscal year 2023-2024. PREAMBLE Pursuant to the provisions of Section 10-6-111 of the Utah Code, the City Budget Officer prepared and filed with the City Council a tentative budget in proper form for all funds for which budgets are required by said law, including the tentative budget for the Library Fund, for fiscal year 2023-2024. The tentative budget was accompanied by a budget message as required by law. The tentative budget, including the tentative budget for the Library Fund, was adopted by the City Council in Resolution No. 14 of 2023, on May 2, 2023. Section 10-6-118 of the Utah Code requires that before the 301h day of June of each fiscal year, or before September 1, in case of a property tax increase under Sections 59-2-919 through 59-2-923 of the Utah Code, the governing body shall, by resolution or ordinance, adopt a budget for the ensuing fiscal year for each fund for which a budget is required. The City budget officer has now prepared a budget for the Library Fund, in proper form. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City: SECTION 1. PURPOSE. The purpose of this ordinance is to adopt the budget for the Library Fund, for fiscal year 2023-2024. All conditions precedent to the adoption of the budget for the Library Fund have been accomplished. SECTION 2. ADOPTION OF BUDGET. The budget attached hereto and made a part of this Ordinance, shall be, and the same hereby is adopted as the budget for the Library Fund of the City for the fiscal year beginning July 1, 2023, and ending June 30, 2024, in accordance with the requirements of Sections 10-6-105, 10-6-118 and 59-2-923 of the Utah Code. The budget for the Library Fund is subject to the approval of the Mayor and reconsideration of the City Council pursuant to Section 10-3b-204 of the Utah Code. SECTION 3. FILING OF BUDGET. The City Budget Officer is hereby authorized and directed to certify and file copies of the budget with the State Auditor as required by Section 10- 6-118 of the Utah Code. SECTION 4. PUBLIC INSPECTION. The City Budget Officer is hereby authorized and directed to certify and file copies of the budget in the office of said Budget Officer and in the Office of the City Recorder whose permanent office is located at 451 South State Street, Room 415, Salt Lake City, UT 84111, which budget shall be available for public inspection during regular business hours as required by Section 10-6-119 of the Utah Code. SECTION 5. EFFECTIVE DATE. This Ordinance shall become effective on July 1, 2023. Passed by the City Council of Salt Lake City, Utah, this _13"' _ day of June , 2023. CHAIRPERSON ATTEST: clq� CITY RECORDER Transmitted to the Mayor on Jun 20, 2023 Mayor's Action: ❑✓ Approved. ❑ Vetoed. Erin Mendenhall (Jun 22, 202311:54 MDT) MAYOR ATTEST: cli� CITY RECORDER (SEAL) Bill No. 28 of 2023. Published: June 23 2023 Salt Lake City Attorney's Office Approved �As To Form By: Kac ewis (Jun 17, 2023 11:27 MDT) Katie Lewis, City Attorney Date: Jun 17, 2023 Ordinance 28 of 2023 Adopting the Budget for the Library Fund of Salt Lake City, Utah for Fiscal Year 2023-24 Final Audit Report 2023-06-23 Created: 2023-06-16 By: Thais Stewart (thais.stewart@slcgov.com) Status: Signed Transaction ID: CBJCHBCAABAAbvwr2JFHungBdkKwmJXZxiOOhYMwy4Q4 "Ordinance 28 of 2023 Adopting the Budget for the Library Fund of Salt Lake City, Utah for Fiscal Year 2023-24" History Document created by Thais Stewart (thais.stewart@slcgov.com) 2023-06-16 - 3:46:15 PM GMT Document emailed to Katherine Lewis (katherine.lewis@slcgov.com) for signature 2023-06-16 - 3:50:08 PM GMT Email viewed by Katherine Lewis (katherine.lewis@slcgov.com) 2023-06-16 - 11:19:11 PM GMT Email viewed by Katherine Lewis (katherine.lewis@slcgov.com) 2023-06-17 - 5:27:03 PM GMT Document e-signed by Katherine Lewis (katherine.lewis@slcgov.com) Signature Date: 2023-06-17 - 5:27:12 PM GMT - Time Source: server Document emailed to Darin Mano (darin.mano@slcgov.com) for signature 2023-06-17 - 5:27:13 PM GMT Email viewed by Darin Mano (darin.mano@slcgov.com) 2023-06-18 - 5:37:24 AM GMT Email viewed by Darin Mano (darin.mano@slcgov.com) 2023-06-19 - 2:49:46 AM GMT Email viewed by Darin Mano (darin.mano@slcgov.com) 2023-06-20 - 2:48:18 AM GMT Powered by Adobe Acrobat Sign �p Document e-signed by Darin Mano (darin.mano@slcgov.com) Signature Date: 2023-06-20 - 4:40:56 PM GMT - Time Source: server Document emailed to Erin Mendenhall (erin.mendenhall@slcgov.com) for signature 2023-06-20 - 4:40:58 PM GMT Email viewed by Erin Mendenhall (erin.mendenhall@slcgov.com) 2023-06-21 - 5:28:56 AM GMT Email viewed by Erin Mendenhall (erin.mendenhall@slcgov.com) 2023-06-22 - 2:38:13 AM GMT dg Document e-signed by Erin Mendenhall (erin.mendenhall@slcgov.com) Signature Date: 2023-06-22 - 5:54:02 PM GMT - Time Source: server Document emailed to Cindy Trishman (cindy.trishman@slcgov.com) for signature 2023-06-22 - 5:54:03 PM GMT �p Document e-signed by Cindy Trishman (cindy.trishman@slcgov.com) E-signature obtained using URL retrieved through the Adobe Acrobat Sign API Signature Date: 2023-06-23 - 4:17:28 AM GMT - Time Source: server Agreement completed. 2023-06-23 - 4:17:28 AM GMT Powered by Adobe Acrobat Sign Mayor's Recommended Budget FISCAL YEAR 2023-24 a a.,14, kf This page intentionally left blank Table of Contents MAYOR AND COUNCIL MESSAGES Page: MAYOR'S MESSAGE 5 SALT LAKE CITY PROFILE SALT LAKE CITY CORPORATION ORGANIZATION 9 SALT LAKE CITY AT A GLANCE 11 SALT LAKE COMMUNITY PROFILE 14 SALT LAKE CITY BUDGET -IN -BRIEF 18 MAYOR'S RECOMMENDED BUDGET BUDGET SUMMARY AND RECOMMENDATIONS 35 FY 2023-24 CAPITAL AND OPERATING BUDGET 42 GENERAL FUND KEY CHANGES 53 OTHER FUND KEY CHANGES 67 LBA KEY CHANGES 82 RDA KEY CHANGES 83 MULTI -AGENCY DRUG TASK FORCE KEY CHANGES 93 FINANCIAL POLICIES DEBT POLICIES 97 DEBT STRUCTURE 100 REVENUE 104 FY 2022-23 LEGISLATIVE INTENTS 124 CAPITAL IMPROVEMENT PROGRAM CAPITAL IMPROVEMENT OVERVIEW 143 CAPITAL IMPROVEMENT FY 2023-24 PROJECTS LIST 149 DEPARTMENT BUDGETS OFFICE OF THE CITY COUNCIL 157 OFFICE OF THE MAYOR 161 DEPARTMENT OF AIRPORTS 165 OFFICE OF THE CITY ATTORNEY 171 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS 177 DEPARTMENT OF ECONOMIC DEVELOPMENT 183 DEPARTMENT OF FINANCE 189 FIRE DEPARTMENT 195 DEPARTMENT OF HUMAN RESOURCES 201 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES 207 JUSTICE COURT 215 POLICE DEPARTMENT 221 DEPARTMENT OF PUBLIC LANDS 227 1 Mayor's Recommended Budget FISCAL YEAR 2023-24 Table of Contents DEPARTMENT OF PUBLIC SERVICES DEPARTMENT OF PUBLIC UTILITIES REDEVELOPMENT AGENCY DEPARTMENT OF SUSTAINABILITY 911 COMMUNICATIONS BUREAU NON -DEPARTMENTAL STAFFING DOCUMENT STAFFING DOCUMENT INTRODUCTION STAFFING DOCUMENT SUMMARY STAFFING DOCUMENT DETAIL APPENDIX APPENDIX A: LIBRARY APPENDIX B: HEALTH INSURANCE PREMIUMS & RETIREMENT CONTRIBUTIONS 235 245 251 255 259 263 273 275 276 321 337 2 Mayor's Recommended Budget FISCAL YEAR 2023-24 1�/ This page intentionally left blank Salt Lake City Mayor Messages Dear Salt Lake City, It continues to be an incredible time to live and work in Salt Lake City. Our residents are amazing, our economy remains strong, and opportunities continue to come our capital city's way. This budget, like the three that came before it, focuses on my administration's four priorities: • Prioritizing growth that equitably benefits ALL city residents; • Making our city more environmentally resilient and sustainable; • Bolstering our communities with inclusive and equitable opportunities for all; and • Supporting City employees' physical, mental and economic well being, because our City team is what makes everything possible. Over the past three years, we've laid out an ambitious framework of expanded affordable housing investments, innovative new public safety programs, continued environmental protections and significant investments in our City staff. This budget builds upon that groundwork by expanding upon key initiatives that will improve quality of life, while also being fiscally responsible. What follows is a balanced budget that does just that. It responds to the needs and requests of our residents while also planning for the future. It's a continuation of a three-year budget plan that will allow our City to thrive today while also investing in necessary infrastructure improvements that will ultimately benefit us all in the future. One of the developments I'm most proud of is the continued evolution of how we construct our budget. This year, City departments used a unified template that helped our budget team more clearly understand their proposals. It's just another step we're taking as we continue the transition to project -based budgeting, which will help reduce costs and ensure fewer redundancies across our City budget each year. I want to give special thanks to this year's budget committee. Chief Human Resources Officer Debra Alexander, Chief Information Officer Aaron Bentley, Director of Public Utilities Laura Briefer, Chief of Staff Rachel Otto, Chief Administrative Officer Lisa Shaffer, and Director of Communities and Neighborhoods Blake Thomas each brought expertise and passion for our City to this work. And, of course, special thanks to our Chief Financial Officer, Mary Beth Thompson, and the entire Finance Department team, who work incredibly hard each year to ensure that our City's budget is balanced, responsible, and reflective of our City's goals. Thanks so much to each of you for your dedication and commitment to this budget process. Mayor Erin Mendenhall 5 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor Messages This page intentionally left blank Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Profile . , y�'. y:: � •S •. _ . � .� - � "rip `e. � \' •' 7v . . , R k: 1 �F - .�y,�c '4� y�` L�: �ik✓,' e. ,1¢; .,+M1.xy 3.1 �.. r • � .... �c '. �';. .,. rti��-[,'�� ..s_ �� aa • • cA •. h • ti. 3�' � � :,` .�s <'_-!�Y.�' - ice%' �� fl, 'F � 'ti� ::.r_ :�..+�+►� . c+•:r �., �' •a' �, v-,' -- � � fir'. �': -.� �� i �=• :.� .f.. � ��'{' ,.�. • .q 4 ;.�-. y. S\. � - � � ), c "' y " "i :may.! �. . [ - _ _� -�•i. fig" .. CK. - This page intentionally left blank Salt Lake City Budget -in -Brief SALT LAKE CITY ELECTED OFFICIALS Fiscal Year 2023-24 Victoria Petro (Vice -Chair) District 1 Ana Valdemoros District 4 Erin Mendenhall Darin Mano (Chair) District 5 Alejandro Puy Chris Wharton District 2 District 3 Dan Dugan District 6 Amy Fowler District 7 9 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief LIBRARY Debbie Ehrman Interim Director 000 R CITIZENS OF SALT LAKE CITY ..............................:................................................................................... 000 o�o �00 JUSTICE COURT OFFICE OF THE MAYOR Curtis Preece Erin Mendenhall I Mayor Director CHIEF ADMIN OFFICER Lisa Shaffer DEPT. OF AIRPORTS Bill Wyatt Director CHIEF OF STAFF 911 DISPATCH Rachel Otto Stephen Meyer Director :............... ....................................... ............ r DEPT. OF FINANCE Mary Beth Thompson Chief Financial Officer DEPT. OF COMMUNITY DEPT. OF PUBLIC SERVICES & NEIGHBORHOODS ............ Blake Thomas Director Jorge Chamorro I Director OFFICE OF THE DEPT. OF INFORMATION CITY ATTORNEY MANAGEMENT SERVICES Katie Lewis I City Attorney Aaron Bentley I CIO FIRE DEPT. DEPT. OF PUBLIC UTILITIES Karl Lich ............ Laura Briefer Chief Director DEPT. OF POLICE DEPT. HUMAN RESOURCES Mike Brown Debra Alexander I Director Chief DEPT. OF ECONOMIC DEVELOPMENT DEPT. OF SUSTAINABILITY Debbie Lyons Lorena Riffo-Jenson Director Director REDEVELOPMENT DEPT. OF PUBLIC LANDS AGENCY •••••. Kristin Riker Danny Walz I Director Director OFFICE OF THE CITY COUNCIL 1. Victoria Petro (Vice Chair) 2. Alejandro Puy 3. Chris Wharton 4. Ana Valdemoros 5. Darin Mano (Chair) 6. Dan Dugan 7. Amy Fowler COUNCIL STAFF Cindy Gust -Jenson Executive Director 10 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief SALT LAKE CITY AT A GLANCE 0*4 176 YEARS Date Founded July 24, 1847 MAYOR COUNCIL Form of Government Since 1980 200j567 2O2o Estimated Population 172 YEARS Date Incorporated January 19, 1851 11101 SQ. MILES Total City Area 4l327 FT. Average Elevation (1,319 Meters) 11 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief 52el ° F (11.2 C) MEAN in 28e2 ° F (-1.6 Q January Average Daily Temperatures 58.5 INCHES (1,486 MM) Average Annual Snowfall 77.0 ° F (25.0 C) JULY 16.5 INCHES (419 MM) Average Annual Rainfall 12 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief SALT LAKE CITY COUNCIL DISTRICTS DISTRICT 3 Chris Wharton DISTRICT 1 Victoria Petro I DISTRICT 4 Ana Valdemoros DISTRICT 2 Alejandro Puy DISTRICT 6 .. DISTRICT 5 Darin Mano Dan Dugan DISTRICT 7 Amy Fowler MAP LEGEND DISTRICT 1: Victoria Petro DISTRICT S: Darin Mano DISTRICT 2: Alejandro Puy DISTRICT 6: Dan Dugan DISTRICT 3: Chris Wharton \\\\\\\ DISTRICT 7: Amy Fowler DISTRICT 4: Ana Valdemoros N A 13 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief JANUARY FEBRUARY MARCH - APRIL APRIL MAY JUNE AUGUST SEPTEMBER - DECEMBER BUDGET DEVELOPMENT CALENDAR Fiscal Year 2023-24 PERSONAL SERVICES PROJECTED, REVENUE ESTIMATED DEPARTMENTS RECEIVE GUIDANCE ON BUDGET DEVELOPMENT FROM MAYOR'S OFFICE DEPARTMENTS PRESENT PROPOSALS TO MAYOR AND PROVIDE BRIEFINGS TO CITY COUNCIL ABOUT SERVICES DEPARTMENTS DEVELOP SERVICE POLICY ISSUES AND BUDGET REDUCTION OPTIONS BUDGET OPTIONS DEVELOPED MAYOR'S RECOMMENDED BUDGET PREPARED MAYOR'S RECOMMENDED BUDGET PUBLISHED AND PRESENTED TO CITY COUNCIL ON MAY 2ND CITY COUNCIL REVIEW MAYOR'S RECOMMENDED BUDGET CITY COUNCIL REVIEWS MAYOR'S RECOMMENDED BUDGET, BUDGET PUBLIC HEARINGS ON MAY 9TH, 16TH, AND/OR MAY 30TH FINAL BUDGET HEARINGS TRUTH -IN -TAXATION HEARING HELD AND BUDGET AND TAX RATE ADOPTED ON SEPTEMBER 1ST PERPETUAL REVIEW, AND PERIODIC AMENDMENT 14 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief $1l828j7S4,107 RECOMMENDED BUDGET FY 2024 :AA/ rip FUNDS * Redevelopment Agency Included in the Other Enterprise Fund Amount. 1437% INCREASE 15 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief All City Appropriated Funds FY 2024 Recommended Expenditure Budget GOVERNMENTAL FUNDS .............................:............................. GENERAL FUND CAPITAL $444,504,923 PROJECTS FUNDS $29,034,160 ....................... DEBT SERVICE FUNDS CURB & GUTTER $3,000 DEBT SERVICE $34,894,979 ................................. SPECIAL REVENUE FUNDS CDBG $5,597,763 EMERGENCY 911 $3,800,385 MISC GRANTS ......•... OPERATING $7,390,097 MISC SPEC. c......•••• SERVICE DISTRICTS $1,700,000 OTHER ......•••• SPECIAL REVENUE $400,000 DONATION FUND $500,000 TRANSPORTATION $9,700,000 PROPRIETARY FUNDS ............................................................ ENTERPRISE INTERNAL FUNDS SERVICE FUNDS AIRPORT $520,438,997 GOLF $17,938,984 REFUSE $28,493,792 WATER $177,953,787 SEWER $301,832,622 STORM WATER $22,947,474 STREET LIGHTING $6,044,149 HOUSING LOANS & TRUST $955,000 RDA ...........: $75,077,827 FLEET $32,498,750 ......... GOVERNMENTAL IMMUNITY $3,370,012 INFO MGMT SERVICES ......... $38,556,941 INSURANCE & RISK MGMT ......••••' $62,205,711 16 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief ........................................................................................................................................................................................................................................................ $444s504r923 C45% GENERAL FUND EXPENDITURES INCREASE 1% 2% Economic Development Mayor's Office Council Office Attorney's Office Justice Courts 3% Human Resources gu Communications Finance Department 6% Public Lands 7% 27% a Community & Non Neighborhoods Departmental 10% Public Services 25% Ar 12% Police Department Fire Department ..................................................................................................................................................... GENERAL FUND REVENUE BY TYPE FY 2024 2 6% Property Taxes with Pilot 37% Sales & Use Taxes 3% El 9% .................................................... Franchise Taxes Licenses & Permits EL1 % Fines & Forfeitures O D 1 /� Intergovernmental P1 % Charges & Fees © 1 % Parking 17 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief Budget -in -Brief Salt Lake City's budget is comprised of several different types of funds, including General Fund, Enterprise Funds, and Internal Service Funds. Enterprise funds, unlike the General Fund, are not supported by property or sales taxes. Revenues in these funds come primarily from fees charged for services provided. For instance, the Airport derives a large portion of its revenues from landing fees. It is worth noting that the Airport expenditures have increased dramatically due to the Terminal Redevelopment Program. The City also has a number of internal service funds such as Fleet and Information Management Services. Internal service funds exist to account for the financing of goods and services provided by one City agency or department to another. 18 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief CITYWIDE EXPENDITURES Fund Type FY Adopted Bet Budget et Adopted Budget B FY 24 Recommended Budget Increase/ Decrease from FY 22 Adopted Percent Change General Fund 367,582,070 425,537,407 444,504,923 18,967,516 4.46916 Airport Enterprise Fund 706,792,500 384,681,671 520,438,997 135,757,326 35.29916 Public Utilities Enterprise Funds 420,480,027 413,124,942 508,778,032 95,653,090 23.15% Other Enterprise Funds 112,441,729 128,758,874 122,465,603 (6,293,271) (4.89)916 Internal Service Funds 108,266,464 118,806,965 136,631,414 17,824,449 15.00916 Capital Improvement Program (CIP) Funds 29,760,910 35,460,387 29,034,160 (6,426,227) (18.12)% All Other Funds 69,819,732 83,363,494 66,900,978 (16,462,516) (19.75)910 Total 1,815,143,432 1,589,733,740 1,828,754,107 239,020,367 15.04% FY 2022 AND 2023 ADOPTED BUDGETS AND FY 2024 RECOMMENDED BUDGET 800,000,000 — 700,000,000 — 600,000,000 — 500,000,000 — 400,000,000 — 300,000,000 — 200,000,000 — 100,000,000 — 0 General Fund Airport Public Other Internal Capital All Other Enterprise Utilities Enterprise Service Funds Improvement Funds Fund Enterprise Funds* Program (CIP) Funds Fund 0 FY 22 Adopted Budget 0 FY 23 Adopted Budget — FY 24 Recommended Budget * Redevelopment Agency Included in the Other Enterprise Fund Amount. 19 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief GENERAL FUND EXPENDITURES General Fund FY 22 Adopted FY 23 Adopted FY 24 Increase/Recommended Decrease from Departments Budget Budget Budget FY 23 Adopted Percentage Change Economic Development 2,714,915 3,695,620 4,035,091 339,471 9.19% Human Resources 3,267,669 4,236,836 4,659,300 422,464 9.97% Justice Courts 4,850,906 5,199,660 5,489,720 290,060 5.58% Council Office 4,551,159 5,387,707 5,960,249 572,542 10.63% Mayor's Office 4,761,780 6,625,451 6,820,067 194,616 2.94% Attorney's Office 8,029,302 9,007,633 10,150,844 1,143,211 12.69% Finance Department 8,767,757 10,709,847 12,168,296 1,458,449 13.62% 911 Communications 9,016,380 10,872,140 11,259,756 387,616 3.57% Bureau Public Lands 18,751,871 24,229,676 27,162,271 21932,595 12.10% Community& Neighborhoods 24,003,823 29,311,147 32,039,953 2,728,806 9.31% Public Services 34,341,928 39,398,484 43,105,409 3,706,925 9.41% Fire Department 45,587,400 48,586,492 52,264,357 3,677,865 7.57% Police Department 83,370,502 103,977,042 110,976,812 6,999,770 6.73% Non Departmental 115,566,677 124,299,673 118,412,797 (5,886,876) (4.74)% Total 367,582,069 425,537,408 444,504,923 18,967,514 4.46% 20 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief v ao 3 m v Y Q 0 m N LL LL Y Qi ao 3 m v c v E E 0 v v N N } LL GENERAL FUND EXPENDITURES 3,695,620 4,236,836 5,199,660 5,387,707 76,625,451 9,007,633 10,709,847 10,872,140 0 24,229,676 29,311,147 39,398,484 48,586,492 4,035,091 4,659,300 5,489,720 5,960,249 6,820,067 10,150,844 12,168,296 11,259,756 27,162,271 32,039,953 43,105,409 52,264,357 0 Economic Development 103,977,042 0 Human Resources • • 0 Council Office 0 Justice Courts EM Mayor's Office 0 Attorney's Office Finance Department _ 911 Communications Bureau Public Lands E� Community & Neighborhoods Public Services 0 Fire Department 0 Police Department Non Departmental 110,976,812 25,000,000 50,000,000 75,000,000 100,000,000 125,000,000 21 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief GENERAL FUND EXPENDITURES Fiscal Year 2024 Non -departmental Public Services Public Lands Finance // gil Communications 27% 10% 3% A�;% W Mayor's Office Attorney's Office 6% Police 2S% 7% Community & Neighborhoods 1% 12% Economic Development Council Office Justice Courts Human Resources Fire 22 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief GENERAL FUND REVENUES BY TYPE - 2017-24 FY 2017 Actuals FY 2018 Actuals FY 2019 Actuals FY 2020 Actuals FY 2021 Actuals FY 2022 Actuals FY 2023 Budget FY 2024 Budget Property Taxes w/ PILOT 89,071,896 90,414,308 94,654,243 99,342,715 99,474,985 101,822,469 111,118,729 114,073,622 Sales and Use Taxes 62,776,248 67,940,454 99,403,846 116,199,002 122,654,953 160,262,167 149,414,487 166,213,479 Franchise Taxes 28,418,423 28,418,423 27,238,435 26,863,146 23,952,168 11,750,309 11,657,128 12,348,127 Licenses & Permits 35,004,151 30,608,768 36,960,240 32,637,293 36,428,067 43,313,623 40,736,114 40,878,104 Fines & Forfeitures 6,728,836 5,567,814 3,316,215 3,753,706 3,539,471 3,717,871 3,765,174 4,063,548 Intergovernme ntal 6,855,998 5,791,774 6,066,496 5,086,254 4,781,753 5,960,591 4,644,622 5,134,621 Charges & Fees 5,358,872 5,671,710 5,573,679 4,283,760 4,842,902 5,840,601 4,432,794 4,881,922 Parking 3,436,592 3,404,582 3,509,898 2,771,331 1,915,888 2,997,333 2,635,475 2,801,089 Other Revenue 36,270,649 39,643,865 38,231,125 49,561,874 51,980,733 68,352,888 97,132,885 94,110,411 Total Operating 273,921,665 277,461,698 314,954,177 340,499,081 349,570,920 404,017,852 425,537,408 444,504,923 Revenue 23 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief GENERAL FUND REVENUES BY TYPE 2017-2024 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Budget FY 2024 Budget Actuals Actuals Actuals Actuals Actuals Actuals 0 Property Taxes w/ PILOT — Sales and Use Taxes — Licenses & Permits 0 Fines & Forfeitures 0 Charges & Fees — Parking °III This stacked bar graph depicts the various types of revenue collected for the Salt Lake City General Fund and how some of these revenues have fluctuated over the years. It is worth noting that sales tax revenues have increased markedly — Franchise Taxes 0 Intergovernmental 0 Other Revenue starting in FY 2019 due to the recently implemented Funding Our Future 0.5% increase in Salt Lake City's sales tax rate. The Other Revenue category has also been impacted by American Recover Act grant funds. 24 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief GENERAL FUND REVENUE - FY 2023 ADOPTED V. 2024 REC'D BUDGETS General Fund Revenue FY 2023 Adopted FY 2024 Rec'd Increase/ Percentage Budget Budget Decrease Change Property Tax 109,480,507 112,168,049 2,687,542 2.45% RDA Related Property Tax 15,532,420 15,985,753 453,333 2.92% Sales and Use Tax 149,414,508 166,213,479 16,798,971 11.24% Franchise Tax 11,657,128 12,348,127 690,999 5.93% Payment in Lieu of Taxes 1,638,222 1,905,573 267,351 16.32% Intergovernmental Revenue 4,644,622 5,134,621 489,999 10.55% Charges for Services 4,432,794 4,881,922 449,128 10.13% Other Revenue 81,468,620 69,184,043 -12,284,577 (15.08)% Interfund Transfers In 24,431,717 26,131,213 1,699,496 6.96% Available Fund Balance/Cash 22,836,870 30,552,143 7,715,273 33.78% Reserves Total 425,537,408 444,504,923 18,967,515 4.46% FY 2024 GF Revenue Property Tax Available Fund Balance/ 112,168,049 Cash Reserves 30, 552,143 RDA Related Property Tax Interfund Transfers In 15,985,753 26,131,213 Other Revenue 69,184, 043 Sales and Use Tax Charges for Services 166,213,479 4,881,922 Franchise Tax Intergovernmental Revenue 12,348,127 5,134, 621 25 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief GENERAL FUND REVENUE Fiscal Year 2024 37% 2S% 16% 6% Sales Use & Taxes Property Taxes Other Revenue Interfund Transfers In ® O O O 7% 4% 3% 1% Available Fund RDA Related Franchise Taxes Intergovernmental Balance // Cash Property Tax Reserves P 1 % O% Charges for Service Payment in Lieu of Taxes 26 Mayor's Recommended Budget FISCAL YEAR 2023-24 L3 Salt Lake City Budget -in -Brief Property Tax Rates in Salt Lake City According to Utah State Code, municipalities cannot assess properties for more property tax revenue than was generated in the previous year, with the exception of new growth. As property values generally increase or decrease, property tax rates fluctuate accordingly. The accompanying graph (on the right) demonstrates how the boom in property values in the City affected the property tax rates that were assessed during the earlier years shown on the table above. It is also apparent in recent years as well. HISTORY OF TOTAL PROPERTY TAX RATE (2013-2023) 0.0060 1 0.0055 0.0050 111 111ril•l 0.0040 0.0035 0.0030 �0 ^(0 �c ^0) o ti M ,�o ,Vo ,Vo ,Vo ,Vo ,Vo IVo FY 2012 OperationsGeneral 0.003451 Interest & 0.001124 Library 0.000783 Total 0.005358 FY 2013 0.003574 0.001097 0.000846 0.005517 FY 2014 0.003465 0.001064 0.00082 0.005349 FY 2015 0.003787 0.001066 0.000783 0.005636 FY 2016 0.003619 0.000989 0.000747 0.005355 FY 2017 0.003617 0.000941 0.000705 0.005263 FY 2018 0.003482 0.000772 0.00083 0.005084 FY 2019 0.003285 0.000692 0.000791 0.004768 FY 2020 0.003205 0.000648 0.000741 0.004594 FY 2021 0.002942 0.000713 0.000683 0.004338 FY 2022 0.002868 0.000556 0.000652 0.004076 FY 2023 0.002698 0.00046 0.000618 0.003776 28 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief ...................................................................................................... I Sales Tax Revenues in Salt Lake City The table to the right demonstrates a steady increase in sales tax revenues in Salt Lake City over the past several years. A sharp increase came with the implementation of the additional one -half -percent sales tax increase that is used for funding our future. The anticipated drop in revenue from FY2020 to FY2021 was the result of the economic downturn brought on by the COVID 19 pandemic. In FY2022, the City anticipates sales and use tax revenues to increase well beyond the FY2021 amount as the economy recovers. Further healthy sales tax growth is expected in FY2024 ...................................................................................................... LA Fiscal Year sales & Use Tax % Increase Receipts FY 2014 Actual 55,380,938 2.98% FY 2015 Actual 57,873,243 4.50% FY 2016 Actual 59,927,247 3.55% FY 2017 Actual 62,776,248 4.75% FY 2018 Actual 67,940,454 8.23% FY 2019 Actual 99,403,846 46.31 % FY 2020 Actual 116,199,002 16.90% FY 2021 Actual 122,654,953 5.56% FY 2022 Actual 160,262,167 30.66% FY 2023 Budget 149,414,508 (6.77)% FY 2024 Budget 166,213,479 11.24% Average Increase 10.56% -_ do `h .,•=�rt� - �' -F t� 29 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief RELATED ORDINANCE CHANGES AND OTHER BUDGETARY ACTIONS 2023-24 REVENUE RELATED ORDINANCES ............................................................................................................................................................................................................................................... An ordinance amending the Salt Lake City Consolidated Fee Schedule to Consolidated Fee modify various fees included therein in accordance with the changes Schedule Adoption and presented in the budget. The changes include adjustments to the CPI; Changes Water, Sewer and Storm Water rates, Amending delivery of Business Licensing Documents, and change in Refuse rates. An ordinance adopting the City budget, excluding the budget for the Budget Adoption Library Fund which is separately adopted, and the employment staffing document of Salt Lake City for Fiscal Year 2023-24. ................................................................................................................................................................................................................................................ Budget Adoption of An ordinance adopting the budget and staffing document for the the Salt Lake City Library Fund of Salt Lake City Library for Fiscal Year 2023-24. Tax Rate of Salt Lake City An ordinance adopting the rate of tax levy, including the levy for the and the City Library, Library Fund, upon all real and personal property within Salt Lake City including the Judgement made taxable by law for Fiscal Year 2023-24. Levy Adopting the Mayor's Recommended Budget as An ordinance adopting the Tentative Budgets of Salt Lake City, including the Tentative Budget of the Tentative Budget of the Library Fund, for Fiscal Year 2023-24. Salt Lake City BUDGET RESOLUTIONS Budget Adoption of the A resolution adopting the final budget for the Capital Projects Fund of Local Building Authority the Local Building Authority of Salt Lake City for Fiscal Year 2023-24. (LBA) Adopting the Mayor's Recommended Budget A resolution adopting the Tentative Budgets for the Capital Projects as the Tentative Fund of the Local Building Authority of Salt Lake City, for Fiscal Year Budget of the Local 2023-24. Building Authority 30 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget -in -Brief Budget Adoption of the Redevelopment Agency (RDA) Adopting the Mayor's Recommended Budget as the Tentative Budget of the Redevelopment Agency of Salt Lake City HUMAN RESOURCES ISSUES ..................................................................... Compensation Plan Ordinances A resolution adopting the final budget for the Redevelopment Agency of Salt Lake City for Fiscal Year 2023-24. A resolution adopting the Tentative Budgets of the Redevelopment Agency of Salt Lake City, for Fiscal Year 2023-24. Ordinances adopting the compensation plan as ordinance for all appointed and non -represented employees of Salt Lake City. Ordinance(s) approving the Memorandum of Understanding(s) and Memorandum of wage agreements between Salt Lake City Corporation and the American Understanding (MOU) Federation of State, County, and Municipal Employees, Local 1004, the Adoption Ordinance(s) International Police Association's Local 75,• and the International Association of Firefighters Local 81. 31 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 11.01 X, �=i- eco_mm , -M ---a et 0 VP low This page intentionally left blank Salt Lake City Mayor's Recommended Budget Budget Summary As the City began planning for fiscal year 2024, a three-year plan was developed to move the City forward. As part of this three-year plan, the City considered the influx of one-time funding and the immediate help those funds provided against the ongoing needs the use of those funds created. The budget would need to plan not only for ongoing costs to provide services, but for future costs to maintain the resources and staff paid for with the one-time revenues. Transitioning ongoing costs paid for with one-time revenues to ongoing revenue streams is the goal of the three-year plan. The challenge facing the City was not about immediate funding options but about creating ongoing revenue streams to meet the future needs of the City. Salt Lake City has been experiencing strong growth in spite of the challenges of the past few years. The City needs to continue to build and invest so future growth will continue. One positive ongoing revenue stream for the City has been sales tax. Sales tax revenues over the past three years have performed much better than budget. Those revenues have allowed the City to add to its fund balance and puts the City in a sound position for the current year. The question that faced the mayor, her administrative team and the City budget committee was how to spend prudently and continue establishing programs for the future of Salt Lake City. The Mayor and her team looked at current revenues streams, one-time sources, including the use of the City's healthy fund balance and potential new revenue streams. The three-year outlook helped to provide a long-term strategy to carry the City forward. The budget put forth today provides the City with a balance between each of these options that will move the City forward to meet the challenges that lie ahead. The budget committee implemented a decision matrix to assist all departments in comparing their proposals or insights. As the departments reviewed their insights, they were asked to rate them based on different methods. One method was the matrix the budget committee developed and the other was the MSCW Method (Must, Should, Could, Want). The matrix looked at each City service to determine why the City was performing it and whether there were options to have the program provided through different means. It measured who benefits from the program, with special consideration for those who have typically been left behind in the past. It also looked at the process and outcome of adapting to difficult or challenging incidents based on eight criteria. Finally, the committee considered whether the insight meets ESG Goals (Environmental, Social and Governance) and if it meets other goals as outlined by the Mayor for 2023, as well as the goals of the 35 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Council. The matrix allowed the budget committee and the departments to have a broader view of each proposal and how programs measured against each other. Because of this matrix, the initiatives brought forth in this budget have been carefully weighed against the Mayor's priorities of • Our Growth: Harnessing our growth for the good of all residents: • Our Environment: Leading the way on environmental resilience and stewardship; • Our Communities: Creating inclusive, safe, and equitable opportunities for all: and • Our City Family: Supporting employees' physical, mental, and economic well-being. The Mayor's recommended budget provides a roadmap for Salt Lake City to continue to grow and prosper. It has elements to take advantage of the economic success of today and outlines a course to ensure the financial health of the City going forward. This includes efforts to meet future needs for service through the careful addition of needed personnel and the use of one-time funds to build necessary resources to allow the City to continue to attract business and tourism and provide services for its citizens. REVENUES Salt Lake City revenue across all funds for fiscal year 2024 are $1,684,272,647. This represents an increase of 19.93% over fiscal year 2023 budgeted revenues. The increase is the result of several sources. Sales tax revenue continues to be a strong contributor and the Airport has stabilized from the decline during the COVID pandemic. However, in an effort to maintain the growth the City has seen recently and to meet regulatory requirements and other needs, the City will institute a rate increase at Public Utilities and Refuse. The largest contributors to City revenues are the Airport, Public Utilities and General Fund. Airport revenues are budgeted at $403.5 million while Public Utilities total revenue across all funds is $491.1 million. The General Fund fiscal year 2024 budget is $444.5 million, including use of fund balance. The City uses conservative revenue projections and maintains adequate reserves in each fund to ensure long-term financial stability. For the general fund, Salt Lake City creates its annual budget based on historical trend average of on -going revenues. From these averages the City then projects future growth, one-time revenues and potential new revenues to establish a final revenue projection. This projection becomes the basis of the budget for the Mayor and administration to create a balanced budget. 36 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget GENERAL FUND REVENUE For fiscal year 2024, total general fund revenue increased by 4.45%. The increase is associated with a projected increases in property tax and sales tax, and the use of $30.5 million of fund balance. For fiscal year 2024, the City projected significant increases in sales tax, interest and interfund reimbursements. The City also budgeted $2.4 million in additional revenue as a result of policy and ordinance changes. The City has also budgeted to use fund balance reserves to help cover projected deficits. The budget uses $30.5 million of fund balance representing 6.87% of General Fund revenue. While fund balance reserves were used, the City will still maintain a projected 13% fund balance for fiscal year 2024. Sales Tax is budgeted to increase by $16.8 million. Other notable increases in revenue are in Interfund Reimbursement, which is up $1.8 million and Interest Income, budgeted to increase by $5.9 million. Noteworthy decreases in revenue are Permits that are down $4.0 million due to higher interest rates. Transfers are budgeted $1 million above fiscal year 2023 budget. EXPENSES Total expense for Salt Lake City is budgeted at $1,828,754,107 across all funds. This represents a increase of $235.3 million from last fiscal year, or a 14.77% increase. Total Airport budget is set at $520.4 million, while Public Utilities is budgeted at $508.7 million and the General Fund at $444.5 million. The budget includes the addition of 115 full-time positions (FTEs) across all funds. The largest increase is in the General Fund where staffing will increase by 65.5 FTEs, with 5 positions previously added through budget amendments. The Airport (20), Public Utilities (16) and IMS (8) also saw significant staffing increases. GENERAL FUND EXPENSE General Fund expense increased by $18.9 million an increase of 4.45% from fiscal year 2023. Major changes to expense include salary, pension and benefit changes totaling $12.9 million. The budget also includes the addition of 65.5 FTEs at an anticipated cost of approximately $6.2 million, 5 of those positions were added through budget amendment. The positions include the creation of a new Parks Maintenance crew (19.5 FTEs) to create a better experience within City parks and along trails. 4 FTE's to form a Civilian Response Team within the Police Department. This team will work with City police officers to mitigate issues throughout the City without the threat of force. The addition of 4 additions to the Community Health Access Team and one new 37 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget captain for the Medical Response Teams in the City to assist with medical calls throughout the City. The budget also provides additional staff to support youth programs through Youth City. Staffing is increased in Human Resources, Finance and IMS to meet the expanded needs in those departments as the City continues to grow. Other notable increases in the General Fund are funding to continue the expanded Downtown Street Ambassador Program. Continuation of construction mitigation funding to assist businesses affected by City works projects. Funding to ensure City IT resources are protected from external threats, enhancements to city emergency response dispatch systems and funding to meet the general cost increases experienced across all City departments. SALARY, BENEFIT AND COMPENSATION COSTS The largest portion of the general fund budget is personnel costs. The total cost for compensation included in the budget is $265.7 million. This represents a 9.74% increase over fiscal year 2023. Budgeted salary, pension and benefit increases totaled $11.5 million for general fund employees. HEALTH INSURANCE Salt Lake City continues to offer one medical plan this year: Summit STAR - a High Deductible Health Plan (HDHP). The medical plan is administered through Public Employees Health Plan (PEHP). The city has realized significant savings - largely because of implementing the high deductible health plan and front -loading half the annual deductible into a health savings plan or flex account for employees. The implementation of a single provider network in 2011 has also been a significant source of savings for employees and the City. Utah Retirement Systems (URS) requires the city's medical plan reserve be maintained at a level to cover claims for a minimum of 55 days and a maximum of 100 days of premiums. The medical plan reserve balance has increased and has continued to maintain a positive balance since 2011. This year the budget includes a small premium increase of 2.9% to the Summit STAR plan. The increase is needed to keep up with trend (newly developed, expensive drugs, increased cost of services and new technology). Also included in the budget this year, as in prior years, is a proposal to front -load employee's Health Savings Accounts (HSA). The City HSA contribution will fund one-half of the deductible for the plan - $750 for singles and $1500 for doubles and families. The contribution will be placed into a health savings account or health reimbursement 38 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget account. As before, the city will continue to pay 95% of the total Summit Star medical premium. The budget also includes the addition of a new Lifestyle Spending Account (LSA). The LSA are post -tax accounts. Because they are post -tax accounts, the IRS does not mandate eligible expenses; rather, employers have the power to determine what types of expenses they would like to cover and how employees can spend their funds. Some examples of events that the LSA could be used for include: health and fitness services, childcare, life coaching, out of state medical travel expense, entertainment - the options are endless. COMPENSATION The budget includes a compensation package for employees which totals approximately $265.7 million for the General Fund and $423.8 million for the entire City. Increases to the City's compensation package are comprised of the following: REPRESENTED EMPLOYEES The budget includes honoring merit increases scheduled for award throughout fiscal year 2024 to all represented employees (AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees). The projected cost for these step increases (awarded on employee anniversary / compensation dates) is approximately $636,424 for General Fund $1.06 million for the entire City. Although wage negotiations with AFSCME are on -going at the time the fiscal year 2024 budget is submitted to the City Council, the Administration has included an amount necessary to fund a 5% general increase to the base wages for AFSCME- represented employees. Similarly, the Administration recommends funding for a 5% general base pay increase, for all other employees, including Police and Fire unions. The distribution of actual employee pay increases is subject to negotiations resulting in either tentative or previously ratified agreements, according to the City's Collective Bargaining Resolution. The projected cost for these pay increases is approximately $6.1 million for General Fund and $8.9 million across the City. NON -REPRESENTED EMPLOYEES Non -represented employees, including those in 000, 300, 600, 800 and 900 (but not 901) series bargaining units will receive a 5% general increase to their base salary. The projected cost for all pay increases for non -represented employees is approximately $4.5 million to the general fund and $8.1 million citywide. 39 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget MARKET ADJUSTMENTS As recommended by the Citizens' Compensation Advisory Committee for non - represented employees, the budget includes market adjustments for certain benchmarked employee groups in the City who lag either slightly or significantly behind market pay rates by more than 2%. The projected costs for market adjustments are approximately $391,465 and a city total of approximately $1.05 million. CAPITAL IMPROVEMENT PROGRAM (CIP) The Capital Improvement Fund is used for payment of sales tax and class B/C bond debt service and other infrastructure improvements including streets, sidewalks, city buildings, curb, gutter, street lighting, parks, open space, trails and bicycle facilities. More information on the specific projects funded this year will be available in the Capital Improvement Book. The summary of proposed projects is included later in the budget book. The budget includes a General Fund contribution to the Capital Improvement Fund of $23.2 million including funding from the Funding Our Future sales tax. The contribution for new projects is at $10.4 million for fiscal year 2024. This amount will be added to bond funding and other funding to continue to enhance the capital assets. The total fiscal year 2024 CIP exceeds $545 million with the inclusion of various projects funded by the Redevelopment Agency of Salt Lake City, the Department of Airports, Public Utilities, Sustainability, Golf, federal and state partnerships, Class "C" Funds, Impact Fees and the General Fund. Most of this funding is from Airport CIP projects ($175.9 million), Public Utility improvements ($322.5 million) and $7 million in golf improvements to improve the golf experience on City owned courses and continue the positive trends golf has seen over the past two years. CAPITAL IMPROVEMENT PROGRAM To maintain our commitment to transparency, we have once again separated the Funding Our Future budget of $52.3 million dollars to show use in the priority areas of housing, transit, streets, and public safety along with the expanded area of parks maintenance. This expanded area will allow the City to have needed funding to maintain City parks enhanced through Funding Our Future. Funding supports a total of 164 FTE's as well as setting aside funding for CIP. Housing - The budget allocates $7 million toward affordable housing through land discounts and financing, incentivized rent assistance and service to the most vulnerable. 40 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Transit -$7 million is budgeted for the frequent transit network (FTN), with an additional $3 million in funding for an on -demand ride service to help residents reach transit networks. Streets - The budget includes continuing funding for the new streets team funded last year and additional equipment to expand the reach of that team. Additionally, the budget includes $3.4 million for new infrastructure CIP projects. Public Safety - The budget allocates funding for police officers, a Fire Department Medical Response Team as well as mental health workers in both the Police and Fire Departments. This year the expansion of the Civilian Response Team and the Community Health Access Team are proposed to be funded through Funding Our Future dollars. CONCLUSION The fiscal year 2023-2024 budget was prepared with the intent to maintain Salt Lake City's prosperity received over the past couple of years. The budget sets forth a plan to help the City meet ongoing costs with ongoing revenues. The budget will build on the solid base the City has experienced. The budget will help lead Salt Lake City into a continued prosperous future. The budget supports the core values and services of the City and will allow City residents to continue to enjoy a safe, healthy, and vibrant Salt Lake City. 41 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget 11• TA 14 Ll I NJ 4 r r r ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources GENERAL Property Taxes 100,235,386 108,930,734 112,168,049 RDA Related Property Tax 17,496,737 16,082,193 15,985,753 Sale and Use Taxes 160,262,167 149,414,508 166,213,479 Franchise Taxes 11,750,309 11,657,128 12,348,127 Payment in Lieu of Taxes 1,587,083 1,638,222 1,905,573 TOTAL TAXES 291,331,682 287,722,785 308,620,981 Intergovernmental Revenue 5,960,591 4,644,622 5,134,621 Charges for Services 5,840,601 4,432,794 4,881,922 Other Revenue 79,167,617 81,468,620 69,184,044 Interfund Transfers In 21,717,361 24,431,717 26,131,213 TOTAL OTHER REVENUES 112,686,170 114,977,753 105,331,800 SUBTOTAL GENERAL FUND REVENUES 404,017,852 402,700,538 413,952,781 Fund Balance/Cash Reserves Used — 22,836,869 30,552,143 TOTAL GENERAL FUND SOURCES 404,017,852 425,537,407 444,504,923 CAPITAL PROJECTS r :4 Intergovernmental Revenue 9,911,418 3,870,505 — Sale of Land 35,077 — 200,000 Other Revenue 2,568,259 8,222,554 29,325,630 Bond Proceeds 23,400,000 — Interfund Transfers In 27,448,099 20,007,135 — Interfund Transfers In -Impact fees — — — Impact fees 18,005,181 3,360,193 — TOTAL CAPITAL PROJECTS FUND REVENUES 81,368,034 35,460,387 29,525,630 Fund Balance/Cash Reserves Used — — — TOTAL CAPITAL PROJECTS FUND 81,368,034 35,460,387 29,525,630 42 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources ENTERPRISE AIRPORT (FC 54, 55 & 56) Intergovernmental Revenue 134,445,826 4,799,500 45,870,000 Charges for Services 250,288,392 288,322,100 330,988,600 Other Revenue 1,166,248,007 9,147,000 26,654,400 TOTAL AIRPORT FUND REVENUES 1,550,982,225 302,268,601 403,513,000 Fund Balance/Cash Reserves Used — 82,413,071 116,925,997 TOTAL AIRPORT FUND SOURCES 1,550,982,225 384,681,671 520,438,997 GOLF (FC 59) Charges for Services 10,351,196 9,496,327 10,550,653 Other Revenue 41,154 11,675 72,585 Interfund Transfers In 1,902,729 2,052,674 2,086,829 TOTAL GOLF FUND REVENUES 12,295,079 11,560,676 12,710,067 Fund Balance/Cash Reserves Used — 3,165,340 5,228,917 TOTAL GOLF FUND SOURCES 12,295,079 14,726,016 17,938,984 RDA (FC 92) Charges for Services 1,088,798 1,459,035 1,403,600 Other Revenue 34,504,131 43,738,998 47,321,567 Interfund Transfers In 33,388,320 18,102,866 21,311,829 TOTAL RDA FUND REVENUES 68,981,248 63,300,899 70,036,996 Fund Balance/Cash Reserves Used — — 5,040,831 TOTAL RDA FUND SOURCES 68,981,248 63,300,899 75,077,827 REFUSE COLLECTION (FC 57) Charges for Services 13,444,758 14,952,577 16,259,733 Other Revenue 3,830,642 6,505,526 9,210,515 TOTAL REFUSE COLLECTION FUND REVENUES 17,275,400 21,458,103 25,470,248 Fund Balance/Cash Reserves Used 832,476 3,503,576 3,023,545 TOTAL REFUSE COLLECTION FUND SOURCES 18,107,876 24,961,679 28,493,793 43 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources SEWER UTILITY (FC 52) Charges for Services 57,803,567 66,833,500 76,387,000 Other Revenue 4,417,246 129,797,407 213,554,178 TOTAL SEWER UTILITY FUND REVENUES 62,220,813 196,630,907 289,941,178 Fund Balance/Cash Reserves Used 50,794,553 59,283,673 11,891,444 TOTAL SEWER UTILITY FUND SOURCES 113,015,366 255,914,580 301,832,622 STORM WATER UTILITY (FC 53) Charges for Services 11,944,768 12,331,733 13,563,906 Other Revenue 2,326,230 1,145,000 6,301,986 TOTAL STORM WATER UTILITY FUND REVENUES 14,270,998 13,476,733 19,865,892 Fund Balance/Cash Reserves Used — 5,222,989 3,081,582 TOTAL STORM WATER UTILITY FUND SOURCES 14,270,998 18,699,722 22,947,474 WATER UTILITY (FC 51) Charges for Services 73,094,357 99,642,660 94,343,390 Other Revenue 8,321,195 8,553,708 82,293,898 TOTAL WATER UTILITY FUND REVENUES 81,415,552 108,196,368 176,637,288 Fund Balance/Cash Reserves Used 32,278,796 24,556,447 1,316,499 TOTAL WATER UTILITY FUND SOURCES 113,694,348 132,752,815 177,953,787 STREET LIGHTING DISTRICT (FC 48) Charges for Services 4,264,579 4,174,622 4,592,085 Other Revenue 317,033 127,600 89,100 TOTAL STREET LIGHTING DISTRICT FUND 4,581,612 4,302,222 4,681,185 REVENUES Fund Balance/Cash Reserves Used — 1,455,603 1,362,964 TOTAL STREET LIGHTING DISTRICT FUND 4,581,612 5,757,825 6,044,149 SOURCES 44 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources HOUSING LOANS & TRUST (FC 78) Intergovernmental Revenue — — — Charges for Services 2,035 4,000 4,000 Other Revenue 10,578,925 16,213,000 5,398,000 Interfund Transfers In 1,116,926 — — TOTAL HOUSING LOANS & TRUST FUND 11,697,886 16,217,000 5,402,000 REVENUES Fund Balance/Cash Reserves Used 19,646,011 9,562,254 — TOTAL HOUSING LOANS & TRUST FUND SOURCES 31,343,897 25,779,254 5,402,000 INTERNAL SERVICE FUNDS: FLEET MANAGEMENT (FC 61) Interfund Reimbursement 13,997,313 15,801,669 18,037,796 Other Revenue 3,268,720 2,297,868 2,300,368 Interfund Transfers In 10,747,130 10,727,455 11,770,805 TOTAL FLEET MANAGEMENT FUND REVENUES 28,013,163 28,826,992 32,108,969 Fund Balance/Cash Reserves Used — 1,599,039 389,782 TOTAL FLEET MANAGEMENT FUND SOURCES 28,013,163 30,426,031 32,498,751 GOVERNMENTAL IMMUNITY (FC 85) Other Revenue 1,525,749 3,964,523 3,775,947 Interfund Transfers In 2,792,806 — — TOTAL GOVERNMENTAL IMMUNITY FUND 4,318,555 3,964,523 3,775,947 REVENUES Fund Balance/Cash Reserves Used — — — TOTAL GOVERNMENTAL IMMUNITY FUND 4,318,555 3,964,523 3,775,947 SOURCES INFORMATION MANAGEMENT SERVICES (FC 65) Charges for Services 19,479,583 30,332,167 36,109,125 Other Revenue 70,704 — — Interfund Transfers In 378,220 — — TOTAL INFORMATION MGMT. FUND REVENUES 19,928,507 30,332,167 36,109,125 Fund Balance/Cash Reserves Used 211,908 200,000 2,447,816 TOTAL INFORMATION MGMT. FUND SOURCES 20,140,415 30,532,167 38,556,941 45 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources INSURANCE & RISK MANAGEMENT (FC 87) Charges for Services 49,635,496 53,229,000 59,027,192 Other Revenue 418,056 1,450,000 1,450,000 TOTAL INSURANCE AND RISK MGMT. FUND 50,053,551 54,679,000 60,477,192 REVENUES Fund Balance/Cash Reserves Used — — 1,728,519 TOTAL INSURANCE AND RISK MGMT. FUND 50,053,551 54,679,000 62,205,711 SOURCES SPECIAL ASSESSMENT FUNDS: CURB/GUTTER (FC 20) Special Assessment Taxes 12,042 — — Other Revenue 5,951 3,000 3,000 TOTAL CURB /GUTTER S.A. FUND REVENUES 17,993 3,000 3,000 Fund Balance/Cash Reserves Used — — — TOTAL CURB /GUTTER S.A. FUND SOURCES 17,993 3,000 3,000 SPECIAL REVENUE FUNDS: CDBG OPERATING (FC 71) Intergovernmental Revenue 5,040,965 4,670,517 5,597,763 Interfund Transfers In 1,250,000 — — TOTAL CDBG FUND REVENUES 6,290,965 4,670,517 5,597,763 Fund Balance/Cash Reserves Used 179,555 287,916 — TOTAL CDBG FUND SOURCES 6,470,520 4,958,433 5,597,763 EMERGENCY 911 DISPATCH (FC 60) E911 Telephone Surcharges 4,774,044 3,850,000 3,850,000 Other Revenue 21,800 75,000 75,000 TOTAL E911 FUND REVENUES 4,795,844 3,925,000 3,925,000 Fund Balance/Cash Reserves Used — — — TOTAL E911 FUND SOURCES 4,795,844 3,925,000 3,925,000 46 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources MISC. GRANTS OPERATING (FC 72) Intergovernmental Revenue 43,596,767 34,158,918 7,390,097 Other Revenue 431,803 Interfund Transfers In 32,495 — — TOTAL MISC. GRANTS OPERATING FUND 44,061,065 34,158,918 7,390,097 REVENUES Fund Balance/Cash Reserves Used — — — TOTAL MISC. GRANTS OPERATING FUND SOURCES 44,061,065 34,158,918 7,390,097 MISC. SPEC. SERV. DISTRICTS (FC 46) Special Assessment Taxes 2,108,541 1,700,000 1,700,000 Other Revenue 6,326 Interfund Transfers In — — — TOTAL MISC. SPEC. SERV. DISTRICTS FUND 2,114,867 1,700,000 1,700,000 REVENUES Fund Balance/Cash Reserves Used — TOTAL MISC. SPEC. SERV. DISTRICTS FUND 2,114,867 1,700,000 1,700,000 SOURCES OTHER SPECIAL REVENUE FUNDS (FC 73) Special Assessment Taxes — — — Charges for Services 134,609 — — Other Revenue 111,415 — 300,000 Interfund Transfers In — 300,000 100,000 TOTAL OTHER SPECIAL REVENUE FUND REVENUES 246,024 300,000 400,000 Fund Balance/Cash Reserves Used 60,956 — — TOTAL OTHER SPECIAL REVENUE FUND SOURCES 306,980 300,000 400,000 SALT LAKE CITY DONATION FUND (FC 77) Contributions 94,120 563,500 500,000 Other Revenue 2,389,931 2,356,750 — Interfund Transfers In — — — TOTAL DONATION FUND REVENUES 2,484,051 2,920,250 500,000 Fund Balance/Cash Reserves Used — — — TOTAL DONATION FUND SOURCES 2,484,051 2,920,250 500,000 47 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources QUARTER CENT SALES TAX FOR TRANSPORTATION (FC 69) Transfer from Salt Lake County — — — Other Revenue 9,070,288 9,600,000 9,700,000 TOTAL QUARTER CENT REVENUES 9,070,288 9,600,000 9,700,000 Fund Balance/Cash Reserves Used — — TOTAL QUARTER CENT SOURCES 9,070,288 9,600,000 9,700,000 DEBT SERVICE FUNDS: DEBT SERVICE (FC 81) Property Taxes 17,315,863 17,368,652 17,342,055 Intergovernmental Revenue 5,314,976 2,187,367 2,179,461 Bond proceeds 32,595,914 — — Other Revenue 24,661 318,608 1,746,842 Interfund Transfers In 10,329,239 12,163,362 11,073,228 TOTAL DEBT SERVICE FUND REVENUES 65,580,654 32,037,989 32,341,586 Fund Balance/Cash Reserves Used — 1,620,569 2,553,393 TOTAL DEBT SERVICE FUND SOURCES 65,580,654 33,658,558 34,894,979 TOTAL REVENUE BUDGET 2,546,082,228 1,382,690,789 1,645,764,944 TOTAL USE OF FUND BALANCE 104,004,253 215,707,346 185,543,432 GRAND TOTAL OF SOURCES 2,650,086,481 1,598,398,135 1,831,308,376 Expenses and Other Uses GENERAL FUND RESERVES CITY COUNCIL OFFICE General Fund 4,159,816 5,387,707 5,960,249 CITY COUNCIL OFFICE TOTAL EXPENDITURES 4,159,816 5,387,707 5,960,249 OFFICE OF THE MAYOR General Fund 4,137,853 6,625,451 6,820,067 OFFICE OF THE MAYOR TOTAL EXPENDITURES 4,137,853 6,625,451 6,820,067 DEPARTMENT OF AIRPORTS Airport Fund 734,175,579 384,681,671 520,438,997 Increase Fund Balance/Cash Reserves 816,806,646 — — DEPARTMENT OF AIRPORTS TOTAL EXPENDITURES 1,550,982,225 384,681,671 520,438,997 48 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Expenses and Other Uses SALT LAKE CITY ATTORNEY General Fund 7,625,254 Governmental Immunity Internal Svc. Fund 1,919,286 Increase Fund Balance/Cash Reserves 2,399,269 794,756 405,935 Insurance & Risk Mgmt. Internal Svc. Fund 3,766,524 4,627,849 4,856,345 Increase Fund Balance/Cash Reserves 328,559 — — 9,007, 633 10,150,844 3,169,767 3,370,012 SALT LAKE CITY ATTORNEY TOTAL EXPENDITURES 13,311,064 16,805,248 18,377,201 DEPT OF COMMUNITY AND NEIGHBORHOODS General Fund 21,410,406 29,311,147 32,039,953 Quarter Cent Sales Tax for Transportation 5,306,170 — — Increase Fund Balance/Cash Reserves 3,764,118 — — DEPT OF COMMUNITY AND NEIGHBORHOODS 26,716,576 29,311,147 32,039,953 TOTAL EXPENDITURES DEPARTMENT OF ECONOMIC DEVELOPMENT General Fund 2,642,163 3,695,620 4,035,091 DEPARTMENT OF ECONOMIC DEVELOPMENT 2,642,163 3,695,620 4,035,091 TOTAL EXPENDITURES DEPARTMENT OF FINANCE General Fund 8,513,325 10,709,847 12,168,296 IMS - IFAS 3,075,269 5,156,937 5,929,187 Increase Fund Balance/Cash Reserves — — — Risk 35,562 35,562 35,562 Increase Fund Balance/Cash Reserves — — — DEPARTMENT OF FINANCE TOTAL EXPENDITURES 11,624,156 15,902,346 18,133,045 FIRE DEPARTMENT General Fund 45,412,393 48,586,492 52,264,357 FIRE DEPARTMENT TOTAL EXPENDITURES 45,412,393 48,586,492 52,264,357 HUMAN RESOURCES General Fund 3,153,725 4,236,836 4,659,300 Insurance & Risk Mgmt. Internal Svc. Fund 45,922,907 50,015,589 57,313,804 Increase Fund Balance/Cash Reserves 328,559 — — HUMAN RESOURCES TOTAL EXPENDITURES 49,076,632 54,252,425 61,973,104 49 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget 1 V I LTA 14 1 1014 1 1 1 ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Expenses and Other Uses INFORMATION MANAGEMENT SERVICES Information Management Service Fund 17,065,145 25,375,230 32,627,754 Increase Fund Balance/Cash Reserves — — — INFO. MGMT. SERVICES INTERNAL SERVICES FUND 17,065,145 25,375,230 32,627,754 TOTAL EXPENDITURES JUSTICE COURT General Fund 4,619,415 5,199,660 5,489,720 JUSTICE COURT TOTAL EXPENDITURES 4,619,415 5,199,660 5,489,720 POLICE DEPARTMENT General Fund 82,080,976 103,977,042 110,976,812 POLICE DEPARTMENT TOTAL EXPENDITURES 82,080,976 103,977,042 110,976,812 PUBLIC LANDS General Fund 19,028,484 24,229,676 27,162,271 Golf Enterprise Fund 9,121,872 14,726,016 17,938,984 Increase Fund Balance/Cash Reserves 3,173,208 — — PUBLIC LANDS TOTAL EXPENDITURES 28,150,356 38,955,692 45,101,255 PUBLIC SERVICES DEPARTMENT General Fund 32,883,047 39,398,484 43,105,409 Fleet Management Internal Service Fund 19,175,658 30,426,031 32,498,750 Increase Fund Balance/Cash Reserves 8,837,504 — — PUBLIC SERVICES DEPARTMENT TOTAL 52,058,705 69,824,515 75,604,159 EXPENDITURES 911 COMMUNICATION BUREAU General Fund 8,820,891 10,872,140 11,259,756 911 COMMUNICATIONS BUREAU TOTAL 8,820,891 10,872,140 11,259,756 EXPENDITURES PUBLIC UTILITIES DEPARTMENT Sewer Utility Enterprise Fund Increase Fund Balance/Cash Reserves Storm Water Utility Enterprise Fund Increase Fund Balance/Cash Reserves Water Utility Enterprise Fund Increase Fund Balance/Cash Reserves 50 Mayor's Recommended Budget 113,015,365 255,914,580 301,832,622 10,710,425 18,699,722 22,947,474 3,560,573 — — 113,694,347 132,752,815 177,953,787 FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget 11111 11 1,1111111 711'', '', 1 111`1 11,11 1 ��l I &&w ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Expenses and Other Uses Street Lighting Enterprise Funds 4,239,497 5,757,825 6,044,149 Increase Fund Balance/Cash Reserves 34Z 115 — — PUBLIC UTILITIES DEPARTMENT TOTAL 241,659,635 413,124,942 508,778,032 EXPENDITURES SUSTAINABILITY DEPARTMENT Refuse Fund 18,107,234 24,952,671 28,493,792 Increase Fund Balance/Cash Reserves — — — SUSTAINABILITY DEPARTMENT TOTAL 18,107,234 24,952,671 28,493,792 EXPENDITURES REDEVELOPMENT AGENCY Redevelopment Agency Fund 64,615,937 63,300,899 75,077,827 Increase Fund Balance/Cash Reserves — — — REDEVELOPMENT AGENCY TOTAL EXPENDITURES 64,615,937 63,300,899 75,077,827 NON DEPARTMENTAL General Fund Curb/Gutter Special Assessment Fund Increase Fund Balance/Cash Reserves CDBG Operating Special Revenue Fund Increase Fund Balance/Cash Reserves Emergency 911 Dispatch Special Rev. Fund Increase Fund Balance/Cash Reserves Housing Loans & Trust Special Rev. Fund Increase Fund Balance/Cash Reserves Misc. Grants Operating Special Rev. Fund Increase Fund Balance/Cash Reserves Misc. Spec. Svc. Districts Special Rev. Fund Increase Fund Balance/Cash Reserves Quarter Cent Sales Tax for Transportation Increase Fund Balance/Cash Reserves Other Special Revenue Funds Increase Fund Balance/Cash Reserves Salt Lake City Donation Fund Increase Fund Balance/Cash Reserves 51 Mayor's Recommended Budget 107,897,308 124,299,673 118,412,798 911 3,000 3,000 17,082 — — 6,470,520 4,958,433 5,597,763 3,691,166 3,800,385 3,800,385 1,104, 678 124,615 124,615 31,343,897 25,779,254 955,000 — — 4,447, 000 41,916,856 26,614,153 7,390,097 2,144,209 7,544,765 — 1,557,197 1,700,000 1,700,000 557,671 — — 9,458,748 9,700,000 141,252 — 306,980 300,000 400,000 2,252,760 2,870,250 500,000 231,291 50,000 — FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Debt Service Funds Increase Fund Balance/Cash Reserves Capital Projects Fund Increase Fund Balance/Cash Reserves ANNUAL FISCAL PERIOD 2023-24 ACTUAL FY 2021-22 Expenses and Other Uses 60,679,751 ADOPTED BUDGET FY 2022-23 33,658,558 4,900,903 — 49,267,660 35,460,387 32,100,374 MAYORS RECOMMENDED BUDGET FY 2023-24 34,894,979 29,034,160 491,470 NON DEPARTMENTAL TOTAL EXPENDITURES 305,385,006 268,902,841 212,388,182 GEN FUND BAL/CASH RESERVES TOTAL EXPENSE BUDGET 1,713,819,531 1,589,733,740 1,825,839,356 TOTAL INC TO FUND BALANCE 932,229,554 8,514,136 5,469,020 GRAND TOTAL OF USES 2,646,049,085 1,598,247,876 1,831,308,376 NET CHANGE TO FUND BALANCE 828,225,301 (207,193,210) (180,074,412) Governmental Fund Type: TOTAL GENERAL FUND: 333,356,572 425,537,408 444,504,924 CITY COUNCIL OFFICE 4,159,816 5,387,707 5,960,249 OFFICE OF THE MAYOR 4,137,853 6,625,451 6,820,067 SALT LAKE CITY ATTORNEY 7,625,254 9,007,633 10,150,844 COMMUNITY AND NEIGHBORHOODS 21,410,406 29,311,147 32,039,953 DEPT OF ECONOMIC DEVELOPMENT 2,642,163 3,695,620 4,035,091 DEPARTMENT OF FINANCE 8,513,325 10,709,847 12,168,296 FIRE DEPARTMENT 45,412,393 48,586,492 52,264,357 HUMAN RESOURCES 3,153,725 4,236,836 4,659,300 JUSTICE COURTS 4,619,415 5,199,660 5,489,720 POLICE DEPARTMENT 82,080,976 103,977,042 110,976,812 PUBLIC LANDS — — 27,162,271 PUBLIC SERVICES DEPARTMENT 32,883,047 39,398,484 43,105,409 911 COMMUNICATIONS BUREAU 8,820,891 10,872,140 11,259,756 NON DEPARTMENTAL 107,897,308 124,299,673 118,412,798 TOTAL SPECIAL REVENUE FUNDS 61,501,649 40,243,221 29,088,245 TOTAL DEBT SERVICE FUNDS 60,680,662 33,661,558 34,897,979 TOTAL CAPITAL PROJECTS FUNDS 49,267,660 35,460,387 29,034,160 Proprietary Fund Type: TOTAL INTERNAL SERVICE FUNDS 90,960,351 118,806,965 136,631,414 TOTAL ENTERPRISE FUNDS 1,099,024,153 926,565,453 1,151,682,632 TOTAL EXPENSE BUDGET 1,694,791,047 1,580,274,992 1,825,839,357 52 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 General Fund Funding Our TOTAL Future Prior Year Adopted Budget Transfer ARPA Funding (moved to Fund Balance) Transfer ARPA Available Salary Restoration Taxes Property Tax Anticipated Increase (New Growth) RDA Tax Increment Increment from Inland port area Sales Tax General Fund Franchise Taxes PILOT Licenses and Permits Licenses Permits Intergovernmental Revenue Charges, Fees and Rentals Fines Parking Meter Collections Interest Income Miscellaneous Revenue Interfund Reimbursement Administrative Fees Other Transfers Health Insurance Premium New Revenue Options Increase fees on Consolidated Fee Schedule (CFS) Increase Bus Lic Fee for Residential Rental Units Increase Bus Lic Fee for Hotel/Motel Units Increase Meter Bagging Fee ($28 to $50) Increase Lane Closure Fee and Penalty ($14 to $50) Increase Boarded Building Fee CPI (6.3% included in revenue above) Change in One -Time Revenue FY2024 One -Time Revenues Use of Fund Balance Premium Holiday (potential second period) Recapture of REP Funding Transfer from Fleet 378,322,311 47,215,097 425,537,408 792,195 — 792,195 2,140,028 — 2,140,028 453,333 — 453,333 547,514 — 547,514 12,078,982 4,719,989 16,798,971 690,999 — 690,999 267,351 — 267,351 1,901,478 — 1,901,478 (4,041,715) — (4,041,715) 489,999 — 489,999 449,128 — 449,128 298,374 — 298,374 (41,386) — (41,386) 5,928,846 — 5,928,846 63,649 — 63,649 (158,402) — (158,402) 1,857,898 — 1,857,898 448,875 — 448,875 1,076,284 — 1,076,284 738,315 — 738,315 49,912 — 49,912 207,000 — 207,000 1,494,000 — 1,494,000 26,267,308 2,503,642 28,770,950 1,076,000 — 1,076,000 1,781,192 — 1,781,192 359,454 359,454 53 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 General Fund Funding Our TOTAL Future Remove FY2023 One -Time Revenues One Time Use of General Fund Balance (14,601,363) — (14,601,363) Transfer ARPA Revenue Replacement (19,890,111) — (19,890,111) Transfer ARPA Salary Restoration Removal (1,545,746) — (1,545,746) FY2022 Civilian Response Team Recapture (Fund — (2,100,608) (2,100,608) Balance) FY2022 Bond Delay Payment Recapture (Fund Balance) (3,700,000) — (3,700,000) Racial Equity in Policing Recapture (Fund Balance) (2,284,899) — (2,284,899) Racial Equity in Policing Training for Police Recapture (150,000) — (150,000) (Fund Balance) Transfer from CIP Holding Account from FY2022 BA#7 (1,200,000) — (1,200,000) Proposed Revenue 392,166,803 52,338,120 444,504,923 Fiscal Year 2024 General FTE Funding FTE TOTAL FTE Fund Our Future Department City Council 5,387,707 36.00 Annualization of partially funded — — — — positions Annualization of NFP Adjustments 45,669 — 45,669 — Base to Base (336,058) — — — (336,058) — Pension Changes (17,998) — — — (17,998) — Insurance Changes 8,940 — — — 8,940 — Merit Changes — — — — — — Salary Proposal 171,889 — — — 171,889 — CCAC Salary Adjustments — — — — — — Council Office Adjustments 350,000 — 350,000 — TOTAL City Council 5,610,149 36.00 — — 5,610,149 36.00 Legislative Non Departmental 350,100 No New Proposals — — TOTAL Legislative Non Departmental 350,100 — — — 350,100 — Mayor's Office 6,625,451 32.00 Annualization of partially funded 36,606 — — — 36,606 — positions Annualization of NFP Adjustments 62,538 — — — 62,538 — Base to Base (244,126) — — — (244,126) — Pension Changes (26,434) — — — (26,434) — Insurance Changes 10,156 — — — 10,156 — Merit Changes — — — — — — 54 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 General Fund FTE Funding FTE Our Future TOTAL FTE Departmental Expense Changes Salary Proposal 195,424 - - - 195,424 - CCAC Salary Adjustments 7,576 - - - 7,576 - Remove Art under the bypass [One Time] (60,000) - - - (60,000) - Stipends for Boards and Commissions 29,420 - - - 29,420 - Fleet Block Engagement (100,000) - - - (100,000) - Budget Amendment #3: Transferring Consumer Protection Analyst from Mayor's -108841 (1.00) - - (108,841) (1.00) Office to Housing Stability Love Your Block Program (Grade 23) (10 160,667 2.00 - - 160,667 2.00 Mths) Know your Neighbor (Grade 23) (10 Mths) 92,000 1.00 - - 92,000 1.00 Office Reconfiguration 25,000 - - - 25,000 - Professional Association Membership 20,000 - - - 20,000 - Fees Travel 59,630 - - - 59,630 - Slc Corps Operating Expenses 15,000 - - - 15,000 - Operating Cost 20,000 - - - 20,000 - TOTAL Mayor's Office 6,820,067 34.00 - - 6,820,067 34.00 Attorney's Office 9,007,633 58.50 Annualization of partially funded 41,886 - - - 41,886 - positions Annualization of NFP Adjustments 66,500 - - - 66,500 - Base to Base 158,421 - - - 158,421 - Pension Changes (35,608) - - - (35,608) - Insurance Changes 19,592 - - - 19,592 - Merit Changes - - - - - - Salary Proposal 339,500 - - - 339,500 - CCAC Salary Adjustments 32,849 - - - 32,849 - Contracted Services Adjustments 33,324 - - - 33,324 - Special Project Analysis & Automation 99,509 1.00 - - 99,509 1.00 (Grade 26) (10 Mths) - Salary Only Salary Adjustment for Prosecutor 200,000 200,000 Prosecutor's - Assistant Prosecutor (Grade 34) (10 Mths) (Miami Model) 132,238 1.00 - - 132,238 1.00 Office Reconfiguration 55,000 - - - 55,000 - TOTAL Attorney's Office 10,150,844 60.50 - - 10,150,844 60.50 Community and Neighborhoods 25,939,694 182.00 3,371,453 8.00 Annualization of partially funded 81,853 - 40,749 - 122,602 - positions Annualization of NFP Adjustments 60,236 - - - 60,236 - Base to Base (45,751) - (64,759) - (110,510) - Pension Changes (101,942) - (5,400) - (107,342) - Insurance Changes 59,712 - 2,620 - 62,332 - 55 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Merit Changes Salary Proposal CCAC Salary Adjustments Remove Personnel Program Expenses [One - Time] Remove Temporary Traffic Calming [One - Time] CCC & Green Team 6 Month Reduction Fix the Bricks Match (10096 AMI or Below Household Income) Budget Amendment#3: Transferring Consumer Protection Analyst from Mayor's Office to Housing Stability Budget Amendment #4: Lease & Tenant Improvements for Substations Budget Amendment #4: Transferring CIP and Impact Fees Positions to Finance Duplicate Position Eliminated per HR YF Youth and Community Programs Four FTES (One-time) Civil Enforcement Positions (Grade 19) (10 Mths) Planning - 15 Minute City Program Expenses [One -Time] Business Systems Analyst II (Grade 28) (10 Mths) Youth & Family Strategic Plan Homeless HSD - Advantage Services FOF CAN/HSD - TIP, Tenant Relocation Assistance Program FOF CAN/HSD - TIP, Tenant Resource Center and Navigation Service Homeless HSD - Ambassador Expansion Area Increase [One -Time] TOTAL Community and Neighborhoods Fiscal Year 2024 General FTE Funding FTE Fund Our Future 41,242 - - 885,895 - 42,026 48,774 - - (22, 600) - - (100,000) - - 108,841 1.00 - 130,000 - - (223,299) (2.00) - (127,537) (1.00) - 447,136 4.00 - 194,000 2.00 - TOTAL FTE - 41,242 - - 927,921 - - 48,774 - - (22, 600) - - (100,000) - - 108,841 1.00 - 130,000 - - (223,299) (2.00) - (127,537) (1.00) - 447,136 4.00 - 194,000 2.00 100,000 - - - 100,000 - 111,010 1.00 - - 111,010 1.00 100,000 - - - 100,000 - - - 598,000 - 598,000 - - - 180,000 - 180,000 - 46,000 - 46,000 - 92,000 - 96,000 - - - 96,000 - 27,829,264 187.00 4,210,689 8.00 32,039,953 195.00 Economic Development 3,695,620 22.00 Annualization of partially funded - - - - - - positions Annualization of NFP Adjustments 36,134 - - - 36,134 - Base to Base 73,916 - - - 73,916 - Pension Changes (17,205) - - - (17,205) - Insurance Changes 6,244 - - - 6,244 - Merit Changes - - - - - - Salary Proposal 127,439 - - - 127,439 - CCAC Salary Adjustments 12,943 - - - 12,943 - Construction Mitigation Funding - - - - - - 56 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 General FTE Funding FTE TOTAL FTE Fund Our Future Health Care Innovation Youth Summit 20,000 - - - 20,000 - [Ongoing] DIED Strategic Plan (One-time) 80,000 - - - 80,000 - TOTAL Economic Development 4,035,091 22.00 - - 4,035,091 22.00 Finance Department 10,709,847 76.70 Annualization of partially funded 86,135 - - - 86,135 - positions Annualization of NFP Adjustments 120,078 - - - 120,078 - Base to Base 22,701 - - - 22,701 - Pension Changes (43,469) - - - (43,469) - Insurance Changes 31,584 - - - 31,584 - Merit Changes 12,282 - - - 12,282 - Salary Proposal 425,852 - - - 425,852 - CCAC Salary Adjustments 73,872 - - - 73,872 - Remove Purchasing Outreach [One -Time] (30,000) - - - (30,000) - Budget Amendment #4: Contract Development Specialists 197,800 2.00 - - 197,800 2.00 Budget Amendment #4: Transferring CIP 223,299 2.00 - - 223,299 2.00 and Impact Fees Positions to Finance Personnel and Professional Development 169,842 - 169,842 - Ongoing Software and Inflation - 84,200 - - - 84,200 - Resource X & E-Civis [Ongoing] Financial Analyst II for Salt Lake Foundation (Grade 24) ( 10 Mths) 87,373 1.00 - - 87,373 1.00 Program costs 2,000 2,000 - RadioTransfertolMS (5,100) - (5,100) - TOTAL Finance Department 12,168,296 81.70 - - 12,168,296 81.70 Fire Department 47,716,952 383.00 869,540 9.00 Annualization of partially funded 172,865 - 24,022 - 196,887 - positions Annualization of NFP Adjustments 10,518 - - - 10,518 - Base to Base (470,241) - 42,368 - (427,873) - Pension Changes (8,846) - (1,076) - (9,922) - Insurance Changes 150,824 - 3,348 - 154,172 - Merit Changes 372,447 - 6,571 - 379,018 - Salary Proposal 1,843,743 - 37,261 - 1,881,004 - CCAC Salary Adjustments 22,305 - - - 22,305 - Remove Turn -Out Gear [One -Time] (12,000) - - - (12,000) - Remove Program Expenses [One -Time] (1,200) - (47,200) - (48,400) - Fire Contract & Inflationary Increases 274,765 - - - 274,765 - (CHAT) Community Health Access Team - - 369,667 4.00 369,667 4.00 Enhancements Program Costs [One -Time, $2,000] 21,000 - 21,000 - 57 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 General FTE Funding FTE TOTAL FTE Fund Our Future Fire Captain - Medical Division (6-month - - 72,252 1.00 72,252 1.00 Funding) Program Costs [One -Time, $2,500] - - 3,200 - 3,200 - Dept. of Airports - ARFF/MRT FTEs (100% 764,666 5.00 - - 764,666 5.00 Revenue Budgeted) SCBA Compressor & Hydrostatic Testing 114,000 - - - 114,000 - (One-time Funding) Versaterm Transfer to IMS (For Software (48,159) - - - (48,159) - Systems & Tech) Radio Transfer tolMS (39,235) - - - (39,235) - TOTAL Fire 50,863,404 388.00 1,400,953 14.00 52,264,357 402.00 Human Resources Department 4,236,836 31.40 Annualization of partially funded 84,378 - - - 84,378 - positions Annualization of NFP Adjustments 22,566 - - - 22,566 - Base to Base (125,559) - - - (125,559) - Pension Changes (19,985) - - - (19,985) - Insurance Changes 10,596 - - - 10,596 - Merit Changes - - - - - - Salary Proposal 172,248 - - - 172,248 - CCAC Salary Adjustments - - - - - - Project & Policy Manager (Grade 24) (10 121,588 1.00 - - 121,588 1.00 Mths) Business Partner I (Grade 25) (10 Mths) 128,460 1.00 - - 128,460 1.00 Operational Expense Increases 10,172 - 10,172 - Pre -Employment Screening (Transfer 18,000 - 18,000 from Public Services) TOTAL Human Resources 4,659,300 33.40 - - 4,659,300 33.40 justice Court 5,199,660 42.00 Annualization of partially funded - - - positions Annualization of NFP Adjustments 5,330 - - - 5,330 - Base to Base 33,574 - - - 33,574 - Pension Changes (14,025) - - - (14,025) - Insurance Changes 14,520 - - - 14,520 - Merit Changes 4,788 - - - 4,788 - Salary Proposal 196,489 - - - 196,489 - CCAC Salary Adjustments 7,029 - - - 7,029 - Judicial Salary Increases 42,355 - - - 42,355 - TOTAL justice Court 5,489,720 42.00 - - 5,489,720 42.00 58 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 General FTE Funding FTE TOTAL FTE Fund Our Future Police Department 91,769,074 665.00 12,207,968 85.00 Annualization of partially funded 79,546 - 546,193 - 625,739 - positions Annualization of NFP Adjustments 28,874 - - - 28,874 - BasetoBase 502,096 - (421,911) - 80,185 - Pension Changes (39,432) - (11,921) - (51,353) - Insurance Changes 265,468 - 32,376 - 297,844 - Merit Changes 5,551 - 2,780 - 8,331 - Salary Proposal 3,804,240 - 377,963 - 4,182,203 - CCAC Salary Adjustments 74,188 - - - 74,188 - Remove New Program Start Up Expenses (12,000) - - - (12,000) - [One -Time] Remove Versaterm E-Ticketing[One-Time] (60,000) - - - (60,000) - Remove base pay covered by 2020 COPS (450,000) (450,000) Hiring grant funding Contractual Pay Items 700,000 - - - 700,000 - Police Overtime (Revenue Offset) 483,296 - - - 483,296 - Non -Personnel Inflationary Costs 302,991 - - - 302,991 - License Plate Reader (LPR) program 150,000 150,000 Sergeant Internal Affairs Program (9 143,186 1.00 - - 143,186 1.00 Mths) Sergeant IA Program - PD Costs 22,780 - - - 22,780 - Sergeant IA Program - Fleet & Fuel 3,300 - - - 3,300 - Costs [Ongoing] Increase Civilian Response - (9 Mths) - - - - - Civilian Response (Grade 20) (9 Mths) - - 202,999 4.00 202,999 4.00 Other Equipment [One -Time] - - 74,056 - 74,056 - Fleet & Fuel Costs (Ongoing) - - 6,400 - 6,400 - Increase Airport Operations Program - (9 760,881 6.00 - - 760,881 6.00 Mths) Other One -Time Expenses 106,680 - - - 106,680 - Other Ongoing Expenses 49,800 - - - 49,800 - Printer Lease Management Transfer to (55,000) - - - (55,000) - IMS Versaterm Transfer to IMS (For Software (526,380) - - - (526,380) - Systems & Tech) Radio Transfer to IMS (Radio System) (149,230) (149,230) - TOTAL Police Department 97,959,909 672.00 13,016,903 89.00 110,976,812 761.00 Public Lands 23,542,252 135.35 687,424 8.00 Annualization of partially funded 66,704 - - - 66,704 - positions Annualization of NFP Adjustments 29,797 - - - 29,797 - Base to Base 134,357 - (69,774) - 64,583 - Pension Changes (67,051) - (4,900) - (71,951) - Insurance Changes 44,024 - 1,892 - 45,916 - 59 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Merit Changes Salary Proposal CCAC Salary Adjustments Remove Office Configuration [One -Time] Remove Tree Watering Campaign Education [One -Time] Budget Amendment #4: 2 Public Lands Planner Positions Inflationary & Contractual Increases Expanded Citywide Events FOF - Parks New Properties & Growth and Use Impacts (10 months) Parks Maintenance Tech II (Grade 16) (10 Mths) Associated Seasonals Program Costs [Ongoing] Sr Natural Resource Technician (Grade 16) (10 Mths) Maint. Electrician IV (Grade 22) (10 Mths) Program Costs [Ongoing] General Maint. Worker IV (Grade 21) (10 Mths) Sprinkler Irrigation Tech III (Grade 20) (10 Mths) Central Control Irrigation SPE (Grade 20) (10 Mths) Sr Warehouse Operator (Grade 15) (10 Mths) FOF - T&NL New Properties & Growth and Use Impacts Sr Natural Resource Technician (Grade 16) (10 Mths) Associated Seasonals Program Costs [Ongoing] Environ Specialist II Union Sr Natural Resource Technician (Grade 16) (10 Mths) Associated Seasonals Program Costs [Ongoing] Operational Expenses [One -Time] Sr Natural Resource Technician (Grade 16) (10 Mths) Sr Natural Resource Technician (Grade 16) (10 Mths) TOTAL Public Lands Fiscal Year 2024 General FTE Funding FTE TOTAL FTE Fund Our Future 58,063 - 4,986 - 63,049 - 545,936 - 26,893 - 572,829 - 11,078 - - - 11,078 - (100,000) - - - (100,000) - (50,000) - - - (50,000) - 229,440 2.00 - - 229,440 2.00 649,500 - - - 649,500 - 219,500 1.00 - - 219,500 1.00 - - 67,800 1.00 67,800 1.00 - - 127,500 127,500 - - - 110,450 110,450 - - - 67,800 1.00 67,800 1.00 - - 83,800 1.00 83,800 1.00 - - 39,000 39,000 - - - 79,800 1.00 79,800 1.00 - - 76,000 1.00 76,000 1.00 - - 76,000 1.00 76,000 1.00 - - 7,500 0.50 7,500 0.50 - - 62,000 1.00 62,000 1.00 - - (13,400) (13,400) - - - 38,000 38,000 - - - 74,700 1.00 74,700 1.00 - - 62,000 1.00 62,000 1.00 17,200 17,200 - - 52,000 52,000 - 50,000 50,000 - 62,000 1.00 62,000 1.00 62,000 1.00 62,000 1.00 25,313,600 138.35 1,848,671 19.50 27,162,271 157.85 6o Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 General FTE Funding FTE TOTAL FTE Fund Our Future Public Services 35,915,905 235.00 3,482,579 Annualization of partially funded 123,688 - 44,327 positions Annualization of NFP Adjustments 92,027.00 - - Base to Base 108,523.00 - (203,084.00) Pension Changes (123,729.00) - (12,672.00) Insurance Changes 85,724.00 - 7,856.00 Merit Changes 29,792.00 - - Salary Proposal 1,023,976.00 - 90,712.00 CCAC Salary Adjustments 100,850.00 - - Remove New Program Start Up Expenses (7,180.00) - - [One -Time] Budget Amendment #4: Sr. Project Manager 160,800.00 1.00 - Streets Mill and Overlay Pilot Program - - 130,000 (Equipment funding in CIP) Converting part-time Office Tech to FTE - - 1.00 - Streets Contractual Increases / Inflationary 1,256,000 - - Safety and Security Manager (Grade 37) 152,565 1.00 (10 mths) Environmental Engineer - (Grade 33) (10 160,000 1.00 Mths) Other One -Time Expenses 18,000 - - Building Administrator (10 Mths) 129 000 1.00 - Other One -Time Expenses 2,750 New FTEs (4): Trades Apprenticeship 332,000 4.00 Program (10 Mths) Public EV Charging Stations Maintenance 45,000 - Engineering AutoCAD transfer to IMS (22,000) - Pre -Employment Screening transfer to (18,000) - HR TOTAL Public Services - - 39,565,691 244.00 911 Dispatch Annualization of partially funded positions Annualization of NFP Adjustments Base to Base Pension Changes Insurance Changes Merit Changes Salary Proposal CCAC Salary Adjustments TOTAL 911 Dispatch 26.00 168,015 92,027 (94,561) (136,401) 93,580 29,792 1,114,688 100,850 (7,180) 160,800 130,000 1,256,000 152,565 160,000 18,000 129,000 2,750 332,000 45,000 (22,000) (18,000) 1.00 1.00 1.00 1.00 1.00 4.00 3,539,718 26.00 43,105,409 270.00 10,079,756 92.00 792,384 8.00 100.00 1,761 - - - 1,761 - (108,747) - 21,631 - (87,116) - (47,840) - (3,780) - (51,620) - 26,992 - 3,224 - 30,216 - 97,922 - - - 97,922 - 363,066 - 33,387 - 396,453 - 10,412,910 92.00 846,846 8.00 11,259,756 100.00 61 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2o24 Expense Changes General Fund Change Funding Change Our Future TOTAL Airport Trail Reimbursement 103,887 (103,887) - - - Apprenticeship Program (Transfer to Public Services and Wasatch 1,025,000 (395,000) - - 630,000 Gardens) Employee Appreciation - 150,000 - - 150,000 City Hall Security Improvements (Remove 933,000 (933,000) - - - One -Time) City Hall Police Presence 267,000 13,350 - - 280,350 Fire SCBAArt 197,400 - - - 197,400 Police Body Cameras and Vehicle Integration 687,422 - 512,578 - 1,200,000 Axon Body Camera Services Enhancement 349,692 - - - 349,692 City Resident Bus Pass (HIVE) 1,160,000 (810,000) - - 350,000 Free Bus Passes for School Children 100,000 - - - 100,000 Federal Grant Match Account 1,000,000 (1,000,000) - - - Contract for Animal Services 1,968,385 2,263 - - 1,970,648 Demographic Contract 50,000 - - - 50,000 Jordan River Commission (Membership) 14,000 2,000 - - 16,000 Municipal Elections 20,000 - - 20,000 Election Cost - 244,551 - - 244,551 Ranked Choice Voting Awareness - 40,000 - - 40,000 Oath of Office Event - 30,000 - - 30,000 Outgoing Elected Official Event - 20,000 - - 20,000 Retirement Payouts 696,000 - - - 696,000 Sorenson Center with County 1,014,800 - - - 1,014,800 Transportation Utility Fee Consultant [One- - 50,000 - - 50,000 Time] Tuition Aid program 320,000 - - - 320,000 Washington D. C. Lobbyist 75,000 - - - 75,000 Capital Improvement Fund: Debt Service Fund Debt Service on Bonds 9,346,796 193,730 - - 9,540,526 Debt Service on ESCO 896,500 (135,500) - - 761,000 Debt Service on LBA 1,174,025 (1,174,025) - - - Ongoing Commitments Transfer to CIP for ongoing 600,000 - - - 600,000 commitments Facilities Capital Replacement 350,000 - 350,000 Parks Capital Replacement 250,000 - 250,000 Parks Maintenance - - 2,000,000 (2,000,000) - Vacant Building Maintenance 700,000 - 700,000 CIP Percent for art - - - 161,518 161,518 CIP Contingency - - - 215,357 215,357 62 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2o24 General Change Funding Change TOTAL Fund Our Future New Projects Capital Improvement Projects Fund 7,307,135 - Westside New Project (Art) - - Restoration for City Buildings (Earthquake) (Insurance Reimbursed) 2,000,000 (2,000,000) [One -Time] Set Aside Hand Held Radios [One Time] 3,700,000 (3,700,000) Historic Signs/Markers [One Time] 30,000 (30,000) Fleet Fund: Fleet - Replacement Fund 5,000,000 - Streets Fleet Equipment Replacement - - Public Safety Apparatus/Vehicle Replacement - - Remove FY2023 Vehicles for New 283,300 (283,300) Positions Vehicles for New Positions in FY2024 - 135,000 Fleet - Centralized Fleet Maintenance 6,800,439 Parts/Equipment/Labor - 717,954 Golf Fund: Golf (Living Wage and CCAC Salary 370,100 - Adjustments Transfer) Golf ESCO Payment Transfer [One -Time] 493,239 (493,239) Prior Year Golf ESCO Payment Transfer [One -Time] - 510,427 Current Year Golf Admin Fee Transfer 339,335 16,967 Golf IMS Fee Transfer 350,000 - Rosepark Infrastructure renewal 500,000 - Information Management Services Fund: IMS Services 17,729,541 - IMS Personnel Costs - 592,968 IMS New Personnel - 559,064 IMS Contractual and Other Increases - 1,395,354 Versaterm Transfers to IMS from the General Fund (Fire, Police, Attorneys - 578,975 Office) Radio System Transfer to IMS from General Fund (Fire, Police, E911, Public - 241,645 Services) PSB Printer Maintenance Transfer to IMS 55,000 from General Fund (Police) New CAP Software ($350,000 one-time) $250,000 on going AutoCAD Transfer to IMS from the - 22,000 General Fund (Public Services) Zoom Enterprise Software - BA#5 - 25,000 Budget for New Positions - 127,750 3,100,000 - 10,407,135 - 150,000 150,000 - - 5,000,000 1,700,000 - 1,700,000 4,000,000 - 4,000,000 728,600 (728,600) - - 908,350 1,043,350 138,500 - 6,938,939 - - 717,954 370,100 - 510,427 - 356,302 - 350,000 - 500,000 430,054 - 18,159,595 - - 592,968 - 559,064 - 1,395,354 578,975 241,645 55,000 350,000 350,000 - 22,000 - 25,000 59,164 186,914 63 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2o24 General Change Fund Budget for Prior Year New Positions 141,000 141,000 ( ) Remove [One -Time]? Insurance and Risk Management Fund 3,125,591 - Salary Adjustments - 143,763 Insurance Premium Increases - 142,130 Life Savings Account - 500,000 Public Utilities Funds: Public Utilities - HIVE : Pass through 61,000 - expense Public Utilities - Land Swap payment 200,000 - Public Utilities - Assistance 100,000 - Water Usage Study - Transfer to Public - 100,000 Utilities [One -Time] Street Lighting Street lighting (GF owned properties) 50,000 - Street Lighting in Enhanced Service 54,420 - Areas (GF owned properties) SAA Street Lighting 80,000 - Redevelopment Agency Fund RDA Tax Increment 15,532,420 453,333 Housing Plan - Land Discounts and Financing (transfer to RDA) - - Special Revenue Fund Environmental Assessment Fund 100,000 Emergency Demolition Revolving Fund 200,000 (200,000) [Remove FY2023 One -Time] Sustainability Fund GF E&E Operation Funding 1,248,126 410,674 Remove Transfer for One Time Projects (Community Lawn Mower Exchange, EV 419,000 (419,000) Charging Stations) Transfer EV Charging Station to Public 45,000 (45,000) Services Change in Transfer - (257,900) Police Department and Racial Equity In Policing Funding Police Officer Training [One -Time 205,400 (150,400) $150,400] Social Worker Program - - Increased Mental Health Responders 562,500 - Diversifying Public Safety Civilian Response Models Holding Account Commission of Racial Equity & Policing 120,000 - REP Commission Peer Court Support 20,000 - REP FY2021 Holding Account [FY2021 1,781,192 (1,781,192) REP Fund Balance] Funding Change TOTAL Our Future 66,000 (66,000) 3,125,591 143,763 - - 142,130 - - 500,000 - 61,000 - 200,000 - - 100,000 - - 100,000 - - 50,000 - - 54,420 - - 80,000 - - 15,985,753 2,590,000 - 2,590,000 100,000 1,658,800 (257,900) - - 55,000 646,017 60,536 706,553 450,000 121,074 1,133,574 842,000 (842,000) - - - 120,000 - - 20,000 - 1,781,192 1,781,192 64 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget - Y2o24 General Change Funding Change TOTAL Fund Our Future Sales Tax Option - Transit Plan Transit Plan - Service for Key Routes - - 6,600,000 400,000 7,000,000 Transit Plan - On Demand Ride Services (Smaller Service Area) - - 1,900,000 1,100,000 3,000,000 Transit Plan - UTA Outreach - 100,000 100,000 Mayor - Receptions/Employee Appreciation 20,000 - - - 20,000 ACE Fund 200,000 - - - 200,000 Board and Commissions honoraria 26,000 - - - 26,000 Remove City County Building Branding 75,000 (75,000) - - - [One -Time] Diversity Outreach (CoCs, etc.) 3,000 - - - 3,000 Healthcare Innovation - Biohive (BA#6) 50,000 50,000 - - 100,000 Biohive Branding and Marketing [One 35,000 - - - 35,000 Time] Housing Authority Transitional Housing 85,000 - - - 85,000 Legal Defenders 1,404,677 118,390 - - 1,523,067 Local Business Marketing Grants 20,000 - - - 20,000 Music Licensing Fees 7,000 2,000 - - 9,000 National League of Cities and Towns 11,535 1,262 - - 12,797 NBA All Star Game 1,000,000 (1,000,000) - Open Streets Initiative (Closing Main Street 150,000 (150,000) - - - - Fridays and Saturdays) [One Time] Rape Recovery Center 30,000 - - - 30,000 Sister Cities 10,000 - - 10,000 Salary Contingency - 760,000 760,000 Salt Lake City Arts Council 800,000 - - - 800,000 Salt Lake City Foundation 3,000 - - - 3,000 SL Area Chamber of Commerce 50,000 5,000 - - 55,000 Remove Shooting Range Remediation 500,000 (500,000) - - - [One -Time] Suazo Membership (BA#6) 45,000 - - - 45,000 Remove Hispanic Entrepreneurs Program 30,000 (30,000) - - [One -Time] Sugar House Park Authority 224,795 45,456 - - 270,251 Tracy Aviary 719,367 44,159 - 763,526 US Conference of Mayors Membership 12,242 - - - 12,242 Utah Economic Development Corporation 108,000 - - - 108,000 Utah League of Cities and Towns 183,563 49,911 - 233,474 Membership Wasatch Community Gardens - Apprentice - 50,000 - - 50,000 Gardner (from Apprentice Funding) World Trade Center Membership 50,000 - - - 50,000 65 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2024 General Change Funding Change TOTAL Fund Our Future YWCA - FJC Wrap around services 45,000 - - - 45,000 Revenue Summary General Fund Funding Our Future TOTAL FY2024 FY2024 FY2024 Budget Budget Budget Ongoing Revenue Sources 403,565,741 51,935,086 455,500,827 New Revenue Sources 2,489,227 - 2,489,227 Change in One -Time Revenue Sources (13,888,165: 403,034 (13,485,131) TOTAL Citywide Expense 392,166,803 52,338,120 444,504,923 Expense Summary General Fund Funding Our Future TOTAL General Fund Department Expense FY2024 Budget FTE FY2024 Budget FTE FY2024 Budget FTE City Council 5,610,149 36.00 - - 5,610,149 36.00 Council Non Departmental 350,100 - - - 350,100 - Mayor's Office 6,820,067 34.00 - - 6,820,067 34.00 Attorney's Office 10,150,844 60.50 - - 10,150,844 60.50 Community and Neighborhoods 27,829,264 187.00 4,210,689 8.00 32,039,953 195.00 Economic Development 4,035,091 22.00 - - 4,035,091 22.00 Finance Department 12,168,296 81.70 - - 12,168,296 81.70 Fire Department 50,863,404 388.00 1,400,953 14.00 52,264,357 402.00 Human Resources 4,659,300 33.40 - - 4,659,300 33.40 Justice Court 5,489,720 42.00 - - 5,489,720 42.00 Police Department 97,959,909 672.00 13,016,903 89.00 110,976,812 761.00 Public Lands 25,313,600 138.35 1,848,671 19.50 27,162,271 157.85 Public Services 39,565,691 244.00 3,539,718 26.00 43,105,409 270.00 E911 Services 10,412,910 92.00 846,846 8.00 11,259,756 200.00 Non Departmental 90,938,457 - 27,474,340 - 118,412,797 - TOTAL Citywide Expense 392,166,803 2,030.95 52,338,120 164.50 444,504,923 2,295.45 FY2024 Budget Revenue 392,166,803 52,338,120 444, 504,923 Expense 392,166,803 2,030.95 52,338,120 164.50 444,504,923 2,195.45 Difference - - - FY2023 Budget Revenue Expense Difference 378,322,311 47,215,097 378,322,311 1,990.95 47,215,097 425,537,408 144.00 425,537,408 2,134.95 66 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Revenue and Other Sources FY23 Beginning Balance Eliminate FY2023 GF Funding (Including Funding Our Future, less Debt Service) Eliminate FY2023 Class C Funding Eliminate FY2023 Impact Fees Funding Eliminate FY2023 funding from'/4C Sales Tax Eliminate FY2023 Funding from additional sources FY2024 GF Funding (Excluding transfer directly to Debt Service) FY2024 General Fund Funding our Future FY 2024 Less amount transferred directly to debt service FY2024 Class C Funding (Excluding transfer directly to Debt Service) FY2024 Impact Fee Funding FY2024'/4C Sales Tax Funding FY2024 Community Development Block Grant FY2024 Funding from additional sources Fiscal Year 2024 FY2023 Adopted Full Time Changes from Budget Equivalent FY2023 Budget 35,460,387 (20,007,135) (3,000,000) (3,360,193) (8,000,000) (1,093,059) 19,508,661 3,626,875 (10,301,526) 3,500,000 2,968,850 8,191,470 2,031,300 FY2024 Budget Total Revenues and Other Sources Budget (5,934,757) 29,525,630 Expenses and Other Uses FY22 Beginning Balance Eliminate FY2023 Ongoing Commitment Funding Eliminate FY2023 Maintenance Funding Eliminate FY2023 Capital Projects Funding Eliminate FY2023'/4C Sales Tax Funding Eliminate FY2023 General Fund One Time Sources [City Building Earthquake Repair, Radios] Eliminate FY2023 Class C Funding Eliminate FY2023 Streets Impact Fee Funding Eliminate FY2023 Parks Impact Fee Funding Eliminate FY2023 Community Development Block Grant Eliminate FY2023 Cost Overrun and Percent for Art Eliminate FY2023 Transfer to Debt Service GF FY2024 Ongoing Commitment General Fund Funding 35,460,387 (5,122, 554) (2,173,008) (9,869,877) (5,000,000) (5,700,000) (3,000,000) (1,522,000) (1,838,193) (722,000) (364,250) (148,505) 2,100,000 67 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 ISSUE FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget FY2024 Maintenance Funding GF, Funding our — Future FY2024 Capital Projects Funding 10,524,921 FY2024 Class C Funding (Excluding transfer 3,500,000 directly to Debt Service) FY2024 Streets Impact Fees Funding 240,000 FY2024 Parks Impact Fees Funding 2,728,850 FY2024'/4C Sales Tax Funding 7,700,000 FY2024 Funding from additional sources 500,000 FY2024 Community Development Block Grant — Cost Overrun and Percent for art 409,089 Transfer to Debt Service - General Fund 150,500 Transfer to LBA Fire Stations #3 & #14 1,180,800 Total Expenditures and Other Uses Budget (6,426,227) 29,034,160 Budgeted revenues and other sources over 491,470 491,470 (under) expenditures and other uses Curb and Gutter (FC 20) Revenue and Other Sources FY2023 Beginning Balance 3,000 No Changes — Total Revenues and Other Sources Budget — 3,000 Expenses and Other Uses FY2023 Beginning Balance 3,000 No Changes Total Expenditures and Other Uses Budget — 3,000 Budgeted revenues and other sources over — (under) expenditures and other uses Misc. Special Service Districts (FC 46) Revenue and Other Sources FY2023 Beginning Balance 1,700,000 Change in revenue from New Assessment Total Revenues and Other Sources Budget — 1,700,000 Expenses and Other Uses FY2023 Beginning Balance 1,700,000 Change in expense from New Assessment 68 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 ISSUE FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget Total Expenditures and Other Uses Budget — 1,700,000 Budgeted revenues and other sources over (under) expenditures and other uses — Revenue and Other Sources FY2023 Beginning Balance -base lighting 4,302,222 Street lighting fees 417,463 Change in interest income 21,500 Transfer from the General Fund (60,000) Total Revenues and Other Sources Budget 378,963 4,681,185 Expenses and Other Uses FY2023 Beginning Balance -base lighting 5,757,825 2.7 Personnel services (0.2) 19,640 Charges for service 266,707 Debt services (23) Total Expenditures and Other Uses Budget 2.6 286,324 6,044,149 Budgeted revenues and other sources over (under) expenditures and other uses Revenue and Other Sources FY2023 Beginning Balance Change in Metered Water Sales Change in Interest Income Other Revenue Grants Impact Fees Sale of Equipment Transfer from General Fund Bond proceeds 108,196,368 (5,220,600) (426,662) 775,972 10,951,380 215,330 (500) (200,000) 62,346,000 (1,362,964) Total Revenues and Other Sources Budget 68,440,920 176,637,288 Expenses and Other Uses FY2023 Beginning Balance 132,752,815 288.2 Personnel services 10.1 2,956,730 Operating & maintenance 713,830 69 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Charges for service Capital outlay Capital improvements Cost of bond issuance Debt services Fiscal Year 2024 FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget 2,055,019 292,080 35,111,000 346,000 3,726,313 Total Expenditures and Other Uses Budget 298.2 45,200,972 177,953,787 Budgeted revenues and other sources over (under) expenditures and other uses Revenue and Other Sources FY2023 Beginning Balance Change in Sewer Utility Service Revenue Other Revenues Change in Interest Income Other sources WIFIA Loan Bond Proceeds 196,630,907 9,563,000 (17,500) (97,636) 25,407 32,552,000 51,285,000 (1,316,499) Total Revenues and Other Sources Budget 93,310,271 289,941,178 Expenses and Other Uses FY2023 Beginning Balance 255,914,580 127.7 Personnel Services 3.2 1,561,004 Operating & Maintenance 231,330 Charges for Service 1,356,811 Capital Outlay 1,579,812 Capital Improvements 33,429,863 Cost of bond issuance 285,000 Debt Service 7,474,222 Total Expenditures and Other Uses Budget 130.8 45,918,042 301,832,622 Budgeted revenues and other sources over (under) expenditures and other uses (11,891,444) Revenue and Other Sources FY2023 Beginning Balance Change in Stormwater Utility Service Revenue Change in Interest Income 13,476,733 1,232,173 43,986 70 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Other Operating Revenues Impact Fees Bond Proceeds Fiscal Year 2024 FY2023 Adopted Budget Full Time Changes from FY2024 Budget Equivalent FY2023 Budget (40,000) 125,000 5,028,000 Total Revenues and Other Sources Budget 6,389,159 19,865,892 Expenses and Other Uses FY2023 Beginning Balance Personnel Services Operating & Maintenance Charges for Service Capital Outlay Capital Improvements Cost of Bond Issuance Debt Service 18,699,722 40.5 3.0 687,016 78,900 738,903 742,000 1,820,000 28,000 152,933 Total Expenditures and Other Uses Budget 43.4 4,247,752 22,947,474 Budgeted revenues and other sources over (under) expenditures and other uses (3,081,582) Revenue and Other Sources FY 23 Beginning Balance 302,268,600 Increase in operating revenues 43,554,000 Increase in passenger facility charges — Increase in grants and reimbursements 41,070,500 Increase in customer facility charges — Increase in airport general revenue bonds — Increase in interest income 16,619,900 Total Revenues and Other Sources Budget 101,244,400 403,513,000 Expenses and Other Uses FY 23 Beginning Balance Increase in operating expenses Decrease in Passenger Incentive Rebate Decrease in interest expense Decrease in bond expense Increase in capital equipment Decrease in capital improvements projects 1,073,499,700 619.3 13,452,297 (1,068,400) (14,805,200) (1,365,100) 4,347,200 (553,621,500) Total Expenditures and Other Uses Budget 639.3 (553,060,700) 520,438,997 71 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Budgeted revenues and other sources over (under) expenditures and other uses Revenue and Other Sources FY2023 Beginning Balance Residential Service Fee Increase Special Event Fee Changes Increase in Debt Financing Proceeds and Misc Revenue Fiscal Year 2024 FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget 19,538,377 1,488,156 25,000 2,556,200 (116,926,000) Total Revenues and Other Sources Budget 4,069,356 23,607,733 Expenses and Other Uses FY2023 Beginning Balance 21,538,279 56.0 Salary Changes 481,531 Container Maintenance Service Worker (Grade 1.0 63,247 14) (10 months) Capital Purchase Increase 2,385,363 PUBS Allocation 205,132 Fleet Fuel and CNG Increase 130,314 Tipping Fee Increases 353,000 Fleet Maintenance Increase 52,092 Lease Debt Payment Increase 407,526 Increase in Operating and Admin Expense 678 Total Expenditures and Other Uses Budget 57.0 4,078,883 25,617,162 Budgeted revenues and other sources over (under) expenditures and other uses (2,009,429) Revenue and Other Sources FY2023 Beginning Balance Decrease in Revenue Change in Transfer from GF for Operations 1,919,726 (460,774) 403,563 Total Revenues and Other Sources Budget (57,211) 1,862,515 Expenses and Other Uses FY2023 Beginning Balance 3,414,392 7.0 Salary Changes 125,061 Air Quality Incentives Program Air Quality Program Coordinator (Grade 26) (10 1.0 96,094 Months) 72 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Air Quality Incentives EV Station O&M transfer to Public Services Decrease One -Time Project Funding Decrease in Program Operating and Admin Expenses Decrease in PT/Hourly Budget Fiscal Year 2024 FY2023 Adopted Budget Full Time Changes from FY2024 Budget Equivalent FY2023 Budget 230,000 (45,000) (875,000) (26,469) (42,448) Total Expenditures and Other Uses Budget 8.0 (537,762) 2,876,630 Budgeted revenues and other sources over (under) expenditures and other uses (1,014,115) Revenue and Other Sources FY2023 Beginning Balance Green Fees Driving Range Cart Rental Retail Sales Other General Fund Transfer (IMS, Admin Fees) Cash transfer to CIP Fund 6,857,548 191,951 263,134 123,725 226,242 280,646 16,967 3,000,000 Total Revenues and Other Sources Budget 4,102,665 10,960,213 Expenses and Other Uses FY2023 Beginning Balance 10,182,777 33.7 Personnel Changes 0.5 429,265 Retail Merchandise 172,000 Operating Supplies 144,369 Increase for Utilities 173,130 Charges and Services 168,532 Debt Service Payments on Carts (19,497) Operating Equipment Cash Purchases (432,239) Total Expenditures and Other Uses Budget 34.2 635,560 10,818,337 Budgeted revenues and other sources over (under) expenditures and other uses 141,876 Revenue and Other Sources FY2023 Beginning Balance Green Fees 4,703,128 14,538 73 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 ISSUE FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget Transfer from GF for ESCO 32,188 Transfer from GF for Rose Park Infrastructure Renewal _ Cash Transfer from Golf Operations (3,000,000) Total Revenues and Other Sources Budget (2,953,274) 1,749,854 Expenses and Other Uses FY2023 Beginning Balance 4,543,239 Debt Service Payments (ESCO) 17,188 Capital Expenditures 2,560,220 Total Expenditures and Other Uses Budget — 2,577,408 7,120,647 Budgeted revenues and other sources over (under) expenditures and other uses (5,370,793) .0 Revenue and Other Sources FY2023 Beginning Balance 3,925,000 No Change — Total Revenues and Other Sources Budget — 3,925,000 Expenses and Other Uses FY2023 Beginning Balance 3,800,385 No Change — Total Expenditures and Other Uses Budget — 3,800,385 Budgeted revenues and other sources over (under) expenditures and other uses 124,615 Revenue and Other Sources FY2023 Beginning Balance 15,835,024 Fuel revenue impact 997,166 Work Order billings 1,238,937 Car Wash billing increase 2,524 Total Revenues and Other Sources Budget 2,238,627 18,073,651 Expenses and Other Uses FY2023 Beginning Balance 15,877,680 46.0 Personnel Changes — 283,174 74 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Fuel impact Worker's Comp & Unemp benefits inflation factor Inflation factor water, sewer, storm, natural gas Miscellaneous Inflation factor Finance administration fees Parts 18% increase Sublet 10% Increase Car wash debris clean out decreased Workforce Evolution Plan Transfer to GF Fiscal Year 2024 FY2023 Adopted Full Time Budget Equivalent Changes from FY2023 Budget 974,735 7,707 130,809 28,174 13,885 656,732 107,063 (50,000) 39,570 359,454 FY2024 Budget Total Expenses and Other Uses Budget 46.0 2,551,303 18,428,983 Budgeted revenues and other sources over (under) expenditures and other uses (355,332) Revenue and Other Sources FY2023 Beginning Balance 12,991,968 Transfer from GF for vehicles for new positions 1,043,350 Total Revenues and Other Sources Budget 1,043,350 14,035,318 Expenses and Other Uses FY2023 Beginning Balance 14,548,352 Debt Service - Current year lease purchases (210,533) Debt Service - Prior years (177,253) Increase in cash purchase of vehicles 346,405 FY23 Used Fleet fund balance to purchase (1,500,000) vehicles New vehicle prep, parts, outsourced labor & 19,446 admin New GF cash purchases for vehicles for new 1,043,350 positions Total Expenditures and Other Uses Budget — (478,585) 14,069,767 Budgeted revenues and other sources over (under) expenditures and other uses Revenue and Other Sources FY2023 Beginning Balance Change in Transfer from General Fund Change in Transfer from Other Funds 30,532,167 2,547,386 1,618,683 (34,449) 75 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Transfer from GF for Versaterm Transfer from GF for Radio System Transfer from Other Funds for Radio System Transfer from GF for PSB Printers Transfer from GF for AutoCAD Transfer from GF for Zoom Enterprise Software Transfer from GF for CAP Software Remove Funding for FY2023 New Positions Transfer from GF for new positions Appropriation of Fund Balance Fiscal Year 2024 FY2023 Adopted Full Time Budget Equivalent Changes from FY2023 Budget 578,975 241,645 158,355 55,000 22,000 25,000 350,000 (207,000) 186,921 FY2024 Budget Total Revenues and Other Sources Budget 5,576,965 36,109,132 Expenses and Other Uses FY2023 Beginning Balance 30,532,167 92.0 Personnel Changes — 1,482,665 Contractual Changes 1,133,509 Consulting Services 270,000 Azure for Software Development 70,000 Treasury Management software 300,000 Radio project completion (One -Time from Fund 300,000 Balance) Radio Build Out for Public Services (One -Time 1,750,000 from Fund Balance Versaterm (From PD & Fire) 555,733 PSB Copy Machines (From PD) 65,000 Zoom Enterprise (BA#5 New) 25,000 New CAP Software 350,000 CAD Software (From PU and PS) 45,000 Radio ongoing maintenance - Transfer (from 400,000 Fire, Police, E911 and Public Services) PC Replacement 118,402 New FTEs for the GF 186,921 Cyber Security Penetration Testing 30,000 Council Remote Meeting Professional Services 30,000 New Positions - Office Facilitator (From Part-time)(Grade 19) 1.0 47,776 (12 Months) - Cyber Security Analyst (Grade 30) (10 Months) 1.0 118,331 - Field Support (Grade 27) (10 Months) 1.0 104,831 - Data Analyst (Grade 30) (10 Months) 1.0 118,331 - Change Manager (Grade 32) (10 Months) 1.0 128,452 - Web Content Specialist (Grade 23) (10 1.0 89,669 Months) 76 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 ISSUE FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget - Communication Engineer (Grade 34) (10 Months) 1.0 139,655 - Director of Communications/Branding (Grade 1.0 165,506 38) (10 Months) Total Expenditures and Other Uses Budget 100.0 8,024,781 38,556,948 Budgeted revenues and other sources over (under) expenditures and other uses (2,447,816) Revenue and Other Sources FY2023 Beginning Balance 9,600,000 Change in revenue 100,000 Remove FY2021 State Initiated County Local Option Sales Tax — Total Revenues and Other Sources Budget 100,000 9,700,000 Expenses and Other Uses FY2023 Beginning Balance 9,458,748 — Transfer to General Fund for Personnel 49,782 Remove FY2023 Transfer to CIP (8,000,000) Remove FY2023 Transfer to Debt Services (1,100,000) Transfer to CI - Projects 8,191,470 Transfer to Debt Services 1,100,000 Total Expenditures and Other Uses Budget — 241,252 9,700,000 Budgeted revenues and other sources over (under) expenditures and other uses — Revenue and Other Sources FY2023 Beginning Balance 4,670,517 Change in Federal Funds 927,246 Total Revenues and Other Sources Budget 927,246 5,597,763 Expenses and Other Uses FY2023 Beginning Balance 4,958,433 Change in Federal Funds 639,330 Change in Transfer to Housing — Total Expenditures and Other Uses Budget 639,330 5,597,763 Budgeted revenues and other sources over (under) expenditures and other uses — 77 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Revenue and Other Sources FY2023 Beginning Balance Change in Federal Grant Revenue Change in Program Income Change in Appropriation of Cash Change in ARPA Funding Fiscal Year 2024 FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget 34,158,918 (26,768,821) Total Revenues and Other Sources Budget (26,768,821) 7,390,097 Expenses and Other Uses FY2023 Beginning Balance 26,614,153 Change in Salary and Benefits 93,733 American Rescue Plan Grant - Revenue Replacement [Transfer to General (19,890,111) Fund] Salary Restoration — Other 572,322 Appropriation of HOME Program Income — Total Expenditures and Other Uses Budget (19,224,056) 7,390,097 Budgeted revenues and other sources over (under) expenditures and other uses — Revenue and Other Sources FY2023 Beginning Balance Transfer from GF - Environmental Assessment Fund Transfer from GF - Emergency Demolition Revolving Fund Weed Abatement FY2024 Appropriation of Cash 300,000 (200,000) 300,000 Total Revenues and Other Sources Budget 100,000 400,000 Expenses and Other Uses FY2023 Beginning Balance 300,000 Enviromental Assessment Fund — Emergency Demolition Revolving Fund [One- (200,000) Time] Add FY2024 Weed Abatement 300,000 Total Expenditures and Other Uses Budget 100,000 400,000 78 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Budgeted revenues and other sources over (under) expenditures and other uses Fiscal Year 2024 FY2023 Adopted Budget Full Time Changes from FY2024 Budget Equivalent FY2023 Budget Revenue and Other Sources FY2023 Beginning Balance 2,920,250 Change in Revenue from GUCOA (2,420,250) Total Revenues and Other Sources Budget (2,420,250) 500,000 Expenses and Other Uses FY2023 Beginning Balance 2,870,250 Change in GUCOA Expense (2,370,250) Total Expenditures and Other Uses Budget (2,370,250) 500,000 Budgeted revenues and other sources over (under) expenditures and other uses Revenue and Other Sources FY2023 Beginning Balance Change in Transfer from CDBG Change in Program Income Change in Interest Income Change in Miscellaneous Income/Sale of Property Change in Appropriation of Cash Change in Loan Principal and Escrow Payments 16,217,000 15,000 (200,000) (10,825,000) 195,000 Total Revenues and Other Sources Budget (10,815,000) 5,402,000 Expenses and Other Uses FY2023 Beginning Balance Change in Loan Disbursements and Associated Expenses Change in Funding Our Futures Expenses Change in Other Expenses Change in Interest Expense Change in Note Payable & T&I Payments Change in Transfer to General Fund Change in Transfer to RDA Fund Change in Transfer to CDBG Fund Appropriation from Program Income 25,779,253 (10,200,000) (14,389,253) (45,000) (190,000) 79 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Changes from FY2024 Budget Equivalent FY2023 Budget Total Expenditures and Other Uses Budget (24,824,253) 955,000 Budgeted revenues and other sources over (under) expenditures and other uses Revenue and Other Sources FY2023 Beginning Balance Change in G.O. Property Tax Change in State Reimbursement Change in Debt Service from RDA Change in Transfer from Transportation Change in Transfer from General Fund Change in Transfer from CIP Change in Lease Payments Change in Transfer from Refuse Change in Transfer from Fleet 32,037,989 (26,597) 1,100,000 (7,906) (1,100,000) 155,175 (144,500) 328,234 (320) (489) 4,447,000 Total Revenues and Other Sources Budget 303,597 32,341,586 Expenses and Other Uses FY2023 Beginning Balance Change in Debt Service Payments and related expenses Remove One -Time Transfer Out from North Temple Viaduct Bond RDA Reimbursement to North Temple Project Area Lease Payments One-time transfer out from North Temple to Housing One-time transfer out from North Temple to Housing 33,658,558 (565,579) 1,102,000 (1,000,000) 1,700,000 Total Expenditures and Other Uses Budget 1,236,421 34,894,979 Budgeted revenues and other sources over (under) expenditures and other uses (2,553,393) Revenue and Other Sources 3,964,523 New Revenue Options Correct property tax amount (188,576) Change in Amount from Other Funds — Insurance Changes — Remove One -Time — Total Revenues and Other Sources Budget (188,576) 3,775,947 8o Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget Fiscal Year 2024 ISSUE FY2023 Adopted Full Time Changes from FY2024 Budget Budget Equivalent FY2023 Budget Expenses and Other Uses FY2023 Beginning Balance 3,169,767 9.0 Salary Changes 94,357 Deputy Risk Manager [Ongoing] 9 Mths 1.0 105,888 Total Expenditures and Other Uses Budget 10.0 200,245 3,370,012 Budgeted revenues and other sources over (under) expenditures and other uses 405,935 Revenue and Other Sources 54,679,000 New Revenue Options 785,894 Change in amount from GF 182,300 Change in Amount from Other Funds 4,830,000 Insurance Changes Remove One -Time Total Revenues and Other Sources Budget 5,798,194 60,477,194 Expenses and Other Uses FY2023 Beginning Balance 54,679,000 7.7 Salary Changes 235,194 Remove Transfer out of Fund Balance for Premium Holiday FY2024 Property Insurance Premium Increases 233,000 Premium Holiday General Fund 2,152,569 Airport Fund 598,723 Public Utilities Fund 449,841 Refuse Fund 52,990 Golf Fund 25,664 Fleet Fund 47,389 IMS Fund 86,548 Governmental Immunity 9,059 Insurance & Risk 5,613 RDA 28,637 Insurance Changes 3,101,484 Life 500,000 Total Expenditures and Other Uses Budget 7.7 7,526,711 62,205,711 Budgeted revenues and other sources over (under) expenditures and other uses (1,728,517) 81 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Revenue and Other Sources FY2022 Beginning Balance Change in Building Lease Revenue Change in Transfers from General Fund Change in Transfer from CIP Impact Fee Appropriation of Cash FY2023 Adopted Full Time Budget Equivalent 1,855,325 Changes from FY2024 Budget FY2023 Budget (344,700) (1,174,025) 1,180, 800 Total Revenues and Other Sources Budget (337,925) 1,517,400 Expenses and Other Uses FY2023 Beginning Balance 1,855,325 Change in Debt Service (337,925) Change in Project Costs — Total Expenditures and Other Uses Budget (337,925) 1,517,400 Budgeted revenues and other sources over (under) expenditures and other uses — — 82 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2023 Adopted Full Time Changes from FY2024 FUND Recommended Budget Equivalent FY2023 Budget Budget Revenue and Other Sources Tax Increment 27,573,150 (2,928,456) 24,644,694 Interest Income 23,500 (23,500) — Total Revenues and Other Sources Budget 27,596,650 (2,951,956) 24,644,694 Expenses and Other Uses Taxing Entity Payment (60%) 13,283,651 (3,661,944) 9,621,707 Eccles Debt Service 3,260,239 1,904,870 5,165,109 Eccles Debt Service Block 70 RDA Match 3,260,239 51,682 3,311,921 Transfer to Administration (10%) 2,757,315 (292,846) 2,464,469 TI Reimbursements Qazz Arena, 222 Main) 1,400,000 (100,000) 1,300,000 Miscellaneous Property Expense 1,000,000 — 1,000,000 Gallivan Maintenance 566,822 7,153 573,975 Capital Project - Gallivan Master Planning 100,000 409,738 509,738 Gallivan Administration 365,323 7,452 372,775 Gallivan Programming 250,000 — 250,000 Parking Ramp Leases 69,000 6,000 75,000 Capital Project - Japantown 250,000 (250,000) — Capital Project - Main Street Closure Design 150,000 (150,000) — Capital Project - Open Streets Initiative Main 150,000 (150,000) — Street Capital Reserve- Property Acquisition 734,061 (734,061) - -{Holding Account} - Total Expenditures and Other Uses Budget 27,596,650 (2,951,956) 24,644,694 Budgeted revenues and other sources over (under) expenditures and other uses — West Capitol Revenue and Other Sources Interest Income 100,000 (100,000) — Total Revenues and Other Sources Budget 100,000 (100,000) — Expenses and Other Uses Capital Reserve - Discretionary Project Funding 100,000 (100,000) - -{Holding Account} - Total Expenditures and Other Uses Budget 100,000 (100,000) — Budgeted revenues and other sources over (under) expenditures and other uses 83 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2023 Adopted Full Time Changes from FY2024 FUND Recommended Budget Equivalent FY2023 Budget Budget West Temple Gateway Revenue and Other Sources Interest Income 5,000 (5,000) — Total Revenues and Other Sources Budget 5,000 (5,000) — Expenses and Other Uses Transfer to Administration 5,000 (5,000) — Total Expenditures and Other Uses Budget 5,000 (5,000) — Budgeted revenues and other sources over (under) expenditures and other uses — Depot Revenue and Other Sources Tax Increment 3,999,587 1,422,848 5,422,435 FY'23 Transition Appropriation — 1,805,473 1,805,473 Interest Income 50,000 (50,000) — Total Revenues and Other Sources Budget 4,049,587 3,178,321 7,227,908 Expenses and Other Uses Capital Reserve - Infrastructure Improvements — 3,680,056 3,680,056 -{Holding Account}- Primary Housing Fund (20%) 799,917 284,570 1,084,487 Transfer to Administration (15%) 599,938 213,427 813,365 TI Reimbursement Gateway 2,000,000 (2,000,000) — Transfer to Secondary Housing — 1,000,000 1,000,000 Capital Reserve - Commercial Assistance Program — 500,000 500,000 -{Holding Account} - Miscellaneous Property Expense 125,000 25,000 150,000 Revolving Loan Fund Repayment 524,732 (524,732) — Total Expenditures and Other Uses Budget 4,049,587 3,178,321 7,227,908 Budgeted revenues and other sources over (under) expenditures and other uses — Granary District Revenue and Other Sources Tax Increment 633,546 469,763 1,103,309 84 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2023 Adopted Full Time Changes from FY2024 FUND Recommended Budget Equivalent FY2023 Budget Budget FY'23 Transition Appropriation - 291,284 291,284 Interest Income 15,000 (15,000) - Total Revenues and Other Sources Budget 648,546 746,047 1,394,593 Expenses and Other Uses Capital Reserve - Commercial Assistance Program - 1,003,435 1,003,435 -{Holding Account} - Primary Housing Fund (20%) 126,709 93,953 220,662 Transfer to Administration (15%) 95,032 70,464 165,496 Miscellaneous Property Expense 5,000 - 5,000 Capital Reserve - Strategic Intervention 421,805 (421,805) - -{Holding Account} - Total Expenditures and Other Uses Budget 648,546 746,047 1,394,593 Budgeted revenues and other sources over (under) expenditures and other uses Revenue and Other Sources Tax Increment 444,053 564,662 1,008,715 FY'23 Transition Appropriation - 343,277 343,277 Interest Income 5,000 (5,000) - Total Revenues and Other Sources Budget 449,053 902,939 1,351,992 Expenses and Other Uses Capital Reserve - Strategic Intervention -{Holding Account} - Primary Housing Fund (20%) 88,811 112,932 201,743 Capital Reserve - Commercial Assistance Program - 543,277 543,277 -{Holding Account} - Transfer to Administration (10%) 44,405 56,467 100,872 Capital Reserve - Infrastructure Improvements 284,753 (184,753) 100,000 -{Holding Account} - Capital Project - School Construction Fund 31,084 39,526 70,610 (10%)* Capital Project - City Creek Daylighting - 50,000 50,000 Total Expenditures and Other Uses Budget 449,053 902,939 1,351,992 Budgeted revenues and other sources over (under) expenditures and other uses 85 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2023 Adopted Full Time Changes from FY2024 FUND Recommended Budget Equivalent FY2023 Budget Budget Revenue and Other Sources Transfer From CBD Taxing Entity Payments 3,260,239 1,904,870 5,165,109 Transfer From CBD Eccles Debt Service RDA 3,260,239 51,682 3,311,921 match Tax Increment 1,922,323 (93,095) 1,829,228 Reserve for Eccles Debt 2,469,853 (1,722,352) 747,501 Interest Income 2,500 (2,500) — Total Revenues and Other Sources Budget 10,915,154 138,605 11,053,759 Expenses and Other Uses Regent Street Bond Debt Service 1,488,928 6,582,096 8,071,024 Eccles Theater Debt Service 8,069,529 (6,540,562) 1,528,967 Taxing Entity Payments (30%) 576,697 (27,929) 548,768 Eccles Theater- Operating Reserve for Ancillary 475,000 — 475,000 Spaces Fundraising Fulfillment 125,000 — 125,000 Capital Project - Bennion Jewlers Relocation — 100,000 100,000 Capital Reserve - Regent Street Parking Structure 100,000 — 100,000 -{Holding Account} - Regent Street Maintenance 80,000 — 80,000 Regent Street Event Programming — 25,000 25,000 Total Expenditures and Other Uses Budget 10,915,154 138,605 11,053,759 Budgeted revenues and other sources over (under) expenditures and other uses — North Temple Viaduct Revenue and Other Sources Tax Increment 1,205,109 1,569,310 2,774,419 Interest Income 1,500 (1,500) — Total Revenues and Other Sources Budget 1,206,609 1,567,810 2,774,419 Expenses and Other Uses Debt Service Payment to Salt Lake City 1,188,532 1,544,271 2,732,803 Transfer to Admin (1.5%) 18,077 23,539 41,616 Total Expenditures and Other Uses Budget 1,206,609 1,567,810 2,774,419 Budgeted revenues and other sources over (under) expenditures and other uses — 86 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2024 FY2023 Adopted Full Time Changes from FUND Recommended Budget Equivalent FY2023 Budget Budget QuadrantNorthwest Revenue and Other Sources Tax Increment 903,100 495,448 1,398,548 Interest Income 5,000 (5,000) - Total Revenues and Other Sources Budget 908,100 490,448 1,398,548 Expenses and Other Uses TI Reimbursement NWQ Phase 1 632,170 346,814 978,984 Capital Reserve - Shared Costs -{Holding Account} - 95,310 44,544 139,854 Transfer to Primary Housing (10%) 90,310 49,545 139,855 Transfer to Admin (10%) 90,310 49,545 139,855 Total Expenditures and Other Uses Budget 908,100 490,448 1,398,548 Budgeted revenues and other sources over (under) expenditures and other uses - Stadler Rail Revenue and Other Sources Tax Increment 72,420 68,877 141,297 Interest Income 500 (500) - Total Revenues and Other Sources Budget 72,920 68,377 141,297 Expenses and Other Uses TI Reimbursement 58,436 61,666 120,102 Transfer to Primary Housing (10%) 7,242 6,888 14,130 Transfer to Admin (5%) 7,242 (177) 7,065 Total Expenditures and Other Uses Budget 72,920 68,377 141,297 Budgeted revenues and other sources over (under) expenditures and other uses - State Street Revenue and Other Sources Tax Increment 2,631,183 1,792,628 4,423,811 FY'23 Transition Appropriation - 1,364,709 1,364,709 Interest Income - - - Total Revenues and Other Sources Budget 2,631,183 3,157,337 5,788,520 87 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2023 Adopted Full Time Changes from FY2024 FUND Recommended Budget Equivalent FY2023 Budget Budget Expenses and Other Uses Capital Reserve - Strategic Intervention -{Holding Account} - - Capital Reserve - Commercial Assistance Programs - 1,239,049 1,239,049 -{Holding Account} - Transfer to Admin (10%) 263,118 179,263 442,381 Capital Project - Ballpark Planning - 300,000 300,000 Transfer to Primary Housing - SLCSD HSG - 259,976 259,976 (10%) Transfer to Primary Housing (10%) 263,118 (80,713) 182,405 Capital Reserve - Property Acquisition 2,104,947 (2,104,947) - -{Holding Account} - Total Expenditures and Other Uses Budget 2,631,183 3,157,337 5,788,520 Budgeted revenues and other sources over (under) expenditures and other uses - Revenue and Other Sources Tax Increment 1,477,727 1,176,054 2,653,781 FY'23 Transition Appropriation 802,208 802,208 Interest Income - - - Total Revenues and Other Sources Budget 1,477,727 1,978,262 3,455,989 Expenses and Other Uses Capital Program - Accessory Dwelling Units - 1,455,680 1,455,680 -{Holding Account}- Capital Reserve - Commercial Assistance Programs - 500,000 500,000 -{Holding Account} - Capital Reserve - Strategic Intervention - 500,000 500,000 -{Holding Account}- Taxing Entity Payment (50% of County tax) 224,966 70,916 295,882 Transfer to Admin (10% City % SLCSD only) 118,218 135,325 253,543 RDA Arts & Culture Program - 150,000 150,000 Transfer to Primary Housing (10%) 147,773 (3,181) 144,592 Transfer to Primary Housing - SLCSD HSG - 120,786 120,786 (10%) Cou nty Administration 26,996 8,510 35,506 Capital Reserve - Property Acquisition 959,774 (959,774) - -{Holding Account} - Total Expenditures and Other Uses Budget 1,477,727 1,978,262 3,455,989 Budgeted revenues and other sources over (under) expenditures and other uses 88 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2024 FY2023 Adopted Full Time Changes from FUND Recommended Budget Equivalent FY2023 Budget Budget Revolving Loan Fund Revenue and Other Sources FY17 Beginning Balance Principal Payments 65,000 131,750 196,750 Interest on Loans 30,000 — 30,000 Interest on Investment 250,000 (250,000) — Total Revenues and Other Sources Budget 345,000 (118,250) 226,750 Expenses and Other Uses Available to Lend 345,000 (118,250) 226,750 Total Expenditures and Other Uses Budget 345,000 (118,250) 226,750 Budgeted revenues and other sources over (under) expenditures and other uses — Program Revenue and Other Sources Parking Structure Income 1,243,335 (999) 1,242,336 Rents 215,700 (54,436) 161,264 Loan Repayments 39,000 (360) 38,640 Interest Income 50,000 (50,000) — Total Revenues and Other Sources Budget 1,556,835 (107,143) 1,449,692 Expenses and Other Uses Capital Project - Sugarhouse DI Demo — 550,000 550,000 Professional Services 300,000 30,000 330,000 Miscellaneous Property Expense 300,000 30,000 330,000 Gallivan Maintenance — 214,692 214,692 Marketing and Sales 25,000 — 25,000 Capital Reserve - Commercial Loans 931,835 (931,835) - -{Holding Account) - Total Expenditures and Other Uses Budget 1,556,835 (107,143) 1,449,692 Budgeted revenues and other sources over (under) expenditures and other uses Secondary — Area Housing Fung) Revenue and Other Sources Transfer from DID — 1,000,000 1,000,000 89 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FUND FY2023 Adopted Budget Interest Income 10,000 Full Time Changes from FY2024 Equivalent FY2023 Budget Recommended Budget (10,000) - Total Revenues and Other Sources Budget 10,000 990,000 1,000,000 Expenses and Other Uses Capital Reserves - housing Property Acquisition 1,000,000 1,000,000 -{Holding Account} - Capital Reserves - Accessory Dwelling Unit 91-ine Pilot Program 10,000 (10,000) - -{Holding Account} - Total Expenditures and Other Uses Budget 10,000 990,000 1,000,000 Budgeted revenues and other sources over (under) expenditures and other uses - Revenue and Other Sources Transfer from Depot 799,917 284,570 1,084,487 Transfer from State street 263,118 179,263 442,381 Transfer from 9 Line 147,773 117,605 265,378 Transfer from Granary 126,709 93,953 220,662 Transfer from North Temple 88,811 112,932 201,743 Transfer from NWQ 90,310 49,545 139,855 Loan Repayments 23,000 567 23,567 Transfer from Stadler Rail 7,242 6,888 14,130 Interest on Loans 3,000 (621) 2,379 Interest Income 50,000 (50,000) - Total Revenues and Other Sources Budget 1,599,880 794,702 2,394,582 Expenses and Other Uses Capital Reserve - Shared Equity Housing - 1,013,820 1,013,820 - {Holding Account}- Capital Reserve - Housing Development Loans - 1,000,000 1,000,000 - {Holding Account}- Capital Reserve - SLCSD Housing - -{Holding Account} - Capital Reserve - Housing Property Acquistion 1,599,880 -{Holding Account} - (1,599,880) - Total Expenditures and Other Uses Budget 1,599,880 794,702 2,394,582 Budgeted revenues and other sources over (under) expenditures and other uses go Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2023 Adopted Full Time Changes from FY2024 FUND Recommended Budget Equivalent FY2023 Budget Budget Westside Community Initiative • Revenue and Other Sources UIPA Housing Allocation 500,000 901,589 1,401,589 FY'23 Transition Appropriation 433,880 433,880 Total Revenues and Other Sources Budget 500,000 1,335,469 1,835,469 Expenses and Other Uses Capital Reserve - Shared Equity Housing — 1,835,469 1,835,469 -{Holding Account}- Capital Programs - Housing Development Loan Program 500,000 (500,000) - -{Holding Account} - Total Expenditures and Other Uses Budget 500,000 1,335,469 1,835,469 Budgeted revenues and other sources over (under) expenditures and other uses — DevelopmentHousing Revenue and Other Sources Funding Our Future Land Discounts and 2,590,000 — 2,590,000 Financing Mayor's request for additional affordable housing 1,000,000 700,000 1,700,000 Loan Repayments 1,370,000 (1,225,610) 144,390 Interest on Loans 255,000 (178,437) 76,563 Interest on Investment 15,000 (15,000) — Total Revenues and Other Sources Budget 5,230,000 (719,047) 4,510,953 Expenses and Other Uses Capital Program - Housing Development Loans 4,230,000 280,953 4,510,953 -{Holding Account} - Capital Program - Housing Property Acquisition 1,000,000 (1,000,000) - -{Holding Account} - Total Expenditures and Other Uses Budget 5,230,000 (719,047) 4,510,953 Budgeted revenues and other sources over (under) expenditures and other uses — Administration Revenue and Other Sources Transfer from Central Business District 2,757,315 (292,846) 2,464,469 91 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget FY2024 FY2023 Adopted Full Time Changes from FUND Recommended Budget Equivalent FY2023 Budget Budget Transfer from Depot District 599,938 213,427 813,365 Transfer from State Street 263,118 179,263 442,381 Transfer from 9 Line 118,218 135,325 253,543 Transfer from Granary District 95,032 70,464 165,496 Transfer from Northwest Quadrant 90,310 49,545 139,855 Transfer from North Temple 44,405 56,467 100,872 Transfer from North Temple Viaduct 18,077 23,539 41,616 Transfer from Stadler Rail 7,242 (177) 7,065 Transfer from West Temple Gateway 5,000 (5,000) - Total Revenues and Other Sources Budget 3,998,655 430,007 4,428,662 Expenses and Other Uses RDA Personnel 2,480,095 21 276,684 2,756,779 Administrative Fees 1,000,000 - 1,000,000 Operating & Maintenance 300,000 75,000 375,000 Charges and Services 218,560 78,323 296,883 Total Expenditures and Other Uses Budget 3,998,655 21 430,007 4,428,662 Budgeted revenues and other sources over (under) expenditures and other uses - GRAND TOTALS TOTAL Revenue 63,300,899 11,776,928 75,077,827 TOTAL Expense 63,300,899 11,776,928 75,077,827 92 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Mayor's Recommended Budget ISSUE Revenue and Other Sources FY2024 Beginning Balance Remove FY2023 Funding Appropriation of Cash Balance from Forfeiture Appropriation of Cash Balance from Restitution FY2023 Adopted Full Time Changes from Budget Equivalent FY2023 Budget 1,762,560 (1,762,560) 1,038,284 359,071 FY2024 Budget Total Revenues and Other Sources Budget (365,205) 1,397,355 Expenses and Other Uses FY2023 Beginning Balance 1,762,560 Remove FY2023 Expense (1,762,560) Change in Operating Expense 1,397,355 Total Expenditures and Other Uses Budget (365,205) 1,397,355 Budgeted revenues and other sources over (under) expenditures and other uses 0 93 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank Financial 0 Policies --- 1 0 killMB �- .�q •• _ -:�_ •r" .`."yam( This page intentionally left blank Salt Lake City Financial Policies Debt Policies The City's debt policy is defined by State statute with the goal of maintaining the City's "Aaa/AAA" general obligation bond ratings, as rated by Moody's and Fitch respectively, or other rating agencies. Accordingly, the City will continually monitor all outstanding debt issues, as well as trends in key economic, demographic and financial data, including a periodic review of important debt ratios and debt indicators. The City will make all debt service payments in a timely and accurate manner. The City will fully comply with all IRS arbitrage rebate requirements and the bonds' post issuance compliance regulations. In the preparation of official statements or other bond related documents, the City will follow a policy of full and complete disclosure of its financial and legal conditions. The City's practice is to also adhere to the following guidelines: 1. State law limits general obligation bonded debt use for general purposes to 4 percent of the adjusted fair market value of the City's taxable property. 2. State law also limits general obligation bonded debt for water, sewer and lighting purposes to 4 percent of the adjusted fair market value of the property plus any unused portion of the amount available for general purposes. 3. The City combines a pay-as-you-go strategy with long-term financing to keep the debt burden sufficiently low to merit the "Aaa/AAA" general obligation bond ratings and to provide sufficient available debt capacity in an emergency. 4. The City limits debt to projects that cannot be reasonably funded in a single year and to terms that are consistent with the useful life of the project being undertaken. 5. The City seeks the least costly financing available. All debt commitments are reviewed centrally by the City Treasurer who looks for opportunities to combine issues or for alternative methods that will achieve the lowest possible interest rates and other borrowing costs. 6. The City will continually analyze whether it would be advantageous to refund bond issues based on market and budgetary conditions. 7. The City will issue Tax and Revenue Anticipation Notes only for the purpose of meeting short-term cash flow liquidity needs. In order to exempt the notes from arbitrage rebate, the sizing of the notes and the timing of cash flows will meet the "safe harbor" provisions of Federal Tax Code. 8. The City will invest bond and note proceeds as well as all funds that are pledged or dedicated to the payment of debt service on those bonds or notes either in accordance with the terms of the borrowing instruments, or if silent or less restrictive, then according to the terms and conditions 97 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies of the Utah State Money Management Act and Rules of the State Money Management Council. 9. The City will maintain outstanding debt at a level such that revenues are equal to or greater than 200% of the maximum annual debt service. 10. The City currently has $123,320,000 of outstanding general obligation debt. This is well below the 4 percent (of fair market value) statutory limits, which places the City's general obligation borrowing limit at $1,993,410,800. The City currently does not use general obligation debt for water, sewer or lighting purposes. However, the full 8% may be used for water, sewer and electric purposes but if it is so used, then no general obligation bonds may be issued in excess of 8% for any purpose. General Obligation $ 1,993,000,000 $ 1,993,000,000 $ 3,986,000,000 Debt Limit Less Outstanding General Obligation $ (123,000,000) $ — $ (123,000,000) Bonds Legal Debt Margin $ 1,870,000,000 $ 1,993,000,000 $ 3,863,000,000 2021 Fair market value of property -- $49,835,270,000 Source: Utah State Property Tax Division SIGNIFICANT FUTURE DEBT PLANS Lease Revenue Bonds, Sales and Excise Tax Revenue Bonds The City administration continuously evaluates the City's funding of its Capital Improvement Program, and proceeds of lease revenue bonds and additional bonds will be considered as one of the sources for funding the City's capital infrastructure. The City has no short-term plans to issue lease revenue bonds nor sales and excise tax revenue bonds. SPECIAL ASSESSMENT AREA (SAA) The City has no short-term plans to issue assessment area bonds. 98 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies GENERAL OBLIGATION BONDS A special bond election held on November 8, 2022 gave voter authorization to the City to issue up to $85 million in general obligation bonds to fund all or a portion of the costs of acquiring, improving, renovating and upgrading various parks, trails, open space and related facilities. The first block of approximately $25 million of the authorization is planned to be issued in Fall 2023. MAJOR PROGRAMS AND FUTURE DEBT CONSIDERATIONS The City plans to issue approximately $400 million in additional general airport revenue bonds in calendar year 2023 related to the $5.13 billion "New SLC" formerly known as the Airport Redevelopment Program. The program is currently expected to be completed by 2027. Public Utilities revenue bonds of up to $118 million are expected to be issued in FY2024 to fund the Department of Public Utilities capital improvement program. A major focus of the Department's budget is the rehabilitation and replacement of aging infrastructure. The largest planned projects are the continued work on the new water reclamation facility to meet regulatory requirements, improvements to three water treatment plants, improvements for storage reservoirs, phased construction of a new water conveyance line to expand service and provide redundancy, and water, sewer and storm water utility infrastructure work in conjunction with street improvements projects. The Department will also be utilizing proceeds from a $348,635,000 Water Infrastructure Finance and Innovation Act (WIFIA) loan secured to finance the construction of the water reclamation facility. The loan will be drawn through 2025. The current outlook includes issuance of approximately $238 million in Public Utilities revenue bonds from FY 2025 through FY 2028 to fund planned capital construction. 99 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Salt Lake City Outstanding Debt Issues (RDA bond information has been excluded from this list) (as of June 30, 2023) Amount of Final Principal Original Issue Maturity Date Outstanding GENERAL OBLIGATION DEBT Series 2010B (Public Safety Facilities) $ 100,000,000 6/15/2031 $ 44,975,000 Series 2013A (Refunded a portion of Series 2004A) 6,395,000 6/15/2024 735,000 Series 2015A (Refund 2013B Sports Complex) 14,615,000 6/15/2028 5,740,000 Series 2017B (Refund Portion of 2010A) 12,920,000 6/15/2030 9,620,000 Series 2019 (Streets) (Refund Series 2017A) 22,840,000 6/15/2039 14,465,000 Series 2020 (Streets) 17,745,000 6/15/2040 12,200,000 Series 2021 (Streets) 20,660,000 6/15/2041 16,230,000 Series 2022 (Streets) 21,785,000 6/15/2042 19,355,000 TOTAL: $ 123,320,000 PUBLIC UTILITIES REVENUE BONDS Series 2009 (Taxable) $ 6,300,000 2/1 /2031 $ 2,520,000 Series 2010 Revenue Bonds 12,000,000 2/1/2031 5,370,000 Series2011 Revenue Bonds 8,000,000 2/1/2027 2,250,000 Series 2012 Improvement and Refunding'04 Bonds 28,565,000 2/1/2027 4,160,000 Series 2017 Public Utilities Revenue and Refunding (2008) 72,185,000 2/1/2037 58,535,000 Series 2020 Revenue Bonds 157,390,000 2/1/2050 157,390,000 Series 2020B Improvement Bonds (WIFIA loan) Revenue Bonds 348,635,000 8/1/2058 13,267,190 Series 2022 Revenue Bonds 329,025,000 2/1/2052 329,025,000 TOTAL: $ 572,517,190 SALES AND EXCISE TAX REVENUE BONDS Series 2013E (Streetcar/Greenway Projects) $ 7,315,000 10/1 /2023 $ 355,000 Series 2014E (CIP Projects) 10,935,000 10/1/2034 7,460,000 Series 2016A (Refund 2009A) 21,715,000 10/1 /2028 13,880,000 Series 2019A (Refund 2007A) 2,620,000 4/1 /2027 1,270,000 Series 2019B (Refund 2013A) (Federally Taxable) 58,540,000 4/1 /2038 56,790,000 Series 2021 (Refund 2013B, LBA 2013A & 2014A) 15,045,000 10/1 /2034 14,840,000 Series 2022A (Refunding 2012A) 8,900,000 10/1 /2032 8,320,000 Series 2022 B 40,015,000 10/1 /2042 40,015,000 Series 2022 C (Federally Taxable) 24,240,000 10/1 /2032 24,240,000 TOTAL: $ 167,170,000 MOTOR FUEL EXCISE TAX REVENUE BONDS Series 2014 (1300 S & 1700 S Streets) $ 8,800,000 4/1 /2024 $ 960,000 LOCAL BUILDING AUTHORITY LEASE REVENUE BONDS Series 2013A (Glendale Library) $ 7,180,000 10/15/2023 $ 330,000 Series 2016A (Fire Station #14) 6,755,000 4/15/2037 5,220,000 Series 2017A (Fire Station #3) 8,115,000 4/15/2038 6,950,000 TOTAL: $ 12,500,000 AIRPORT REVENUE BONDS Series 2017A $ 826,210,000 7/1 /2047 $ 808,925,000 Series 2017B 173,790,000 7/1 /2047 169,590,000 Series 2018A 753,855,000 7/1 /2048 753,855,000 Series 2018B 96,695,000 7/1 /2048 96,695,000 Series 2021 A 776,925,000 7/1 /2051 775,520,000 Series 2021 B 127,645,000 7/1 /2051 127,475,000 TOTAL: $ 2,732,060,000 3,608,527,190 100 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies FY 2023=24 Revenue This section includes a general discussion of Salt Lake City's major revenue sources. The City has eight major funds: General Fund, Golf Fund, Refuse Fund, Water Fund, Sewer Fund, Storm Water Fund, Street Lighting Fund, Airport Fund, and the Redevelopment Agency (RDA) Fund. These funds and their major revenue sources are discussed below. REVENUE POLICIES 1. The City projects its annual revenue through analytical processes and adopts its budget using conservative estimates and long-term forecasting. 2. The City minimizes using one-time revenue to fund programs incurring ongoing costs. 3. Once taxes and fees are assessed, the City aggressively collects all revenues due. 4. The City pursues abatement programs and other ways to reduce the effect of taxes and fees on those least able to pay. 5. To the extent that the City's revenue base is insufficient to fund current services, the City will explore all potential options to reduce the cost of government services; examine the effect of reducing the level of government services; and finally, consider new user fees or increases in existing fees. Should these three alternatives fail to offer a suitable solution, the City may increase tax rates as a last resort. 6. The City reviews the budget for those programs that user fees can reasonably fund. This review results in a policy that defines cost, specifies a percentage of the cost to be offset by a fee, and establishes a rationale for the percentage. When establishing these programs, the City considers the following: a. Market pricing; b. Increased costs associated with rate changes; c. The ability of users to pay; d. The ability of individuals to make choices between using the service and paying the fee or not using the service; e. Other policy considerations. (For example, setting fines high enough to serve as a deterrent; or pricing fees to even out demand for services.) 7. The City adjusts user fee rates annually based on an analysis of the criteria established in policy six above. The City pursues frequent small increases as opposed to infrequent large increases. 8. The City considers revenue initiatives consistent with the following: a. Finding alternatives that address service demands created by the City's large daytime population; b. Finding alternatives that allocate an equitable portion of service costs to tax-exempt institutions; 101 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies c. Finding alternatives to formulas that use residential population to distribute key revenues such as sales tax and gasoline tax; and d. Pursuing opportunities for citizen volunteerism and public/private partnerships. FORECASTING METHODOLOGY Salt Lake City revenue forecasts are compiled using historical, time -series, trend, and simulation models. These models focus primarily on past experiences and trends, but modifications are made based on simulations reflecting anticipated economic activities and proposed initiatives. The projected revenues using these models are based upon anticipated economic growth, anticipated fee or tax increases, as well as any new initiatives being proposed. The City has several financial analysts that regularly track and report on revenue collections and projections. Projections are monitored for precision, and revisions are made throughout the year. This information is used to help forecast the upcoming year's revenue. As part of the City's modeling efforts, year-to-date cumulative revenue collections are monitored and compared to previous years to identify changes in revenue streams that may indicate areas of concern. GENERAL FUND The General Fund is the principal fund of the City and is used to account for resources traditionally associated with governments that are not required to be accounted for in another fund. The General Fund accounts for the normal activities of the City, such as Police, Fire, Public Works, Parks and Community Development. These activities are funded through taxes, fees, fines, and charges for services. The majority of the City's General Fund revenue comes from three sources - sales taxes $166,213,479 (37.39%), property taxes $114,514,375 (25.76%), and licenses and permits $40,878,112 (9.20%). These sources are impacted by local and national economic trends and activities. Major increases or decreases in any one of these three taxes can have a significant impact on City operations. SALES TAX Sales tax revenue is a principal source of Salt Lake City's General Fund revenue, providing 37.39% of total projected revenue in FY 23-24. Sales tax revenue is projected to increase in FY 23-24 as a result of robust retail spending, including online sales. Sales tax revenue is forecast using time series and trend analysis in conjunction with various modeling scenarios which anticipate economic events that may impact the City. The forecast includes comparing the State of Utah's 102 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies projections with the City's projections to determine if the City's projections are reasonable. PROPERTY TAX Property tax revenue is a significant source of Salt Lake City's General Fund revenue, providing 25.76% of total projected revenue in FY 23-24. Property tax revenue is projected to increase slightly in FY 23-24. Salt Lake County calculates the Certified Tax Rate and expected revenue for each taxing entity. State Tax Code requires taxing entities to adopt the county's property tax revenue forecast as their own unless they go through the truth -in -taxation process and raise the rate above the certified rate. LICENSES AND PERMITS License and Permit revenue is another major source of General Fund revenue, comprising 9.20% of projected General Fund revenue in FY 23-24. This revenue is forecast using time series and trend analysis, as well as input from business and construction representatives. License revenue includes various business taxes, such as airport parking and transient room taxes, that are projected to increase over the previous year. Permit revenue is expected to decrease in FY 23-24 as construction activity in the City levels out. OTHER GENERAL FUND REVENUE The remaining General Fund revenues make up 27.65% of the total and are comprised of the following: a. Franchise Taxes b. Intergovernmental Revenue c. Charges, Fees, and Rentals d. Fines e. Parking Meter Collections f. Interest Income g. Miscellaneous Revenue, Transfers and Interfund Reimbursements. 103 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies The following table summarizes total General Fund Revenue by major category. Property Taxes Sales and Use Taxes Franchise Taxes Licenses and Permits Intergovernment al Revenue Charges, Fees, and Rentals Fines Parking Meter Collections Interest Income Miscellaneous Revenue Interfund Reimbursement General Fund Revenue Actual Actual Actual Actual Actual I Budget I Budget FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 91,020,673 94,654,243 99,342,715 99,474,985 103,862,288 111,194,231 64,512,732 99,599,360 116,199,002 122,654,953 160,262,167 149,414,508 30,301,186 27,042,921 26,863,146 23,952,168 11,750,309 11,657,128 28,651,754 36,960,240 32,637,293 36,428,067 43,313,623 40,736,114 6,049,454 6,006,496 5,086,254 4,781,753 5,960,591 4,644,622 5,252,494 5,573,679 4,283,760 4,842,902 5,840,601 4,432,794 7,251,705 5,140,777 3,753,706 3,539,471 3,717,871 3,765,174 3,549,584 3,509,898 2,771,331 1,915,888 2,997,333 2,635,475 1,290,000 3,904,270 2,910,778 821,887 1,346,160 2,071,154 5,255,384 5,256,974 4,521,107 2,834,061 7,871,697 3,438,710 11,054,188 16,363,850 20,574,064 20,971,348 21,717,361 24,431,717 254,189,154 304,012,708 318,943,156 322,217,484 368,640,001 358,421,627 114,514,375 166,213,479 12,348,127 40, 878,104 5,134, 621 4,881,922 4,063,548 2,801,089 8,000,000 3,502,359 26,131,213 388,468,837 Other Financing Sources: Transfers 6,954,179 7,564,418 6,800,493 8,447,676 19,920,935 28,821,993 9,938,944 Proceeds from Sale of Property Revenue and 261,143,333 311,577,126 325,743,648 330,665,160 388,560,936 387,243,620 398,407,781 Financing Sources Property Tax for 11,317,136 10,284,464 13,245,339 14,020,140 15,456,918 15,456,918 15,545,000 RDA* Available Fund Balance/Cash 387,868 380,025 1,510,094 4,885,620 25,527,005 25,135,631 30,552,142 Reserves Total General 272,848,337 322,241,615 340,499,081 349,570,920 429,544,859 427,836,169 444,504,923 Fund 104 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies 450,000,000 400,000,000 350,000,000 300,000,000 250,000,000 0 � 200,000,000 150,000,000 100,000,000 50,000,000 C 00 ��1 GENERAL FUND REVENUE SOURCES Q5 Period Ending ❑ Available Fund Balance/Cash Reserves ■ Proceeds from Sale of Property ❑ Interfund Reimbursement ❑ Interest Income ❑ Fines Intergovernmental Revenue Franchise Taxes Property Taxes Property Tax for RDA* Transfers Miscellaneous Revenue Parking Meter Collections Charges, Fees, and Rentals ❑ Licenses and Permits ❑ Sales and Use Taxes 105 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies GOLF ENTERPRISE FUND The Golf Enterprise Fund accounts for the operations at six public golf course locations; Bonneville, Forest Dale, Glendale, Mountain Dell, Nibley Park, and Rose Park. The City's golf courses are operated as an enterprise fund where revenue collected at the golf course through user fees supports operational and maintenance expenses, capital improvement costs, and any debt that the golf courses may incur. Revenue in this fund is generated by user fees, including green fees, CIP $2 fees, cart rental fees, range ball fees, merchandise purchases, lessons, concessionaire rental fees, etc. Revenue is projected based on historical patterns and forecasts of trends in the local market area. The FY 23-24 Golf Fund budget for revenue and expense follows closely with 5-year historical averages and recent demand for golf rounds and merchandise. In addition, strategic price increases are being implemented that will have an impact on revenues for FY 23-24. Driving Range revenue increases will coincide with new range building for winter use at Glendale. 1o6 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Actual FY 17-18 Actual FY 18-19 Actual FY 19-20 Actual FY 20-21 Actual FY 21-22 Budget FY 22-23 Budget FY 23-24 Golf Revenue Green Fees 3,603,022 3,569,078 4,259,235 5,525,522 5,495,684 4,841,101 5,033,052 Golf Car Rental 11509,488 1,461,066 1,471,019 2,225,396 1,982,077 2,134,499 2,258,224 Driving Range Fees 287,606 322,722 223,848 472,678 460,253 389,486 652,620 Retail Merchandise Sales 719,688 781,478 646,749 827,626 981,853 797,758 1,024,000 CIP Fee on rounds, 310,524 298,724 324,383 395,791 568,048 709,889 724,427 passes Miscellaneous 1,150,279 1,038,407 1,417,090 2,235,387 2,807,165 2,687,943 3,017,744 Total Golf Fund 7,580,607 7,471,475 8,342,324 11,682,400 12,295,080 11,560,676 12,710,067 14,000,000 12,000,000 10,000,000 8,000,000 0 6,000,000 2,000,000 U GOLF FUND REVENUE SUMMARY a� `�� 00 `�� ,Lo `�� tiN 1<JN J1 Period Ending ❑ Miscellaneous ❑ CIP Fee on rounds, passes Retail Merchandise Sales ❑ Driving Range Fees Golf Car Rental ❑ Green Fees 107 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies REFUSE ENTERPRISE FUND The Refuse Enterprise Fund Class consists of two funds: • Operations Fund • Environmental & Energy Fund Revenue for the Operations Fund comes from refuse collection fees, inter -fund reimbursements, and miscellaneous revenue. City households that receive these services include most single-family, duplex, and triplex homes. They are charged refuse collection fees based on the size of their refuse can(s). These fees are calculated to recover the fund's operational costs when combined with the other sources of revenue described above. The Operations Fund revenue is forecasted based on known factors such as the number of refuse cans in service, along with scheduled events such as equipment replacement and changes in contractual agreements. Voluntary residential curbside glass recycling service, introduced in FY 12-13, continues to be offered. Those using this service are charged a separate monthly fee. The Environmental & Energy (E&E) Fund receives an owner's distribution from the Landfill (Salt Lake Valley Solid Waste Management Facility / SLVSWMF) on an ongoing basis. This is the primary source of revenue for this fund. As the Landfill garbage tonnage has decreased in recent years, so has the related dividend to its partners. Revenues from recycling proceeds have been another source of revenue in the past for this fund. Recycling proceeds have not been budgeted in FY 23-24 due to the volatility of global recycling markets. Current, ongoing initiatives and operational expenses are partially funded by landfill revenue and E&E cash balance. Beginning in FY 21-22, the E&E Division also began receiving revenue from the General Fund. This amount has increased each year with the goal of fully supporting the E&E Division through the General Fund in FY 24-25. In prior years, E&E Fund projects have been funded by one-time distributions from the landfill. A distribution of $5,500,000 was put into the E&E Division in FY 10-11 and funded projects on air quality, energy efficiency, sustainable food, and other projects. In FY 16-17, $1,500,000 of landfill distribution funds were transferred from the Waste & Recycling Operations Division to the E&E Division to continue to fund projects. In FY 17-18, another one-time landfill distribution of $1,200,000 was received. No other one-time funding distributions from the landfill are expected. io8 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Actual Actual Actual Actual Actual Budget Budget FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Refuse Revenue Landfill / SLVSWMF 710,483 681,152 557,041 558,398 449,013 456,000 450,000 Dividends Refuse Collection 11,118,760 11,397,708 11,223,400 11,209,725 12,580,305 14,321,577 15,809,733 Fees Interfund Reimb. & 829,324 1,766,089 1,235,243 639,909 1,711,293 1,863,726 2,210,726 Misc Total Refuse Fund 12,658,567 13,844,949 13,015,684 12,408,032 14,740,611 16,641,303 18,470,459 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 c 0 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 REFUSE FUND REVENUE 0' La�� eati� 6; 6�ti� a�ti� a�tiv Q �Qi Q 10 Q 1� l; � '�i Period Ending ❑ Interfund Reimb & Misc ❑ Refuse Collection Fees Landfill / SLVSWMF Dividends log Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies WATER UTILITY FUND The Water Utility Fund operates as an enterprise fund. The Water Utility exists to provide treated water to current city residents, maintain the City's water infrastructure, and to engage in conservation activities related to the City's water supply for future generations. The service area of the fund covers a total of 141 square miles and includes more than 360,000 residents. The service area includes the geographic area within the Salt Lake City boundaries, as well as the east bench of the Salt Lake Valley outside Salt Lake City boundaries, including to portions of the cities of Millcreek, Holladay, Cottonwood Heights, South Salt Lake, Murray, and Midvale. The Water Utility also has jurisdictional responsibilities to protect about 190 square miles of source water area in the headwaters of the Wasatch Mountains. The Water Utility provides administrative utility billing services for the Sewer Utility, the Stormwater Utility, the Street Lighting Utility, the Refuse Fund, and the Hive Program. Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to fund the operations of the utility. Independent rate studies are conducted every several years to gather public input and to structure rates in accordance with industry standards and community values. Budgeted FY 23-24 revenues reflect a proposed rate increase of 18% and decreased water use due to drought. The rate increase is applied to the current four -tiered, inclining block rate structure. The proposed budget includes a drought surcharge on block 3 and 4 water use. Revenue received from metered water usage is the Water Utility's main source of operating revenue (95%). Other revenue categories include interest income, miscellaneous revenue, impact fees, and inter -fund reimbursements. 110 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Actual Actual Actual Actual Actual Budget Budget FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Water Revenue Water Sales 73,199,176 75,103,958 81,995,776 84,073,083 74,116,952 99,642,660 94,343,390 and Service Interest Income 725,120 1,424,203 970,343 658,820 (340,275) 883,164 456,502 Permits, Fines 453,482 523,688 480,673 953,791 423,530 460,970 271,000 & Other Interfund 2,267,207 2,394,985 2,370,157 2,921,829 2,972,142 3,171,284 4,215,396 Billing Services Total Water 76,644,985 79,446,834 85,816,949 88,607,523 77,172,349 104,158,078 99,286,288 Fund "o O 00 0 00 0 Co 00 0 00 0 .", -00 0 �o °0 0 70 -00 r O 00 0 \O 00 O 00 O PER WATER FUND REVENUE SUMMARY 6Ja tiO a,ti'� L�Jati� a60 ,ti0 Period Ending ❑ Interfund Billing Services Permits, Fines & Other ❑ Interest Income Water Sales and Service ill Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies SEWER UTILITY FUND The Sewer Utility Fund operates as an enterprise fund. The Sewer Utility exists to manage the collection and treatment of wastewater within Salt Lake City's corporate boundaries. The Sewer Utility is increasing capacity and expanding the service of the sewer collection system to meet growth requirements related to the new State Correctional Facility, the Airport expansion, and new development anticipated in the Northwest Quadrant of Salt Lake City. The Sewer Utility operates the City's sewer collection and sewer treatment infrastructure which includes 667 miles of pipeline, several pump stations, and a water reclamation facility. The water reclamation facility is being rebuilt to meet environmental regulations, and construction is occurring in phases to meet the regulatory compliance deadline of January 1, 2025. Additional construction will continue past this date. The first phase of construction began in FY 19-20, and additional construction and design work for future phases is ongoing. Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to fund the operations of the utility. The Sewer Utility charges customers based on average winter water use volume and strength of produced waste. Independent rate studies are made every several years to gather public input and to structure rates in accordance with industry standards and community values. Budgeted FY 23-24, revenues reflect the anticipated impacts of sewer flows in differing customer classes and a proposed 15% rate increase. The rate increase is distributed within a seven -tiered block rate structure and is necessitated by the construction of the water reclamation facility. In FY 23-24, the main source of operating revenue for the sewer utility fund will be charges for sewer services (98%). Other revenue categories include fines, interest income, survey permits, and miscellaneous revenue. 112 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Actual Actual Actual Actual Actual Budget Budget FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Sewer Revenue Sewer Services 33,735,176 39,687,904 45,142,610 50,823,100 57,803,567 66,833,500 76,387,000 Interest Income 1,387,613 2,161,835 1,035,061 438,896 (40,179) 947,084 849,448 Permits, Fines, 545,939 298,228 285,917 504,477 840,246 362,500 354,500 and Other Total Sewer 35,668,727 42,147,967 46,463,588 51,766,473 58,603,634 68,143,084 77,590,948 Fund 000 op �o '000 '000 6q 000 000 Sq 000 000 4� 000 O 1000 3� 000 000 000 '000 7q 000 000 rol SEWER FUND REVENUE All Permits, Fines, and Other ❑ Interest Income ❑ Sewer Services 113 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies STORM WATER UTILITY FUND The Stormwater Utility operates as an enterprise fund. It exists to convey runoff and stormwater and to maintain the quality of stormwater discharge within Salt Lake City boundaries. It is also responsible for mitigating flooding caused by stormwater runoff. The Stormwater Utility operates stormwater collection infrastructure system which includes 350 miles of drainage pipe and 27 lift stations. Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the operations of the utility. The Utility charges customers for these services based on units calculated as equivalent residential units (ERU), or 1/4 acre determined by area of the customer's property that is impervious. The FY 23-24 budget includes the 10% rate increase or approximately $0.69 per equivalent residential (ERU) per month. Revenues received from stormwater fees are the Utility's main source of operating revenue (99%). Other revenue categories include interest income and miscellaneous revenue. 114 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Actual Actual Actual Actual Actual Budget Budget FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Storm Water Revenue Storm Water Services 8,510,707 9,555,773 10,720,158 10,703,273 11,944,768 12,331,733 13,563,906 Interest Income 115,773 184,128 129,047 105,061 32,158 75,000 118,986 Permits, Fines, & Other 47,327 50,687 85,397 94,137 163,559 93,000 53,000 Total Storm Water Fund 8,673,807 9,790,589 10,934,602 10,902,471 12,140,485 12,499,733 13,735,892 14,000,000 12,000,000 10,000,000 8,000,000 0 6,000,000 2,000,000 U STORM WATER FUND REVENUE v a m m v a� ¢� Period Ending ❑ Permits, Fines, & Other Interest Income ❑ Storm Water Services 115 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Ark STREET LIGHTING FUND The Street Lighting Utility operates as an enterprise fund. It exists to manage the City's street lighting infrastructure facilitating safer vehicle and pedestrian travel at night. Streetlights are provided at each intersection on long blocks and as needed on mid -blocks. SLCDPU provides base -level street lighting service on a city-wide basis and enhanced street lighting services for decorative lighting to two residential neighborhoods and to one commercial area. Total system conversion to high -efficiency lighting remains a high priority of this utility. Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the utilities operations. Street lighting fees are based on units calculated as an equivalent residential unit (ERU) which is determined by front footage of a property. The base lighting rates were established in 2013 at $3.73 per month per ERU. The average Salt Lake City residence is one ERU, while commercial, institutional, and industrial properties vary. (ERU). Rates were also established in 2015 for each enhanced lighting service area. Street Light Fees proposed in the FY 23-24 budget include a rate increase of 10% or $0.37 per equivalent residential (ERU) per month for the base fee. Revenue received from street lighting fees are the Utility's main source of revenue (99%). Other revenue categories include interest income and miscellaneous revenue. 116 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Actual Actual Actual Actual Actual Budget Budget FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Street Lighitng Services 4,222,564 4,207,007 4,301,424 4,230,395 4,264,579 4,174,622 4,592,085 Interest Income 48,352 88,339 147,727 38,047 30,215 22,500 44,000 Other 7,786 180,558 300 200 204,751 100 100 Total Street Lighting Fund 4,278,702 4,475,905 4,449,450 4,268,642 4,499,545 4,197,222 4,636,185 5,000,000 3,000,000 c 0 2,000,000 1,000,000 0 STREET LIGHTING FUND REVENUE Period Ending Other ❑ Interest Income ❑ Street Lighitng Services 117 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies AIRPORT ENTERPRISE FUND The Salt Lake City Department of Airports manages Salt Lake City International Airport (SLCIA), Tooele Valley Airport, and South Valley Regional Airport (SRVA). Salt Lake City International Airport (the Airport) serves a multi -state region and consists of three air carrier runways and a general aviation runway and is classified as a large hub airport. The Airport's extensive route network served over 25.5 million passengers in FY 21-22. In September 2020, the Airport opened portions of phase one of the new airport, which included a new terminal, the gateway center, concourse A West, and a new parking garage. A portion of Concourse B West was opened in October 2020. By the end of April 2021, the old Airport facilities were demolished to make way for phase two of the new airport. In May of 2023, Concourse A East will be completed with five gates opening and the remaining 17 gates opening in October of 2023. In addition, the Central Tunnel and five gates on Concourse B East will be complete by the Fall 2024, and 4 more gates will begin in the Fall 2025. Tooele Valley Airport is a general aviation reliever airport to SLCIA. It has one runway, and support services are on -demand only. South Valley Regional Airport is also a general aviation reliever airport. It also has one runway and is a base for a Utah National Guard military helicopter unit. The Department of Airports is an enterprise fund. It is not supported by property taxes, general funds of local governments, or special district taxes. Capital funding requirements for FY 23-24 are met from earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBS), Federal Aviation Administration grants under the Airport Improvement Program, and State grants. Major Sources of Airport Fund Revenue Revenues are forecast by reviewing and analyzing lease agreements, capital projects, product inflation, and passenger levels. The FY 23-24 budget continues to see growth in enplanements, revenues, as well as expenditures. Airport non - aeronautical revenues for FY 23-24 are projected to increase by 10.4% compared to the FY 22-23 budget as more passengers are traveling and spending money at the Airport. A major source of revenue (53%) is generated by the airlines. Air carriers pay on a cost -of- service basis for the services they receive. Rates are set annually based on direct operating cost, cost of capital, and amortization on asset investment. The formula used for this system is considered a hybrid structure in the aviation industry and is based on the ten-year airline use agreement (AUA) that went into effect on July 1, 2014. It provides $1 per enplaned passenger revenue sharing, not to exceed 30% of net remaining revenue, and is credited to the air carriers 118 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies monthly. Enplaned passengers are projected to increase by 1.4% to 14.1 million enplanements over the FY 22-23 budget of 13.9 million enplanements. The second major source of revenue (39%) is generated from the Airport concessions. This includes revenue from food and retail concessions as well as car rental and parking fees. For FY 23-24, retail concessions, food and beverage, rental cars, and parking are all projected to increase because of the increase in passengers as well as an increase in the overall amount spent per passenger traveling through the Airport. The remaining revenues are generated through cost recovery of ground transportation costs, lease contracts on buildings, office space, and hangars. The Airport also receives a portion of the State aviation fuel tax. In FY 11-12, the Airport began collecting customer facility charges (CFC) to fund a new rental car facility. These charges increased from $4 to $5 in FY 12-13 and will remain at $5 for FY 23-24. The customer facility charges will meet the financial requirements to build the rental car service and quick turnaround facilities, plus the portion of the garage related to rental cars as well as any future rental car capital improvement projects. The rental car service and quick turnaround facilities were completed in FY 15-16, but the Airport will continue to collect CFCs for these facilities to reimburse the airport for its cash used to fund the projects in advance of CFC collections versus bonding for these project costs. T Jr MW Ir JO 16 _ 119 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies SALT LAKE CITY DEPARTMENT OF AIRPORTS Actual FY Actual FY Actual FY Actual FY Actual FY Budget FY Budget FY 17-18 18-19 19-20 20-21 21-22 22-23 23-24 Operating Revenue: Concession 87,274,206 92,910,800 75,372,300 63,478,800 113,311,500 120,529,200 131,281,900 Airline 70,571,102 75,636,600 77,312,400 109,691,200 136,820,000 153,278,900 153,278,900 Other Rental 20,708,160 18,992,400 18,738,500 19,224,200 22,379,500 21,661,000 54,462,300 Total Operating 178,553,468 187,539,800 171,423,200 192,394,200 272,511,000 295,469,100 339,023,100 Revenue AIRPORT OPERATING REVENUE 250,000,000 �►ZIII�IIIII�IIIII; Ln 0 150,000,000 75 tt} 100,000,000 50,000,000 - n 11 �`6 1C) 1L 1L -0- L3 �a\�y N(o' �a�Fy 11' �a��' �a\y � �Fy �' �a\�y�,o' e��ytiti Poi Poi Poi Poi Poi 6�d� 6�d� Period Ending Other Rental ❑ Airline ❑ Concession 120 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies RDA FUND The primary revenue source for the RDA's redevelopment efforts is tax increment. Tax increment is the increase (or "increment") in the property taxes generated within a project area over and above the baseline value of property taxes that were in place at the time a project area was established. Property values increase as an area is revitalized through investment, thereby creating tax increments. When an RDA project area is established, the RDA and the participating taxing entities enter into agreements that determine the amount of tax increment that will continue to flow to the taxing entities, and the portion that will be reinvested by the RDA into the project area for a defined period of time. The participating taxing entities continue to receive the baseline property tax during the life of a project area. The establishment of a project area and the collection of tax increment funds must be approved by the RDA Board of Directors and any participating local taxing entities (e.g., Salt Lake City, Salt Lake County, Salt Lake City School District, Metro Water District, Central Utah Water Project, Salt Lake Mosquito Abatement, and Salt Lake City Library). Not all taxing entities participate in every project area. Per Utah State Statute, tax increment proceeds must be spent within the project area where they originated or be found by the RDA Board of Directors to directly impact that project area. In addition to tax increment revenues from its various project areas, the RDA also has the following revenue sources: 1. Interest Income. The RDA receives interest on cash balances. 2. Temporary Property Income. The RDA receives lease revenues from various rentals, including several parking garages in the Central Business District Project Area. 3. RDA Loan Interest Income. The RDA receives interest generated from loans it administers. The amount of interest received varies depending on the number of outstanding loans at any given time. 4. Land Sale Proceeds. The RDA routinely sells property as part of its redevelopment efforts. RDA revenues are forecast for each project area by analyzing previous years' tax increments received and adjusting conservatively based on current real estate market conditions. Other income from interest, lease revenues, and RDA loan interest is also considered. The FY 23-24 forecasted RDA Fund revenue budget is $48,725,167. 121 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Actual Actual Actual Actual Actual Actual Budget Budget FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Redevelopment Agency Revenue Block 70 3,895,176 1,892,423 2,159,178 1,629,755 803,534 2,846,637 1,924,823 1,829,228 Central Business District 26,874,661 23,135,282 25,461,421 32,565,335 31,251,766 28,369,709 27,596,650 24,644,694 West Capitol Hill 562,604 548,155 1,547,706 40,318 711,967 106,173 100,000 - West Temple Gateway 11,626 703,224 60,753 (1,670,316) 17,246 6,448 5,000 - Depot District 3,616,380 3,806,559 3,895,569 5,533,602 5,525,331 5,238,774 4,049,587 5,422,435 Granary District 426,686 530,373 625,878 781,648 944,077 995,615 648,546 1,103,309 Housing Development - - - 2,590,000 2,583,445 20,629 5,230,000 4,776,563 Trust Fund North Temple 195,081 294,575 425,243 543,258 640,558 685,381 449,053 1,008,715 North Temple Viaduct 343,699 542,952 1,123,104 1,558,258 2,103,730 2,579,427 1,206,609 2,774,419 9-1-ine - - - - - 1,871,603 1,477,727 2,653,781 State Street - - - - - 3,289,619 2,631,183 4,423,811 Sugar House 2,397,460 3,593 1,126 1,106 190,038 289 - - Program Income 1,589,699 2,142,572 2,441,059 1,690,964 1,440,529 1,951,066 1,556,835 1,411,052 Northwest Quadrant - - - 198 1,688,689 1,044,303 908,100 1,398,548 Stadler Rail - - - 70,419 102,594 109,392 72,920 141,297 Westside Community Initiative (NWQ - - - - 409,031 512,241 500,000 1,401,589 Housing Fund/ UIPA) Primary Housing Fund (Citywide 662,815 454,620 350,096 315,971 81,125 78,632 76,000 2,379 Housing) Secondary Housing Fund (Project Area 22,484 30,782 45,303 43,617 13,227 11,491 10,000 - Housing) Revolving Loan 386,599 3,855,771 761,162 583,574 1,144,760 63,436 345,000 226,750 Total Redevelopment 40,984,970 37,940,881 38,897,598 46,277,707 49,651,647 49,780,865 48,788,033 53,218,570 Agency Revenue Citywide Housing Fund and Project Area Housing Fund includes interest and land sale proceeds only. Revolving loan fund includes interest only. 122 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies c 0 REDEVELOPMENT AGENCY REVENUE SUMMARY ti �Ja V �Ja'V� a� ° rVM a-0 ,VD O J J M Period Ending ❑ Block 70 Central Business District ❑ West Capitol Hill ❑ West Temple Gateway ❑ Depot District ❑ Granary District ❑ Housing Development Trust Fund North Temple ❑ North Temple Viaduct 9-Line ❑ State Street Revolving Loan 123 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Outstanding Legislative Intents FY 2015 to FY 2023 ATTORNEY'S OFFICE FY 2023 - Boarded Building Fee - It is the intent of the Council to ask the Administration for a timeframe when the Council can consider an updated boarded -building fee, or request that the Attorney's Office provide a draft directly to the Council Office. FY 2023 Administration Response - A transmittal will soon be submitted by the department with the requested fee and details regarding the program associated with the fee. FY 2022 - Update Boarded -Building Fee - It is the intent of the Council that the Administration propose a boarded building fee that includes the full City costs of monitoring and responding by Police, Fire and other City departments at these properties. FY2023Administration Response - See the response to the FY2023 - Boarded Building Fee intent above. Prior Year's Response - The cost analysis related to this Legislative Intent has been finalized. The program is being developed. FY 2023 - Open and Public Meetings Act (OPMA) - It is the intent of the Council to ask the Administration to ensure that any City loan or grant processes comply with the Open and Public Meetings Act (OPMA). The Council could request that the City Attorney's Office develop an ordinance more specifically codifying this understanding. FY 2023 Administration Response - Response forthcoming. FY 2023 - Ordinance Governing Donations to the City - It is the intent of the Council that a new, more streamlined donation ordinance be developed by the City Attorney's Office for consideration by the Council in Fall, 2022. The Council further requests that while this ordinance is being prepared, the Administration create a tracking sheet for any donations, and work across City departments on a consistent process to support continued transparency and documentation of donor intents. It is the Council's intent to rescind the current ordinance at the earliest opportunity, in order to avoid stifling opportunities for potential public/ private partnerships. 124 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies FY 2023 Administration Response - This ordinance was completed and went through the codifying process in the fall of 2022. A final version has not reached the codifiers website yet but should be placed on the site soon. FY2021 - Decriminalization Review of City Code - It is the intent of the Council that an in-depth review be conducted of the City Code to consider items that could be de -criminalized. Council staff could work with Council Members and the City Attorney's Office to draft a scope and come back with a report on the timeline. FY2023 Administration Response - Further response forthcoming. Prior Year's Response - The initial review of City code, which included a law student clerk and the Prosecutor's Office, revealed that more attention and expertise will be needed to complete this review, including involvement of the Prosecutor's Office. The project will be continued in the coming fiscal year. COMMUNITY AND NEIGHBORHOODS (CAN) FY 2023 - Free Fare in Winter Months - It is the intent of the Council to ask the Administration to build on the success of Free Fare February in 2022, seeking partners to provide funding again next winter and extending it for three months. The Council would fund the City portion of the cost through a future budget amendment. FY 2023 Administration Response - The City is mostly in an advocacy role. The Mayor's office has been continuing conversations with UTA, regional, and State leaders. FY 2023 - Expediting Traffic Calming Projects - It is the intent of the Council to ask the Administration to evaluate the workflow among CAN and Public Services Divisions that delivers previously -funded traffic calming projects, identify any bottlenecks in the system, and return to the Council with suggestions for ways to address them. FY 2023 Administration Response - The Transportation Division is just beginning the process of working with the Engineering Division to implement the Livable Streets Program. Within the zone -based side of the Livable Streets Program, project complexity will determine the Engineering Division's involvement in design and construction. Simple projects that only involve off -the -shelf designs, will be managed by Transportation Division staff utilizing on -call city contractors. More complex projects will utilize Engineering Division staff to design and advertise projects for bidding and construction. Projects falling into the quick -build side of the Livable Streets program will utilize off -the -shelf designs with on -call city contractors to speedily install traffic calming devices/elements. The intent is that Engineering will not need to be involved in the quick -build program. Transportation and Engineering will work together to develop a metric by which a project is identified as off -the -shelf/ 125 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies quick -build vs. complex. Data and experience from the first calendar year of the program's operation will help Transportation and Engineering identify any bottlenecks in the system. FY 2023 - Youth and Family Program Streamlining - It is the intent of the Council to ask the Administration to evaluate whether to consolidate all City youth and family programs into the Youth & Family Division. The purpose would be to increase efficiency and propose options for future budget discussions. Additionally, the Council would like the Administration to evaluate the City's role in youth and family programming in relation to other community organizations to identify efficiencies and reduce duplication, factoring in overall community demand for those services. FY 2023 Administration Response - Evaluate whether to consolidate all City youth and family programs into the Youth & Family Division, purpose is to increase efficiency and purpose options for future budget discussions) Some factors to consider. • YouthCity provides seamless out of school time programs for youth ages 6-18. Several factors distinguish YC programs from other City, nonprofit and school - based programs and services. • YouthCity is offered at a reduced cost to all City residents. This is possible based on our braided funding stream of general fund dollars, grants, foundation dollars, and parent fees while building upon existing City infrastructure in parks and the Sorenson Campus. • YouthCity is designed to support and augment school day learning using evidence -based curriculums. All programs undergo a rigorous assessment 4 times per year. • There are three additional youth programs offered by the Salt Lake City Police Department and a vocational program offered by the Salt Lake Fire Department. Each of the programs exist under the direction of staff who are experts in their field. What is the City's role in Youth and Family programs in relation to other community providers. • Since inception, YouthCity has actively partnered with other service groups and out of school time providers. In 2005, YouthCity, Salt Lake City School District, and the Utah State Department of Workforce Services jointly submitted and was awarded a Mott Foundation grant to establish the Utah Afterschool Network. UAN sets the standard for quality, staff training requirements and networking for providers locally, regionally, and statewide. All programs receiving federal and state funding participate in a quality out of school time evaluation. Youth and Family staff have maintained an active leadership role in UAN. The most recent 126 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies data indicates that there are 3 out of school time slots for every 5 youth needing support and or care. FY 2022 - Trips -to -Transit Expansion Evaluation - It is the intent of the Council that the Administration provide their strategy for evaluating whether to expand the Trips -to -Transit program, which will begin to serve Westside neighborhoods in late 2021, to other areas of the City. FY 2023 Administration Response - This program has for exceeded expectations for usage in its first year. While we are pleased with the overwhelming success of the program, there has been some degradation in service as a result of its popularity. We recommend allowing another 1-3 years to figure out the proper funding/service levels for the current service area so that we have a better idea of what it would take to expand to other areas. Prior Year's Response - The Transportation Division uses ridership levels and cost - per -rider data as guides to potential expansion. Data from Phase 1 (service to Westside communities) will be available in the next year or two and will allow the Transportation Division to forecast the potential for expansion in these neighborhoods. FY 2021 - Transfer Housing Trust Fund Development Loans and Payments to RDA - The Council intends to transfer the Housing Trust Fund's housing development -loan -related balances and payments to be overseen by the RDA. During FY 2020, HAND and the RDA developed a detailed "housing framework" for consideration by the RDA Board and the Council. These bodies may wish to schedule time once the FY21 budget is complete to finalize this work, which may include changes to City ordinances and/or board policies FY2023 Administration Response - On May 3, 2022 in BA7, Council approved the transfer of the Housing Trust Fund's balance sheets and loans to the RDA. The physical and electronic loan files have been transferred to the RDA, and Housing Stability staff continue to work with the RDA and the Attorney's Office to ensure a smooth transition of the HTF loans, and prepare code modifications for the HTFAdvisory Board, Code 2.80. Prior Year's Response - The Housing Stability Division continues to administer these loans and assist the HTFAdvisory Board. This year, the Finance Department will prepare a budget amendment to transfer the balance sheet of the loans, and coordinate with RDA for a corresponding budget amendment to accept the balance sheet. Once the loans are transferred, the Attorney's Office will prepare and review with the Council the needed code modifications related to restructuring the HTF Advisory Board. 127 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies FINANCE DEPARTMENT FY 2023 - Tenant Ombudsman - It is the intent of the Council to ask the Administration to explore adding a tenant ombudsman in the Landlord/Tenant Program (also known as the Good Landlord Program) to serve the growing number of renters among City residents. The Council requests that the Administration return with a potential scope of work for one or more FTEs, keeping in mind services already provided by outside agencies to avoid duplication, and building on work done by the City's consumer financial protection analyst. FY2023 Administration Response - To serve the growing number of renters among City residents, the Landlord/Tenant Program utilizes various agencies to identify violations of tenant protections. Such services include disputes with their landlord over various issues including not returning the deposit, lease agreement issues, eviction process, terminating the lease, etc. Tenants are referred to Utah Legal Services and other various agencies. Other services and resources we currently refer City residents are: • Utah Legal Service - Income restricted • Disability Law Center • Housing Coalition • Pro -Bono Initiative • HUD Assistance - Offers Renter's Kit & Fair Housing Information • Utah Anti -Discrimination and Labor Division • Utah Bar Association • Utah State Courts -Renter's Rights • The Good Landlord, Tom Wood • Landlord -Tenant Mediation program through Utah Community Action • Tenant Legal Representation program through Utah Legal Services With the Landlord/Tenant program referrals above and the proposed scope of work for the Tenant Ombudsman (Consumer Protection Analyst FTE) under the Housing Stability Division the Administration believes that the services provided are wraparound services for the tenants of Salt Lake City. The Consumer Protection Analyst would work closely with community partners and the City's Landlord/Tenant team to identify violations of tenant protections and coordinate existing tenant education, mediation services, legal services, and eviction prevention resources. The Consumer Protection Analyst will develop methods and find venues to conduct community education and outreach to raise public awareness of the programs while identifying policy gaps in tenant protections. While this is the direction in which we feel the ombudsman position should potentially follow, we seek the advice of the Council on any additional work that they would like either the Landlord/Tenant or the Consumer Protection Analyst to undertake. 128 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies FY 2023 - Covenants Education in the Landlord/Tenant Program - It is the intent of the Council that the Administration include training for property owners on Covenants, Conditions and Restrictions (CCRs) in the City's Landlord/Tenant Program. This training should clarify the differences between enforceable CCRs and unconstitutional CCRs, including those which would discriminate against a federally recognized protected class. The Council also requests that implicit bias training be added to the program's education materials. FY2023 Administration Response - The City's Landlord/Tenant program currently collaborates with The Good Landlord, which is owned and operated by Tom Wood. Tom has over 30 years of experience in the apartment industry. He has worked as a Regional Manager, Vice President, President, and Owner of apartment portfolios of up to 5,000 apartments in seven Western States. Tom served as president of the Utah Apartment Association in 2010. The Good Landlord and the Utah Apartment Association are two separate entities that provide training for landlords in Salt Lake City. Tom Wood has confirmed that his training program does include the Covenants, Conditions, and Restrictions (CCRs) in the City's Landlord/Tenant Program. Tom's current training also includes implicit biases such as race, age, and gender. If the Council desires, we can have Tom Wood provide a short demonstration of his training. FY 2023 - Consolidated Fee Schedule Holistic Review - It is the intent of the Council to complete a holistic evaluation of the City's Consolidated Fee Schedule in conjunction with the Finance Department. This evaluation would include equity considerations and evaluate whether to increase, reduce, or in some cases eliminate, City fees. FY2023 Administration Response - Finance is ready and available to take any council recommendations for an evaluation of the CFS. Desired changes can potentially be submitted with the FY24 Budget. FY 2023 - Grants and Ongoing Programs - It is the intent of the Council to ask the Administration to evaluate the extent to which new City programs have been created through grants whose costs have continued beyond the life of the grant. The Council will use this information to inform a policy or system for evaluating when and whether it is appropriate for the City to create new programs with grants. FY2023 Administration Response - The Finance Department is working on a 5- year historical trend for Grants move into programs. Further detail regarding the approach the Finance Department will take, and the information gathered will be forthcoming. 129 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies FY 2022 - Expanded Funding Our Future Definition - It is the intent of the Council that the definition of "public safety" for allocation of Funding Our Future revenue include not only the Police Department, Fire Department, and 911 Dispatch, but also any social workers and non -emergency traffic enforcement programs which are designed to expand the City's public safety alternative response model. (Note: The current definition included Fire and 911 Dispatch since FY2020.) FY2023 Administration Response - Further response forthcoming. Prior Year's Response - The 'public safety" allocations have been expanded to include social workers, park rangers, and MRT (Medical Response Team) crews. FIRE DEPARTMENT FY 2023 - Fire Department Costs - It is the intent of the Council to ask the Administration to evaluate: a. options for recouping costs for calls at the University of Utah. 1. FY2023 Administration Response - Salt Lake City Fire Department responds to Fire and Medical calls on the University of Utah campus. As the university is tax-exempt, they are currently not paying for our services. They are owned by the State of Utah which would require action by the Utah State Legislature to allow a method of cost recuperation. The department maintains a strong working relationship with the university regarding fire/medical response, as well as fire prevention. b. the City's hazardous materials ordinance, and implementation of that ordinance, to assure that the City is reimbursed from private insurance payments to those responsible for an incident. 1. FY2023 Administration Response - SLCFD follows the current city ordinance which allows for cost recovery of negligent or otherwise purposeful acts requiring hazardous material response. The individual or entity responsible is invoiced the actual cost of responding to the incident. The last several years, the department has had a high success rate in collecting payment. Those payments are presented to council via budget amendment for informational purposes and it allows our department to replenish our specialty operations budget. c. continue evaluating options for electrified Fire vehicles. FY2023 Administration Response - Electrified fire vehicles are currently being evaluated by Fire and Fleet as potential options for future use. There are few electric fire truck/engine options on the market and it's important we select the suitable one for our response model. Fire and Fleet have collaborated with early electric fire vehicle adopters and are evaluating all available options. In 130 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies addition to the vehicle itself, careful consideration of the current infrastructure is required to ensure seamless and continual operations. It is anticipated that the electric fire vehicle will be successful in Salt Lake City. Fire is committed to our environment and it's a matter of when, not if, we acquire electrified heavy apparatus. MAYOR'S OFFICE FY 2023 - Evaluating Efficiencies across Diversified Response Teams - It is the intent of the Council to periodically evaluate the diversified response teams across the City to determine whether there are opportunities to eliminate redundancies and/ or gain new efficiencies. FY 2023 Administration Response - Response forthcoming a. The following programs would be included as part of the "diversified response model": i. Fire Department - Community Health Access Team (CHAT), Medical Response Team (MRT) ii. Police Department - Social Worker Co -Responders, Civilian Response Team iii. CAN (in partnership with other entities in some cases) - Downtown Ambassadors (including expanded areas), Homeless Engagement and Response Team (HEART), Code Enforcement iv. Public Lands - Park Rangers Program v. Public Services - Community Cleaning Program (CCP), Rapid Intervention Team vi. 911 Department - partnership with Mobile Crisis Outreach Team (MCOT) b. The Council would like the Administration to provide information in six months and in one year so that the Council can evaluate these programs: i. Clarify roles of each team and how a call for service is routed from one team to another. ii. Track as much data as possible to determine which indicators are most important for future reviews. These would include data such as: number of calls for service; number of diversions from a police -only response; response times for teams; changes in police response times; volume of calls by time of day and day of the week; referrals to other agencies; and other outputs and outcomes. iii. Find ways to provide this data with the Council and the public in a coordinated way. iv. Inform the public and other levels of government as these programs are rolled out. FY 2023 - Importance of Plan Adoption - It is the intent of the Council that City departments and divisions rely only on plans that have been duly adopted by the 131 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies legislative body as the basis or building blocks for additional City policy or budget guidance. FY 2023 Administration Response - Response forthcoming. POLICE DEPARTMENT FY 2021 - Police Department Role - It is the intent of the Council to re-evaluate the role the City asks the Police Department to play, and the budget to fulfill that role, and ask the Administration to evaluate moving certain programs out of the Police Department, like park rangers and social workers, and potentially add a function to the Human Resources Department to enhance the independence of the Internal Affairs unit. FY2023 Administration Response: Social Workers - This years'response- Hiring processes are ongoing to fill vacant positions. The police department is looking into hiring part time social workers to help facilitate shift coverage on evenings and weekends using attrition savings from the vacant positions. Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chiefs Office. The director works closely with the City's Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for increased objectivity, as well as for continuity and steady leadership since the position is not subject to rotating assignments. Police Civilian Response Team - Twelve PCRT ( Police Community Response Team) positions and 1 supervisor were funded for 6 months in the FY 2023 budget process. The Police Department steering committee has worked to establish the job descriptions, recruitment process, and address the training needs for these positions. A hiring process was completed in December of 2022 and 10 qualified applicants will fill positions as of 11812023. An additional hiring process will be completed to hire the remaining 2 positions when the program is established, and time allows. The training program is anticipated to take 14 weeks to complete. The PCRT program will go into service when the equipment and training needs have been satisfied. Prior Year Responses: Social Workers - As hiring proceeds to fill the additional nine social worker positions authorized in the FY22 budget, covering evening and weekend shifts will become easier. Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chiefs Office. The director works closely with the City's Human Resources Department, the independent Civilian Review Board, and the 132 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies public. This director is not a sworn officer, which allows for continuity and steady leadership since the position is not subject to rotating assignments. Police Civilian Response Team - The CRT is planned as a response to police -related calls for service that are categorized as low -hazard and non -emergency. A Police Department steering committee is working through the logistics of adding this program, like training, job and duty descriptions, policies and procedures. FY 2021 - Police Department Zero -based Budget Exercise - It is the intent of the Council to hire an independent auditor to evaluate each line item in the Police Department budget with the goal of conducting a zero -based budget exercise, which takes the budget apart and builds it back in a way that aligns with the policy goals of the Council, Mayor and public. A report back to the Council would happen in September, or sooner if possible. FY 2023 Administration Response - The Police Department continues to participate in program -based budgeting which has facilitated budget reviews for programs beginning at a base level and evaluating current program needs, not just based on historical budgeting. The process is dynamic and continues to progress while the migration to the City's new Enterprise Resource Planning (ERP) is completed. Prior Year's Response - As a step toward zero -based budgeting, the Police Department participated in the Administration's initial efforts to undertake program - based budgeting during the formulation of the FY23 Mayor's Recommended Budget. This process connotget fully underway until the migration to the City's new Enterprise Resource Planning (ERP) is complete. FY 2021 - Police Department Reporting Ordinance - The Council intends to work with the Attorney's Office to create an ordinance that establishes reporting requirements for internal information collected by and related to the Police Department. FY2023 Administration Response - Response forthcoming Prior Year's Response - Response forthcoming. PUBLIC LANDS DEPARTMENT FY 2023 - Transition to Environmentally Sustainable Weed Control in Public Lands - It is the intent of the Council to request the Public Lands Department, including the Golf Division, transition to environmentally sustainable treatments for weeding and pest control in future years, acknowledging that this may require budget adjustments. This is consistent with an existing Sustainability Department policy. FY2023 Administration Response - See Attachment #1 133 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies FY 2022 - Public Lands Maintenance - It is the intent of the Council that the Administration provide an estimate of the funding that would be needed to adequately maintain all of the City's public lands. This estimate should include the number of FTEs, as well as supplies, equipment, and appropriate signage. FY 2023 Administration Response - See Attachment #2 Prior Year's Response - The Public Lands Department is working on an estimate of funding needs, based on a complex framework that includes full staffing at appropriate wages, replacement of failing infrastructure, and unfunded responsibilities, including tasks like weed abatement and tree maintenance. FY 2022 - Golf Fund Update - It is the intent of the Council that the Administration provide information on the following items in anticipation of a work session briefing to review and discuss options for the Golf Fund. (Note: this item consolidates Legislative Intents from FY21, FY20, and FY19.) Golf Food and Beverage Options: A review of the specific open space zoning ordinances, with the goal of removing barriers to providing additional food and beverage options in golf courses. To the extent that barriers exist in State law the Council requests an analysis of those, and that changing them be identified as a future legislative priority. FY2023 Administration Response - In August of 2021, the contracted concessionaire for 5 of the 6 Salt Lake City golf courses ended their agreement with the City after 15 months of operations, citing financial losses. These losses came despite the Golf Division waiving their fees and all revenue sharing for the entirety of 2020 due to the pandemic disruption. • The Golf Division continued operations of the cafes at the five courses for the remainder of 2021. However, the courses were not able to offer beer sales, which make up most of the concessionaire's profits. The course cafes lost a significant amount of revenue while trying to still provide cafe services to golf patrons. • The Golf Division re -published the concessionaire RFP and contracted with a new concessionaire in early 2022 at five courses. The Golf Division cancelled the contract with the new concessionaire as of December 1, 2022 due to failure on the part of the concessionaire to make the contracted monthly payments. • In early November of 202Z the Golf Division requested that the Contracts Division re -publish the previous concessionaire RFP again so new proposals could be solicited during the winter months while the golf courses were closed. However, the Contracts Division denied the Golf Division's request to rush the re -publishing of the previous proposal. Because of this, it is uncertain when new contracts will be able to be negotiated at the five remaining golf courses without a 134 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies concessionaire agreement. Without a concessionaire contract in place, no alcohol sales can be permitted at the Bonneville, Forest Dale, Glendale, Nibley Park and Rose Park golf courses. The courses will provide basic bottled beverages, water and pre -prepared snacks until new concessionaire agreements can be secured. • The RFP for the Golf Division concessionaires is out on Bidsink. • The Golf Division will reduce the revenue sharing and fee structure for potential concessionaires to make operating a golf course cafe more profitable. The Division has provided additional investments in terms of equipment, flooring and paint into the cafe spaces to improve the appearance of the spaces to help attract new concessionaires. The two main obstacles to providing additional food and beverage services are: 1. Lack of interest from potential concessionaires due to lack of revenue potential, difficulty in hiring and retaining workers and providing needed upfront capital needed to begin the operations. Additionally, the cost of providing expanded alcohol offerings is significant above a standard beer permit required to sell beer at a recreation facility (golf course) and therefore concessionaires stick to selling only beer. 2. The State restriction to the City as on applicant for beer license. City Code 15.08.050 makes it unlawful for a person to consume beer in a City park, unless it is a park in which the City has expressly granted a concessionaire operating in the park a license to sell beer. The City's golf courses are "parks" as defined in chapter 15.04. Prior Year's Response - This part of the Legislative Intent specifies that the Golf Division should review the specific open space zoning ordinances with the goal of removing barriers to providing additional food and beverage options in golf courses. The Council also requested an analysis of any barriers that might exist in State law, and that changing these laws be identified as a future legislative priority. The Division's response included the following information: • In August of 2021, the contracted concessionaire for 5 of the 6 Salt Lake City golf courses ended their agreement with the City after 15 months of operations, citing financial losses. These losses came despite the Golf Division waiving their fees and all revenue sharing for the entirety of 2020 due to the pandemic disruption. • The Golf Division continued operations of the cafes at the five courses for the remainder of 2021. However, the courses were not able to offer beer sales, which make up most of the concessionaire's profits. The course cafes lost a significant amount of revenue while trying to still provide cafe services to golf patrons. 135 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies • City Code 15.08.050 makes it unlawful for a person to consume beer in a City park, unless it is a park in which the City has expressly granted a concessionaire operating in the park a license to sell beer. The City's golf courses are "parks" as defined in chapter 15.04. • The Golf Division has re -published the concessionaire RFP and hopes to contract with replacement concessionaires at the five locations for the 2022 season and beyond. However, absent new concessionaire contracts, the Golf Division will offer reduced services at the remaining courses. • The two main obstacles to providing additional food and beverage services are: 1. Lack of interest from potential concessionaires due to lack of revenue potential. 2. The State restriction to the City as an applicant for beer license. • The Golf Division has proposed reducing the fee structure for potential concessionaires to make operating a golf course cafe more profitable. It is also looking into areas of additional investment within the cafe spaces to help make the operations more attractive to both concessionaires and customers. PUBLIC SERVICES DEPARTMENT FY 2015 - Maintenance of Business Districts - It is the intent of the Council to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). It is also the intent of the Council that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. FY2023 Administration Response - The topic of funding enhanced services in business districts has been an ongoing discussion for many years. The current funding for Facilities' CBD and SBD maintenance is provided by the general fund and covers a variety of maintenance items at a basic level of service. Funding -for the maintenance of Regent Street improvements is still being subsidized by the RDA and has not been absorbed by the general fund. Additional amenities that have been added over time have increased costs, yet operational budget has not reflected an increase other than inflationary. Currently, the Public Services Department does not have any mechanisms in place that allow for funding of any additional services from sources outside the general fund. We do respond to demand and new requests, as they are added through increased budget asks, but no additional expansion of programs are in place at this time. 136 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies The Central Business Improvement Assessment Area Management Agreement was renewed this year with Downtown Alliance and the Department of Economic Development and it does not cover CBD maintenance. The SBD has no agreements in place or an officially defined area. Prior Year's Response - Several years ago, Public Services reported having had productive discussions with RDA staff about various models to fund maintenance. Discussions focused on Central 9th and Regent Streets and included considering how parking can support business district maintenance. Nothing further has been reported since. PUBLIC UTILITIES DEPARTMENT FY 2023 - Water Usage by the City - It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. FY2023 Administration Response - Any tracking done within the City is done at the Public Lands and Public Services department level. The responses from these departments are included below. Public Services - The Facilities Division has implemented several water reduction strategies over the years when and where possible. The Facilities Division has reduced water consumption over the last several years. Any new capital projects are always reviewed for best practices in water efficiency and energy usage. Public lands - FY2023 -Water Usage by the City It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. Salt Lake City Parks Division - Water Management Currently the Parks Division manages water usage based on monthly water bills provided by Public Utilities for each park district. On some irrigation systems water flow sensors are installed to measure GPM to determine if there are leaks and to shut off valves if necessary. Currently, the department's only means to track water savings is to adjust watering schedules and then review the monthly water billings. Irrigation systems are a growing asset category that will continue to present significant challenges to Public Lands in the face of continual drought. Many of our Public Lands irrigation systems were designed decades ago and provide overhead irrigation water to the City's Parks. During drought conditions, Public Lands are required to reduce watering, and this presents a significant threat to our existing urban forest. Without regular water during the summer months trees within the park 137 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies system are at risk of suffering and eventual death. The establishment of root watering systems that waters trees directly while being able to reduce overhead watering is standard practice for all new project implementation, but old irrigation systems must eventually be modified or replaced. In the final update, the Department will provide an update of recent water management systems installed to conserve and reduce water usage as well as funded and unfunded opportunities for water conservation. A future asset management plan will provide accurate cost estimates for replacing old irrigation systems within the public lands inventory. Salt Lake City Golf Division - Water Management The Golf Division manages water usage in two ways: 1. Daily water usage as applied on the courses utilizing software tied to flow meters as used by different zones and expressed as gallons used. This data allows the course superintendent to adjust usage based on weather conditions, turf needs, evapotranspiration data collected via a weather station located at the course, soil moisture levels and other considerations. 2. Monthly water usage based on billings and usage data from Public Utilities managed flow meters to each property and expressed as units per 100 cubic feet of water. The Golf Division's water budget is set based on the data correlated with the Public Utilities monthly billings, which are typically delayed by 2 to 3 months. The Golf Division also considers water usage on a 5-year average when setting water usage targets and budgets. Capital improvements can have a drastic impact on how a golf course looks and plays and how it competes in the market. The most important asset on a course to bringing in more players is the playing surface, the fairways, approaches, tees, and the greens. Food, beverage, and retail sales can also boost revenue, but without healthy and properly conditioned greens, the players won't be at the course to spend the extra dollars on conveniences. First and foremost, the turf on every course needs a functioning and efficient irrigation system that can keep the greens, green. In addition, utilizing sophisticated on -site weather stations, improving irrigation uniformity, and using state-of-the-art computerized control systems all can create considerable savings of water and energy resources as well as improving the overall health and sustainability of the turf. Public Lands will provide additional information in future updates on past water conservation activities and future opportunities to improve irrigation systems. A preliminary estimate of systems and funding needs are outlined in the FY2022 Public Lands Maintenance legislative intent response. 138 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies REDEVELOPMENT AGENCY (RDA) FY 2023 - New Programs and Capital Accounts Review - It is the intent of the RDA Board in future budget years to consolidate the budgeting and policy development steps for new programs so that funding is allocated once the Board has had the opportunity to get a full understanding of the proposal and to exercise their policy making discretion. It is further the intent of the Council to review by December 2022 all RDA accounts that contain balances to determine whether the appropriations still align with the goals of the Board. FY2023 Administration Response - Staff will endeavor to prioritize policy development prior to the allocation of funds for new programs. The request for providing account balance information requested in this Legislative Intent is currently being undertaken as part of the preparation for the implementation of the new ERP system FY 2023 - Prioritize Equity and Variety of Professional Opportunities - It is the intent of the RDA Board to continue to collaborate with the Administration and prioritize equity and inclusion in the Board's policy, oversight, and budget decisions. In doing so, the Board intends to request options from the City Administration and RDA staff that maximize opportunities for meaningful involvement for a wide array of developers and professionals. Further, it is the intent of the Board to authorize funding for projects that support walkability and are built at a scale to encourage human interaction and include architectural interest and variety. FY 2023 Administration Response - This intent is understood by the Administration and is in line with the Equitable and Inclusive Development Work Plan, which outlines the RDA's equitable and inclusive developmentgoals as well as action items for staff to support these efforts. The goal of the plan is to acknowledge the racial and social inequities that have historically existed within the redevelopment industries, ensure that DEI strategies are utilized in RDA funded projects, and enhance the ability of non-traditional applicants to apply forAgency programs and offerings. Goals to this effect can be added to the Work Plan and implemented when possible. In December 2021, the Board approved the RDA Guiding Framework which includes the Agency's Mission Statement and Core Values. Neighborhood Vibrancy is one of these three values and incorporates Walkability as one of the Livability Benchmarks, with the stated intent to 'promote walkable neighborhoods and connectivity, and support a safe, engaging pedestrian experience." These benchmarks are utilized within the prioritization and recommendations for Agencyfunding and participation within projects. FY 2022 - Structure of Accounts within RDA and All Other Departments, including Fund Balances and Previous Capital Projects - It is the intent of the Council/Board to review the full structure of RDA accounts with RDA and Finance 139 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Financial Policies Staff, including fund balances and capital projects funded in previous years. The Board may wish to discuss with the RDA and Finance staff the best way to get this information on a real-time basis. Staff note: The City's Enterprise Resource Planning (ERP) effort will help in tracking/providing this information in a less labor- intensive way, although the horizon for full implementation could be a year or longer. Prior Year's Response - The efforts requested in this Legislative Intent are being undertaken as part of the preparation for the implementation of the new ERP system. SUSTAINABILITY DEPARTMENT FY 2023 - Sustainability Holding Account - It is the intent of the Council to allocate the following items in the Sustainability Department to a holding account pending further discussion with the Council. The Council supports these items, but policy guidance from the Council is needed, and extends to the overall role that the City's Sustainability Department should play in the community. a. $214,000 for EV Charging Stations, b. $300,000 for electrified transportation planning, and c. $125,000 food equity funding request. FY2023 Administration Response - The Sustainability Department discussed the holding accounts and intended use of the funds with the City Council in work sessions held September through November 2022. The Council has approved releasing the funds for expenditure and the Department is in process of establishing agreements and launching projects. COUNCIL -LED INTENTS FY 2023 - CAN/RDA/DED Role Clarity - It is the intent of the Council to further clarify the roles of Community and Neighborhoods, the Redevelopment Agency and the Department of Economic Development as they relate to housing and commercial development and assistance. FY 2023 - Rotating Outside Auditing of Each City Department - It is the intent of the City Council to re-establish its practice of conducting management and performance audits of City departments, divisions, and functions on a rotating basis in the coming years. These audits are in addition to the financial audit that the City Council oversees annually. The audits are intended to bring consultants in for an independent look at existing City services to identify opportunities for improved efficiencies. In addition to a focus on identifying potential efficiencies, the Council intends to ask the auditors to identify or evaluate professional best practices, definitions of success for each program, metrics associated with key functions, and any duplication that exists with other City departments and/or other levels of government. The Council intends for the audits to inform evaluations of how City services are meeting residents' needs while being fiscally responsible with the taxpayer dollars. 140 Mayor's Recommended Budget FISCAL YEAR 2023-24 Capital Improyeme Progrbl.. !w I r-I m This page intentionally left blank Salt Lake City Capital Improvement Program Capital Improvement Program INTRODUCTION AND OVERVIEW Salt Lake City's Capital Improvement Program (CIP) is a multi -year planning program of capital expenditures needed to replace or expand the City's public infrastructure. The principal element that guides the City in determining the annual infrastructure improvements and budgets schedule is the current fiscal year capital budget. The City CIP Budget Process includes a review by the Community Development & Capital Improvement Program (CDCIP) Board, consisting of community residents from each district. The CDCIP Board scores projects on a variety of criteria and provides funding recommendations to the Mayor. The Mayor considers the CDCIP recommendations as the Administration prepares its funding recommendations for the City Council as part of the Annual Recommended Budget. The City Council reviews the recommendations of the Mayor and the CDCIP Board and carefully analyzes each of the proposed projects before allocating funding and adopting the final CIP budget. The details of the recommended FY2023-24 CIP Budget are included in this book. In considering major capital projects, the City looks at the potential operating impact of each project. New capital improvements often entail ongoing expenses for routine operations. Upon completion or acquisition, the repair and maintenance of new facilities often require additional positions to maintain the new infrastructure. Conversely, a positive contribution, such as a reduction in ongoing repairs and maintenance of a capital project, is factored into the decision - making process. Each project includes a section for estimated future maintenance and/or operations expenses, where the departments have included projections of any increases to future operating costs. The City also reviews all CIP projects to determine the progress. All projects older than three years that do not show significant progress are then considered for recapture, allowing those funds to be used on more shovel -ready projects. The Administration continuously evaluates the City's funding of its Capital Improvement Program. Because the proceeds from debt financing are considered a source for funding the City's capital improvement projects, the City analyzes the effect that issuance of additional debt would have on its debt capacity and current debt ratio. 143 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program Salt Lake City Resolution No. 29 of 2017 / Salt Lake City Council Capital and Debt Management Policies Resolution No. 29 of 2017 provides the framework for project funding recommendations. Its guidance helps clarify the expectations of the City's Capital Improvement Program and the steps the Administration should take in determining how to best address the City's deferred and long-term maintenance needs. Some of the policies guiding the CDCIP Board and the Administration include: • A definition of a capital improvement as having a useful life of five or more years and cannot have a recurring capital outlay such as a motor vehicle or a fire engine. It also clarifies that a capital outlay does not include maintenance expenses such as fixing a leaking roof or painting park benches. • A capital improvement must be a City asset and have a cost of $50,000 or more, with few exceptions. • Salt Lake City aims to maintain its physical assets at a level adequate to protect its capital investments and minimize maintenance and replacement costs. • Priorities are given to projects that preserve and protect the health and safety of the community; are mandated by the state and/or federal government; and provide for the renovation of existing facilities resulting in the preservation of the community's prior investment. • The recapture of Capital Improvement Program funds during the first budget amendment of each year if an existing balance remains on a completed project. • Debt Service (excluding G.O. Bonding). FY2023-24 CAPITAL IMPROVEMENT ALLOCATIONS Salt Lake City's FY2023-24 adopted CIP budget appropriates $545,012,942 for CIP, utilizing General Funds, Class "C" Funds, Impact Fee Funds, Quarter Cent Tax Funds, Redevelopment Agency Funds, Enterprise Funds, and other public and private funds. The City's General Fund accounts for all debt service on outstanding Sales and Excise Tax Revenue bonds through a payment from the City CIP contribution, except for the Eccles Theater project. The Library Fund covers the Local Building Authority Lease Revenue bonds for Glendale and Marmalade Libraries while debt associated with the construction of two fire stations is funded through CIP. Motor Fuel Excise Tax Revenue bonds are funded through the City's Class C Road fund. Funds to pay debt service, totaling $11,482,326, are included in the adopted annual budget. 144 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program Outstanding Sales and Excise Tax Revenue bonds financed a variety of the City's capital improvement projects. Motor Fuel Excise Tax Revenue bonds funded the reconstruction of Class C roads throughout the City. A total of $10,274,000 was recommended for Transportation projects. Of this amount, the budget appropriates $1,194,000 of General Funds, $240,000 of Impact Fee funds, $2,090,000 of Funding our Future funds, and $6,750,000 in 1/4 Cent Tax funding. Programs funded include Safer Crossings, Sidewalk Improvements, Frequent Transit Routes, Complete Streets, Livable Streets, Neighborhood Byways, Urban Trails, Traffic Circle Construction, and Traffic Signal Replacement. The recommended budget for Parks, Trails, and Open Space capital improvement projects includes a total appropriation of $4,221,000 from the General Fund and Parks Impact Fee funds. Projects funded include Library Plaza Structural Assessment and Visioning, Park Development and Improvements, Bilingual Signage Installation, and Park Restoration and Conservation. Public Services capital improvement recommended budget includes a total appropriation of $10,348,771. Of this amount, the budget appropriates $4,598,771 from the General Fund, $3,500,000 of Class C funding, $1,000,000 of Funding our Future funds, $750,000 in �/4 Cent Tax funding, and $500,000 of CIP funding. Programs funded include Public Way Concrete, Complete Streets Reconstruction and Overlay, Alleyway Improvements, Mill and Overlay Maintenance Pilot, and the Facilities Asset Renewal Plan. An apparatus bay extension project was also funded for Fire Station #1. A total of $150,000 was also recommended for a Westside Art Project from Funding our Future funds. Capital Projects The CIP pages include details for each recommended project for the FY2023-24 Budget. These pages provide a breakout of the funding recommendations and future costs associated with each project. The total for capital projects in the FY2023-24 budget is $24,993,771. ENTERPRISE FUND PROJECTS The City's enterprise functions; Airport, Water, Sewer, Storm Water, Redevelopment, Refuse Collection and Golf - are by nature, very capital intensive. The budgets for these activities reflect the need to maintain the integrity and capacity of the current capital infrastructure and its functionality. Airport Fund - The Department of Airports is an enterprise fund of Salt Lake City Corporation and does not receive any general fund revenues to support the operation of the City's system of airports. The Department of Airports (the Airport) has 639 employee budgeted positions and is responsible for managing, 145 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program developing, and promoting airports that provide quality transportation facilities and services, and a convenient travel experience. The Fiscal Year 2024 budget continues to see growth in enplanements, revenues, as well as expenditures. The Salt Lake City International Airport (SLCIA) continues to benefit from the American Rescue Plan Act (ARPA) as well as the Bipartisan Infrastructure Law (BIL) grants awarded for FY2024. The Airport will use the remaining funds in the ARPA grants which will help offset operating and maintenance expenses that will lower the landing fee and terminal rents charged in FY24 as well as make up for lost revenues. The BIL grants will continue to provide much needed and critical funding for airport capital infrastructure projects that are moving from design into actual construction. The Airport will be bringing on 22 gates located on South Concourse East (SCE) in October 2024 which brings additional staffing and maintenance staff requirements while seeing a significant reduction in the hardstand operations. The developed FY24 budget continues to provide positive financial benefits with increased passengers and revenues that help offset increased operating expenses. The Airport will continue to fund important capital projects. These projects include the Terminal Redevelopment Program (TRP) and the North Concourse Program (NCP), which together are called the New SLC. In addition, critical projects found in the airfield, terminal, and auxiliary airports will continue to be funded to ensure that all Airport's owned facilities keep up with critical infrastructure to support the growth we are currently experiencing as well as the growth we are projecting into future years. Public Utilities Funds - Salt Lake City Department of Public Utilities (SLCDPU) has four distinct utilities, water, sewer, storm water, and street lighting. Each utility is operated as a separate enterprise fund. Tax money is not used to fund these services. Funding for SLCDPU capital expenditures comes from user fees, fund reserves, revenue bonds, and occasionally a grant or state/federal government subsidized loan. The department is utilizing a Water Infrastructure Financing Innovation Act (WIFIA) loan to finance a portion of the water reclamation facility construction. Customers pay for the services they receive through utility rates that have been established for each fund. The rates were developed on a cost of service basis. Our utilities are infrastructure intensive and administration of these assets requires long term project and financial planning. The SLCDPU capital budget is shown by fund with subcategory cost centers under each. In fiscal year 2024, the department has over 95 capital projects between the four funds as well as continuing work on existing projects. Many of the capital projects in Public Utilities cover multiple fiscal years. It is common for projects to be designed in one year and constructed in subsequent years. The budget includes projects rated as a high priority in the Department's Capital Asset Program (CAP). The replacement of the water reclamation facility is the largest project undertaken 146 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program by SLCDPU. Other elements of our systems are also experiencing aging problems and will require increasing attention in the future. For example, our three water treatment plants were built in the 1950's and early 60's. Planning is underway for each of the three plants to determine the best approaches for their replacement. A unique aspect of capital projects in SLCDPU is that Federal, State, and local regulations affect many of our priorities. Adding to the complexity are water rights and exchange agreement obligations. RDA Funds - The Redevelopment Agency of Salt Lake City (RDA) strengthens neighborhoods and commercial districts to improve livability, create economic opportunity and foster authentic, equitable communities. The RDA utilizes a powerful set of financial and planning tools to support strategic development projects that enhance the City's housing opportunities, commercial vitality, public spaces, and environmental sustainability. The RDA's primary source of funds for the projects include property tax increment and program income revenue, depending on the specific budget account. The RDA often participates with Salt Lake City in the redevelopment or construction of city owned infrastructure projects. As part of the RDA Budget Policy, Capital Projects are defined as any project that anticipates multi -year funding. The allocation of funds for these projects is part of the budget approval process and is typically contingent on the RDA Board authorizing appropriation once the specific project costs and details are known. Depending on the project, the timeline for this process may not follow the City's CIP schedule or requirements for approval. The RDA fiscal year 2024 budget process proposes one potential City infrastructure project. The City Creek daylighting design plan explores bringing a portion of City Creek that currently runs in a culvert underground up to the surface just north of the Folsom Trail from 800 West to 1000 West. The project goals include increasing access to nature, improving water quality and mitigating surface flooding. This funding request will produce 40% construction drawings which will be used for project implementation. Landscaping improvements and other pedestrian amenities will also be recommended as a part of the design plan to activate the trail and create a welcoming centerpiece for the westside community. The total cost for implementation is estimated to be between $15,000,000 and $20,000,000. Sustainability Fund - Sustainability operations enable continuing compliance with federal, state, and local regulations related to landfill gas collection, closing portions of the landfill, and constructing a new landfill cell within the permitted footprint included in the master plan. Sustainability proposed no projects for FY 2023-24. Golf Fund - The Golf Division operates seven full -service golf courses at six Salt Lake City locations providing quality recreational experiences at a competitive price 147 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program for Salt Lake City residents and visitors from surrounding cities and various out of state locations. Golf Course Capital Projects are funded, primarily, from excess revenue generated by user fees. Over the past several years, expenses have outpaced revenues and have limited Golfs ability to self -fund most if not all non - emergency Capital Projects. In 2012, a Golf CIP Fund was established that allocates $1 per every 9 holes played and 9% from all annual pass sales toward building funds that can be used exclusively for Capital Projects. Until FY 2019, these funds had not been released for use as the fund balance was needed to provide a fund balance offset against a fund deficit. As part of the FY22 budget proposal, the Golf Division implemented a Golf CIP Fee increase from $1 to $2 per every 9 holes played, beginning in January 2022, in order to bring more capital into the Golf CIP Fund to increase funding from this source for additional future projects. The Golf Division has produced excess revenue over the past 3 years and is able to begin re -investing funds into long -overdue projects. The Golf Division has budgeted $6,610,220 for Capital Improvement Projects in FY24. The Golf Division is undertaking a four-year project to improve tee box hitting surfaces by re -leveling and re -sodding many of the tee box areas at each course and have allocated $60,000 in FY24 from the Golf CIP Fund. The Golf Division is undertaking a multi -year project to repair existing cart paths and construct some new carts paths and has allocated $525,000 for FY24. Other significant projects include new parking lot resurfacing at the Mountain Dell and driving range hitting facility at Glendale golf course. As part of a multi -year plan to upgrade vital maintenance equipment at all courses, the Golf Division will be using $424,263 in FY24 to purchase additional equipment. 148 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 Debt Service Projects Sales Tax Series $ 362,950 $ 362,950 2013B Bond Sales Tax Series $ 747,025 $ 747,025 2014B Bond Sales Tax Series $ 2,003,973 $ 2,003,973 2016A Bond Sales Tax Series $ 358,575 $ 358,575 2019A Bond Sales Tax Series $ 1,999,625 $ 1,999,625 N 2022B Bond Sales Tax Series $ 3,088,875 $ 3,088,875 p 2022C Bond B & C Roads $ 979,503 $ 979,503 Series 2014 ESCO Debt $ 761,000 $ 761,000 Service to Bond Fire Station #3 $ 679,400 $ 679,400 Fire Station #14 $ 501,400 $ 501,400 Debt Service $ 10,301,526 $ - $ - $ - $ - $ 1,180,800 $11,482,326 Projects Total Ongoing Projects Crime Lab $ 600,000 $ 600,000 qp Facilities $ 350,000 $ 350,000 c Maintenance *0 Trail Maintenance $ 200,000 $ 200,000 c O Public Lands $ 250,000 $ 250,000 Maintenance Ongoing Projects $ 1,200,000 $ - $ - $ - $ 200,000 $ - $ 1,400,000 Total Other Ongoing Community and $ 700,000 $ 700,000 Neighborhoods - Surplus Land RES C Public Services- $ 150,000 $ 150,000 c Smiths Ballfield O L Public Services $ 150,500 $ 150,500 ESCO County Steiner O Public Services - $ 50,000 $ 50,000 Memorial House Other Ongoing $ 700,000 $ - $ - $ - $ - $ 350,500 $ 1,050,500 149 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 New/ Maintenance Projects Total Library Plaza $ 190,000 $ 190,000 Structural Assessment and Visioning Safer Crossings: $ 270,000 $ 90,000 $ 540,000 $ 900,000 Main St., Glendale Park, and Citywide 200 East ADA and $ 234,000 $ 234,000 Sidewalk Improvements Transit Capital for $ 990,000 $ 110,000 $ 1,100,000 Frequent Transit Routes / Operational Investments Complete Streets $ 3,293,000 $ 3,293,000 Progra m: 2100 a South, Virginia St., and Citywide u Public Way $ 750,000 $ 750,000 Concrete Z 2023/2024 Livable Streets $ 250,000 $ 1,100,000 $ 1,350,000 Implementation Neighborhood $ 440,000 $ 360,000 $ 800,000 Byways Complete Streets $ 2,250,000 $ 2,250,000 $ 4,500,000 Reconstruction 2023/2024 Poplar Grove Park $ 253,500 $ 253,500 $ 507,000 Full Court Basketball Expansion Cottonwood Park $ 202,000 $ 648,000 $ 850,000 Trailhead and Parklet Complete Streets $ 1,250,000 $ 1,250,000 Overlay 2023/2024 Urban Trails: The $ 1,700,000 $ 1,700,000 Other Side Village & the 9-Line Trail 150 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 Fire Station No. 7 $ 438,850 $ 416,150 $ 855,000 Tennis and Pickleball Court Restoration and Amenities 337 Park $ 550,000 $ 550,000 Development Jefferson Park $ 530,000 $ 530,000 Improvements Parks Bilingual $ 82,800 $ 331,200 $ 414,000 Signage Instalfation Fairpark Traffic $ 497,000 $ 497,000 Circle Construction Phase 4) Alleyway $ 250,000 $ 250,000 o Improvements c 2023/2024 0 0 Fire Station #1 $ 648,771 $ 500,000 $ 1,148,771 u Apparatus Bay a Extension u Facilities Asset $ 1,700,000 $ 1,700,000 Renewal Plan Z FY24 Mill and Overlay $ 750,000 $ 750,000 Maintenance Pilot Program Historic $ 325,000 $ 325,000 Restorations, Replacements, Conservation Work at International Peace Gardens 75-Year-Old $ 40,000 $ 360,000 $ 400,000 Traffic Signal Replacement Westside Art $ 150,000 $ 150,000 New Projects $ 7,284,921 $ 3,240,000 $ 3,500,000 $ 2,968,850 $ 7,500,000 $ 500,000 $ 24,993,771 Total Cost Overrun $ 22,214 $ 225,357 $ 247,571 Percent for Art $ 161,518 $ 161,518 Total General $ 19,508,661 $ 3,626,875 $ 3,500,000 $ 2,968,850 $ 7,700,000 $ 2,031,300 $ 39,335,686 Fund/Other Fund/Class C Fund/Impact Fee Fund/Surplus Land Fund CIP Projects 151 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 City Infrastructure Projects( CIP m G No Projects u Total CDBG $ — $ — $ — $ — $ — $ — $ — Other Programs Airport CIP Projects CUP Crossover $ 505,000 $ 505,000 Piping Decommission R/ $ 405,000 $ 405,000 W 14-32 & T/W Improvements (Design) Replace Pumps in $ 967,000 $ 967,000 Glycol Pumps Stations Taxiway F $ 9,400,000 $ 9,400,000 Reconstruction (G -F1)- (Construction) Taxiway U & V $ 4,725,000 $ 4,725,000 Proper (Design) Taxiway U & V $ 78,651,000 $ 78,651,000 Tunnel & Roadway Realignment UPS Pump Station $ 1,483,000 $ 1,483,000 0 Replacement Q' Demo Row 21 - $ 1,613,000 $ 1,613,000 Q Apron & Taxiway Reconstruction SVRA Hangar Site $ 2,721,000 $ 2,721,000 Development - Phase I TVY Water & $ 9,046,000 $ 9,046,000 Sewer Improvements Electrical Vehicle $ 1,068,000 $ 1,068,000 Charging Stations FY24 S Employee $ 1,559,000 $ 1,559,000 Parking Lot Development Program / Surplus Canal Relocation (Design) S Employee $ 60,808,000 $ 60,808,000 Parking Lot Development Program / Surplus Canal Relocation (Construction) 152 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 AOC Backup Generator v Demo FAA FMP and Construct New Roadway p NS1 & NS4 Switch U Gear & Capacitor L NWS Q. Replacement Controls Q Total Airport CIP $ Projects Golf CIP Projects Tee Box Leveling Pump Replacement Maintenance Equipment Parking Lot Resurfacing c Property Fencing W Project New Construction Projects Irrigation Improvements Cart Path Improvements Total Golf CIP $ Projects Public Utilities CIP Projects Water Main Replacements Treatment Plant Improvements Deep Pump Wells Meter Change- d Out Program �= Water Service Connections u Storage Reservoirs a Pumping Plants & Pump Houses Culverts, Flumes & Bridges Distribution Reservoirs (Tanks) Maintenance & Repair Shops (Water Utility) $ 311,000 $ 311,000 $ 1,044,000 $ 1,044,000 $ 1,063,000 $ 1,063,000 $ 624,000 $ 624,000 — $ — $ — $ — $175,993,000 $175,993,000 $ 60,000 $ 60,000 $ 20,000 $ 20,000 $ 424,263 $ 424,263 $ 250,000 $ 250,000 $ 55,220 $ 55,220 $ 1,300,000 $ 1,300,000 $ 4,400,000 $ 4,400,000 $ 525,000 $ 525,000 — $ — $ — $ — $ 7,034,483 $ 7,034,483 $14,620,000 $14,620,000 $38,340,000 $38,340,000 $100,000 $100,000 $2,500,000 $2,500,000 $3,450,000 $3,450,000 $6,690,000 $6,690,000 $900,000 $900,000 $4,200,000 $4,200,000 $2,300,000 $2,300,000 $400,000 $400,000 153 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Capital Improvement Program a 0 Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 Treatment Plants Collection Lines Lift Stations Maintenance & Repair Shops (Sewer Utility) Storm Drain Lines Riparian Corridor Improvements Landscaping Storm Water Lift Stations Detention Basins Street Lighting Projects Total Public Utilities CIP Projects Redevelopment Agency (RDA) CIP Projects City Creek Daylighting Total RDA CIP Projects Sustainability CIP Projects $ 212,259,773 $ 212,259,773 $ 23,955,000 $ 23,955,000 $ 2,750,000 $ 2,750,000 $ 350,000 $ 350,000 $ 6,230,000 $ 6,230,000 $ 250,000 $ 250,000 $ 50,000 $ 50,000 $ 650,000 $ 650,000 $ 365,000 $ 365,000 $ 2,240,000 $ 2,240,000 — $ 322,599,773 $ 322,599,773 $ 50,000 $ 50,000 — $ — $ 50,000 $ 50,000 No Projects $ Total $ — $ — $ — $ — $ — $ — $ — Sustainability CIP Projects Total Enterprise and Other Fund $505,677,256 $505,677,256 CIP GRAND TOTAL $19,508,661 $3,626,875 $3,500,000 $2,968,850 $7,700,000 $ 507,708,556 $ 545,012,942 154 Mayor's Recommended Budget FISCAL YEAR 2023-24 • A e•� i�l■x 1111111 llli I111 II [!I lultll llII klll II [!! !1!l111 ••:•• 1l II II 111I II 1141i11 ■x�!j }I ll�ll 11 !!llill �n � MINI! n nl11lr I M " � >r .■ ■r 1u111 u n 1114111 xa+l M!11 +!� ■■ ■■ 3, llpNu 11 ■ ■,■ 1Hl111 ■ e +�+1 UII 11 II Iq ,., s d ■ rr ■■ ■ sameeael Ill�n 11 ■ ua .11! ++! M N �� ■■ in irn�u N � + M i d ■■ ■■ UI!`N ■ e■■ - Ilgmll 1: ■ iR i� ■■ 1■ 1111�U 11 l ■ . I !i■ i� !■ ■■ Il II�II lr /� ■ 1 lJPIEI 11 !1 ■ NII II � �ti � - �■ 1� R a li f ItK 1 I MseY■ . I I•� II � ? a'l: r. r�i. • ';' �, •� .i: i µdi., ; fL:-i ��. •i +` { - ' y ��f.��,�'��.:�,�'� • "�!�. }FI� ,I r ;,� � it .R,.., b i . i • , • iL I {[� the This page intentionally left blank Salt Lake City Office of the City Council OFFICE OF THE CITY COUNCIL Organizational Structure Fiscal Year 2023-24 OFFICE OF THE CITY COUNCIL i. Victoria Petro (Vice Chair) 2. Alejandro Puy 3. Chris Wharton 4. Ana Valdemoros 5. Darin Mano (Chair) 6. Dan Dugan 7. Amy Fowler COUNCIL STAFF Cindy Gust -Jenson Executive Director Community Relations Communications Budget Analysis Policy Analysis Community Development Intergovernmental Coordination Legislative Oversight Legislative Audit 157 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Council OFFICE OF THE CITY COUNCIL Cindy Gust -Jenson, Executive Director FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Recommended Actuals Adopted Budget FTE Budget DEPARTMENT BUDGET Personal Services 3,642,049 4,771,166 4,977,720 O & M 15,700 58,800 58,800 Charges & Services 635,759 905,841 921,729 Capital Expenditures 13,129 2,000 2,000 Total Office of the City Council 4,306,637 5,737,807 5,960,249 DIVISION BUDGETS Community Affairs 4,159,816 5,387,707 5,610,149 36.00 Legislative Non -Departmental 146,821 350,100 350,100 Total Office of the City Council 4,306,637 5,737,807 5,960,249 FUNDING SOURCES General Fund 4,306,637 5,737,807 5,960,249 Total Office of the City Council 4,306,637 5,737,807 5,960,249 FTE by Fiscal Year 35.00 36.00 36.00 FY 2024 Department Budget Capital Expenditures _ 2,000 Charges & Services 921,729 O&M 58,800 Personal Services 4,977,720 158 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Council OFFICE OF THE CITY COUNCIL Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base to Base Changes (336,058) Base -to -base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes (17,998) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 8,940 This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book. Salary Proposal 171,889 This increase reflects the City Council Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 45,669 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. Council Office Adjustments 350,000 The budget includes funding as a placeholder for Council Office funding initiatives. 159 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 16o Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the Mayor OFFICE OF THE MAYOR Organizational Structure Fiscal Year 2023-24 OFFICE OF THE MAYOR Erin Mendenhall I Mayor Department Leadership EXECUTIVE .......................... ASSISTANT Tina Nee CHIEF ADMIN CHIEF OF STAFF OFFICER....................................... ............................ Lisa Shaffer Rachel Otto OFFICE MANAGER Tracy Pattillo Admin Assistants EXECUTIVE DEPUTY CHIEF DEPUTY CHIEF ........ ASSISTANT ADMIN OFFICER OF STAFF April Patterson Megan Yuill Lindsey Nikola EXECUTIVE CHIEF EQUITY DIRECTOR OF ASSISTANT OFFICER ...... COMMUNITY Alejandro Sanchez Damian Choi OUTREACH Weston Clark ADA Coordinator Community Liaisons Policy Advisor Special Projects and Equity Manager Equity Coordinator Equity Coordinator for Special Projects DIRECTOR OF DIRECTOR OF COMMUNICATIONS .............. HOMELESS POLICY Andrew Wittenberg AND OUTREACH Andrew Johnston Comms. Manager Content Coordinator EDUCATION SENIOR ADVISOR Jennifer Newell 161 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the Mayor OFFICE OF THE MAYOR Erin Mendenhall, Mayor of Salt Lake City FY 2021-22 FY 2022-23 Adopted FY 2023-24 Recommended FY 2023-24 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 3,311,790 5,055,866 5,238,468 O & M 48,675 84,703 112,953 Charges & Services 766,598 1,424,382 1,443,146 Capital Expenditures 10,790 60,500 25,500 Total Office of the Mayor 4,137,853 6,625,451 6,820,067 DIVISION BUDGETS Community Affairs 92,770 1,023,918 1,293,505 12.00 Executive Staff 4,045,083 5,601,533 5,526,562 22.00 Total Office of the Mayor 4,137,853 6,625,451 6,820,067 FUNDING SOURCES General Fund 4,137,853 6,625,451 6,820,067 34.00 Total Office of the Mayor 4,137,853 6,625,451 6,820,067 FTE by Fiscal Year 30.00 32.00 34.00 FY 2024 Department Budget Capital E 25,500 Charges 8 1,443,146 O&M 112,953 Personal Services 5,238,468 162 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the Mayor OFFICE OF THE MAYOR Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base -to -Base Changes (244,126) Base -to -Base changes compare personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes (26,434) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 10,156 This increase reflects the City Council's insurance cost as described in the Budget Summary section of the Budget Book. Salary Proposal 195,424 This increase reflects the Mayor's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of Partially Funded Positions 36,606 Annualized funding for those positions was added for only a portion of fiscal year 2023. Annualization of NFP Adjustments 62,538 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 7,576 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAQ Remove Art Under the Bypass (One-time) (60,000) The budget removes funding included in FY 2023 for maintenance of an art installation from a number of years back that the City agreed to maintain. Stipends for Boards and Commissions 29,420 The budget includes additional funding for boards and commissions stipends. Remove Fleet Block Engagement (One-time) (100,000) Funding provided in fiscal year 2023 to secure an outside expert to advise the City on the Fleet Block development process. This funding is now being removed. 163 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the Mayor FY 2023 BA #3: Transferring Consumer Protection Analyst from Mayor's Office (108,841) Budget amendment #3 of FY 2023 moved the Consumer Protection Analyst position funding and FTE from the Mayor's Office to Housing Stability. Love Your Block Program (Grade 23) (10 Mths) 160,667 The Mayor is recommending additional funding for and the addition of 2.0 FTEs for the Love Your Block Program. This program mobilizes community members to volunteer to make improvements to their communities with mini -grant awards and leveraging other funding sources. This expansion will allow the program to reach beyond the west side neighborhood into Ballpark, Central City, and Marmalade areas. Know Your Neighbor (Grade 23) (10 Mths) 92,000 The budget includes additional funding for and the addition of 1.0 FTE for the Know Your Neighbor Program. This funding will transition a grant -funded part-time position into a full- time position. Office Reconfiguration 25,000 Funding is included for office reconfiguration to accommodate new employees and to optimize space in the Mayor's office. Professional Association Membership Fees 20,000 The budget includes funding for additional professional association membership fees. Travel 59,630 The budget includes additional funding to allow for increasing Mayor's office travel costs. SLC Corps Operating Expenses 15,000 Funding is included for the increased cost of office materials and supplies, printing and promotion, food and refreshments, equipment and tools, and various dues and publications. Operating Cost 20,000 The budget includes funding to various increased operating costs within the Mayor's office. 164 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Airports CHIEF OPERATING OFFICER Pete Higgins Budget Development Accounting & Reporting Auditing Rates and Charges Passenger Facility Charges Financial Forecasting Airport Statistics Grant Acquisition Bond Management DEPARTMENT OF AIRPORTS Organizational Structure Fiscal Year 2023-24 ............... OFFICE OF THE DIRECTOR William W. Wyatt Executive Director of Airports FINANCE AND ACCOUNTING Brian Butler Director/Chief Financial Officer OPERATIONS Treber Anderson Director Property Management COMMERCIAL Land Acquisitions SERVICES MAINTENANCE Contracts Development ..... ...... Ed Clayson Risk Management Shane Andreasen Director Commercial Services Director Capital Planning & Programming Environmental Programs DBE Programs Information Technology Support Telecommunications Technical Systems Maintenance PLANNING AND ENV. PROG. Brady Fredrickson Director INFO. TECH. SERVICES Edwin Cherry Director DESIGN AND CONSTRUCTION MANAGEMENT Melyssa Trnayskis Director PUBLIC RELATIONS AND MARKETING Nancy Volmer Director OPERATIONAL READINESS & TRANSITION Medardo Gomez Director CITY ATTORNEY'S OFFICE Megan DePaulis Dave Quealy Legal Counsel Legal Services Contractual Agreement Reviews Airfield & Terminal Operations Aircraft Rescue & Fire Fighting Airport Shuttle & Landside Ops Emergency & Safety Programs Control Center & Security Mgmt Facility Maintenance Airfield, Roads & Grounds Maintenance Electrical Maintenance Fleet Maintenance Deicing Plant Management Engineering & Architect. Svcs Project Planning and Dev. Construction Administration GIS and Mapping Design and Inspection Public Relations Programs Media Response Air Service Development Marketing 165 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Airports Department of Airports AIRPORT OVERVIEW The Salt Lake City Department of Airports manages Salt Lake City International Airport (the Airport), Tooele Valley Airport, and South Valley Regional Airport. The Airport serves a multi -state region and consists of three air carrier runways and a general aviation runway and is classified as a large hub airport. The Airport's extensive route network served over 25.5 million passengers in FY2022. Enplaned passengers are estimated to increase by approximately 1.4% from the FY2023 budget of 13.9 million enplanements to 14.1 million enplanements for FY2024. In September of 2020, the Airport opened portions of phase one of the new airport, which included a new terminal, the gateway center, concourse A west and a new parking garage. A portion of concourse B west was opened in October of 2020. By the end of April of 2021, the old Airport facilities were completely demolished to make way for phase two of the new airport. In May of 2023, Concourse A east will be completed with 5 gates opening and the remaining 17 gates opening in October 2023. In addition, the Central Tunnel and 5 gates on Concourse B east will be complete by the Fall of 2024, and 4 more gates in the Fall of 2025. Tooele Valley Airport is a general aviation reliever airport to the Airport. It has one runway and support services are on -demand only. South Valley Regional Airport is also a general aviation reliever airport. It also has one runway and is a base for a Utah National Guard military helicopter unit. The Department of Airports is an Enterprise Fund. It is not supported by property taxes, General Funds of local governments or special district taxes. Capital funding requirements for FY2024 are met from earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBS), Federal Aviation Administration grants under the Airport Improvement Program, and State grants. MISSION AND VISION STATEMENT The mission of the Salt Lake City Department of Airports is to develop and manage a system of airports, owned by Salt Lake City, which provides quality transportation facilities and services to optimize convenience, safety, and efficiency for aviation customers. The vision is to achieve excellence and unprecedented customer service in making Salt Lake City among the most convenient and efficient air transportation centers in the world. 166 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Airports DEPARTMENT OF AIRPORTS Department Performance Measurements Pass the Transportation Security Administration's Passed annual security inspection, TSR 1542 Security Regulations Pass the annual certification Passed by the FAA per Regulation 139 Maintain airfield runway operating capacity rate of not >95% less than 95% The Airport Enterprise Fund will maintain adequate cash >25% reserves of 25% of their operating expenditures Target cost per enplaned passenger of not greater than 5.41 $20.00 *Reflects impacts of COVID-19 Passed Passed Pass Pass Passed Passed Pass Pass >95% >95% >95% >95% >25% >25% >25% >25% 11.25* 8.11 * 8.16 9.94 167 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Airports SALT LAKE CITY DEPARTMENT OF AIRPORTS William W. Wyatt, Department Director FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Recommended FTE Budget Budget DEPARTMENT BUDGET Personal Services 55,291,455 62,544,471 71,058,829 O & M 13,639,970 17,492,700 18,938,100 Charges & Services 92,873,280 115,087,200 118,528,368 Interest & Bond Expenses 120,982,005 139,833,200 123,662,900 Capital Expenditures 451,278,574 49,574,100 188,100,800 Transfers Out — 150,000 150,000 Total Department of Airports 734,065,283 384,681,671 520,438,997 DIVISION BUDGETS Office of the Director 1,525,890 2,079,942 1,890,775 4.50 Finance & Accounting 587,108,255 204,495,275 322,696,040 15.50 Operation 44,402,011 55,907,488 55,303,646 201.80 Commercial Services 4,816,623 6,194,728 6,767,575 15.00 Maintenance 70,212,574 82,419,899 98,040,783 314.50 Planning and Environmental 1,599,387 2,132,218 3,039,050 15.00 Engineering 2,786,726 3,938,376 3,799,151 28.00 Information Technology 11,266,852 15,260,060 15,316,701 41.00 Public Relations and Marketing 1,262,693 1,778,685 1,879,976 4.00 Airport Police 9,194,568 10,475,000 11,705,300 Total Department of Airports 734,175,579 384,681,671 520,438,997 FUNDING SOURCES Airport Fund 289,652,375 342,868,171 344,445,997 639.30 Airport Terminal Redevelopment 444,523,204 41,813,500 175,993,000 Total Department of Airports 734,175,579 384,681,671 520,438,997 FTE by Fiscal Year 610.80 619.30 639.30 168 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Airports FY 2024 Department Budget Personal Services 71,058,829 Transfers Out 150,000 Capital Expenditures 188,100,800 O&M 18,938,100 Charges & Services 118,528,368 nterest & Bond Expenses 23,662,900 16q Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 170 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Attorney OFFICE OF THE CITY ATTORNEY Organizational Structure Fiscal Year 2023-24 N OFFICE OF THE CITY ATTORNEY Katherine Lewis City Attorney PROSECUTOR'S OFFICE Sim Gill City Prosecutor Criminal Screening, Litigation and Appeal Citizen Screenings Fusion Center Support Restorative Justice Programs RECORDER'S OFFICE Cindy Lou Trishman City Recorder Records Management Elections CITY ATTORNEY'S OFFICE (CIVIL DIVISION) Katherine Lewis City Attorney Mayor, City Council and Executive Support Litigation Risk Management Department/Division Counsels Special Assignments RISK MANAGEMENT Lauree Roberts Risk Manager Property Liability Claims Workers' Compensation Toss Prevention 171 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Attorney Office of the Salt Lake City Attorney DEPARTMENT VISION STATEMENT Our goal is to be valued and trusted partners, recognized and relied upon for our expertise, creativity, and commitment to advancing the City's goals. DEPARTMENT MISSION STATEMENT The City Attorney's Office's mission is to provide high -quality, timely legal advice to the City and be relied upon as a trusted, productive, and positive City team member. DEPARTMENT OVERVIEW The Office of the Salt Lake City Attorney includes a section responsible for civil matters and administration, a section responsible for risk management, and a section responsible for prosecutions or criminal matters and the Office of the City Recorder. The Office of the Salt Lake City Attorney strives to supervise and coordinate efforts of its four Divisions. From an administrative perspective, the Office closely coordinates with Risk Management on litigation matters and claims submitted against the City. The City Attorney also works with the Prosecutor's Office on budgetary and administrative matters and works with the Recorder's Office to serve the City's goals of transparency and compliance with the law. 172 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Attorney OFFICE OF THE CITY ATTORNEY Department Performance Measurements Maintain an hourly rate for services provided by the City Attorney's Office (CAO) to less 50% 50% than 50% of the average rates the City pays for outside counsel Maintain the number of open litigation holds to less than a 3% 1 % increase 10% increase from year to Decrease year Maintain the number of open litigation cases to less than a 11% 1 % increase 10% increase from year to Decrease year Maintain a disposition rate of 90% 80% 85% or higher. Have City Council Minutes approved and available to the public within 30 days at least 95% 70% 95% of the time. Number of GRAMA requests 14,899 14,929 received by the City annually Annual percentage increase 36% in GRAMA requests .2% Process, activate, and digitize all contracts entered into on behalf of Salt Lake City within 100% 90% three working days 100% of the time Number of workers' compensation claims filed, 275 571 based on date of injury Number of property damage claims filed, based on date of 241 172 loss. Number of bodily injury claims filed, based on date of 30 31 loss TBD 50% TBD TBD TBD TBD TBD TBD TBD TBD 85% TBD TBD 95% TBD TBD 15,500 TBD TBD TBD TBD 100% TBD TBD 570 TBD TBD 209 TBD TBD 34 TBD 173 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Attorney SALT LAKE CITY ATTORNEY'S OFFICE Katherine Lewis, City Attorney DEPARTMENT BUDGET Personal Services O&M Charges & Services Capital Expenditures Total Attorney's Office DIVISION BUDGETS City Attorney's Office (Civil Division) City Recorder Risk Management Prosecutor's Office Total Attorney's Office FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Recommended FTE Budget Budget 7,720,835 9,019,842 10,269,631 66,294 98,846 98,841 5,069,436 7,655,721 7,922,884 9,867 30,840 85,844 12, 866, 433 16,805,248 18, 377, 201 4,963,036 7,171,610 7,588,241 27.00 760,998 1,207,858 1,354,287 11.00 4,279,412 4,627,849 4,856,345 3.80 3,307,618 3,797,932 4,578,328 31.50 13, 311, 064 16,805,248 18, 377, 201 FUNDING SOURCES General Fund 7,625,254 9,007,633 10,150,844 60.50 Governmental Immunity Fund 1,919,286 3,169,767 3,370,012 10.00 Risk Fund 3,766,524 4,627,849 4,856,345 2.80 Total Attorney's Office 13,311,064 16,805,248 18,377,201 FTE by Fiscal Year 66.75 70.30 73.30 FY 2024 Department Budget Capital Expenditure 85,844 Charges and Services 7,922,884.12 Personal Services 10,269,631 174 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Attorney OFFICE OF THE SALT LAKE CITY ATTORNEY Katherine Lewis, City Attorney Changes discussed below represent adjustments to the FY 2022-23 adopted General Fund budget. Personal Services Base -to -Base Changes 158,421 Base -to -Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 41,886 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (35,608) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 19,592 This increase reflects a change in the cost of insurance for the Attorneys' Office as described in the Budget Summary section of the Budget Book. Salary Proposal 339,500 This increase reflects the Attorney's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 66,500 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 32,849 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Contracted Services Adjustments 33,324 The budget includes funding for cost increases in Sterling Codifier / American Legal Gov QA, Westlaw, the SL County Prosecutor's Office and FTK Central. Special Project Analysis & Automation (Grade 26) (10 Mths) - Salary Only 99,509 Funding is included for a position to assist with the build -out of processes including but not limited to: Attorney Laserfiche Records/Process Automation, Transition Records Management (Elected Offices), Noticing Automation/Process collaboration with Civic Engagement and various City Departments/ Divisions, Closed Session and Legal Opinion Records Management, and Information Governance for software products recently implemented for use. Salary Adjustment for Prosecutors 200,000 The Attorney General's Office adopted a new salary schedule for all AG attorneys, which went into effect April 2023. This request of additional funds will be used to adjust the market salary range for the City Prosecutor's Office attorneys. 175 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Office of the City Attorney Prosecutor's - Assistant Prosecutor (Grade 34) (10 Months) (Miami Model) 132,238 Salt Lake City has been collaborating with Salt Lake County, the District Attorney, the Sheriff's Office, the justice Courts, the State Office of Homeless Services, and service providers over the past two years on new solutions and systemic improvements to better address the population of residents experiencing homelessness who are also suffering from severe mental and behavioral health and/or addiction and are incompatible with the current systems and services. The Sequential Intercept or "Miami Model" is a collaborative system of diversion out of the criminal justice system and into housing, treatment, and services. Office Reconfiguration 55,000 Improve office areas including the addition of a break area for the Attorney's office, including the consideration of necessary painting of walls/ceilings not covered in the earthquake repair funds. 176 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Community and Neighborhoods DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Orqanizational Structure Fiscal Year 202.3-24 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS FINANCE & BUDGET Real Estate Services Brent Beck Blake Thomas Division Director Director -40 DEPUTY DIRECTOR DEPUTY DIRECTOR Tammy Hunsaker Orion Goff Community Services Development Services Federal Grant & Funding Our Future HOUSING STABILITY BUILDING SERVICES Housing Rehab & Tony Milner Ken Anderson Homeowner Program Division Director Division Director Homeless Services Team Youth Programs YOUTH AND FAMILY PLANNING Community Programs Sorenson Community Kim Thomas Nick Norris Campus Division Director Division Director t PORTATIONn Larsen ion Director One Stop Shop/Accela Permits Construction Inspections Civil Enforcement Board of Appeals & Examiners Housing Advisory & Appeals Board Urban Design Long Range Planning Subdivisions Zoning Regulations Current Planning Planning Commission Historic Landmark Comm Appeals Hearing Officer Zoning Review DIRT Development Review Transportation Planning and Programs Investigations, Traffic Control Permits, and Permit Parking Traffic Operations & Safety Transportation Advisory Board Multi -Modal Design 177 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Community and Neighborhoods Department of Community and Neighborhoods DEPARTMENT OVERVIEW 1.CAN Administration 2.Building Services 3.Housing Stability 4.Planning 5.Transportation 6.Youth and Family Blake Thomas, Director Orion Goff, Deputy Director of Development Services Tammy Hunsaker, Deputy Director of Community Services MISSION STATEMENT The Department of Community and Neighborhoods creates Sustainable, Equitable, Growing, and Opportunity -rich ("SEGO") communities and neighborhoods through emphases on: 1. Upward Mobility 2. Housing Affordability 3. Community Investment 4. Transportation Options 5. Neighborhood Amenities 6. Safe and Healthy Built Environments. Department Performance Measurements Building Services Number of building safety and 54,940 46,686 46,307 46,000 code compliance inspections completed Transportation Number of annual service requests (stop signs, speeding, signal timing, 724 958 1,145 800 parking, etc.) Planning Number of planning applications 1,097 1,191 1,202 945 received annually Housing Stability Residents assisted through 4,277 10,723 11,950 9,000 programs supported by Federal funds 1,000 925 8,750 178 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Community and Neighborhoods DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Blake Thomas, Department Director FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Recommended FTE Budget Budget DEPARTMENT BUDGET Personal Services 18,547,671 21,709,213 23,272,321 O & M 543,837 298,475 298,475 Charges & Services 2,633,318 7,303,459 8,469,157 Capital Expenditures 91,750 — — Total Community and Neighborhoods 26,716,576 29,311,147 32,039,953 DIVISION BUDGETS Building Services 6,367,765 7,209,567 7,685,416 64.00 Office of the Director 1,821,543 2,779,283 21516,075 12.00 Housing Stability 3,824,989 7,800,919 81996,818 22.00 Planning 4,330,821 4,939,342 51426,157 42.00 Transportation 8,154,675 4,015,817 4,066,399 30.00 Youth and Family 2,216,784 2,566,219 3,349,088 25.00 Total Community and Neighborhoods 26,716,576 29,311,147 32,039,953 FUNDING SOURCES General Fund 21,410,406 29,311,147 32,039,953 195.00 Transportation Fund 5,306,170 — — Total Community and Neighborhoods 26,716,576 29,311,147 32,039,953 FTE by Fiscal Year 179.00 190.00 195.00 FY 2024 Department Budget Charges & Services 8,469,157 Personal Services 23,272,321 179 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Community and Neighborhoods DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base -to -Base Changes (110,510) Base -to -Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 122,602 Annualized funding for those positions was added for only a portion of fiscal year 2023. Pension Changes (107,342) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 62,332 This increase reflects a change in insurance cost for the Department of Community and Neighborhoods as described in the Budget Summary section of the Budget Book. Merit Changes 41,242 Finance Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 927,921 This increase reflects the Department of Community and Neighborhoods portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 60,236 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 48,774 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAQ Remove Personnel Program Expenses (One-time) (22,600) The Fiscal Year 2023 budget included one-time costs associated with newly added FTE's. This budget is recommended to be removed. Remove Temporary Traffic Calming (One-time) (100,000) FY23 Budget included $200,000 for traffic calming measures, this budget reduces that amount by $100,000. This funding is for low-cost, quick- action projects to support the Livable Streets program by addressing targeted safety needs that arise within the community throughout the year. FY 2023 BA #3: Transferring Consumer Protection Analyst from Mayor's Office 108,841 The Housing and Consumer Protection Analyst will continue the past research and work performed by the City's previous Consumer Protection Analyst and will work closely with Finance and Business Licensing to assess consumer protection and residential tenant rights needs and gaps. 180 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Community and Neighborhoods FY 2023 BA #4: Lease & Tenant Improvements for Substations Substations rent/utilities/parking for the downtown substation and N. Temple substation. FY 2023 BA #4: Transferring CIP and Impact Fees Positions to Finance Transfer CIP and Impact Fee programs from CAN to Finance, consisting of two FTE's and an operating budget. FTE's consist of the CIP Impact Fee Manager and a Capital Improvement Program Specialist. Duplicate Position Eliminated per HR Position eliminated due to redundancy. Youth & Family, Youth and Community Programs FTEs (One-time) Funding for four FTE's who will provide program leadership for YouthCity at Fairpark location and the Fairpark Learning Center. Two FTE's at YouthCity Fairpark provides out -of -school care for school -age youth living in the Rose Park and Poplar Grove neighborhoods. Two FTE's at Fairpark Family Learning Center provides programming to increase financial security, self-sufficiency, strengthen parenting skills, and support family's health and well-being for families living in the Rose Park, Fairpark, and Poplar Grove neighborhoods. Planning - Neighborhood Amenities Study This funding would be to hire a consultant to assist with studying and ensuring that our neighborhoods are supporting residents in order to have their basic core needs met within walking distance or through active transportation. Civil Enforcement FTEs (Grade 19) (10 Months) Two Civil Enforcement Officer positions will be utilized for the enforcement on short term rentals (STR). The city has experienced a continual increase in STIR illegal units. Our Civil Enforcement group has struggled with minimal availability of staff to adequately track and enforce our STIR ordinance. Business Systems Analyst II (Grade 30) (10 Months) The budget includes funding for a Business Systems Analyst II position that will liaise between IMS, project vendors, and other city departments. This position will help to provide system administration, technical support, data, and business analysis and reporting. Youth & Family Strategic Plan Scope and begin drafting a Strategic Plan for the Youth and Family Division to ensure the City is effectively serving our youth and not duplicating other community programs. Homeless HSD - Advantage Services Advantage Services provides critical services that keep the City clean and free from biohazards. Over recent years, the services provided by Advantage Services expanded from a sole focus on the Rio Grande neighborhood to support cleaning needs across the entire city. This expansion of services includes Advantage Services' mobile Clean Team offering support for Encampment Impact Mitigations (EIMs) and Rapid Intervention Team (RIT) site rehabilitations. Increased funding being recommended is based on FY24 projections to fund services entirely. FOF CAN/HSD - TIP, Tenant Relocation Assistance Program Relocation assistance to help tenants that are displaced out of their existing rental unit due to new residential development. This pilot program will assist up to 30 displaced households. FOF CAN/HSD - TIP, Tenant Resource Center and Navigation Service Funding to facilitate the creation of a tenant resource center to assist renters in stabilizing in their existing housing. Homeless HSD - Ambassador Expansion Area Increase (One-time) Funding is being recommended for the increased costs to recruit and retain staff of the Downtown Alliance - Ambassador Program's expanded coverage areas (North Temple, Rio Grande, Central City, and Ballpark neighborhoods). Current staffing levels and coverage areas will remain consistent. 130,000 (223,299) (127,537) 447,136 100,000 194,000 111,010 100,000 598,000 180,000 92,000 96,000 181 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 182 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Economic Development DEPARTMENT OF ECONOMIC DEVELOPMENT Orqanizational Structure Fiscal Year 202.1-24 DEPARTMENT OF ECONOMIC DEVELOPMENT Lorena Riffo-Jenson Director ECONOMIC DEVELOPMENT Jacob Maxwell Deputy Director .............................................................................. BUSINESS ARTS COUNCIL DEVELOPMENT DIVISION DIVISION 183 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Economic Development Department of Economic Development DEPARTMENT VISION STATEMENT Salt Lake City, the Capital City of Utah, seeks to serve as a regional leader for economic opportunities, commerce, culture and recreation, research and innovation, sustainability, and inclusiveness. DEPARTMENT MISSION STATEMENT The Department of Economic Development's (Department) mission is to build Salt Lake City as a vibrant, beautiful, prosperous, diverse, and authentic place. We do this as a professional organization through partnerships, business development, arts and culture, place -making, and revitalization, while promoting the City's many attributes. DEPARTMENT OVERVIEW The Salt Lake City Department of Economic Development is working hard to make Salt Lake City a better place to build a business and also a life. Along with overseeing Economic Development initiatives, the Department focuses on business development and growing the arts through the Salt Lake City Arts Council (Arts Council). These teams have aligned resources and streamlined processes to grow and nurture a city that fosters gainful job creation, thriving business districts and neighborhoods, and a diverse arts and culture scene. The Department of Economic Development has established a building services liaison for businesses/developers to provide guidance on design review and submittal processes throughout the City. The Department has grown partnerships with key players in the Utah Economic Development ecosystem. Notably, the Economic Development Corporation of Utah (EDC Utah), Governor's Office of Economic Opportunity, Visit Salt Lake, and Salt Lake County. Also, the Department has developed local partnerships with entities that include, Salt Lake City Arts Council Foundation, the Downtown Alliance, Suazo Business Center, the Salt Lake Chamber and the Diverse Chambers of Commerce in the Salt Lake City Area. 184 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Economic Development *Business Development Division Performance Measurements Business Recruitment and Retention 189 64 165 >_225 >_225 Site Visits New Leads Generated 211 131 194 >_200 >_220 New Opportunities Created from 147 138 242 >_110 >_130 Leads WINS (Written Impact Narrative) co - published investment successes 11 11 16 >_15 >_12 with companies *Note: It is important to recognize that during the COVID-19 Pandemic, it has been difficult to perform some of the activities that are part of the work of the Economic Development Team. The Department created several programs related to the pandemic, and these programs impacted our regular metrics. Arts Council (Division) Mission Statement The mission of the Salt Lake City Arts Council is to promote, present, and support artists and arts organizations in order to facilitate the development of the arts and expand awareness, access, and engagement. Attendees Artists Served Total Grants Awarded N/A 36,070.00 68,594.00 40,000.00 45,000.00 N/A 1,532.00 3,265.00 1,500 2,000.00 108 151 141 150 115 185 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Economic Development DEPARTMENT OF ECONOMIC DEVELOPMENT Lorena Riffo Jenson, Department Director FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Recommended FTE Budget Budget DEPARTMENT BUDGET Personal Services 2,021,871 2,798,571 3,035,078 O & M 14,633 43,800 43,800 Charges & Services 445,236 453,249 556,213 Capital Expenditures 160,424 400,000 400,000 Total Economic Development 2,642,163 3,695,620 4,035,091 DIVISION BUDGETS Economic Development 1,702,227 2,422,723 2,614,282 14.00 Arts Council 689,936 1,022,897 1,170,809 8.00 Cultural Core 250,000 250,000 250,000 Total Economic Development 2,642,163 3,695,620 4,035,091 FUNDING SOURCES General Fund 2,642,163 3,695,620 4,035,091 22.00 Total Economic Development 2,642,163 3,695,620 4,035,091 FTE by Fiscal Year 18.00 22.00 22.00 FY 2024 Department Budget Capital Expenditures 400,000 Charges and Sei 556,212.88 O&M 43,799.88 Personal Services 3,035,078.24 186 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Economic Development DEPARTMENT OF ECONOMIC DEVELOPMENT Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base -to -Base Changes 73,916 Base -to -Base changes compares personal services costs adopted as part of the FY 2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Insurance Rate Changes 6,244 This increase reflects a change in the insurance cost for the Department of Economic Development as described in the Budget Summary section of the Budget Book. Salary Proposal 127,439 This increase reflects the Department of Economic Development's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Pension Changes (17,205) The budget includes changes as required for participation in the Utah State Pension System. Annualization of NFP Adjustments 36,134 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 12,943 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAQ Health Care Innovation Youth Summit (Ongoing) 20,000 Funding is being requested to create education -to -workforce partnerships. These funds will ensure this the summit from 2022 continues from year to year. For reference, the 2022 summit brought 40-50 High School Students through 3 Health Care Innovation businesses to be inspired by varying technologies and job opportunities. The day ended with a student track at the BioHive Summit, where students interacted with a room full of employers, participated in a STEM activity, and heard from the Mayor and leaders in the industry. Department of Economic Development Strategic Plan 80,000 Funding is included to engage a consultant to build on the work done in the previous strategic plan and includes changes within the economic landscape in Salt Lake City since 2020. This effort will clearly define objectives to help accomplish Economic Development's organizational structure, projects, programs, and the priorities and initiatives set by the Mayor and City Council. 187 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 188 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Finance DEPARTMENT OF FINANCE Orqanizational Structure Fiscal Year 202.3-24 ANALYSTS DEPARTMENT OF FINANCE ACQUISITION & ANALYSTS Mary Beth Thompson MANAGEMENT Chief Financial Officer .............................................................:............................................................. Aaron Price Deputy Director ............................:............................ ACCOUNTING & PURCHASING & FINANCIAL REPORTING CONTRACTS Russell Sundquist Christopher Jennings Controller Chief Procurement Officer Lisa Hunt Payroll Deputy Director Financial Analysis :............................:............................ REVENUE OPERATIONS POLICY & BUDGET Arturo Garcia Vacant Director Director Financial Reporting Purchasing Revenues Budget Facilitation Capital / Fixed Asset Contract Business Licensing Budget Development Reporting Development Civil Unit Citywide Policies & Accounts Payable Collections Procedure ...... ..............................:..................................... . Budget Amendments TREASURER'S OFFICE ADMINISTRATIVE AUDIT Marina Scott Sharon Mangelson Treasurer Director Cashiering Auditing Cash & Debt Fraud, Waste & Abuse Management Special Assessments 189 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Finance Finance Department DEPARTMENT VISION STATEMENT As stewards of public resources, we continually strive to excel in providing accurate, clear, relevant, complete, and timely information through the development and implementation of innovative programs and processes. DEPARTMENT MISSION STATEMENT In the spirit of service and dedication, the Finance Department develops efficient and sustainable solutions to manage and safeguard Salt Lake City's financial resources. DEPARTMENT OVERVIEW The Finance Department consists of six divisions: the Treasurer's Office, Purchasing and Contracts, Accounting and Financial Reporting, Administrative Audit, Revenue Operations, and Policy and Budget. Grants Acquisition and Management, Financial Analytics, and Capital Asset Planning are also housed within the department. Each division is vital to Salt Lake City's financial health and functionality. • Accounting and Financial Reporting is responsible overall for payments and financial reporting required by state law. • Policy and Budget primarily focuses on ushering anything budget -related within the City's financial functions through all the required steps in the budgeting and budget amendment process. • Purchasing and Contracts Management staff are responsible for researching, developing, procuring, and contracting for operational supplies and services required for each City department to function within its defined scope. • Administrative Audit functions entail auditing internal processes, policies, procedures and investigating allegations of fraud, waste and abuse as well as maintaining the fraud, waste and abuse hotline. • Revenue Operations functions entail helping all departments collect on all past -due revenues and ensure that revenues are coming into the City in a timely manner. • The Treasurer's Office has the primary responsibility of ensuring the City's fiduciary responsibilities relating to the collection, management, and disbursement of public funds are handled responsibly. Department Performance Measurements Maintain a General Fund Balance between 15% and 18% Maintain the City's prestigious AAA rating 14.60% 21.36% 23.96% >15% >15% AAA AAA AAA AAA AAA Igo Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Finance SALT LAKE CITY DEPARTMENT OF FINANCE Mary Beth Thompson, Chief Financial Officer FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Budget Recommended FTE Budget DEPARTMENT BUDGET Personal Services 7,597,933 9,307,253 10,634,718 O & M 342,183 700,174 780,174 Charges & Services 3,255,399 4,741,919 5,573,153 Capital Expenditures 424,149 1,153,000 1,145,000 Total Finance Department 11,619,664 15,902,346 18,133,045 DIVISION BUDGETS Accounting & Financial Reporting 2,529,351 2,666,162 2,229,781 24.00 Policy & Budget 621,815 1,577,618 3,131,494 9.00 Purchasing & Contracts 997,836 1,266,089 1,558,727 13.00 Revenue & Collections 1,851,485 2,233,011 2,073,612 23.00 Internal Audit & Financial Analysis 893,288 1,134,336 1,248,797 4.00 Treasurer's Office 1,655,112 1,868,193 1,961,447 9.00 OneSolution Maintenance 3,075,269 5,156,937 5,929,187 Total Finance Department 11,624,156 15,902,346 18,133,045 FUNDING SOURCES General Fund 8,513,325 10,709,847 12,168,296 81.70 IMS Fund 3,075,269 5,156,937 5,929,187 Risk Fund 35,562 35,562 35,562 0.30 Total Finance Department 11,624,156 15,902,346 18,133,045 FTE by Fiscal Year 72.00 77.00 82.00 FY 2024 Department Budget Transfers Out 0 Capital Expendi 1,145,000 Charges and Sel 5,573,153 Personal Services 10,634,718 O&M 780,174 191 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Finance DEPARTMENT OF FINANCE Personal Services Base -to -Base Changes 22,701 Base -to -base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 86,135 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (43,469) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 31,584 This reflects an increase in the cost of insurance for the Finance Department as described in the Budget Summary section of the Budget Book. Merit Changes 12,282 Finance Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 425,852 This increase reflects the Department of Finance's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 120,078 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 73,872 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAQ Remove Purchasing Outreach (One-time) (30,000) Funding was included in the FY 2023 budget for the Purchasing division to undertake efforts at outreach to diverse and local businesses. This funding was one-time and will be removed in this budget. FY 2023 BA #4: Contract Development Specialists 197,800 The budget includes continued funding for two Contract Development Specialist positions added in budget amendment #4 of FY 2023. These positions were added to address the growing number of contract requests being submitted to the Purchasing division. FY 2023 BA #4: Transferring CIP and Impact Fees Positions to Finance 223,299 The budget includes continued funding for two positions that were moved from CAN in budget amendment #4 of FY 2023. 192 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Finance Personnel and Professional Development Funding is included for Finance department personnel and professional development, including funding for 0.5 FTE needed for oversight on grants and gifts, re -classing certain positions and providing bonuses for employees who provided extraordinary effort on the ERP implementation, and funding for training and professional development to enhance skills and ensure the department is complying with rules and regulations. Ongoing Software and Inflation - Resource X and E-Civis In the past, funding for Resource X and E-Civis software and services has been funded through a grant or absorbed within the Finance department's existing budget. The grant funding has ended and it has now become necessary to increase the budget to continue to provide ongoing Program Based Budgeting services and software. This funding also includes software and the accompanying consulting service to help the department to create a unified methodology for all fees that need to be charged across the City. Financial Analyst II for Salt Lake Foundation (Grade 24) (10 Months) The budget includes funding for a Financial Analyst II position that will be utilized to review and analyze funding allocations related to the Salt Lake Foundation. Radio Transfer to IMS The existing budget for radios within the Finance department are being transferred to IMS to manage. 169,842 84,200 89,373 (5,100) 193 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 194 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Fire Department FIRE DEPARTMENT Organizational Structure Fiscal Year 2023-24 OFFICE OF THE CHIEF Karl Lieb Fire Chief Rusty McMicken Deputy Chief ..........................:............................ ASSISTANT CHIEF Christopher Milne Operations City Operations Division Airport Operations Training Administration Accounting/Finance Emergency Management ASSISTANT CHIEF Michael Fox Administration Logistics Fire Prevention Medical Services Technology Services Community Relations 195 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Fire Department Fire Department DEPARTMENT VISION STATEMENT The Salt Lake City Fire Department provides exceptional emergency services with progression and efficiency. DEPARTMENT MISSION STATEMENT Prepare Effectively. Respond Professionally. Impact Positively. DEPARTMENT OVERVIEW The Salt Lake City Fire Department specializes in urban structural firefighting, emergency medical services, and emergency management. The Department has 402 funded, full-time equivalent positions, divided into two battalions, serving in 14 stations covering 97 square miles. All Firefighters hold a certification as Emergency Medical Technicians (Basic Life Support). The Department also has firefighters trained to specialty levels of Engineer, Hazardous Materials (Hazmat), Airport Rescue Firefighter (ARFF), Swift Water Rescue (SWR) and, Heavy Rescue (HRT), improving customer service delivery. The Fire Administration Division comprises the Logistics, Community Relations, Fire Prevention, Medical Services, and Technology Division. Logistics provides support for all fire apparatus the department uses and they maintain the fire facilities' and fire equipment. Fire Prevention reviews all buildings and proposed new construction. Medical Services overseas the Community Health Access Team (CHAT), Medical Response Team (MRT), CPR training, and Continuing Medical Education (CME) for the department. Technology oversees all radio upkeep, station alerting, and computer programs/software related to the department. Fire Operations consist of Station Operations, Airport Operations, and the Training Division. Firefighters are trained and ready to respond, meeting our core mission of service to the public. The department maintains four firefighters per emergency unit to operate at the most effective and efficient level possible and to protect firefighters from the dangers associated with fighting fires. Each fire unit assigned to the Operations Division is required to perform monthly business inspections. Firefighters assigned to the Airport are the first responders to the airfield and trained to the specialty level of Airport Rescue Firefighter (ARFF). 196 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Fire Department FIRE DEPARTMENT Karl Lieb, Fire Chief Department Performance Measurements Improved turnout times Ahead of Ahead of Ahead of Ahead of Ahead of Target Target Target Target Target Reduce Operational Injuries Ahead of Ahead of Ahead of Ahead of Ahead of Target Target Target Target Target Fire Prevention will complete 4,300 4,835 3,539 3,635 >4,300 >4,300 inspections per year 197 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Fire Department SALT LAKE CITY FIRE DEPARTMENT Karl Lieb, Fire Chief FY 2021-22 FY 2022-23 FY 2023-24 Actuals Adopted Budget Recommended FY 2023-24 FTE Budget DEPARTMENT BUDGET Personal Services 42,532,162 45,701,152 48,929,889 O & M 1,174,706 1,178,080 1,178,080 Charges & Services 1,675,982 1,638,260 2,087,388 Capital Expenditures 29,544 69,000 69,000 Total Fire Department 45,412,393 48,586,492 52,264,357 DIVISION BUDGETS Fire Administrative Services 7,076,638 8,074,836 8,765,647 79.00 Fire Office of the Chief 3,403,482 3,643,670 4,243,219 9.00 Fire Operations 34,932,273 36,867,986 39,255,491 314.00 Total Fire Department 45,412,393 48,586,492 52,264,357 FUNDING SOURCES General Fund 45,412,393 48,586,492 52,264,357 402.00 Total Fire Department 45,412,393 48,586,492 52,264,357 FTE by Fiscal Year 374.00 392.00 402.00 FY 2024 Department Budget Capital Expenditures: 4,140,918k - Charges & Services 11,878,302 es: 15,797,595 198 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Fire Department FIRE DEPARTMENT Karl Lieb, Fire Chief Changes discussed below represent changes to the FY 2023-24 adopted budget. Personal Services Base to Base Changes (427,873) Base to base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 196,887 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (9,922) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 154,172 This reflects an increase in the cost of insurance for the Fire Department as described in the Budget Summary section of the Budget Book. Merit Changes 379,018 Fire Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 1,881,004 This increase reflects the Fire Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 10,518 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 22,305 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove Turn -out Gear (One-time) (12,000) The Fiscal Year 2023 budget included funding for the rising cost of firefighter turnout gear and one-time funding for a small HVAC system for the Fire Logistics PPE room. This budget is recommended to be removed. Remove Program Expenses (One-time) (48,400) The Fiscal Year 2023 budget included funding for the expansion of the MRT program. The request included one-time funding for a medical kit including 12-lead monitor, medical supplies, etc. This budget is recommended to be removed. 199 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Fire Department Fire Contract & Inflationary Increases 274,765 This budget includes funding to tackle the high -inflationary environment of doing business. The increases will go towards utility costs, software/maintenance/supply contracts, communication contracts, and other miscellaneous contracts. (CHAT) Community Health Access Team Enhancements 390,667 These enhancements are to develop and optimize the Community Health Access Team (CHAT) with an additional 4 Social Worker FTEs, as well as fund CHAT program expenses such as uniforms, training, and education. Fire Captain - Medical Division (6-Months) 75,452 Consistent with the Fire department's Strategic Plan and growth of the Community Health Access Team (CHAT)/Medical Response Team (MRT), this line will fund an additional Fire Captain FTE beginning January 2024. Dept. of Airports - ARFF/MRT FTEs (100% Revenue Budgeted) 764,666 In partnership with the Salt Lake City Department of Airports, this will fund the creation of a Medical Response Team (MRT) squad within the concourses of SLC International Airport. The new squad consists of 4 additional firefighter FTEs with service slated to begin January 2024. This line also funds 1 additional Fire Captain FTE. SCBA Compressor & Hydrostatic Testing (One-time) 114,000 One-time funding will provide for a Self -Contained Breathing Apparatus (SCBA) compressor replacement at Fire Station #1. It will also fund hydrostatic testing for SCBA oxygen bottles that are part of a Firefighters Personal Protective Equipment (PPE). Versaterm Transfer to IMS (for Software Systems & Tech) (48,159) In conjunction with the Police Department, SLCFD is transferring the responsibility and budget of Versaterm software costs to IMS. Radio Transfer to IMS (39,235) This line will transfer Fire's portion of the City-wide radio allocation to IMS. 200 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Human Resources DEPARTMENT OF HUMAN RESOURCES Christie Marcy Office Administrator Jami McCart ....... Workplace Equity Program Manager Organizational Structure Fiscal Year 2023-24 0 DEPARTMENT OF HUMAN RESOURCES Debra Alexander Chief Human Resources Officer Tonya Richardson Police Civilian Review Board ... Vacant Deputy Chief Human Resources Officer IN BENEFITS EDUCATION COMPENSATION AND HRIS CLASSIFICATION Lori Gaitin Stephanie Yau James Phelps Program Manager Program Manager David Salazar Program Manager Program Manager EMPLOYEE RELATIONS David Buchannan Program Manager RECRUITING AND ONBOARDING Jennifer Jeppson Program Manager 201 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Human Resources Human Resources DEPARTMENT VISION STATEMENT To help Salt Lake City thrive through sustainable and effective human resource business practices, policies, and investment in the City's greatest asset, its employees, to work collaboratively within departments and with city leaders. DEPARTMENT MISSION STATEMENT We deliver best -in -class service and programs, add strategic value to Salt Lake City Corporation, and promote an engaged and dedicated workforce committed to the highest levels of public service. We are focused on attracting the best talent, promoting opportunities for growth and development, and providing fair and competitive compensation packages for all employees. DEPARTMENT OVERVIEW The Department of Human Resources is a team of 36 full-time employees and provides services for all City employees. The Administrative Team establishes goals and manages the operations of the HR department. Benefits ensure employees have comprehensive and competitive benefits packages including, medical, dental, vision and life insurance programs, a large portfolio of voluntary benefits, and an employee health clinic. Compensation and Classification are responsible for ensuring that the City maintains a competitive and equitable position with respect to pay. This is achieved by conducting numerous salary surveys each year and recommending necessary market adjustments and general wage increases employees need to maintain a competitive pay position. Employee Relations manages all disciplinary actions, and ADA compliance requests for city employees. Members of this team are the front-line HR representatives for departments across the City. This team also manages the City's leave programs including FMLA and short-term and long-term disability benefits. Workplace Equity investigates workplace violations of the Equal Employment Opportunity Act and City policy, ensuring that the City is a safe and enjoyable place for all to be employed. Employees' University manages a robust learning and development program including new employee orientation, supervisor boot camp, soft skill courses and access to thousands of online courses 202 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Human Resources Human Resources Information Systems (HRIS) works closely with IMS to manage the maintenance and integration of HR's various technology systems. Recruiting and Onboarding are responsible for recruiting all positions city-wide with a focus on a diverse and well -qualified City workforce. Additionally, this team has developed a comprehensive onboarding and off -boarding process. Funding for the department is provided by the general and risk funds. Department Performance Measurements Complete the implementation of Workday modules in all HR divisions: HRIS, benefits, education, n/a** n/a** ongoing ongoing completed compensation and classification, employee relations and recruiting and onboarding.* Respond to EEO complaints, including a investigation when <60 <_60 <60 <60 <60 appropriate, in an average of 60 days — or fewer. Each Human Resource Business Partner will attend a minimum of 30 staff and managerial meetings within >30 >30 >30 >30 >30 their respective departments per year. Increase participation in financial wellness programs offered to n/a** n/a** n/a** n/a** 5% employees by Salt Lake City by 5%. * Decrease the "time -to -fill" job recruitment timeframe for n/a** n/a** n/a** n/a** 5% historically hard -to -fill positions by 5%, City-wide. *New goal in 2023 **Data unavailable 203 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Human Resources DEPARTMENT OF HUMAN RESOURCES Debra Alexander, Chief Human Resources Officer FY 2021-22 FY 2022-23 FY 2023-24 Actuals Adopted Budget Recommended FY 2023-24 FTE Budget DEPARTMENT BUDGET Personal Services 3,631,288 4,615,081 4,949,830 O & M 22,780 67,714 69,283 Charges & Services 44,131,499 49,605,192 53,547,193 Transfers Out 1,326,627 — 3,442,361 Total Department of Human 49,112,194 54,287,987 62,008,666 Resources DIVISION BUDGETS Administration 823,060 927,114 841,838 12.40 Recruiting & Onboarding 602,732 846,279 1,043,669 7.00 Education 266,686 321,254 349,134 2.00 Civilian Review Board 211,724 177,000 186,564 1.00 HR Information Systems 298,706 394,196 598,140 2.00 Employee Relations 950,816 1,570,993 1,639,955 9.00 Risk Management 45,958,469 50,051,151 57,349,366 4.60 Total Department of Human 49,112,194 54,287,987 62,008,666 Resources FUNDING SOURCES General Fund 3,153,725 4,236,836 4,659,300 33.40 Risk Fund 45,958,469 50,051,151 57,349,366 4.60 Total Department of Human 49,112,194 54,287,987 62,008,666 Resources FTE by Fiscal Year 31.00 36.00 38.00 204 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Human Resources FY 2024 Department Budget Charges & Services 53,547,193 onal Services 9,830 O&M 69,283 205 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Human Resources DEPARTMENT OF HUMAN RESOURCES Debra Alexander, Chief Human Resources Officer Changes discussed below represent adjustments to the FY 2022-23 adopted General Fund bud- get. Personal Services Base -to -Base Changes (125,559) Base -to -Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 84,378 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (19,985) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 10,596 This reflects an increase in the cost of insurance for the Human Resources Department as described in the Budget Summary section of the Budget Book. Salary Proposal 172,248 This increase reflects the Department of Human Resource's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 22,566 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. Project & Policy Manager (Grade 24) (10 Months) 121,588 This position will revise HR policies to reflect changes brought by Workday, regulatory changes, DEI best practices as well as to act as a dedicated internal financial operations point -person for the department. Business Partner I (Grade 25) (10 Months) 128,460 This entry-level position will focus on departmental needs and support, harassment/discrimination investigations and training, special projects and program development for succession planning and organizational development. Operational Expense Increases 10,172 Many Human Resources operational line items have not increased in more than 10 years. These operational needs include staff certifications, office supplies, educational workshops, retreats and computer maintenance. Pre -Employment Screening (Transfer from Public Services) 18,000 This consolidates dollars that have previously been in other departments to HR to keep onboarding costs in one place. This requires no new City money to fund. 2o6 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services DEPARTMENT OF INFORMATION MANAGEMENT SERVICES DEPT LEADERSHIP & ADMIN SERV Aaron Bentley Chief Information Officer Department Leadership Administration Aaron Bentley, Chief Information Officer INFORMATION MANAGEMENT SERVICES Aaron Bentley Chief Information Officer INNOVATIONS Nole Walkingshaw Chief Innovations Officer Finance and Asset Management Project and Solution ' ................................................................. Management INNOVATION AND MEDIA & ENGAGEMENT PROJECT MANAGEMENT SERVICES Elizabeth Buehler John Rand Director Director IT SUPPORT IMS DEPARTMENT Darrell Lopez SUPPORT Director Jason Struck Chief Information Security Officer 207 Mayor's Recommended Budget DATA ANALYTICS AND GIS Nick Kryger Chief Data/Geographic Officer OPERATIONS Chad Korb Deputy Chief Information Officer SOFTWARE SUPPORT SERVICES Reza Faraji Chief Technology Officer Director of Software Services FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services Information Management Services DEPARTMENT VISION STATEMENT Modernize municipal government through sustainable technology solutions. DEPARTMENT MISSION STATEMENT Our mission is to be a trustworthy and valued partner that delivers the right information to the right audience at the right time. DEPARTMENT OVERVIEW Salt Lake City's Information Management Services department assists Salt Lake City employees in providing essential city services through technology. The department has six divisions: Office of the CIO The Chief Information Officer (CIO) is the Information Management Services department director and leads the administrative office. It works with department and division heads across the City and partners to deliver technology solutions that modernize municipal government and connect the City to its constituents. The CIO has two deputy directors, Nole Walkingshaw and Chad Korb who directly support him. The Financial Services Team is dedicated to procurement and asset management and oversees the business and supply chain activities within IMS and for the City computers and technology distributed throughout the city. They manage the daily operations of accounts payable, budget, office management duties, procurement, receiving, management, and disposal of all I.T. hardware and software assets for the City. The Enterprise Project Management team coordinates with City departments to help them navigate I.T. systems and projects. Working with departments, they create project plans and resource allocations necessary to accomplish the given task and see the projects and solutions throughout the product life -cycle. Data Analytics and Geographic Information Systems (GIS) Led by the Chief Data Officer/Geographic Information Officer (CDO) (CGO). This team is responsible for Data Analytics, Data Standards, Data Policies, Smart Cities initiative, and Enterprise GIS for Salt Lake City. They assist departments in using data to drive informed decision -making processes. The team also assists the City in its transparency initiatives by providing easy access methods to City data. 208 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services Infrastructure Technology and Security Division Led by the Chief Information Security Officer, this division is responsible for monitoring and administering the I.T. Infrastructure across the city. The division consists of Cybersecurity, Network, and Systems Engineering teams. It ensures that the network, systems, and users hosted in the City have full access to their data in the most secure manner possible. Responsibilities for this division include Network and Security infrastructure (across more than 50 locations and 2 data centers), internet connectivity, unified communications, remote work infrastructure, cloud infrastructure, enterprise backup systems, wired and wireless communications, and numerous 3rd party applications among others. Media Services Division Salt Lake City Media & Engagement Services is the in-house social & civic engagement, content design & creation, broadcast, and communications consulting division of Information Management Services. Our goal is to be a centralized city-wide service accessible to every department and division. Software Services Led by the Chief Technology Officer (CTO), the team designs, develops, integrates, and maintains software solutions that the City procures or develops. They also maintain City databases and create custom reporting solutions. The team works with departments to reduce the software footprint and standardize enterprise solutions. The application portfolio still sits at almost 200 applications, but several enterprise solutions have slowed the growth, and several antiquated systems have collapsed into new centralized systems. We are also in the process of modernizing several systems/applications and conducting the move of many enterprise and departmental software packages to the cloud." Innovations Team This team is led by the Chief Innovations Officer (CINNO). They have been tasked with modernizing the city processes and procedures to bring a new high level of efficiency and accuracy. One of their primary assignments is implementing a new Workday ERP (Enterprise Resource Planning) system, which will be a multi -year, multi -million dollar project that will help streamline and improve the finance, accounting, asset management, and human resources systems. Field Services Team Led by the I.T. Technology Support Manager, the Field Services division is responsible for supporting vast and diverse end -user software and hardware. The division must also ensure the user data and systems are secure and running at maximum efficiency. This division, consisting of Network Support Administrators and Field Support Staff, is responsible for computer systems installation and maintenance, system failure triage, incident routing, escalation, and monitoring. Field Services also supports other IMS division field services, help desk services, and on -site support for all city employees. 209 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services DEPARTMENT OF INFORMATION MANAGEMENT SERVICES IMS Department Performance Measurements Citywide I.T. assets inventoried 33% on an annual basis. Case Closed by staff within standard response thresholds 89% based on priority, severity, and system. Objective and Key Results (OKR) and Continuous Feedback and Recognition 33% (CFR) Program implemented in department. Projects that followed agile project management 65% methodology. 75% 89% 100% 100% 92% 91% 99% 99% 40% 50% 100% 100% 80% 85% 100% 100% 210 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Aaron Bentley, Chief Information Officer DEPARTMENT BUDGET Personal Services O&M Charges & Services Interest & Bond Expenditures Capital Expenditures Total Information Management Services DIVISION BUDGETS Applications Admin & Support Services Data Analytics & GIS Dept Leadership & Admin Services Enterprise Software Services IMS Department Support Info Management Services Information Security Multimedia Services Network Services PC Replacement Software Support Services Total Information Management Services FUNDING SOURCES IMS Fund Total Information Management Services FTE by Fiscal Year FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Recommended FTE Budget Budget 9,907,241 13,369,733 15,797,595 513,553 278,655 810,939 5,622,110 8,476,576 11,878,302 661,989 — — 360,253 3,250,266 4,140,918 17,065,145 25,375,230 32,627,754 1,636,304 2,809,691 3,193,787 552,755 725,885 980,073 5.00 2,510,894 4,071,134 4,978,851 14.00 1,920,357 2,599,156 3,370,570 3.00 3,174,089 4,020,325 7,231,597 34.00 66,207 161,800 226,800 326,386 936,238 976,238 817,123 1,305,364 1,630,642 12.00 1,602,261 2,505,412 3,645,133 575,692 983,000 1,353,316 3,883,076 5,257,225 5,040,746 32.00 17,065,144 25,375,230 32,627,754 17,065,145 25,375,230 32,627,754 100.00 17,065,145 84.00 25,375,230 92.00 32,627,754 100.00 211 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services FY 2024 Department Budget Capital Expenditures 4,140,918 Charges & Services 11,878,302 Personal Services 15,797,595 �M _ . ),939 212 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Aaron Bentley, Chief Information Officer Changes discussed below represent changes to the FY 2022-23 adopted budget. Personal Services Base -to -Base Changes 858,423 Base -to -Base changes compare personal services costs adopted as part of the FY 2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Insurance Rate Changes (34,683) This reflects an increase in the cost of insurance for the Department of Information Management Service as described in the Budget Summary section of the Budget Book. Pension Changes 92,058 The budget includes changes as required for participation in the Utah State Pension System Annual Salary Proposal 566,867 This increase reflects a 5% cost of living increase that is being proposed. New Positions 912,551 Positions needed to support city operations. • Office Facilitator (From Part-time) • Cyber Security Analyst • Field Support • Data Analyst • Change Manager • Web Content Specialist • Communication Engineer • Director of Communications/Branding Council Remote Meeting Professional Services 30,000 To support the consulting services to hire consultants to professionally produce up to 6 remote meetings for the city council. Contractual Changes 1,163,509 Increase in changes that are required based on contracts made in prior years. These include software such as Microsoft Office, Adobe, and Workday. New FTE's Cost for Computer, Software, and Other Items Applicable for Their Positions 186,914 New employees require specific equipment when they are hired. This is the increase needed to get that equipment and allow them the tools they need to perform their jobs. This may range from software such as the licenses for Microsoft and Adobe to Radios for those that need them. Transfers from Other Departments To IMS 690,733 Software administration that is getting transferred from other departments to IMS. 213 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Information Management Services Consulting Services 270,000 As the city is growing, specific expertise to develop services is not found within the city. Consulting services can provide these. Some of the services that are being requested include Workday, Azure, and Salesforce. Software for Other Departments Which Will Be Administered By IMS 720,000 This software includes a Treasury Management Software and a Capital Asset Planning software Radio Project Completion 2,450,000 The remaining cost to complete the radio project. This includes the cost of radios needed for the city. PC Replacement Increase 118,402 Computer cost have increased significantly in the last couple of years. This is in addition to the increased number of employees who need these computers within the general fund. This is the increase in operating cost for these computers. 214 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Justice Courts SALT LAKE CITY JUSTICE COURT Organizational Structure Fiscal Year 2023-24 JUSTICE COURT JUDGES JoJo Liu Jeanne Robison Clemens Landau Sydney Magid Katherine Peters SECTION MANAGER Sharon Nez Hearings Specialty Courts Conviction/Acquittal Reporting Interpreters Jury Homeless Court Veterans Court Case Management JUSTICE COURT COURT SECURITY Curtis Preece Contract Provider Court Administrator SECTION MANAGER Tammy Shelton Hearings on Contractual and Service Disputes Small Claims and Civil Traffic School Expungements Homeless Outreach Case Management Criminal Cases / Jury FINANCIAL MANAGER Valeta Hitchcock Budget Reporting & Analysis Revenue and Expenses AR/ AP Cashiering Payroll 215 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Justice Courts Salt Lake City Justice Court MISSION STATEMENT Ensure the highest standards of justice, professionalism, responsiveness, and respect for those we serve. VISION STATEMENT Creating a court that is just, equitable, and trusted by all. COURT CORE VALUES Excellence Having the desire to succeed and the motivation to reach our full potential, going above and beyond to accomplish the task at hand. Respect Recognize and appreciate the value of each individual and their experience and situation. Integrity Doing what we say we are going to do, applying honesty and accountability with openness. Community Bridging the gap between the Court, community and other agencies, improving access to resources and information. Unity Supporting one another and fostering growth while reaching our goals and adhering to our values. DEPARTMENT OVERVIEW The Salt Lake City Justice Court is the largest municipal court in the State of Utah, with a very high volume of misdemeanor cases. The Court is a limited jurisdiction court under the umbrella of the Utah State Court system. We are proud to be part of the Salt Lake City portfolio of public institutions and to serve the citizens and visitors of this great city. The Justice Court is responsible for and processes Class B and C misdemeanors, infractions and small claims cases, jury trials, appeals and expungements, video hearings, homeless outreach, prisoner transports, and daily interaction with jails throughout the State of Utah. The court orders, monitors and tracks probation, warrants, community service, restitution, collections of monetary penalties, appeals, expungements, and plea -in -abeyance cases. We also provide community outreach, traffic school, coordination of language interpreter services, and any ADA needs that arise. The justice Court judiciary, employees, and security team are dedicated to open and transparent access to the Court, bringing justice for all, and providing a safe and civil environment for dispute resolution. 216 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Justice Courts SALT LAKE CITY JUSTICE COURT Curtis Preece, Court Administrator Department Performance Measures Access & Fairness - Percent of Justice Court customers NA NA satisfied with service received. Time to Disposition - 95% of criminal case dispositions should meet established 91 % 58% guidelines for Time to Disposition (6 months). Age of Acting Pending Cases - 95% of all criminal cases 77% 50% should have a disposition within a 180-day time frame. Criminal Case Clearance Rate - A Clearance Rate of 100% means the court has disposed of as many cases as were 174% 90% filed, i.e., the court is keeping up with it's incoming caseload. NA NA N/A >90% NA 58% >95% 64% >95% 67% >95% 73% >95% 112% >100% 102% >100% 76% 70% 91% 217 Mayor's Recommended Budget 2023-24 FISCAL YEAR Salt Lake City Justice Courts SALT LAKE CITY JUSTICE COURT Curtis Preece, Court Administrator FY 2021-22 FY 2022-23 FY 2023-24 Actuals Adopted Recommended FY 2023-24 FTE Budget Budget DEPARTMENT BUDGET Personal Services O&M Charges & Services Capital Expenditures Total Justice Court DIVISION BUDGETS Justice Court Total Justice Court FUNDING SOURCES General Fund Total Justice Court FTE by Fiscal Year Capital Expenditures 9,167 Charges Services 544,277 O&M 65,507 4,199,783 4,580,603 4,870,769 49,883 65,507 65,507 369,750 543,550 544,277 — 10,000 9,167 4,619,415 5,199,660 5,489,720 4,619,415 5,199,660 5,489,720 42.00 4,619,415 5,199,660 5,489,720 4,619,415 5,199,660 5,489,720 42.00 4,619,415 5,199,660 5,489,720 42.00 42.00 42.00 FY 2024 Department Budget Personal Services 4,870,769 218 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Justice Courts SALT LAKE CITY JUSTICE COURT Curtis Preece, Court Administrator Changes discussed below represent adjustments to the FY 2023 adopted budget. Personal Services Base -to -Base Changes 33,574 Base -to -Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes (14,025) The budget includes changes as required for participation in the Utah State Pension System. Insurance Rate Changes 14,520 This increase reflects a change in the cost of insurance for the justice Court as described in the Budget Summary section of the Budget Book. Merit Changes 4,788 justice Court FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 196,489 This increase reflects the Justice Court's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 5,330 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full -year funding of these fair market adjustments. CCAC Salary Adjustments 7,029 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Judiciary Salary Increases 42,355 The budget includes judicial salary increases to insure justice court judges are at 90% of proposed district court judges salaries. 219 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 220 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Police Department EXECUTIVE OFFICER Lieutenant Airport Division: Patrol Operations K-9 Investigations Pioneer Patrol Division: Operations Pioneer Bikes Division Community Liaison Officer Field Training Officer Program SALT LAKE CITY POLICE DEPARTMENT Organizational Structure Fiscal Year 2023-24 7 POLICE DEPARTMENT Mike Brown Police Chief LEGAL ADVISOR Human Resources Finance Professional Standards Communications Executive Detail Wellness Unit Central Patrol Division: Operations Central Bikes Division Community FIELD OPERATIONS I FIELD OPERATIONS II Liaison Officer BUREAU BUREAU Deputy Chief Deputy Chief Liberty Patrol Division: Operations Liberty Bikes Crime Intelligence Division Community Analysis Unit Liaison Officer ......................................:....................................... INVESTIGATIVE BUREAU Deputy Chief ADMINISTRATIVE BUREAU Deputy Chief Special Operations Division: Detective Division: Support Division: SWAT Homicide Administration Special Investigations Robbery GRAMA Community Operations Intelligence Policy Motors Sex Crimes Audit Public Order Domestic Violence Backgrounds Gangs Victim Advocates Recruiting K-9 School Resource Accreditation Park Squad Bikes Auto Theft Logistics Community Connections Team Financial Crimes Quartermaster Crisis Intervention Property Crimes Records Task Force: Accident Investigation Crime Lab DEA Task Force Evidence Training Division: In Service Academy Community Response Team 221 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Police Department Police Department DEPARTMENT VISION STATEMENT "We will build upon the noble traditions of integrity and trust to foster a culture of service, respect and compassion toward our employees and the community we serve." DEPARTMENT MISSION STATEMENT "We will serve as guardians of our community to preserve life, maintain human rights, protect property, and promote individual responsibility and community commitment." DEPARTMENT OVERVIEW The Salt Lake City Police Department serves more than 200,000 residents of Salt Lake City and a daytime population that exceeds 300,000, with 741 general fund FTEs in budget and 20 FTEs that are unfunded to facilitate hiring processes for Fiscal Year 24. The Police Department consists of the Office of the Chief, which oversees four Bureaus, Field Operations I, Field Operations II, Administrative & Operational Support Bureau, and Investigative Bureau. The Police Department will continue working to ensure professional public safety and response to the community. The department is working closely with the Mayor and City Council on a proactive approach to the needs of our community. The Police Department is working to increase efficiency by leveraging alternate response models, including civilian response staffing and the use of technologies. The Police Department will continue improving policies, increasing transparency, training, and community involvement while upholding the Mission and Vision of the Department, serve our community, and improve community relations. 222 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Police Department SALT LAKE CITY POLICE DEPARTMENT Mike Brown, Chief of Police Department Performance Measurements Response Time: the mean average police response time for priority 1 calls 7/1 /22 - for service from the time the call was 11:37 12:55 12:46 4/23/23 <10:00 received by dispatch to the time the 10:23 first officer was listed on scene. Social Work & Homeless Outreach: 200 referrals per quarter for services, jobs, 7/1 /22 - housing, education, benefits, 1089 1361 2895 3/31/23 700 substance abuse or mental health 841 treatment. IA: Review all cases of Officer Involved Critical Incidents for referral to training TBD 100% 100% 100% 100% unit for improvements in training. Provide youth outreach services and participate in a gang free education TBD 12 12 12 12 program monthly Crime Lab: Maintain officer wait time for priority 1 cases at 20 minutes or TBD 23:09 27:02 Pending <20 Minutes less. 223 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Police Department SALT LAKE CITY POLICE DEPARTMENT Mike Brown, Chief of Police FY 2021-22 FY 2022-23 FY 2023-24 Actuals Adopted Recommended FY 2023-24 FTE Budget Budget DEPARTMENT BUDGET Personal Services 75,906,162 96,263,619 103,346,800 O & M 1,619,966 2,828,575 3,040,484 Charges & Services 4,442,283 4,829,848 4,589,528 Capital Expenditures 112,564 55,000 0 Total Police Department 82,080,976 103,977,042 110,976,812 DIVISION BUDGETS Office of the Chief 7,256,564 9,643,431 11,194,112 30.00 Administration 11,895,264 13,922,007 13,178,673 131.00 Police Field Ops 1 23,923,826 29,021,126 32,671,149 222.00 Police Field Ops 2 18,022,189 21,501,485 26,340,670 208.00 Investigative 20,983,133 29,888,993 27,592,208 170.00 Total Police Department 82,080,976 103,977,042 110,976,812 FUNDING SOURCES General Fund 82,080,976 103,977,042 110,976,812 761.00 Total Police Department 82,080,976 103,977,042 110,976,812 FTE by Fiscal Year 720.00 750.00 761.00 FY 2024 Department Budget Charges R.corx,iroc 4,589,528 O&M 3,040,484 Personal Services 103,346,800 224 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Police Department SALT LAKE CITY POLICE DEPARTMENT Mike Brown, Chief of Police Changes discussed below represent adjustments to the FY 2023 adopted budget. Personal Services Base -to -Base Changes 80,185 Base -to -base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 625,739 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (51,353) The budget includes changes as required for participation in the Utah State Pension System. Insurance Rate Changes 297,844 This increase reflects a change in the cost of insurance for the Police Department as described in the Budget Summary section of the Budget Book. Merit Changes 8,331 Police Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 4,182,203 This increase reflects the Police Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 28,874 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 74,188 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove New Program Start Up Expenses (One-time) (12,000) Removes funding for one-time implementation cost Remove Versaterm E-Ticketing (One-time) (60,000) Removes funding for one-time implementation cost Remove Base Pay covered by 2020 COPS Hiring grant funding (450,000) Removes funding for federal share of salary cost under the COPS Hiring grant 225 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Police Department Contractual Pay Items 700,000 This funding covers MOU contractual pay for shift differential Police Overtime (Revenue Offset) 483,296 This increase reflects overtime with a revenue offset for contractual and event overtime. Non -Personnel Inflationary Costs 302,991 This increase is due to inflationary increases in supplies and contracts. License Plate Reader Program 150,000 The license plate reader program has completed a successful pilot project and this funding will allow for continued use of the technology for crime control and prevention. Sergeant Internal Affairs Program (9 Months) 164,266 This funding add (1) FTE to the Internal Affairs Program to facilitate timely and thorough reporting. Increased Community Response (9 Months) 283,455 This funding adds 4 FTE's to the community response team, facilitating additional coverage and an increased call availability. Increased Airport Operations Program (9 Months) 917,361 Staffing increase for police officers at the airport for coverage of the increase in passenger numbers and the larger footprint of the new terminals. Printer Lease Management Transfer to IMS (55,000) This transfer moves funding for the printers at the Public Safety Building to IMS. Versaterm Transfer to IMS (For Software Systems & Tech) (526,380) This transfer moves funding for public safety software to IMS. Radio Transfer to IMS (Radio System) (149,230) This transfer centralizes funding for the police department's radio system to IMS. 226 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands el FINANCE & ACCOUNTING Gregg Evans DEPARTMENT OF PUBLIC LANDS Organizational Structure Fiscal Year 2023-24 DEPARTMENT OF PUBLIC LANDS Kristin Riker Director .......................................................... PLANNING & TRAILS AND NATURAL LANDS Tyler Murdock Deputy Director PROJECTS & PLANNING TEAM TRAILS & NATURAL LANDS COMMUNICATIONS TECHNOLOGY .......................................................... OPERATIONS Carmen Bailey Deputy Director PARK RANGER URBAN FORESTRY PROGRAM Nick Frederick Tony Gliot PARKS GOLF ............. Toby Hazelbaker Matt Kammeyer Cemetery Parks Maintenance Regional Athletic Complex SPECIAL EVENTS Graffiti Removal PERMITTING Ryen Schlegel 227 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands Department of Public Lands DEPARTMENT VISION STATEMENT A vibrant system of connected public landscapes and living infrastructure that enhances the community's identity, sense of place and quality of life. DEPARTMENT MISSION STATEMENT Salt Lake City shall enhance the livability of the urban environment to ensure that the resources under our management are carefully stewarded and equitably accessible for future generations. DEPARTMENT OVERVIEW The Department of Public Lands' four divisions are tasked with the planning, construction, coordination and acquisition of Public Lands with a community -based approach. In coordination with our many City partners, we protect, grow and enhance natural landscapes, trees, and outdoor green spaces for the health, beauty and recreational opportunities of residents and visitors to the Capital City. Administrative Services Division: provides leadership, project support, budget support, and long-term strategies and initiatives through communications, public outreach, finance, technology, information management, and policy development. Parks Division: Is the steward of and responsible for the oversight of 735 acres of park lands including City Parks, SLC Cemetery, and the Regional Athletic Complex. The Salt Lake City Parks Division ensures the preservation, development, and maintenance of parks throughout the city for the use and enjoyment of community members and visitors to Salt Lake City. Golf Division: Manages the operations of six full -service golf courses throughout the city. Golf operations include the maintenance of all green spaces, programming of golf clinics, tournaments, leagues, instruction programs and the management of the course retail pro shops, cafes, and driving ranges and cart fleet maintenance and rentals. Planning & Ecological Services Division: Oversees planning efforts including master plans, facility improvement plans and resource management plans, as well as development and implementation of Departmental initiatives and capital projects. This includes advancing the ecological health and biodiversity of the public lands system, and improving the quality, accessibility, and equity of Department lands and resources. Urban Forestry Division: Manages approximately 90,000 trees with 25,000 potential planting sites (located in city parks, on city facility properties, and along city streets and trails). The program provides most services related to the maintenance of city trees including; tree pruning, tree planting, removal, health evaluation, emergency response, project plan review/permit issuance, storm cleanup/pickup and hazard assessment. 228 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands DEPARTMENT OF PUBLIC LANDS Kristin Riker, Director Department Performance Measures # of Council Districts with an active biodiversity enhancement project 2 2 3 4 7 Ratio of trees planted to trees removed (a number greater than one 1.61 1.8 1.44 1.75 1.75 indicates expansion) Increase golf cart sales revenue by 5%** 0.0068 -10.93 -3 >_2% >_2% Ratio of maintained acres per maintenance FTE 10.03 11.1 9.79 10 10.5 *FY 23 are goals only. **Year over year numbers fluctuated due to FY20 & FY21 Covid 19 factors. 229 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands DEPARTMENT OF PUBLIC LANDS Kristin Riker, Director FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Recommended FTE Budget Budget DEPARTMENT BUDGET Personal Services 15,320,080 20,188,170 22,627,598 O & M 4,841,123 3,632,698 4,287,783 Charges & Services 6,588,559 9,282,677 10,344,652 Capital Expenditures 902,206 5,339,411 7,330,795 Interest & Bond Expenditures 496,131 512,736 510,427 Transfers Out 2,257 — — Total Department of Public Lands 28,150,356 38,955,692 45,101,255 DIVISION BUDGETS Public Lands Administration 3,598,566 2,856,418 3,392,745 17.85 Parks 11,019,015 13,981,304 15,487,723 84.85 Planning and Ecological Services 1,403,976 3,886,105 4,755,123 37.15 Urban Forestry 3,006,927 3,505,849 3,526,680 18.00 Golf 9,121,872 14,726,016 17,938,984 34.15 Total Department of Public Lands 28,150,356 38,955,692 45,101,255 FUNDING SOURCES General Fund 19,028,484 24,229,676 27,162,271 157.85 Golf Fund 9,121,872 14,726,016 17,938,984 34.15 Total Department of Public Lands 28,150,356 38,955,692 45,101,255 FTE by Fiscal Year 146.00 172.00 FY 2024 Department Budget Bonding/Debt/Interest Charges 510,427 Capital Expenditures 7,330,795 Charges & Services 10,344,652 192.00 Personal Services 22,627,598 O&M 4,287,783 230 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands DEPARTMENT OF PUBLIC LANDS Kristin Riker, Director Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Base -to -Base 64,583 Base -to -base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 66,704 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (71,951) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 45,916 This increase reflects a change in the cost of insurance for the Department of Public Lands as described in the Budget Summary section of the Budget Book. Merit Changes 63,049 Public Lands FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 572,829 This increase reflects the Department of Public Lands portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 29,797 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 11,078 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAQ Remove Office Configuration (One-time) (100,000) Funding was provided in FY 2023 for office reconfiguration needs. The funding will be reduced in this budget. Remove Tree Watering Campaign Education (One-time) (50,000) In the FY 2023 budget Urban Forestry was awarded $50,000 in one-time funding to work with a contracted consultant to develop and deploy promotional and outreach materials on effectively watering trees. The funding will be removed in this budget. FY 2023 BA #4: 2 Public Lands Planner Positions 229,440 In budget amendment #4 of FY 2023, two Public Lands Planner positions were added to the department. These positions are responsible for public engagement, design, consultant management, cross -departmental coordination, and implementation tasks required to complete critical Public Lands projects. 231 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands Inflationary & Contractual Increases 649,500 The Public Lands Department has experienced operational expense increases related to inflationary and other contractual price increases. The budget includes funding for cost increases to multiple expense categories related to utilities, fleet fuel and maintenance, operational contracts, and supplies. Expanded Citywide Events 219,500 The budget includes funding for one Special Projects Asst FTE tasked with helping to facilitate an expanded number of city-wide events. Two drone shows (for July 4th and July 24th holidays), three events in the ballpark neighborhood, and one large volunteer event to clean our all 17 miles of the Jordan River and Jordan River Trail as well as three events in the North Temple neighborhood. These are more environmentally friendly with no risk of starting fires, no chemicals that can harm the environment, no oxidizers that can contaminate waterways, no trash and are energy efficient. Parks Maintenance Tech II (Grade 16) (10 Mths), Associated Seasonal Positions and Program 305,750 Costs Funding is included for a Parks Maintenance Tech II position and the associated seasonal staff necessary to provide landscape maintenance at Folsom Trail, and at Mt View Corridor (11 acres). Sr. Natural Resource Technician (Grade 16) (10 Mths) 67,800 This full-time position will be responsible for the landscape maintenance at Cornell Riverside Natural Area wetlands and help oversee seasonal maintenance crews at other nearby natural areas including Three Creeks. Maint. Electrician IV (Grade 22) (10 Mths), Program Costs 122,800 The budget includes the addition of a Maintenance Electrician IV position that will support Public Land's existing Parks Electrician as they encounter increasing repairs and replacement due to vandalism and other ongoing maintenance needs. General Maint. Worker IV (Grade 21) (10 Mths) 79,800 The addition of this General Maintenance Worker position will support the department's Property Maintenance team providing support for ongoing maintenance and vandalism repairs and replacements for Department assets through out the City. Sprinkler Irrigation Tech III (Grade 20) (10 Mths) 76,000 This Sprinkler Irrigation Tech position will support the department's existing Parks irrigation team by providing irrigation services to Salt Lake City parks, city medians and trails. Central Control Irrigation SPE (Grade 20) (10 Mths) 76,000 The budget will add a Central Control Irrigation SPE position that will support the department's existing Parks irrigation team by managing parks, RAC, Cemetery, city medians and trails. Sr. Warehouse Operator (Grade 15) (10 Mths) 7,500 This full-time position will be partially funded by Golf funds and will support increased warehouse operations needs, order requests, and payment processing. Sr. Natural Resources Technician (Grade 16) (10 Mths), Associated Seasonal Positions and 86,600 Program Costs The addition of this Sr. Natural Resources Technician and the accompanying seasonal positions will compliment existing field -team resources with capacity for progressive expansion of biodiversity and restoration projects across Public Lands, including pre -restoration weed control and site preparation, post -restoration weed control and watering, planting, seeding, fencing and irrigation maintenance, and similar tasks. 232 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands Environmental Specialist II Union 74,700 This position will provide highly technical and specialized guidance, direction and support for the development and implementation of projects on Public Lands properties focused on biodiversity, pollinators, native plant restoration, and habitat function. Sr. Natural Resource Technician (Grade 16) (10 Mths), Associated Seasonal Positions, Program 181,200 Costs and Operational Expenses This position will provide weed removal, native planting, trail corridor maintenance, trailhead and access maintenance, way finding and interpretive signage installation and maintenance, and minor trail construction. 2 Sr. Natural Resource Technicians (Grade 16) (10 Mths) 124,000 These additional positions will provide maintenance work in SLC Foothills, this team would also complete maintenance of other soft surface trails and bike parks within SLC including, Rose Park Trails, 91-ine Bike Park and Parleys Historic Nature Park. 233 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Lands This page intentionally left blank 234 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services PS ADMIN SERVICES Communications Finance Technology Capital Planning Safety and Security DEPARTMENT OF PUBLIC SERVICES Organizational Structure Fiscal Year 2023-24 DEPARTMENT OF PUBLIC SERVICES Jorge Chamorro Director CAPITAL JP Goates Deputy Director CITY ENGINEER Mark Stephens FACILITIES Jim Cleland Julie Crookston Deputy Director COMPLIANCE Erik O'Brien FLEET Nancy Bean STREETS James Aguilar SAFETY Kristen Shulsen 235 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services The Department of Public Services The Department of Public Services provides essential services to residents, businesses, and visitors; capital improvement project development and delivery; and internal services that support all other City functions. The department's vision is to be responsive to and anticipate the needs of a growing, diverse, and vibrant city. Department funds come from the General Fund and the Fleet Fund. MISSION STATEMENT Public Services is a team of professionals who value integrity, diversity, and equity. We are committed to providing essential municipal services and accessible public spaces for Salt Lake City by investing public funds effectively, efficiently, and sustainably to make life better throughout the community. PUBLIC SERVICES DEPARTMENT OVERVIEW Administrative Services under leadership of the Department Director, provides leadership, project support, strategy, and vision to the department while establishing standards and processes for transparent, accountable, and data - driven solutions that aim to better serve the public and enhance City assets. Administrative Services Division functions include technology implementation, internal and external communications, finance, special projects, information management, strategic planning, and policy and procedure tracking for department management. Compliance is responsible for providing the efficient and effective delivery of the following services: • Enforce City codes relevant to parking, food cart vendors, sidewalk entertainers, and impoundment. • Process customer service requests from residents and business owners. • Enforce vehicle idling violations. • Manage vehicle impound operations with contracted vendor. • Recruit and supervise school crossing guards at State required intersections. • Maintain and service parking pay stations. • Manage operations and access of the Library Parking Garage. Engineering as required by State code, manages all aspects of City -funded construction projects sponsored by other divisions and departments. Engineering is also responsible for data mapping used by internal and external staff, all survey work, controls for subdivisions, and new roadways. 236 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services Facilities is responsible for the stewardship of 83 City -owned buildings, totaling more than 2.54 million square feet and an additional 1.76 million square feet of public plazas, rights -of -way, green ways, and trails in the Downtown and Sugar House business districts. Facilities manages the Capital Asset Program that tracks the condition of each facility, schedules repair and replacement, quantifies deferred capital renewal, and projects costs to preserve assets over their lifetime. Fleet maintains City vehicles and City -owned equipment; provides and monitors fuel at 15 locations; supplies a motor pool; and maintains a truck wash -out facility. Fleet prepares utilization and performance data that is used to optimize the fleet while supporting the City's environmental goals. The division is actively involved in securing a plan for electric infrastructure. Streets is responsible for the following operations: • Repair and apply surface treatments on 1,894 lane miles (approximately 118 million square feet) of City -owned asphalt roadways, including chip, fog, and slurry seal surface treatments, crack sealing, level patching, pothole repair, and asphalt mill -out and inlay. • Upgrade concrete ADA ramps, provide residents and businesses with curb and gutter, sidewalk, and drive approach concrete replacement through the 50/50 or 100% cost -share program, and perform sidewalk grinding to mitigate sidewalk trip and fall issues. • Complete concrete joint sealing routine maintenance and limited roadway slab replacement for the City's 189 concrete roadway lane miles. • Control snow and ice on 1,850 lane miles of City -owned roadways. Clear over 5 miles of protected bike lanes on a priority -one basis and snow and ice control on 7.8 miles of viaduct sidewalks. • Maintain over 249 signalized intersections' signals, flashing crosswalks, and electronic traffic control devices on City -maintained roads. • Use specialized painting equipment to apply markings to 608 miles of road surfaces • Perform annual inspections, installs, and sign maintenance and replacement to 41,652 City traffic signs and 27,962 traffic sign supports. • Provide year-round, after-hours coverage for emergency response through the Streets Response Team.Prevent dirt, leaves, and pollutants from reaching the storm drainage system while providing a clean, well -presented City with street sweeping operations. 237 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services DEPARTMENT OF PUBLIC SERVICES Jorge Chamorro, Director Department Performance Measurements COMPLIANCE: maintain full coverage of required school crossings, with crossing guard staff 100% 100% 100% 100% 100% during the school year. ENGINEERING : Number of Public 2,670 2,311 2,300 2,300 2,300 Way Permits Issued FACILITIES: Maintain productivity of total tasks completed on time. 71 % 75% 78% 79% 80% FLEET: Maintain mechanic productivity rate during work hours 88% 92% 80% 90% 90% at 90% or greater STREETS: Complete 155 lane miles 144.10 lane 134.83 155 lane 135 lane 115 lane of surface treatments miles lane miles miles miles miles *Target lane miles decreasing due to proposed Mill and Overlay Pilot Program 238 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services DEPARTMENT OF PUBLIC SERVICES Jorge Chamorro, Director FY 2021-22 FY 2022-23 FY 2023-24 Actuals Adopted Recommended FY 2023-24 FTE Budget Budget DEPARTMENT BUDGET Personal Services 26,373,992 32,284,435 34,789,675 O & M 11,531,655 13,444,170 15,412,323 Charges & Services 7,362,578 9,165,506 10,642,856 Capital Expenditures 3,083,205 10,891,354 10,748,547 Interest & Bond Expenditures 3,412,344 3,743,689 3,355,903 Transfers Out 294,931 295,361 654,855 Total Department of Public Services 52,058,705 69,824,515 75,604,159 DIVISION BUDGETS Administrative Services 1,831,658 3,205,861 3,611,447 19.00 Engineering 5,319,272 6,237,533 7,194,606 50.00 Compliance 2,965,595 4,103,432 4,242,524 29.00 Facility Services 9,772,682 10,809,352 11,980,848 57.00 Fleet 19,175,658 30,426,031 32,498,750 46.00 Streets 12,993,839 15,042,306 16,075,984 115.00 Total Department of Public Services 52,058,705 69,824,515 75,604,159 FUNDING SOURCES General Fund 32,883,047 39,398,484 43,105,409 270.00 Fleet Fund 19,175,658 30,426,031 32,498,750 46.00 Total Department of Public Services 52,058,705 69,824,515 75,604,159 FTE by Fiscal Year 294.00 307.00 316.00 239 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services FY 2024 Department Budget Transfers Out 654,855 Interest & Bond Expenditures 3,355,903 Capital Expenditures 10,748,547 Charges & Services 10,642,856 Personal Services 34,789,675 O&M 15,412,323 240 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services DEPARTMENT OF PUBLIC SERVICES Jorge Chamorro, Director Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base to Base Changes (94,561) Base to base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 168,015 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (136,401) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 93,580 This increase reflects a change in the cost of insurance for the Department of Public Services as described in the Budget Summary section of the Budget Book. Merit Changes 29,792 Public Services FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 1,114,688 This increase reflects the Department of Public Services portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 92,027 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 100,850 The budget includes funding to bring non -represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAQ Remove New Program Start-up Expenses (One-time) (7,180) The budget reduces funding included in the FY 2023 budget for one-time costs associated with a newly added Sr. Project Manager position in Engineering and a Financial Analyst. FY 2023 BA #4: Sr. Project Manager 160,800 In budget amendment #4 of FY 2023, a Sr. Project Manager position was added to the department. This position will work within the Engineering Division and oversee a program dedicated solely to the proposed bond projects. This position will also be necessary for oversight of design and construction, overall. 241 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services Streets Mill and Overlay Pilot Program (Equipment Funding in CIP) 130,000 The budget includes funding to begin a Mill & Overlay Pilot Program to trial a more robust form of roadway surface treatment. Many existing city roadways do not currently need a full -depth reconstruction but are not in good enough condition for current maintenance surface treatments, namely chip and slurry seal. If no action is taken, these in between roads will rapidly deteriorate and soon require a costly reconstruction. Due to this lack of opportunity for maintenance of these roadway segments, resurfacing candidates will quickly become exhausted. A mill and overlay program will improve the condition of such roads to the point were they are once more eligible for surface treatments, thus extending their life expectancy. The one-time funding for the paver and Planer equipment is included in the CIP. Converting Part-time Office Tech to FTE - Streets — Currently, two new programs are to be implemented at the Streets division: SalesForce and Workday, which provide a more efficient and accessible way for constituents to report issues with their streets. This update is expected to increase the number of such reports. To aid with the rollout and continuous support of these programs, consistent resources are necessary. By converting the existing part-time Office Tech position division support can be better organized while also improving customer service. Contractual Increases / Inflationary 1,256,000 The Public Services Department has experienced operational expense increases related to inflationary and other contractual price increases. The budget includes funding for cost increases to multiple expense categories related to utilities, fleet fuel, operational contracts, and supplies. Safety & Security Manager (Grade 37) (10 Mths) 152,565 Funding to kickstart a City-wide safety and security program is being recommended. The Safety and Security Director will take control of the security management of all City -occupied building, overseeing the integration of security and access systems, operations, and technologies designed to protect the safety of employees and visitors to public these buildings. In addition, this position will identify and coordinate the delivery of appropriate workplace safety trainings to those Departments that currently don't have a Safety Manager. Environmental Engineer (Grade 33) (10 Mths) 178,000 Based on the joint ownership agreement, Salt Lake City Engineering has provided Engineering services for the City and County's Landfill projects and related environmental regulatory needs. With Engineering's existing and projected workload including multiple large-scale projects on the horizon at the landfill, the need for an additional Professional Engineer dedicated to the Landfill has become evident in order to meet short and long-term needs, as well as job succession planning. In addition, Sustainability anticipates significant increase for environmental regulatory support, including Fleet Yard remediation planning, Inland Port environmental support, right-of-way environmental assessments, and EPA Brownfields Grant management. The General Fund could see a partial offset of the expense on for this position as the time spent by the new FTE on Landfill projects would be reimbursable to the City by the County, per the joint ownership agreement. 242 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services Building Administrator (10 Mths) The addition of this Building Administrator will serve several purposes. First, servicing space needs assessment and office furniture. This service has been contracted out for some time to a part-time on -call architect. This service has been costly and lacking in many areas, as the City spends an average of $80,000/year on these type of contracted services. The space layouts need to be digitized and continually updated and the pipeline of furniture and equipment orders needs to be managed in house. This position will also oversee all services provided to the buildings including: private security, janitorial, vending, special events, event programming, art display, etc. This position will also coordinate the upcoming construction timing, moves and accommodations. This service may also extend to other City offices, such as Plaza 349. 4 New FTEs: Trades Apprenticeship Program The budget adds four new FTEs for a Trades Apprenticeship program. For the past decade, the Facilities Division has found it difficult to recruit trades professionals. Each year the recruiting seems to get worse, with little to no success. Facilities is proposing a potential solution to the recruitment challenge, by utilizing the Mayors' apprenticeship funding initiative to grow our own skilled labor pool from the local community through a structured apprenticeship program, building a workforce that truly represents the people whom we serve. With this program, we can also help individuals by developing a fulfilling and flexible career that plays into their interests as they grow different skill sets. All positions will offer hands-on training, real -world experience, and paid educational training. Once fully certified on their trade, these employees will be able to move out of the apprenticeship program and apply for an open position within the City, freeing the position for the next round of apprentices. Public EV Charging Stations Maintenance Funding is being moved from the Sustainability department for the maintenance of the public -facing EV charging stations owned by the City (20). This budget allocation also covers the ongoing service fees Engineering AutoCAD Transfer to IMS The budget transfers funding for management of AutoCAD from various departments to IMS. Pre -Employment Screening Transfer to HR The budget transfers funding for management of the pre -employment screening function from Public Services to Human Resources. 131,750 332,000 45,000 (22,000) (18,000) 243 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Services This page intentionally left blank 244 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Utilities WATER RESOURCES Tamara Prue Hydrology Sustainability Water Conservation Stream Flow Records Snow Totals DEPARTMENT OF PUBLIC UTILITIES Organizational Structure Fiscal Year 2023-24 DEPARTMENT OF PUBLIC UTILITIES Laura Briefer, M.P.A. Director Safety Program Manager GRAMA/Records Management Communications & Engagement Contracts, Property & Water Rights Management, Policy & Public Affairs ............................................................................ GIS Marian Rice, Watershed MPA, Ph.D. Jesse Stewart ....................... Street Lighting Deputy Director Water Quality & Treatment Deputy Director Water &Storm Water Quality WATER QUALITY & Regulatory Compliance TREATMENT ENGINEERING Cross Connection and Control Jason Brown, P.E. Water Treatment Plants Teresa Gray Chief Engineer Sewer Pretreatment Administrator GIS Locators GIS & IT Leak Detection Survey Tamara Wambeam ...........:........... Document Management GIS & IT System Public Utilities Web Administrator Billing Program WASTEWATER TREATMENT PLANT Jamey West Water Reclamation Manager MAINTENANCE/ OPERATIONS Jeffrey Grimsdell Superintendent FINANCE ADMINISTRATOR Lisa M. TarufeRi, M.B.A. Customer Service Meter Reading Billing Finance Administrative Services Engineering Water Reclamation Maintenance Engineering Capital Improvement Development Design Inspection Waste Water Treatment Plant Pretreatment Program Safety Specialist Water Maintenance Sewer Maintenance Storm Water Maintenance Distribution Telemetering Support Services Warehouse 245 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Utilities Department Of Public Utilities DEPARTMENT MISSION AND VISION STATEMENT To serve our community and protect our environment by working to continuously improve water, wastewater, stormwater, and street lighting services in a sustainable manner. We strive to uphold the values of Service, Leadership, Integrity, Flexibility, Efficiency, and Stewardship. DEPARTMENT OVERVIEW The Salt Lake City Department of Public Utilities (SLCDPU) provides water, sewer, stormwater, and street lighting services. SLCDPU provides sewer, stormwater, and street lighting to the approximately 200,000 residents of Salt Lake City. The service area for SLCDPU's water utility is much larger and provides drinking water to more than 360,000 people in Salt Lake City and portions of Mill Creek, Holladay, Cottonwood Heights, Murray, Midvale, and South Salt Lake. SLCDPU manages the four utilities as separate enterprise funds under one administrative management structure. SLCDPU develops and implements fees, rates, and rate structures that are approved annually by the Salt Lake City Council. SLCDPU's work in each of its four utilities is vital to public health, environment, economy, and quality of life. Our 477 employees are responsible to ensure the environment is protected, and that the public has access to clean, reliable, and affordable water resources. SLCDPU is extremely accountable to the public in its implementation of these services. In fulfilling this important responsibility, SLCDPU is regulated by (1) federal and state agencies pursuant to the federal Safe Drinking Water Act and Clean Water Act, and the state's drinking water and water quality statutes and rules; (2) federal and state statutes regarding water resources, water quality, and flood control; and (3) local health department regulations concerning drinking water and wastewater. SLCDPU, in turn, enforces numerous regulations concerning water, stormwater, and sewer, primarily contained in Chapter 17 of Salt Lake City's ordinances. SLCDPU is also responsible for regulating the Riparian Corridor Overlay Zone found in Chapter 21 of Salt Lake City's ordinances. 246 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Utilities DEPARTMENT OF PUBLIC UTILITIES Laura Briefer M.P.A., Director Department Performance Measurements Water Quality: Water Quality Turbidity is a measure of water clarity by indicating how cloudy it is. The 0.02 NTU 0.03 NTU 0.0282 NTU <0.03 NTU <0.03 NTU national benchmark is less than 0.1 Nephelometric Turbidity Units (NTU). Energy Use: AWWA Water -Energy Efficiency median is 6,881 thousand 2,024 Kbtu/ 1,902 Kbtu/ 2607 Kbtu/ 1,840 Kbtu/ 1,840 Kbtu/ British thermal units per year per yr/MG yr/MG yr/MG yr/MG yr/MG million gallons (Kbtu/yr./MG). Water Use: Average Per Capita Water Use in Gallons per Capita per Day 172 gpcd 193 gpcd 166 gpcd <200 gpcd <200 gpcd (gpcd as of 12/31). Sewer: Clean greater than 35% of the 59% of 45% of 45% of >35% of >35% of sewer collection system. System System System System System Stormwater: Linear feet (LF) of lines replaced, rehabilitated, or installed. 13,295 LF 13,541 LF 18,935 LF 21,700 LF* 21,700 LF* *Target based on annual CIP planning. 247 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Utilities DEPARTMENT OF PUBLIC UTILITIES Laura Briefer M.P.A., Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 38,350,650 49,027,442 54,251,832 O & M 6,661,002 8,737,209 9,761,269 Charges & Services 47,122,600 64,446,316 68,863,756 Interest & Bond Expense 12,094,845 29,255,463 41,267,908 Capital Expenditures 137,430,538 261,074,907 334,049,662 Transfers Out — 583,605 583,605 Total Department of Public Utilities 241,659,635 413,124,942 508,778,032 DIVISION BUDGETS Administration 6,183,609 7,960,801 9,029,919 20.00 Finance 16,672,727 26,841,436 29,806,655 51.00 Engineering 4,441,071 7,968,759 8,892,320 53.00 Water Quality 30,566,384 35,028,903 36,445,186 58.00 Water Reclamation 9,677,804 12,724,122 14,065,437 71.00 Water Resources 1,415,072 2,196,676 2,915,791 12.00 Maintenance 20,796,880 26,660,319 28,448,446 186.00 GIS 2,396,256 3,413,556 3,856,308 24.00 CIP and Debt Service 149,509,833 290,330,370 375,317,970 Total Department of Public Utilities 241,659,635 413,124,942 508,778,032 FUNDING SOURCES Street Lighting Fund 4,239,497 5,757,825 6,044,149 2.57 Water Fund 113,694,347 132,752,815 177,953,787 298.21 Sewer Fund 113,015,365 255,914,580 301,832,622 130.80 Storm Water Fund 10,710,425 18,699,722 22,947,474 43.42 Total Department of Public Utilities 241,659,635 413,124,942 508,778,032 FTE by Fiscal Year 452.00 459.00 475.00 248 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Public Utilities FY 2023 Department Budget O&M 9,761,269 Personal Services 54,251,832 Transfers Out 583,605 Capital Expenditures 334,049,662 Charges & Services 68,863,756 Interest & Bond Expense 41,267,908 249 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 250 Mayor's Recommended Budget FISCAL YEAR 2023-24 Redevelopment Agency of Salt Lake City SALT LAKE CITY REDEVELOPMENT AGENCY Organizational Structure Fiscal Year 2023-24 REDEVELOPMENT AGENCY Director � J OFFICE MANAGER GALLIVAN DIRECTOR RDA ....................... ......................: Deputy Director OFFICE GALLIVAN STAFF ......: : :...... FACILITATOR (13 POSITIONS) .............................................................................................................................................................................. . SR. PROJECT SR. PROJECT COMM/ FINANCIAL MNGR MNGR OUTREACH ANALYST MANAGER COMM/ SR. PROJECT PROJECT SR. PROJECT PROPERTY OUTREACH DATA MNGR MNGR MNGR MNGR COORDINATOR MANAGER PROJECT PROJECT PROJECT PROJECT MNGR COORD MNGR COORD SPECIAL PROJECTS 251 Mayor's Recommended Budget FISCAL YEAR 2023-24 Redevelopment Agency of Salt Lake City Redevelopment Agency Of Salt Lake City DEPARTMENT MISSION STATEMENT AND CORE VALUES The mission of the Redevelopment Agency of Salt Lake City (RDA) is to revitalize neighborhoods and business districts to improve livability, spark economic growth, and foster authentic communities, serving as a catalyst for strategic development projects that enhance the City's housing opportunities, commercial vitality, public spaces, and environmental sustainability. We foster a set of core values that collectively support the revitalization of Salt Lake City's communities: ECONOMIC GROWTH // We act as a responsible steward of public funds, taking a long-term view of investment, return, and property values. COMMUNITY IMPACT // We prioritize projects and programs that demonstrate commitment to improving equity and quality of life for residents and businesses in Salt Lake City. NEIGHBORHOOD VIBRANCY // We cultivate distinct and livable built environments that are contextually sensitive, resilient, connected, and sustainable. DEPARTMENT OVERVIEW Since 1969, the RDA has played a pivotal role in revitalizing many areas of Salt Lake City. Under the Utah Community Development and Renewal Agencies Act, the RDA has the charge and financial tools to address blight and disinvestment in specific parts of the City. By working with communities and development partners, the RDA is transforming areas suffering from social, environmental, physical, or economic challenges into neighborhoods and commercial districts that are characterized by a variety of useful amenities, vital housing opportunities, successful local businesses, connected public spaces, renewed infrastructure, and public art. As the owner of the Gallivan Center, the RDA also works with the adjacent property owners to oversee the maintenance and programming of the 3.5-acre downtown plaza. To accomplish its goals to enhance livability and trigger economic investment, the RDA utilizes a robust set of financial, planning, and revitalization tools to support redevelopment within communities throughout the City. The RDA achieves its goals through direction from its RDA Board of Directors (the same members as the Salt Lake City Council) and is administered by its Executive Director (Salt Lake City Mayor). Together with the Gallivan Center, the RDA has a total of 34 positions led by the Director and Deputy Director. The staff conducts the daily operations of the RDA as well as the maintenance and operations of the Gallivan Center. 252 Mayor's Recommended Budget FISCAL YEAR 2023-24 Redevelopment Agency of Salt Lake City SALT LAKE CITY REDEVELOPMENT AGENCY Danny Wa1z, Director DEPARTMENT BUDGET Personal Services O&M Charges & Services Interest & Bond Expense Capital Expenditures Transfers Out Total RDA DIVISION BUDGETS Administration Block 70 Central Business District Primary Housing Fund (CWH TI) Depot District Granary District Housing Development Fund North Temple No Temple Viaduct Northwest Quadrant Westside Community Initiative (NWQ Hsg/UIPA) Program Income Fund Secondary Housing Fund (PAH) Revolving Loan Fund Stadler Rail State Street 9-Line West Capitol Hill West Temple Gateway Total RDA FUNDING SOURCES Redevelopment Agency Fund Total RDA FTE by Fiscal Year FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Budget Recommended FTE Budget 1,588,385 2,480,095 2,756,779 4,255,374 1,300,000 1,375,000 18,217,392 22,452,621 20,099,135 9,057,549 10,746,989 9,599,991 6,726,761 14,278,181 24,972,594 — 12,043,013 16,274,328 $ 39,845,461 $ 63,300,899 $ 75,077,827 3,193,068 3,998,655 4,428,662 1,803,909 10,915,154 11,053,759 24,008,621 27,596,650 24,644,694 — 1,599,880 2,394,582 2,123,789 4,049,587 7,227,908 644 648,546 1,394,593 — 5,230,000 4,510,953 224,914 449,053 1,351,992 2,542,885 1,206,609 2,774,419 — 908,100 1,398,548 — 500,000 1,835,469 1,432,032 1,556,835 1,449,692 16,478 10,000 1,000,000 937,335 345,000 226,750 — 72,920 141,297 — 2,631,183 5,788,520 234,503 1,477,727 3,455,989 1,491,383 100,000 — 1,835,900 5,000 — $ 39,845,461 $ 63,300,899 $ 75,077,827 70,206,571 63,300,899 75,077,827 $ 70,206,571 $ 63,300,899 $ 75,077,827 19.00 19.00 21.00 21.00 21.00 253 Mayor's Recommended Budget FISCAL YEAR 2023-24 Redevelopment Agency of Salt Lake City Capital Expenditur 24,972,594 FY 2024 DEPT BUDGET Transfers Out 16,274,328 Interest & Bond Expense 9,599,991 Charges & Services 20,099,135 Personal Services 2,756,779 O&M 1,375,000 254 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Sustainability FINANCE & ACCOUNTING Angie Nielsen Financial Manager SUSTAINABILITY DEPARTMENT Organizational Structure Fiscal Year 2023-24 SUSTAINABILITY DEPARTMENT Debbie Lyons Budget Development Director J Accounting & Reporting Financial Analysis Carbon Data Accounting .................................:................................ Financial Forecasting WASTE & RECYCLING ENVIRONMENT & ENERGY Chris Bell Sophia Nicholas Division Director Deputy Director Zero Waste Planning & Policy Recycling Refuse Collection Curbside Compost Collection Call-2-Haul Program Glass Recycling Education & Enforcement Special Events Waste & Recycling Construction & Demolition Waste Permits Master Recycler Program Budget & Policy Air Quality Environmental Compliance Climate Change Energy Food Security Communications & Public Relations Grant Management E2 Business Program 255 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Department of Sustainability Sustainability Department Overview VISION STATEMENT The Sustainability Department supports the vision of leading the way on resilience and environmental stewardship. MISSION STATEMENT The Sustainability Department develops goals and strategies to protect our natural resources, reduce pollution, slow climate change, and establish a path toward greater equity, resiliency, and empowerment for the community. DEPARTMENT OVERVIEW The Department of Sustainability aims to develop goals and strategies to protect our natural resources, reduce pollution, slow climate change, and establish a path toward greater resiliency and vitality for all aspects of our community. The Department is organized in two separate divisions: the Waste & Recycling Division and the Environment & Energy Division. The Waste & Recycling Division is responsible for managing the City's regular refuse, compost, and recycling collection services and is funded by refuse collection fees. The Environment & Energy Division develops plans and policies to preserve and improve our built and natural environments and provide residents information on sustainability issues affecting Salt Lake City. This division is funded primarily by landfill dividends and recycling proceeds when available. The Department currently operates with 63 full- time equivalent positions (FTE's) and is requesting two additional FTEs in FY24. Department Performance Measurement Increase percent of residential waste stream diverted from the landfill through recycling and composting 50% renewable electricity generation for municipal operations by 2023 100% renewable electricity generation for community by 2030 Reduce community greenhouse gas emissions 80% by 2040 SLCGreen Total social media followers (INSTAGRAM, Facebook, and Twitter) 39.29% 37.2% 37% >_40% >_40% 13% (est.) 12% (est) 12% >_50% >_50% 22% (est.) 30% 31 % >_30% >_30% 4,498,525 (est.) 4,720,000 (est.) 4,620,000 (est.) <_ 4,620,000 MTCOZe MTCOze MTCOze MTCOZe 17,624 18,254 18,823 20,250 256 Mayor's Recommended Budget <_ 4,620,000 MTCOze 20,350 FISCAL YEAR 2023-24 Salt Lake City Department of Sustainability SUSTAINABILITY DEPARTMENT Debbie Lyons, Director FY 2021-22 FY 2022-23 FY 2023-24 Actuals Adopted Budget Recommended FY 2023-24 FTE Budget DEPARTMENT BUDGET Personal Services 5,430,578 6,029,059 6,752,544 O & M 289,453 278,599 633,100 Charges & Services 7,355,717 10,052,438 9,722,684 Interest & Bond Expense 1,978,827 2,578,871 2,986,397 Capital Expenditures 2,775,464 5,738,704 8,124,067 Transfers Out 277,196 275,000 275,000 Total Sustainability Department 18,107,234 24,952,671 28,493,792 DIVISION BUDGETS Environment & Energy 1,485,545 3,414,392 2,876,630 8.00 Waste & Recycling 16,621,689 21,538,279 25,617,162 57.00 Total Sustainability Department 18,107,234 24,952,671 28,493,792 FUNDING SOURCES Refuse Fund 18,107,234 24,952,671 28,493,792 65.00 Total Sustainability Department 18,107,234 24,952,671 28,493,792 FTE by Fiscal Year 63.00 63.00 65.00 FY 2024 Department Budget Personal Services O & M 6,752,544 633,100 Transfers Out _ 275,000 7 Capital Expenditures 8,124,067 Charges & Services 9,722,684 nd Expense 2,986,397 257 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 258 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City 911 Communications Bureau SALT LAKE CITY 911 COMMUNICATIONS BUREAU Organizational Structure Fiscal Year 2023-24 i C7 911 COMMUNICATIONS BUREAU Stephen Meyer Director Lisa Kehoe Deputy Director Racheal "Shelly" Dejong Operations Manager Elizabeth "Betsy" Delka Operations Manager Kelli Wallin Operations Manager 259 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City 911 Communications Bureau 911 Dispatch Bureau DEPARTMENT VISION STATEMENT We will strive to partner with our officers and firefighters to create a safe and healthy community where our citizens can work and live. DEPARTMENT MISSION STATEMENT Salt Lake City 911 will maintain a high state of readiness to provide a caring and committed link between our officers, firefighters, and citizens of Salt Lake City. DEPARTMENT OVERVIEW The 911 Communications Bureau provides dispatch services for Salt Lake City and Sandy City residents. They process all emergent and non -emergent calls in both municipalities. The dispatchers work cooperatively with the Fire Departments and Police Departments that they serve and Sandy Animal Services to address the needs of the public. The 911 Bureau is managed by an at -will director that reports to the Office of the Mayor. The total FTEs for the 911 Communications Bureau stands at 100. The majority of these FTEs answer calls 24 hours a day, 365 days a year, and answered over 780,000 calls last year. These specialized dispatchers require rigorous training each year and are held to high standards of quality response. 911 Communications Bureau Performance Measures Answer phones within 15 seconds at least 95.24% of the 98.03% 95.24% 95.34% 95.24% 96.00% time Answer phones within 40 seconds at least 98.47% of the 99.33% 98.47% 98.19% 98.47% 99.00% time *911 Comm gathers performance measurement information on a calendar year basis. 26o Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City 911 Communications Bureau SALT LAKE CITY 911 COMMUNICATIONS BUREAU Stephen Meyer, Director FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actuals Adopted Recommended FTE Budget Budget DEPARTMENT BUDGET Personal Services 8,176,089 9,701,207 10,088,793 O & M 71,901 84,984 84,984 Charges & Services 572,901 935,576 935,606 Capital Expenditures — 150,373 150,373 Total 911 Communications Bureau 8,820,891 10,872,140 11,259,756 DIVISION BUDGETS City Administration 8,820,891 10,872,140 11,259,756 100.00 Total 911 Communications Bureau 8,820,891 10,872,140 11,259,756 FUNDING SOURCES General Fund 8,820,891 10,872,140 11,259,756 100.00 Total 911 Communications Bureau 8,820,891 10,872,140 11,259,756 FTE by Fiscal Year 108.00 100.00 100.00 FY 2024 Department Budget Capit 150,: Charges & Ser, 935,606 Personal Services 10,088,793 261 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City 911 Communications Bureau SALT LAKE CITY 911 COMMUNICATIONS BUREAU Stephen Meyer, Director Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base -to -Base Changes (87,116) Base -to -base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefit changes that happened in the first part of the current fiscal year. Pension Changes (51,620) The budget includes changes as required for participation in the Utah State Pension System. Insurance Rate Changes 30,216 This increase reflects a change in insurance costs for the 911 Communication Bureau as described in the Budget Summary section of the Budget Book. Merit Changes 97,922 The 911 Communication Bureau FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 396,453 This increase reflects the 911 Communication Bureaus portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 1,761 Funding was included in the FY 2023 budget to bring non -represented positions in the City to fair -market value. These salary increases were not implemented until October 1 st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair -market adjustments. 262 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Non -Departmental NON -DEPARTMENTAL General Fund Requests Overview FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Governmental Transactions 10 Year Plan -Airport Trail Reimbursement Required 103,887 103,887 by FAA Corrective Action Plan Retirement Payouts 390,000 696,000 696,000 Contract with U of U for Demographic Project - 50,000 50,000 Sorenson Center w/ County 1,729,751 1,014,800 1,014,800 Jordan River Membership 16,000 14,000 16,000 Washington DC Consultant - 75,000 75,000 Tuition Aid Program 193,500 320,000 320,000 Municipal Elections 178,697 20,000 354,551 Animal Services Contract 1,874,652 1,968,385 1,970,648 Police Department Body Cameras 1,508,886 1,549,692 1,549,692 Apprenticeship Program 5,792 1,025,000 630,000 City Resident Bus Pass (HIVE) 416,167 1,321,000 411,000 Free Bus Passes for School Children (Expansion of 100,000 HIVE) Federal Grant Match Account - 1,000,000 - Governmental Transactions Total 6,417,332 9,157,764 7,187,691 Inter -Governmental Transfers Public Utilities - Land Swap Payment - 200,000 200,000 Capital Improvements Project Fund 22,541,701 20,037,135 12,834,010 Transfer to Debt Service Fund 8,585,180 11,417,321 10,301,526 Fire SCBA 210,000 197,400 197,400 Fleet Replacement Fund 10,710,986 11,711,900 11,743,350 Transfer to RDA 16,126,056 15,532,420 15,985,753 Transfer to Golf 1,889,528 182,795 Golf (Living Wage and CCAC Salary Adjustment - 370,100 370,100 Transfer Golf Fund ESCO FY 2023 - 484,000 - Golf Fund ESCO FY 2024 - - 510,427 Golf Admin Fee Transfer 315,779 356,302 Golf IMSTransfer 200,000 350,000 Rosepark Infrastructure Renewal - 500,000 500,000 Transfer to Water Fund - 100,000 200,000 Housing Sales Tax Plan (Transfer to the Housing 2,590,000 2,590,000 Fund) Transfer to Governmental Immunity 2,767,963 - - IFAS Account IMS Transfer - 780,069 - General Fund Costs for Streetlighting 102,610 184,420 184,420 Sustainability Fund Transfer 440,000 1,712,126 1,400,900 Special Revenue Fund: Environmental Assessment - 100,000 100,000 Fund 263 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Non -Departmental FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Special Revenue Fund: Emergency Demolition - 200,000 Revolving Fund (One-time) Inter -Governmental Transfers Total 63,374,024 66,815,465 57,824,188 Interfund Charges Information Management Services Fund 13,490,743 17,586,526 22,166,515 Risk Management Premium 2,712,793 3,125,591 3,911,485 Centralized Fleet Management 6,754,891 6,938,939 7,656,893 Interfund Charges Total 22,958,427 27,651,056 33,734,893 Municipal Contributions & Civic Support Salt Lake City Arts Council 650,000 800,000 800,000 Legal Defenders 1,292,774 1,404,677 1,523,067 SL Area Chamber of Commerce 50,000 50,000 55,000 Sugar House Park Authority 224,795 224,795 270,251 Diversity Outreach - 3,000 3,000 Utah League of Cities and Towns 195,097 183,563 233,474 National League of Cities and Towns 12,422 11,535 12,797 Tracy Aviary 674,922 719,367 763,526 Sister Cities - 10,000 10,000 ACE Fund (Previously Signature Events) 206,000 200,000 200,000 Dignitary Gifts/Receptions/Employee Appreciation 16,960 20,000 170,000 Housing Authority Transitional Housing 109,809 85,000 85,000 Regional Economic Development Funding 108,000 108,000 108,000 US Conference of Mayors - 12,242 12,242 Local Business Marketing Program - 20,000 20,000 Utah Legislative / Local Lobby - Moved to Mayor's 6,729 - - Office in 2020 Music Licensing Fees 2,167 7,000 9,000 Billboard Purchase 50,000 - - Utah Foundation 10,000 - - Rape Recovery Center 30,000 30,000 30,000 YWCA - FJC Wrap Around Services 45,000 45,000 45,000 Council - Dignitary Gifts Rece 5,000 - - Citywide Equity Plan and Training 72,389 - - Wind Storm Damage 678,088 - - Right of Way Repair from Wind Storm 6,897 - - DAQ Lawnmower Exchange 160,886 - - National League of Cities Conference (297,129) - - Boards & Commission Honoraria - 26,000 26,000 Salt Lake City Foundation 3,000 3,000 3,000 World Trade Center Membership 50,000 50,000 50,000 City County Building Branding (One-time) - 75,000 - Suazo Membership 18,750 75,000 45,000 Downtown Alliance Safety Ambassador 495,000 - - 264 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Non -Departmental FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Gentrification Mitigation Study 103,151 — — Housing Assistance Program - Rental Assistance 128,772 — — Housing Assistance Program - Mortgage Assistance 23,420 — — Healthcare Innovation - Biohive — 85,000 135,000 Shooting Range Remediation — 500,000 — N BA All Star Game — 1,000,000 — Switchpoint Donation 1,000,000 — — Switchpoint Donation - FOF 1,000,000 — — Open Streets Initiative — 150,000 City Hall Security — 1,200,000 280,350 Transportation Utility Fee Consultant — — 50,000 Wasatch Community Gardens — — 50,000 Salary Negotiation Holding Account 299,573 — 760,000 Municipal Contributions & Civic Support Total 7,432,472 7,098,179 5,749,707 Police Department and Racial Equity in Policing Funding Commission on Racial Equity in Policing — 120,000 120,000 Police Training 946 205,400 55,000 Police Department Social Worker Funding 1,343,055 1,069,127 1,840,127 FOF Police Department Social Worker Funding — 1,431,390 — Racial Equity in Policing Commission Peer Court 20,000 20,000 20,000 Racial Equity in Policing Holding Account — 1,781,192 1,781,192 Racial Equity in Policing Comm Cost 56,183 — — Police Department and Racial Equity in Policing 1,420,183 4,627,109 3,816,319 Funding Total Sales Tax Option: Transit Plans Transit Key Routes (1,2,9 & 21) 5,107,821 6,600,000 7,000,000 On -Demand Ride Services 1,013,389 1,900,000 3,000,000 Outreach New Routes 37,060 100,000 100,000 Sales Tax Option: Transit Plan Total 6,158,270 8,600,000 10,100,000 General Fund Total 107,760,708 123,949,573 118,412,798 Special Revenue Fund Accounting CDBG Operating Funds 6,470,520 4,958,433 5,597,763 Downtown SID / CBID & Other 1,557,197 1,700,000 1,700,000 Salt Lake City Donation Fund 2,252,760 2,870,250 500,000 E911 Fund 3,691,166 3,800,385 3,800,385 Housing Loans and Trust 31,343,897 25,779,254 955,000 Miscellaneous Grants 41,916,856 26,614,153 7,390,097 Other Special Revenue 306,980 300,000 400,000 Total Special Revenue Fund Accounting 87,539,376 66,022,475 20,343,245 265 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Non -Departmental FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Debt Service Funds Debt Service Funds 60,679,751 33,658,558 34,894,979 Special Improvement District Funds 911 3,000 3,000 Total Debt Service Funds 60,680,662 33,661,558 34,897,979 Capital Projects Funds Capital Projects Fund 38,951,338 35,460,387 29,034,160 Impact Fees 7,738,575 — — Capital Projects Maintenance Fund 2,577,746 — — Total Capital Projects Funds 49,267,660 35,460,387 29,034,160 Funding Sources FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget General Fund 107,760,708 123,949,573 118,412,798 Special Improvement Districts Funds 911 3,000 3,000 Miscellaneous Special Service District Fund 1,557,197 1,700,000 1,700,000 Emergency 911 3,691,166 3,800,385 3,800,385 CDBG Operating Fund 6,470,520 4,958,433 5,597,763 Misc Grants Operating Funds 41,916,856 26,614,153 7,390,097 Salt Lake City Donation Fund 2,252,760 2,870,250 500,000 Other Special Revenue Funds 306,980 300,000 400,000 Housing Funds 31,343,897 25,779,254 955,000 Debt Service Funds 60,679,751 33,658,558 34,894,979 Capital Projects Fund 38,951,338 35,460,387 29,034,160 Impact Fees Fund 7,738,575 — — Capital Projects Maintenance Fund 2,577,746 — — 305,248,406 259,093,993 202,688,182 266 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Non -Departmental NON -DEPARTMENTAL General Fund Requests Overview The Non -departmental portion of the budget provides a financial reporting and budgeting section to account for all General Fund monies transferred to other funds, grants, and other special revenue funds. It provides accounting for funds that do not programmatically belong to any particular City department. It includes an accounting of the City's debt service and capital improvement programs. It is also used to monitor disbursements of monies for civic organizations that provide a service on behalf of Salt Lake City but are not legal entities of the City. Apprenticeship Program (395,000) This amount has been transferred to Public Services for a full-time apprenticeship program and to Wasatch Gardens. Employee Appreciation 150,000 Funding is being requested for employee appreciation activities and gifts. How the funding is used will primarily be determined by the City's Employee Appreciation Board. City Hall Security Improvements (Remove One-time) (933,000) One-time funding for security improvements to the City County Building was included in the FY 2023 budget. The funding will be removed in this budget. City Hall Police Presence 13,350 The budget includes a 5% increase in funding for the contract that provides a Police presence in City Hall. City Resident Bus Pass (HIVE) (810,000) Hive participation is down. A portion of this is has a revenue offset. Federal Grant Match Account (1,000,000) Budget was set aside in FY 2023 for grants applied for under the Bipartisan Infrastructure Law. This budget removes the funding set -aside. Contract for Animal Services 2,263 The amount required by the County for Animal Services will increase based on the contract. Jordan River Commission Membership 2,000 The budget includes an increase in funding for the City's Jordan River Commission Membership. Municipal Election Costs 284,551 The budget includes $244,551 for the cost of the contract with the County for the upcoming municipal election. There is also $40,000 included for ranked choice voting awareness. Oath of Office and Outgoing Elected Official Events 50,000 $30,000 is included to cover the cost of the upcoming oath of office event scheduled following the election. There is also $20,000 for and outgoing elected official event. Transportation Utility Fee Consultant (One-time) 50,000 The Transportation Utility Fee (TUF) is a fee allowed by State Statue. The formula and calculations to charge this fee are complex. A consultant will provide the expertise needed to help us get accurate information. Debt Service Funding Transfer 58,230 Debt Service transfer is lower due to the LBA Debt Service being paid with Fire Impact fees. CIP Funding Transfer (7,203,125) The CIP funding transfer is being reduced by $7,203,125 primarily due to the removal of one-time funding for the restoration of the City County Building following the earthquake and a one-time set - aside for hand held radios. An additional reduction of $2,000,000 is due to repurposing parks maintenance CIP funding toward parks maintenance staffing, supplies and vehicles to address the needs of the City's growing Parks and Public Lands Capital Assets. 267 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Non -Departmental Fleet Replacement Fund Transfer 31,450 The budget includes a slight increase in the fleet replacement fund transfer due to an increase in the cost of the vehicles being purchased for new positions. Centralized Fleet Maintenance 717,954 An increase in funding for fleet maintenance is due to increased costs of parts, equipment and labor. Golf Fund Transfer 34,155 The transfer to the Golf fund will increase to cover the increased cost of the annual ESCO payment and an increase in the Admin Fee transfer. IMS Fund Transfer 3,799,920 The IMS fund transfer is increasing for several reasons. There are approximately $1.3 million in increases contractual and inflationary costs, approximately $1.15 million for IMS personnel and new personnel costs, and $186,914 for costs associated with IMS related costs for new general fund positions. There is also a $1.27 million increase for functions currently housed in general fund departments being transferred to IMS. These include Versaterm, the radio system, PSB printer maintenance, new capital asset planning software for the Finance department, Autocad and Zoom Enterprise Software. Insurance and Risk Management 785,894 This increase is for Risk Administrative Fees and the new Life Savings Account. Public Utilities Water Usage Study 100,000 Funding is being requested for a water audit for Salt Lake City facilities, both indoor and outdoor. This will be done through a contract with a commercial institutional industrial auditor. RDA Tax Increment Transfer 453,333 The pass through transfer from the General Fund to the RDA Fund is increasing by a total of $453,333. Emergency Demolition Fund Revolving Fund (Removing One-time Funding) (200,000) Funding was included in the FY 2023 budget as seed money to create a revolving fund to act as an insurance policy to allow the Fire Marshall to condemn a building and order its demolition to help prevent injury or death should the structure be used inappropriately. The funding will be removed in this budget. Sustainability Fund Transfer (311,226) Funding for a transfer to Sustainability (Refuse Fund) is included in the budget. Details of how this funding will be utilized are contained in the Sustainability section of the book. Racial Equity in Policing: Police Officer Training (Removing One-time Funding) (150,400) Funding for Racial Equity in Policing related officer training will be removed in this budget. Racial Equity in Policing: Social Worker Program 60,536 Salary and benefit increase for Social Workers. Racial Equity in Policing: Increased Mental Health Responders 121,074 Salary and benefit increase for Mental Health Responders. Diversifying Public Safety Civilian Response Models Holding Account Reduction (842,000) The budget remaining in the Diversifying Public Safety Civilian Response Models Holding Account is being reduced. Racial Equity in Policing: Holding Account — The Racial Equity in Policing holding account budget is being moved from the General Fund to the General Fund (FOF). Transit Plan - Service for Key Routes 400,000 Inflationary increase in costs associated with the current routes. Transit Plan - On Demand Ride Services (Smaller Service Area) 1,100,000 The On Demand Ride Service is in high demand. This amount will help us step up to meet the requested demand. 268 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Non -Departmental Remove City County Building Branding (One-time) (75,000) Funding is being included to make the signage in the City building more consistent and to remove the references to the County. Healthcare Innovation - Biohive (BA#6) 50,000 Funding is being requested to further grow the strategic partnership opportunities in the local health care industry. This may include collaborative efforts alongside industry to brand the partners industry and highlight opportunities within underserved communities. Legal Defenders 118,390 An increase in funding for the Legal Defenders contract is being included in the budget. Music Licensing Fees 2,000 The cost of music licensing fees has seen an overall increase. Funding is included for this additional cost. National League of Cities and Towns 1,262 An increase is included for the National League of Cities and Towns membership fees. Remove One-time NBA All Star Game Funding (1,000,000) Funding was included in FY 2023 for efforts surrounding the NBA All Star Game, including Police staffing, street barricades, Fire and Emergency Management staffing, city-wide marketing and Parks and Lands related costs. The funding is being removed in this budget. Remove Open Streets Initiative One-time Funding (150,000) Funding that was provided in FY 2023 for the Open Streets Initiative which temporarily closed Main Street from South Temple to 400 South on Fridays and Saturdays from May to September of 2022 is being reduced in this budget. Salary Contingency 760,000 Funding is being set aside for potential anticipated salary items. SL Area Chamber of Commerce 5,000 The budget includes an increase in funding the the Salt Lake Area Chamber of Commerce membership dues. Remove One-time Shooting Range Remediation Funding (500,000) The one-time funding provided for remediation of the old shooting range will be reduced in this budget. Remove One-time Hispanic Entrepreneurs Program Funding (30,000) Funding included in the FY 2023 budget for research to help Salt Lake City better understand the barriers Latino/Hispanic entrepreneurs face when working with City departments will be reduced in this budget. Sugar House Park Authority 45,456 The budget includes funding for the Sugar House Park Authority including a 5% CPI increase for operations and maintenance as well as a $34,216 one-time contribution toward a pavilion replacement. Tracy Aviary 44,159 Funding is being included for a requested 6.5% CPI increase for staff and operational costs. Utah League of Cities and Towns Membership 49,911 An increase in dues required for the Utah League of Cities and Towns Membership is being included in the budget. Wasatch Community Gardens - Apprentice Gardner (from Apprentice Funding) 50,000 This funding is to help with salaries for the people that will be employed and trained through this program. 269 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 270 Mayor's Recommended Budget FISCAL YEAR 2023-24 Staffing Document 11 -:;� '7 �j v 40 This page intentionally left blank Salt Lake City Staffing Document Official Staffing Document Summary for Fiscal Year 2023-24 This section reflects the official staffing document for FY 2023-24. The staffing document inventories individual positions and pay grade classifications within each division. It includes the total number of authorized positions and job classifications for each department by division and fund. The total number of all positions in the City is tallied on the initial summary page. Any change made to the City staffing document that increased costs but did not increase the number of positions was presented to the City Council for review. Any change in the total number of positions requires the approval of the City Council. The total numbers of positions are presented for the last two fiscal years (2021-22 and 2022-23), as well as the staffing level for FY 2023-24. Changes from the previous fiscal year's budget are noted and explained in the column entitled Changes from FY 2022-23 to FY 2023-24. Changes are noted as follows: RECLASSIFICATIONS • If a reclassification resulted in a pay grade change only, the notation would be, for example, Changed to /from 29 • If a reclassification resulted in a change of title only, the notation would be, for example, Changed to /from Personnel Director. • If a reclassification resulted in a change of grade and title, the notation would be, for example, Changed to /from Personnel Director (29) REORGANIZATIONS • If a position or part of a position has been transferred to a different part of the organization the notation would be, for example, Transferred to /from Employee Services. • If a percentage of the position were transferred, the notation would be, for example, .25 Transferred to /from Employee Services. • If a position or percentage of a position were transferred to another department, the notation would be, for example, Transferred to Department of ,Division of /from Employee Services. • There will be offsetting notations in the receiving area of the organization to explain from where the position or percentage of the position was transferred. NEW POSITIONS • A position which has been added to the official staffing document in Fiscal Year 2023-24 is noted as New Position. 273 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document ELIMINATED POSITIONS • A position which has been removed from the official staffing document for the FY 2023-24 is noted as Position eliminated. POSITION HELD VACANT • A position which is being held vacant in the official staffing document for the fiscal year 2023-24 is noted as Position held vacant. POSITION TITLE ABBREVIATIONS • H indicates an hourly position • PT indicates a part-time position • S indicates a seasonal position 274 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document STAFFING DOCUMENT SUMMARY COMPARISON OF FISCAL YEARS 2021 THROUGH 2O24 Budget Budget Budget FY23-24 DEPARTMENT FY2022 FY2023 FY2024 Variance GENERAL FUND Attorney's Office 55.25 58.50 60.50 2.00 City Council 35.00 36.00 36.00 0.00 911 Communications Bureau 108.00 100.00 100.00 0.00 Community and Neighborhood 176.00 190.00 195.00 5.00 Economic Development 18.00 22.00 22.00 0.00 Department of Finance 71.70 76.70 81.70 5.00 Fire 374.00 392.00 402.00 10.00 Human Resources 26.05 31.40 33.40 2.00 Justice Courts 42.00 42.00 42.00 0.00 Mayor's Office 30.00 32.00 34.00 2.00 Police 720.00 750.00 761.00 11.00 Public Lands 117.35 143.35 157.85 14.50 Public Services 249.00 261.00 270.00 9.00 Non Departmental 0.00 0.00 0.00 0.00 GENERAL FUND TOTAL 2,022.35 2,134.95 2,195.45 60.50 ENTERPRISE FUNDS Airport 610.80 619.30 639.30 20.00 Golf 33.65 33.65 34.15 0.50 Public Utilities Street Lighting 2.72 2.72 2.57 (0.15) Water 283.16 288.16 298.21 10.05 Sewer 126.55 127.65 130.80 3.15 Storm Water 39.57 40.47 43.42 2.95 Total Public Utilities 452.00 459.00 475.00 16.00 Sustainability 63.00 63.00 65.00 2.00 ENTERPRISE FUND TOTAL 1,159.45 1,174.95 1,213.45 38.50 INTERNAL SERVICE AND OTHER FUNDS Information Mgmt Svcs 84.00 92.00 100.00 8.00 Fleet Management 45.00 46.00 46.00 0.00 Government Immunity 9.00 9.00 10.00 1.00 Risk Management 7.75 7.70 7.70 0.00 Special Revenue: 1 /4 Sales Tax from County 3.00 0.00 0.00 0.00 INTERNAL SERVICE AND OTHER FUND TOTAL 148.75 154.70 163.70 9.00 REDEVELOPMENT AGENCY 32.00 32.00 34.00 2.00 TOTAL POSITIONS 3,362.55 3,496.60 3,606.60 110.00 275 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document OFFICE OF THE CITY COUNCIL City Council Council Person Executive Director Deputy Director -City Council Legislative & Policy Manager Senior Advisor City Council Associate Deputy Director -Council Senior Public Policy Analyst Operations Mgr/Mentor Community Facilitator Public Policy Analyst II Council Office Communication Director Policy Analyst Policy Analyst/Public Engagement Public Engage/Comm Specialist II Constituent Liaison/Public Policy Analyst Public Engagement & Comm Special Constituent Liaison Assistant to Council Executive Director Council Admin Asst RPT Council Staff Asst CITY COUNCIL TOTAL OFFICE OF THE MAYOR Mayor Executive Staff Mayor Chief of Staff Chief Administrative Officer Deputy Chief of Staff Deputy Chief Administrative Officer Senior Advisor Communications Director Communications Deputy Director Policy Advisor REP Commission Senior Staff Position Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 xxx 7.00 7.00 7.00 41 1.00 1.00 1.00 39 1.00 1.00 2.00 1 Changed from Associate Deputy Driector Council (37) 37 0.00 0.00 1.00 Changed from Senior Advisor City Council (37) 37 1.00 1.00 0.00 Changed to Legislative & Policy Manager (37) 37 1.00 1.00 0.00 1 Changed to Deputy Director City Council (39) 33 2.00 2.00 2.00 31 1.00 1.00 1.00 31 0.00 0.00 0.00 31 3.00 3.00 3.00 31 1.00 1.00 1.00 31 1.00 0.00 0.00 28 2.00 2.00 0.00 Changed to Public Engagement & Comm Specialist (26) 28 1.00 1.00 1.00 27 2.00 2.00 3.00 Changed from Council Admin Asst (24) 26 2.00 3.00 5.00 Changed from Policy Analyst/Public Engagement (28) 26 2.00 3.00 3.00 25 1.00 1.00 1.00 24 5.00 5.00 4.00 26 1.00 1.00 1.00 35.00 36.00 36.00 xxx 1.00 1.00 1.00 41 1.00 1.00 1.00 41 1.00 1.00 1.00 39 1.00 1.00 1.00 39 0.00 1.00 1.00 39 2.00 2.00 0.00 Transferred to Mayor Policy Advisors 39 1.00 1.00 0.00 Transferred to Mayor Communication 30 1.00 1.00 0.00 Transferred to Mayor Communication 29 2.00 2.00 1.00 1 Transferred to Mayor Community Outreach,1 Changed to Senior Advisor (39) 29 1.00 1.00 0.00 Transferred to Mayor Equity Administration 276 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Community Liaison 26 5.00 5.00 0.00 4 Transferred to Community Outreach, 1 Transferred to CAN - BA#3 Executive Assistant 24 4.00 5.00 3.00 1 Transferred to Mayor Equity Administration, 1 Transferred to Mayor Community Outreach Office Manager Mayor's Office 24 1.00 1.00 1.00 Community Outreach Sp & E Coord 24 1.00 1.00 0.00 Transferred to Mayor Community Outreach Communication & Content Mgr 21 1.00 1.00 0.00 Transferred to Mayor Communication Administrative Assistant 19 2.00 2.00 2.00 Mayor Executive Staff Total 25.00 27.00 12.00 Mayor Communication Communications Director 39 0.00 0.00 1.00 Transferred from Mayor Executive Staff Communications Deputy Director 30 0.00 0.00 1.00 Transferred from Mayor Executive Staff Communication & Content Mgr 30 0.00 0.00 1.00 Transferred from Mayor Executive Staff, Grade changed from 21 to 30 Mayor Communication Total 0.00 0.00 3.00 Mayor Policy Advisors New Division Senior Advisor 39 0.00 0.00 2.00 Transferred from Mayor Executive Staff Mayor Policy Advisors Total 0.00 0.00 2.00 Mayor Equity Administration Chief Equity Officer 39 1.00 1.00 1.00 REP Commission Senior Staff Position 29 0.00 0.00 1.00 Transferred from Mayor Executive Staff Equity Team Member 27 1.00 1.00 0.00 Changed to Community Liaison (26) Community Liaison 26 3.00 3.00 5.00 1 Changed from Equity Team Member (27) 2- new love your block Executive Assistant 24 0.00 0.00 1.00 Transferred from Mayor Executive Staff Mayor Equity Administration Total 5.00 5.00 8.00 Mayor Community Outreach New Division Senior Advisor 39 0.00 0.00 2.00 Transferred from Mayor Executive Staff, Changed from Policy Advisor (29) Community Liaison 26 0.00 0.00 4.00 4 Transferred from Mayor Executive Staff Community Outreach Sp & E Coord 24 0.00 0.00 2.00 Transferred from Mayor Executive Staff, 1 new- know your neighbor Executive Assistant 24 0.00 0.00 1.00 Transferred from Mayor Executive Staff Mayor Community Outreach Total 0.00 0.00 9.00 OFFICE OF THE MAYOR TOTAL 30.00 32.00 34.00 277 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document 911 Dispatch Director 911 Dispatch Deputy Director 911 Dispatch Operations Mgr 911 Dispatch Supervisor 911 Dispatch Dispatcher 1-III 911 Dispatch Dispatcher 1-III Unfunded Office Facilitator II 911 COMMUNICATIONS BUREAU TOTAL Office of the Executive Director Executive Director ORAT Director ORAT Specialist Administrative Assistant -Appointed Airport Construction Coordinator Administrative Secretary Office Technician II Executive Director's Office Total Public Relations Division Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 38 1.00 1.00 1.00 32 1.00 1.00 1.00 Grade Changed from 29 to 32 29 2.00 2.00 4.00 Grade Changed from 26 to 29, 1 Changed from 911 Dispatch Supervisor (27), 1 Changed from 911 Dispatch Dispatcher (20) 27 10.00 10.00 9.00 20 90.00 82.00 81.00 Grade Changed from 14-18 to 20, 1 Changed to 911 Dispatch Operations Mgr (29) 20 3.00 3.00 3.00 Grade Changed from 14-18 to 20 19 1.00 1.00 1.00 108.00 100.00 100.00 41 1.00 1.00 1.00 39 1.00 1.00 1.00 31 0.00 0.50 0.50 24 1.00 1.00 1.00 18 1.00 1.00 1.00 18 1.00 1.00 0.00 1 Transferred to Operations Division 15 1.00 0.00 0.00 6.00 5.50 4.50 Director Airport Public Relations & 38 1.00 1.00 1.00 Marketing Air Service Development Manager 31 1.00 1.00 1.00 Senior Manager Air Services 31 0.00 0.00 0.00 Development Airport Communication Manager 30 1.00 1.00 1.00 Airport Community Outreach Manager 30 0.00 0.00 0.00 Airport Communication Coordinator 25 1.00 1.00 1.00 Airport Public Relations Manager 30 0.00 0.00 0.00 Public Relations Total 4.00 4.00 4.00 Planning and Environmental Division Director of Airport Plan/Cap Program 39 1.00 1.00 1.00 Assistant Planning & Environmental 36 0.00 0.00 1.00 1 New Position Director Airport Environmental Program 33 1.00 1.00 1.00 Manager 278 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Airport Senior Environmental Sustainability Coordinator Airport Planner Manager Airport Senior Planner Airport Principal Planner Airport Environmental Sustainability Coord Airport Planning Programs Coordinator Associate Planner Environmental Specialist II Environmental Specialist I Geographic Information System Mgr GIS Programmer Analyst Office Facilitator II Planning & Environmental Total Finance and Accounting Division Grades FY2022 FY2023 FY2024 31 1.00 2.00 30 0.00 0.00 30 3.00 3.00 27 0.00 0.00 27 25 24 26 23 33 0.00 1.00 0.00 1.00 0.00 0.00 27 0.00 19 1.00 9.00 0.00 1.00 0.00 1.00 0.00 0.00 W1 1.00 10.00 Changes from FY2023 to FY2024 1.00 1 Changed to Airport Environmental Sustainability Coordinator (27) 1.00 1 Changed from Airport Senior Planner (30) 2.00 1 Changed to Airport Planner Manager (33) 2.00 1 New Position, 1 Changed from GIS Program Analyst (27) 1.00 1 Changed from Airport Environmental Sustainability Coordinator (31) 1.00 0.00 1.00 0.00 1.00 1 Transferred from Design & Construction Management Division 2 Transferred from Design & Construction 1.00 Management Division, 1 Changed to Airport Principal Planner (27) 1.00 15.00 Director of Finance and Accounting 39 1.00 1.00 1.00 Airport Controller 37 1.00 1.00 1.00 Airport Finance Manager 37 1.00 1.00 1.00 Construction Finance Manager 33 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 0.00 1 Transferred to Maintenance Division Financial Analyst III 29 1.00 3.00 3.00 Auditor III 28 1.00 1.00 1.00 Accountant III 27 5.00 3.00 3.00 Warehouse Supervisor 24 0.00 0.00 0.00 Auditor II 23 1.00 1.00 1.00 Accountant II 21 3.00 3.00 3.00 Airport Procurement Specialist 21 0.00 0.00 0.00 Accountant 1 18 0.00 0.00 0.00 Senior Warehouse Operator 15 0.00 0.00 0.00 Warehouse Sup Worker -Airport 14 0.00 0.00 0.00 Part-Time/Accounting Intern 0.50 0.50 0.50 Finance and Accounting Total 16.50 16.50 15.50 Maintenance Division Director of Maintenance Assistant Maintenance Director Airport Maintenance Operations Superintendent 39 1.00 1.00 1.00 36 4.00 4.00 4.00 34 0.00 0.00 0.00 279 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Airport Fleet Manager Airport Maintenance Superintendent Aviation Services Manager Airport Maintenance Ops Support Mgr Airport Facilities Assets Manager Airport Maintenance Manager Warranty Commissioning Manager Facilities Maint Warranty/Commission Mgr Technical Systems Program Mgr Computer Maint Mgmt Systems Administrator Computer Maint Systems Supervisor Tech Systems Analyst IV Airport Energy Manager Airport Fleet/Warehouse Operations Manager Facility Maintenance Contract Administrator Senior Facility Maint Supervisor Senior Airport Grounds/Pavement Supervisor Plant Coordinator Supervisor Aviation Srvs Tech Sys Adm Civil Maint Warranty Facility Maintenance Manager HVAC Specialist Fleet Management Services Supervisor Facility Maint Supervisor Airport Signs Graphic Design Supervisor Facility Maintenance Coordinator Airport Maintenance Supervisor Electronic Security Technician Management Analyst Warehouse Supervisor Airport Grounds/Pavement Super Facility Maintenance Contract Coordinator Facility Support Coordinator Maintenance Electrician IV Airfield Maintenance Electrician Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 33 1.00 1.00 1.00 32 0.00 0.00 0.00 31 2.00 2.00 3.00 1 Changed from Facility Maintenance Contract Administrator (27) 31 1.00 1.00 1.00 31 1.00 1.00 2.00 1 Changed from Senior Facility Maint Supervisor (27) 31 3.00 4.00 4.00 30 1.00 1 New Position 30 1.00 1.00 1.00 29 2.00 1.00 1.00 29 1.00 2.00 4.00 1 New Position, 1 Changed from Facility Support Coord (26) 29 0.00 0.00 0.00 28 1.00 1.00 1.00 27 0.00 0.00 1.00 1 New Position 27 1.00 1.00 1.00 27 1.00 1.00 0.00 1 Changed to Aviation Services Manager (31) 27 3.00 5.00 4.00 1 Changed to Airport Facilities Assets Manager (31) 27 4.00 4.00 4.00 27 0.00 0.00 0.00 27 1.00 1.00 2.00 1 Changed from Facility Support Coodinator (26) 26 1.00 1.00 1.00 26 0.00 0.00 0.00 25 1.00 1.00 1.00 25 4.00 5.00 5.00 25 13.00 6.00 7.00 1 Changed from Painter II (20) 25 1.00 1.00 1.00 25 25.00 32.00 33.00 1 New Position 25 10.00 11.00 11.00 24 12.00 12.00 14.00 1 New Position, 1 Transferred from Finance & Accounting Division 24 1.00 1.00 1.00 24 1.00 1.00 1.00 23 1.00 1.00 1.00 22 0.00 0.00 0.00 1 Changed to Aviation Srvs Tech Sys Adm (27), 26 4.00 6.00 4.00 1 Changed to Computer Maint Mgmt Sys Adm (29) 22 3.00 4.00 4.00 25 21.00 21.00 21.00 280 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Airfield Electrical Supervisor 27 4.00 4.00 5.00 1 new position HVAC Tech II 21 8.00 8.00 11.00 2 New Positions, 1 Changed from Carpenter II (20) Airport Lead Sign Technician 21 3.00 3.00 3.00 Senior Fleet Mechanic 21 5.00 6.00 6.00 Plumber II 21 0.00 0.00 0.00 Airport Procurement Specialist 21 0.00 1.00 1.00 Airport Budget & Special Projects 20 2.00 0.00 0.00 Coordinator 89 Changed from Airfield Maintenance Airfield Maint. Equip. Operator 1-11-III 16-23 23.00 89.00 90.00 Specialist (16-23), 1 Changed from Senior Florist (18) Airport Lighting & Sign Technician 20 5.00 3.00 3.00 Carpenter II 20 6.00 9.00 8.00 1 Changed to HVAC Tech (21) General Maintenance Worker 20 6.00 2.00 6.00 2 New Positions, 1 Changed Fleet Body Repair and Painter 20 1.00 1.00 1.00 Fleet Mechanic 1/II 20 20.00 20.00 20.00 Painter II 20 5.00 7.00 6.00 1 Changed to Facility Maintenance Supervisor (25) Office Facilitator 1/11 19 1.00 1.00 1.00 Facilities Contract Compliance 19 6.00 6.00 6.00 1 New Position, 1 Changed to General Specialist Maintenance Worker (20) Facility Maint Contract Repair Tech 11 19 0.00 0.00 0.00 Senior Florist 18 1.00 1.00 0.00 1 Changed to Airfield Maintenance Specialist Airfield Maint. Equipment Oper III 18 66.00 0.00 0.00 Maintenance Electrician I (Apprentice) 17 0.00 0.00 0.00 Senior Warehouse Operator 15 4.00 4.00 5.00 1 Changed from Warehouse Sup Worker - Airport (14) Warehouse Sup Worker -Airport 14 1.00 1.00 0.00 1 Changed to Senior Warehouse Operator (15) Fleet Services Worker 15 1.00 1.00 1.00 Intern 0.50 0.50 0.50 Maintenance Division Total 294.50 301.50 314.50 Engineering Division Director - Airport Engineering 39 1.00 1.00 1.00 Engineer VII 36 2.00 2.00 2.00 Airport Architect 36 1.00 1.00 1.00 Senior Engineer Project Manager 34 1.00 1.00 1.00 Airport Senior Architectural Manager 34 1.00 1.00 1.00 Engineer VI 34 2.00 2.00 2.00 Senior Architect 33 1.00 1.00 1.00 1 Transferred to Planning & Environmental Division Geographic Information System Mgr 33 1.00 1.00 0.00 Engineer V 33 1.00 1.00 1.00 Airport Surveyor 30 1.00 1.00 1.00 281 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Engineering Construction Program 29 1.00 1.00 1.00 Manager Construction Manager 27 3.00 3.00 3.00 Engineering Tech VI 27 2.00 2.00 2.00 GIS Programmer Analyst 27 2.00 2.00 0.00 2 Transferred to Planning & Environmental Division Engineering Tech V 24 3.00 3.00 3.00 Architectural Associate IV 24 1.00 1.00 1.00 Engineering Tech IV 23 1.00 1.00 1.00 Airport Construction Project 23 1.00 1.00 1.00 Coordinator Project Coordinator III 22 2.00 2.00 2.00 Airport Field Technician 22 1.00 1.00 1.00 Engineering Records Program 20 1.00 1.00 1.00 Specialist Office Facilitator 1 18 1.00 1.00 1.00 Engineering Division Total 31.00 31.00 28.00 Operations Division Chief Operating Officer 39 1.00 1.00 1.00 Director of Airport Operations 39 1.00 1.00 1.00 Assistant Operations Director 38 3.00 3.00 3.00 Airport Operations Superintendent - 35 0.00 0.00 0.00 Security Comm Airport Operations Superintendent - 35 0.00 0.00 0.00 Landside Airport Operations Superintendent - 35 0.00 0.00 0.00 Terminals Airport Operations Manager - Ground 31 1.00 1.00 1.00 Transportation Airport Operations Manager / Parking 31 1.00 1.00 1.00 Safety Management Systems (SMS) 31 0.00 0.00 1.00 New Position Program Manager Airport Operations Manager - Airfield 29 14.00 14.00 15.00 1 New Position Airport Operations Manager Airfield/ 29 1.00 1.00 1.00 FBO Airport Operations Manager - 29 2.00 2.00 2.00 Terminals Airport Operations Manager -Safety 29 1.00 1.00 1.00 Airport Operations Manager - Security 29 1.00 1.00 1.00 Airport Operations Manager / 29 1.00 1.00 1.00 Communications Airport Operations Manager - 29 1.00 1.00 1.00 Customer Service Airport Customer Service Supervisor 23 1.00 1.00 1.00 Airport Training Coordinator 26 1.00 0.00 0.00 Airport Training Program Manager 29 0.00 0.00 4.00 3 Changed from Airport Safety Coord (26), 1 Changed from Airport Engagement Coord (24) 282 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Safety Program Coordinator Airport Operations Supervisor - Airfield Airport Landside Operations Supervisor Airport Operations Duty Agent Supervisor Airport Operations Supervisor / Access Control Airport Operations Access Control Coordinator Management Analyst Office Facilitator II Airport Operations Supervisor / Communications Airport Operations Training Supervisor Communications Engagement Coordinator Airport Operations Specialists - Airfield Airport Operations Specialists - Terminal/Landside 1-III Airport Operations Customer Service Representative Airport Operations Agent - FBO Airport Operations Duty Agent Employment Services Coordinator Administrative Secretary Airport Commercial Vehicle Ins Airport Landside Operations Officer Air Operations Security Spec Airport Operations Lead Coordinator Airport Operations Coordinator Airport Operations Coord II Senior Secretary Access Control Specialist Office Technician II Airport Operations Coord I Paging Operator Part -Time Operations Technician Part -Time Operations Intern Regular Part-Time/Paging Operator Operations Division Total Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 26 3.00 3.00 0.00 3 Changed to Airport Training Program Manager (29) 25 0.00 1.00 1.00 25 12.00 11.00 11.00 25 1.00 0.00 0.00 25 1.00 1.00 1.00 23 1.00 1.00 2.00 1 New Position 24 1.00 1.00 1.00 19 1.00 1.00 1.00 24 5.00 5.00 5.00 24.00 1.00 1.00 1.00 24 1.00 1.00 0.00 1 Changed to Airport Training Program Manager (29) 23 21.00 22.00 22.00 23 25.00 41.00 77.00 41 Changed from Airport Ops Specialist - Terminal (23), 36 Changed from Airport Landside Ops Officer (18) 23 2.00 2.00 2.00 23 6.00 6.00 6.00 23 14.00 0.00 0.00 21 1.00 1.00 1.00 18 0.00 0.00 1.00 1 Transferred from Operations Division 18 3.00 3.00 4.00 1 New Position 18 36.00 36.00 0.00 36 Changed to Airport Ops Specialist - Terminal/Landside I- III (21 - 24) 17 2.00 2.00 2.00 17 4.00 4.00 4.00 16 14.00 12.00 12.00 16 0.00 0.00 0.00 15 0.00 0.00 0.00 15 7.00 9.00 9.00 15 1.00 0.00 0.00 14 0.00 0.00 0.00 10 0.00 0.00 0.00 2.50 2.50 2.50 1.00 1.00 1.00 10 0.30 0.30 0.30 196.80 196.80 201.80 Commercial Services Division Director Administration and 39 Commercial Services 1.00 1.00 1.00 283 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Commercial Manager Airport Contracts & Procurement Manager Property & Real Estate Manager Business Development Manager Airport Risk Manager Airport Tenant Relations Coordinator Airport Property Specialist II Airport Contract Specialist I Commercial Program Specialist Airport Contracts Specialist II Airport Risk Management Coordinator Airport Property Specialist I Admin Assistant / GRAMA Coord Administrative Secretary 11 Administrative Secretary Commercial Services Division Total Information Technology Services Division Grades FY2022 FY2023 FY2024 35 1.00 1.00 1.00 35 1.00 1.00 1.00 35 1.00 1.00 1.00 32 1.00 1.00 1.00 29 1.00 1.00 1.00 27 1.00 1.00 1.00 27 3.00 3.00 3.00 27 2.00 3.00 3.00 27 1.00 1.00 1.00 26 0.00 0.00 0.00 24 0.00 0.00 0.00 24 1.00 0.00 0.00 22 1.00 1.00 1.00 21 1.00 0.00 0.00 18 0.00 0.00 0.00 16.00 15.00 15.00 Changes from FY2023 to FY2024 Airport Information Management 39.00 1.00 1.00 1.00 Services Director Airport Information Technology 36 1.00 1.00 1.00 Manager Airport Special Systems Manager 36 1.00 1.00 1.00 Cybersecurity Engineer Manager 37 0.00 0.00 1.00 New Position Airport Tech Systems Superintendent 36 0.00 0.00 0.00 Senior Network Architect 36 0.00 1.00 1.00 Senior Software Engineer 34 1.00 1.00 1.00 Network Engineering Team Manager 37 1.00 1.00 1.00 Network System Engineer III 33 3.00 3.00 3.00 Network System Engineer II 31 1.00 2.00 2.00 Software Support Admin II 30 1.00 1.00 1.00 Technical System Program Manager 30 3.00 3.00 3.00 Network Support Team Manager 29 1.00 1.00 1.00 Network Support Administrator III 27 7.00 7.00 7.00 Technical Systems Analyst IV 27 1.00 0.00 0.00 Technical Systems Analyst III 26 0.00 0.00 0.00 Network Support Administrator II 25 10.00 11.00 11.00 Technical Systems Analyst II 24 3.00 3.00 4.00 1 New Position Network Support Administrator 1 23 2.00 2.00 2.00 Information Technology Services 37.00 39.00 41.00 Division Total SLC DEPT OF AIRPORTS TOTAL 610.80 619.30 639.30 (AIRPORT FUND) 284 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 AFFILF &F TAL LITTATTIARFILT Office of City Attorney City Attorney Office Manager Office of City Attorney Total 41 21 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Legal Support General Fund Deputy City Attorney 40 1.00 1.00 1.00 Division Chief Senior City Attorney 39 2.00 2.00 2.00 Senior City Attorney 39 8.50 8.50 8.50 Assistant City Attorney 34 0.50 0.50 0.50 First Assistant City Prosecutor 34 2.00 2.00 2.00 Assistant City Prosecutor 29 3.00 3.00 4.00 1 New "Miami" Model Clty Prosecutor Associate City Prosecutor 27 10.00 10.00 11.00 Moved 1 from Paralegal Boards and Commissions Liaison 23 0.00 1.00 0.00 Moved to Recorders Paralegal 21 4.50 4.50 3.50 1 Moved to Assistant City Prosecutor Prosecutor Law Office Manager 21 1.00 1.00 1.00 Legal Secretary III 18 3.00 4.00 4.00 Senior Prosecutor Assistant 17 6.00 6.00 4.00 Moved 2 to Prosecutor Assistant Prosecutor Assistant 16 4.00 4.00 6.00 Moved 2 from Senior Prosecutor Assistant Legal Support Total 45.50 47.50 47.50 City Recorder City Recorder 35 1.00 1.00 1.00 Grade change from 33 to 35 Asst City Recorder Operations 26 0.00 0.00 0.00 Asst City Recorder Records Spec 26 0.00 0.00 0.00 Minutes and Records Clerk 21 2.00 3.00 3.00 Grade change from 19 to 21 1 Deputy Recorder 26 3.00 3.00 3.00 Special Projects Analyst 26 0.00 0.00 1.00 Associate Records Technician 18 1.00 1.00 1.00 Boards & Commission Liaison 23 0.00 0.00 1.00 Moved from Legal Support RPT/Records Clerk/Office Facilitator 21 0.75 1.00 1.00 Moved from Gov Imm City Recorder Total 7.75 9.00 11.00 Risk Management Fund Risk Manager 35 1.00 1.00 1.00 Grade change from 34 to 35 Risk Management Analyst 26 0.00 0.00 1.00 Changed from Risk Management Specialist Risk Management Specialist 24 1.00 1.00 0.00 Changed to Risk Management Analyst Risk Coordinator 21 0.00 0.00 0.00 Senior Budget & Policy Analyst 32 0.00 0.30 0.30 FTE shared with Finance 285 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Office Facilitator I Subtotal of Risk Mgmt Fund Governmental Immunity Fund Division Chief Senior City Attorney Deputy Risk Manager Senior City Attorney Assistant City Attorney Claims Adjuster Legal Secretary III Paralegal Office Facilitator I Subtotal of Gov Imm Fund Grades FY2022 FY2023 FY2024 18 0.50 0.50 0.50 2.50 2.80 2.80 Changes from FY2023 to FY2024 1.00 1.00 1.00 33 0.00 0.00 1.00 New position 39 3.50 3.50 3.50 34 0.50 0.50 0.50 24 1.00 1.00 1.00 18 0.00 0.00 0.00 21 2.50 2.50 2.50 18 0.50 0.50 0.50 9.00 9.00 10.00 CITY ATTORNEY TOTAL 66.75 70.30 73.30 General Fund 55.25 58.50 60.50 Risk Management Fund 2.50 2.80 2.80 Governmental Immunity Fund 9.00 9.00 10.00 CAN Admin Office of the Director CAN Director 41 1.00 1.00 1.00 CAN Deputy Director 37 2.00 2.00 2.00 CAN Financial & Administrative 35 1.00 1.00 1.00 Services Dir Policy and Program Manager 32 2.00 3.00 2.00 Duplicate Position eliminated Civic Engagment Mgr., Spec, Asst 21-31 0.00 0.00 0.00 CARES Real Property Mgr., Agent, Spec 21-31 4.00 4.00 4.00 CIP Manager, Specialist 25-31 2.00 2.00 0.00 2 Transferred to Finance Policy and Budget Business Systems Analyst II 30 0.00 0.00 1.00 New Position Financial Analyst III 29 1.00 1.00 0.00 Transferred to Youth and Family ADA & Equity Program Coordinators 26 0.00 0.00 0.00 Administrative Assistant 24 1.00 1.00 1.00 Office Facilitator 1-II 18-19 1.00 0.00 0.00 CAN Admin Office of Director Total 15.00 15.00 12.00 Building Services Building Official 35 1.00 1.00 1.00 Building Sery & Licensing Manager 32 3.00 3.00 3.00 Development Review Spvr, Sr, Planner 25-30 1.00 1.00 1.00 1-III 286 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Development Review Supervisor 30 0.00 0.00 0.00 Economic Dev Business Coord 29 1.00 2.00 1.00 NWQ Liason Transferred to Planning Plans Examiner Sr, Chief, 1-III 25-29 8.00 8.00 8.00 Building Inspector Sr, 1-III 19-29 23.00 20.00 20.00 Civil Enforcement Spvr, Insp, Officer 1-111 17-29 9.00 15.00 17.00 2 New Positions Fire Protection Engineer 29 2.00 2.00 2.00 Housing/Zoning Legal Investigator 27 1.00 1.00 1.00 Special Projects Asst 21 1.00 1.00 1.00 Permit Processor 1-11 14-16 4.00 4.00 4.00 Office Facilitator 1-111, Sr Secretary 15-19 5.00 5.00 5.00 Building Services Total 59.00 63.00 64.00 Engineering City Engineer 39 0.00 0.00 0.00 Deputy City Engineer 36 0.00 0.00 0.00 Engineer II-VII 27-36 0.00 0.00 0.00 Architect City, Sr, Mgr., III 29-36 0.00 0.00 0.00 GIS Mgr., Coord, Analyst, Spec 24-33 0.00 0.00 0.00 Survey City, Prof Land 26-30 0.00 0.00 0.00 Financial Analyst III 29 0.00 0.00 0.00 Engineering Const Program Project 29 0.00 0.00 0.00 Manager Engineering Technician IV -VI 23-27 0.00 0.00 0.00 Engineering Support Services Manager 25 0.00 0.00 0.00 Civic Engagement Program Spec 24 0.00 0.00 0.00 Office Facilitator I-11 18-19 0.00 0.00 0.00 Eng Info and Records Spec 20 0.00 0.00 0.00 Engineering Total 0.00 0.00 0.00 Housing Stability Director, Housing Stability Deputy Director Housing Stability Policy and Program Manager, Spec Grant Admin Housing Program Manager Homeless Coordinator/Manager Accountant III Principal Planner Consumer Protection Analyst Community Dev Grant Admin Housing Rehab Spec, Officer 1-11 Housing Loan Administrator Office Facilitator 1-11 35 1.00 1.00 1.00 33 1.00 1.00 1.00 26-32 4.00 5.00 8.00 Combined Grant Admin 29 0.00 0.00 0.00 26-29 2.00 3.00 3.00 27 1.00 1.00 1.00 27 1.00 0.00 0.00 26 0.00 0.00 1.00 Transferred from Mayor's Office 26 3.00 3.00 0.00 Combined Grant Admin 22-25 5.00 4.00 5.00 Combined Housing positions 21 1.00 1.00 0.00 Combined Housing positions 18-19 1.00 2.00 2.00 287 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Housing & Neighborhood Dev Total 20.00 21.00 22.00 Planning Planning Director 37 1.00 1.00 1.00 Assistant Planning Director 35 1.00 1.00 1.00 Planning Manager 33 4.00 5.00 6.00 Changed from Planning Programs Supervisor Planning Programs Supervisor 31 1.00 1.00 0.00 Changed to Planning Manager Development Review Spvr, Sr, Planner 1-III 25-30 7.00 6.00 6.00 Planner Senior, Principal, Assoc 24-28 24.00 24.00 25.00 Transferred NWQ Liasion from Building Services Graphic Design Specialist 23 1.00 1.00 1.00 Administrative Secretary 18 2.00 2.00 2.00 Graphic Design Tech 15 0.00 0.00 0.00 Planning Total 41.00 41.00 42.00 Transportation Director of Transportation Planning 35 1.00 1.00 1.00 Deputy Director of Transportation 36 1.00 1.00 1.00 Engineer II-VII 33-36 7.00 7.00 7.00 Transportation Program Manager 33 2.00 2.00 2.00 Transit Program Planner 1-III 25.28 7.00 11.00 11.00 Traffic Control Center Super, Oper 1-11 23-26 2.00 2.00 2.00 Traffic Control Center Super 26 0.00 0.00 0.00 Special Projects Analyst 24 0.00 0.00 0.00 Traffic Tech 1-II 23 4.00 4.00 4.00 Traffic Control Center Oper 1-11 23 0.00 0.00 0.00 Traffic Control Center 1 21 0.00 0.00 0.00 Office Facilitator 11, Tech 15-19 2.00 2.00 2.00 Office Technician 1 12 0.00 0.00 0.00 Transportation Total 26.00 30.00 30.00 Youth & Family Division Youth & Family Div Director 35 1.00 1.00 Financial Analyst III 30 0.00 0.00 Associate Director Youth City 29 2.00 3.00 Senior Community Programs Manager 24-26 1.00 1.00 Community Programs Manager 24 7.00 8.00 Events Coordinator Sorenson 21 1.00 1.00 Special Projects Assistant 21 0.00 1.00 Office Facilitator II 20 1.00 1.00 1.00 1.00 Transferred from CAN Admin, Changed to grade 30 3.00 17.00 4 New Positions/Combined with Community Programs Mgr 0.00 Combined with Community Program Mgr St 1.00 1.00 1.00 Changed to grade 20 288 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Office Tech I I Program Assistant Youth City Coordinator Youth & Family Total COMMUNITY & NEIGHBORHOOD TOTAL Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 15 1.00 0.00 0.00 14 4.00 4.00 0.00 Changed to Community Programs Manager Sr 10 0.00 0.00 0.00 18.00 20.00 25.00 179.00 190.00 195.00 General Fund 176.00 190.00 195.00 1/4 Cent Sales Tax Transportation 3.00 0.00 0.00 Fund Economic Development Economic Development Director 41 1.00 1.00 1.00 Economic Development Deputy 37 1.00 1.00 1.00 Director Technology & Innovation Strategic Ind 34 1.00 1.00 1.00 Advisor Director of Business Development 33 1.00 1.00 1.00 Grade Changed from 32 to 33 Economic Development Manager 29 4.00 4.00 4.00 4 Grade Changed from 25 to 26, 1 Transferred ED Project Coordinator 26 3.00 3.00 4.00 from Arts Council, 1 Changed from Public Art Program Manager Executive Manager 26 0.00 1.00 1.00 Grade Changed from 24 to 26 Office Manager 21 1.00 1.00 1.00 Economic Development Total 12.00 13.00 14.00 Arts Council Arts Council Executive Director 32 1.00 1.00 1.00 Arts Council Assistant Director 29 1.00 1.00 1.00 Arts Council Program Manager 29 0.00 1.00 1.00 Public Art Program Manager 29 1.00 1.00 0.00 Transferred to Economic Development,Changed to ED Project Coordinator (26) Arts Council Program Coordinator 25 2.00 4.00 4.00 Office Facilitator 1 20 1.00 1.00 1.00 Grade changed from 18 to 20 Arts Council Total 6.00 9.00 8.00 ECONOMIC DEVELOPMENT TOTAL 18.00 22.00 22.00 Redevelopment Agency Director - Redevelopment Agency 39 1.00 1.00 Deputy Director - Redevelopment 37 1.00 1.00 Agency 1.00 Changed from Chief Operating Officer (41) 1.00 Changed from Deputy Chief Operating Officer (37) 289 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Senior Project Manager Financial Analyst IV Project Manager RDA Communications and Outreach Manager Communications Coordinator Redevelopment Agency Property Manager Project Coordinator Office Manager Accountant II Special Projects Assistant Office Facilitator II Non -Union Office Facilitator I Redevelopment Agency Total Gallivan Plaza Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 34 2.00 2.00 32 1.00 1.00 29 7.00 7.00 32 1.00 1.00 27 0.00 0.00 29 1.00 1.00 27 1.00 2.00 21 21 21 20 18 4.00 Grade changed from 33 to 34, 2 Positions changed from Project Manager (29) 1.00 Changed from Financial Analyst III (29) Grade changed from 29 to 32, 2 Changed to 4.00 Senior Project Manager, 1 Changed to Project Coordinator (27) 1.00 Changed to RDA Communications and Outreach Manager (32) 1.00 Grade Changed from 27 to 25, Changed from Speical Projects Assitant (21) 1.00 Changed from Property Administrator (26) Grade Changed from 24 to 27, 1 Position 4.00 changed from Project Manager (29). Added two positions. 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 Chaged to Communications Coordinator (25). Promoted part-time intern to fill position 2.00 1.00 1.00 Grade changed from 19 to 20 0.00 0.00 0.00 19.00 19.00 21.00 Plaza & Comm Events Div Director 32 1.00 1.00 1.00 Operations Manager 31 1.00 1.00 1.00 Facilities Maintenance Supervisor 25 0.00 0.00 0.00 Gallivan Event Adv/Mktg Manager 25 2.00 2.00 2.00 Plaza Marketing/Activities Supr 23 1.00 1.00 1.00 Office Facilitator II Non -Union 20 1.00 1.00 1.00 Grade changed from 19 to 20 General Maintenance Worker II 16-21 5.00 5.00 5.00 2 GMW I, 1 GMW 11, 2 GMW III Office Technician 1 15 1.00 1.00 1.00 Grade changed from 12 to 15 Custodian II 11 1.00 1.00 1.00 Redevelopment Agency Total 13.00 13.00 13.00 REDEVELOPMENT AGENCY TOTAL Finance Office of the Director Chief Financial Officer Deputy Director Controller Business Sys Analyst Team Lead Business Sys Analyst II Financial Analyst II 32.00 32.00 34.00 41 1.00 1.00 1.00 39 1.00 1.00 2.00 39 1.00 1.00 0.00 Transferred to Finance Accounting Reporting 33 1.00 1.00 1.00 30 1.00 1.00 2.00 1 Changed from Business Analyst (29) 25 0.00 0.00 1.00 New position 290 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Payroll & Accounting Manager 30 1.00 1.00 Business Analyst 29 1.00 1.00 Grant Manager 29 0.00 1.00 City Payroll Administrator 26 2.00 2.00 Grants Acq/Project Coordinator 25 2.00 2.00 Sr Payroll Specialist 23 1.00 1.00 Payroll Kronos Specialist 22 1.00 1.00 Office Facilitator II 19 1.00 1.00 CityA/P Coordinator Finance Office of the Director Total Finance Accounting Reporting Accounting Controller Deputy Controller Financial Manager Financial Analyst IV Financial Analyst IV (RDA) Financial Analyst III Financial Analyst II Staffing/Position Control Specialist Property Control Agent CityA/P Coordinator Accounts Payable Clerk Payroll Pavroll & Accounting Manager City Payroll Administrator Sr Payroll Specialist Payroll Kronos Specialist Finance Accounting Reporting Total Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 0.00 Transferred to Finance Accounting Reporting 0.00 Changed to Business System Analyst II (30) 0.00 Transferred to Finance Grants Administration 0.00 Transferred to Finance Accounting Reporting 0.00 Transferred to Finance Grants Administration 0.00 Transferred to Finance Accounting Reporting 0.00 Transferred to Finance Accounting Reporting 1.00 20 2.00 2.00 0.00 1 Changed to Accounts Payable Clerk (18), 2 Transferred to Finance Accounting Reporting 16.00 17.00 8.00 39 0.00 0.00 1.00 Transferred from Finance Office of the Director 35 1.00 1.00 1.00 33 0.00 0.00 1.00 Changed from Financial Analyst IV (RDA) (32) 32 2.00 2.00 1.00 1 Changed to Financial Analyst III (30) 32 1.00 1.00 0.00 Changed to Financial Manager (33) 30 0.00 0.00 1.00 Changed from Financial Analyst IV (33) 25 0.00 0.00 1.00 Changed from Staffing/Position Control Specialist (22) 22 1.00 1.00 0.00 Changed to Financial Analyst II (25) 22 1.00 1.00 0.00 Transferred to Finance Policy, Budget and Capital Planning 1 Changed to Accounts Payable Clerk (18), 20 0.00 0.00 1.00 Transferred from Finance Office of the Director 1 Changed from City A/P Coordinator (20), 18 0.00 0.00 1.00 Transferred from Finance Office of the Director 30 0.00 0.00 1.00 Transferred from Finance Office of the Director 26 0.00 0.00 2.00 2 Transferred to Finance Accounting Reporting 23 0.00 0.00 1.00 Transferred to Finance Accounting Reporting 22 0.00 0.00 1.00 Transferred to Finance Accounting Reporting 6.00 6.00 13.00 Finance Internal Audit Director Int Audit & Fin Analysis 36 Sr Financial Analyst Auditor 32 1.00 1.00 1.00 4.00 4.00 3.00 1 Transferred to Finance Revenue, 1 Changed to Financial Analyst IV (32) 291 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Financial Analyst I Internal Audit & Financial Analysis Total Grades 21 FY2022 1.00 6.00 FY2023 1.00 6.00 FY2024 0.00 4.00 Changes from FY2023 to FY2024 Transferred to Finance Revenue, Changed to Financial Analyst II (25) Finance Revenue Collections Director Revenue & Collections 36 1.00 1.00 0.00 Changed to Deputy Finance Director of Revenue Operations (35) Director of Revenue Operations 35 0.00 0.00 1.00 Changed from Collections Manager (30) Collections Manager 30 1.00 1.00 0.00 Changed to Director of Revenue Operations (35) Lead Collections Officer 22 1.00 1.00 1.00 Collections Officer 20 4.00 4.00 3.00 1 Transferred to Policy & Budget, Changed to Capital Planning Asset Mgr (35) Lead Hearing Officer Referee Coord. 19 0.00 0.00 1.00 Transferred from Finance Grants Administration Hearing Officer Referee Coord II 18 0.00 0.00 2.00 2 Transferred from Finance Grants Administration Licensing City Licensing Manager 29 1.00 1.00 1.00 Business License Liaison 25 0.00 0.00 1.00 Changed from Business License Officer (17) Landlord/Tenant License Supervisor 24 1.00 1.00 1.00 Business License Officer 17 3.00 3.00 3.00 1 Changed to Business License Liaison (25) Good Landlord Manager 16 0.00 1.00 0.00 1 Changed to Business License Officer Business License Processor II 16 3.00 3.00 4.00 Changed from Business License Processor 1 (14) Business License Processor 1 14 1.00 1.00 0.00 Changed to Business License Processor II (16) Analytics Financial Analytics Manager 33 0.00 0.00 1.00 Changed from Financial Analyst IV (32) 1 Transferred from Finance Internal Audit, 1 Financial Analyst IV 32 1.00 2.00 2.00 Transferred to Finance Policy & Budget, 1 Changed to Financial Analytics Manager (33), 1 Changed from Financial Analyst 111 (29) Financial Analyst III 29 1.00 1.00 0.00 Changed to Financial Analyst IV (32) Financial Analyst II 25 0.00 0.00 2.00 1 Transferred from Finance Internal Audit, 2 Changed from Financial Analyst 1 (21) Financial Analyst 1 21 1.00 1.00 0.00 Finance Revenue Total 19.00 21.00 23.00 Finance Grants Administration Grant Manager 31 0.00 0.00 1.00 Grade changed from 29 to 31, Transferred from Finance Office of the Director Grants Acq/Project Coordinator 25 0.00 0.00 2.00 2 Grade changed from 25 to 29, 2 Transferred to Finance Grants Administration Lead Hearing Officer Referee Coord. 19 1.00 1.00 0.00 Transferred to Finance Revenue Hearing Officer Referee Coord II 18 2.00 2.00 0.00 2 Transferred to Finance Revenue 292 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Finance Grants Administration Total 3.00 3.00 3.00 Finance Purchasing Chief Procurement Officer Deputy Chief Procurement Officer City Contracts Administrator Procurement Manager Sr Purchasing Consultant Procurement Specialist II Procurement Specialist 1 Contract Development Specialist Office Facilitator 11 Contracts Process Coordinator Finance Purchasing Total 37 33 29 29 27 25 24 23 19 17 1.00 0.00 1.00 0.00 1.00 0.00 2.00 3.00 1.00 1.00 10.00 1.00 1.00 1.00 0.00 1.00 0.00 2.00 3.00 1.00 1.00 11.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 5.00 1.00 1.00 13.00 Changed from Sr Purchasing Consultant (27) Changed to Procurement Manager (29) 1 Changed from Procurement Specialist 1 (24) 1 Changed to Procurement Specialist 11 (25) 2 New Positions (FY2023 BA#4) Finance Treasurer City Treasurer 39 1.00 1.00 1.00 Deputy Treasurer 33 1.00 1.00 1.00 Cash & Investment Manager 33 1.00 1.00 1.00 Financial Analyst IV 32 2.00 2.00 2.00 Cashier Administrator 24 1.00 1.00 1.00 Financial Analyst 1 22 1.00 1.00 1.00 Grade Changed from 21 to 22 City Payment Processor Finance Treasurer's Office Total 9.00 9.00 9.00 Finance Policy, Budget and Capital Planning Policy & Budget City Budget Director 36 1.00 1.00 1.00 Senior Budget & Policy Analyst 32 1.00 1.00 2.00 Changed from Policy & Budget Analyst (29) Financial Analyst IV 32 0.00 1.00 1.00 Policy & Budget Analyst 29 1.00 1.00 0.00 Changed to Senior Budget & Policy Analyst (32) Capital Asset Planning Capital Asset Planning Manager 35 0.00 0.00 1.00 Transferred from Finance Revenue, Changedfrom Collections Officer (20) Financial Analyst IV 32 0.00 0.00 1.00 Transferred from Finance Revenue CIP Impact Fee Manager 30 0.00 0.00 1.00 Transferred from CAN Office of the Director Capital Improvement Program 26 0.00 0.00 1.00 Transferred from CAN Office of the Director Specialist Property Control Agent 22 0.00 0.00 1.00 Transferred from Finance Accounting Reporting 293 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Finance Budget & Policy Total FINANCE General Fund Risk Fund Office of the Fire Chief Fire Chief Deputy Chief Assistant Fire Chief Executive Assistant Grades FY2022 FY2023 FY2024 3.00 4.00 9.00 72.00 77.00 82.00 71.70 76.70 81.70 0.30 0.30 0.30 41 1.00 1.00 1.00 37 1.00 1.00 1.00 35 2.00 2.00 2.00 24 1.00 1.00 Financial Manager 1-III 33-35 1.00 1.00 Accountant I -IV 18-27 3.00 3.00 Office of the Fire Chief Total 9.00 9.00 Changes from FY2023 to FY2024 1.00 Changed from Administrative Secretary II (21) 1.00 Changed from Financial & Admin Svs Manager (32) 3.00 9.00 Operations Battalion Chief 33 6.00 6.00 6.00 Captain 30 65.00 65.00 66.00 1 New Position Fire Fighter 22-27 222.00 228.00 232.00 4 New Positions Fire Fighter Unfunded 22-27 10.00 10.00 10.00 Operations Total 303.00 309.00 314.00 Fire Administrative Services Battalion Chief 33 7.00 7.00 Captain 30 14.00 14.00 Enterprise Tech Solutions Manager 35 1.00 1.00 Social Work Manager 29 0.00 1.00 Emergency Management Public 25 1.00 1.00 Information Officer/JIC Coordinator Community Health Care Paramedic 24 2.00 2.00 Public Education Specialist 24 1.00 1.00 Business Systems Analyst 1-II 24 1.00 1.00 Emergency Mgt Training Program 25 1.00 1.00 Specialist Community Preparedness Coordinator 23 1.00 1.00 Fire Fighter 22-27 21.00 29.00 Social Worker 21-26 0.00 2.00 Recruiting/Outreach Specialist 24 1.00 1.00 Senior Communication Tech 24 1.00 1.00 7.00 15.00 1 New Position 1.00 Changed from Director Emergency Communications (29) 1.00 1.00 Changed from Emergency Mgt Multi -Language Media Coordinator (25) 2.00 1.00 1.00 Changed from Public Safety Technology Systems Coordinator (24) 1.00 Grade changed from 24 to 25 1.00 29.00 6.00 4 New Positions 1.00 Grade changed from 20 to 24 1.00 Grade changed from 20 to 24 294 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Fire Logistics Coordinator 19 2.00 2.00 2.00 Office Facilitator II 19 3.00 4.00 4.00 Emergency Mgt Critical Infrastructure 23 1.00 1.00 1.00 Grade changed from 18 to 23 Liaison Fire Prevention Specialist 17 3.00 3.00 3.00 Office Technician 1 12 1.00 1.00 1.00 Fire Administrative Services Total 62.00 74.00 79.00 FIRE DEPARTMENT TOTAL 374.00 392.00 402.00 Human Resource Administrative Support Chief Human Resource Officer 41 0.80 0.80 0.80 Deputy Chief Human Resource Officer 37 0.85 1.00 1.00 Civilian Review Board Investigator 35 1.00 1.00 1.00 Human Resource Program Mgr II 34 1.00 1.00 1.00 Recruiting & Onboarding Mgr 32 1.00 1.00 1.00 HRIS Business Analyst 30 0.80 0.80 0.80 Human Resources Supervisor - 30 1.00 1.00 1.00 Recruitment HRIS Business Analyst 30 1.00 1.00 1.00 Compensation and Classification 29 1.00 1.00 1.00 Analyst Human Resources Leave Specialist 29 0.80 0.80 0.80 Senior HR Recruiter 29 1.00 1.00 1.00 Employee Marketing & 25 0.00 0.00 0.00 Communications HR Office Administrator 25 1.00 1.00 1.00 Senior Benefits Analyst 27 1.00 1.00 1.00 Benefits Analyst 25 0.00 0.00 0.00 HR Business Partner 1 25 0.00 0.00 1.00 New Position HR Recruiter 25 1.00 3.00 3.00 Project and Policy Manager 24 0.00 0.00 1.00 New Position HR Admin & Onboarding Specialist 21 0.00 0.00 0.00 Associate HR Recruiter 21 1.00 1.00 1.00 Senior H R Technician 19 3.00 4.00 4.00 Administrative Support Total 17.25 20.40 22.40 Departmental Consultants Human Resource Program Mgr II 34 0.00 0.00 0.00 Employee Relations/EEO Manager 34 1.00 1.00 1.00 Employee Relations Manager 33 0.00 1.00 1.00 Human Resource Business Partner II 29 5.80 7.00 7.00 295 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Departmental Consultants Total Training Grades FY2022 FY2023 FY2024 6.80 9.00 9.00 Education Program Manager 32 1.00 1.00 1.00 Learning and Development Specialist 27 1.00 1.00 1.00 Training & Development Coordinator 24 0.00 0.00 0.00 Human Resource Management Total 2.00 2.00 2.00 Benefits Chief Human Resource Officer 41 0.20 0.20 0.20 Human Resource Deputy Director 37 0.15 0.00 0.00 Human Resource Program Mgr II 34 1.00 1.00 1.00 HRIS Business Analyst 30 0.20 0.20 0.20 Human Resources Supervisor- 30 1.00 2.00 2.00 Benefits Human Resource Leave Specialist 30 0.20 1.20 1.20 Human Resource Business Partner II 29 0.20 0.00 0.00 Employee Marketing & 25 0.00 0.00 0.00 Communications Senior Benefits Analyst 27 1.00 0.00 0.00 Benefits Analyst 25 1.00 0.00 0.00 Benefits Total 4.95 4.60 4.60 Changes from FY2023 to FY2024 Human Resources Total 31.00 36.00 38.00 General Fund 26.05 31.40 33.40 Risk Fund 4.95 4.60 4.60 Department Leadership and Administration Chief Information Officer Senior Innovations Consultant IMS Deputy Director Department Leadership and Administration Totals Financial Services Financial Manager I Financial Analyst II -III Office Facilitator 1-III Asset Management Administrator Inventory Control Specialist 41 1.00 1.00 1.00 32 0.00 0.00 1.00 1 New Position 39 0.00 1.00 2.00 Title changed from Deputy CIO, 1 moved from Innovations 1.00 2.00 4.00 33 1.00 1.00 1.00 24-29 2.00 2.00 2.00 18-22 0.00 0.00 1.00 New Position 26 0.00 0.00 0.00 24 0.00 0.00 0.00 296 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Purchasing and Administration Totals Infrastructure Technology Services (ITS) Chief Information Security Officer Enterprise Tech Solutions Manager Cybersecurity Engineer 1-III Network Engineering Team Manager IT Systems Manager Network Systems Engineer 1-III INF Technology Support Manager Network Support Administrator I - III Infrastructure Technology Services Totals Geographical Information Systems Grades FY2022 FY2023 FY2024 3.00 3.00 4.00 Changes from FY2023 to FY2024 38 1.00 1.00 1.00 35 0.00 1.00 1.00 30 0.00 0.00 1.00 1 New Position 34 2.00 2.00 2.00 33 0.00 1.00 1.00 27-33 12.00 14.00 14.00 32 1.00 1.00 1.00 23-27 12.00 12.00 13.00 1 New Position 28.00 32.00 34.00 Chief Data Officer 38 1.00 1.00 1.00 GIS Programmer Analyst 30 2.00 2.00 2.00 Geo Info Systems (GIS) Coord 30 1.00 1.00 1.00 Data/Info Specialist 30 0.00 0.00 1.00 1 New Position Geographical Information Systems 4.00 4.00 5.00 Totals Software Services Chief Technology Officer 38 1.00 1.00 1.00 Communications Director 38 0.00 0.00 1.00 1 New Position Software Engineer Team Manager 37 1.00 1.00 1.00 Software Engineer Team Lead 36 1.00 1.00 1.00 Software Engineering Data Admin 36 3.00 3.00 3.00 Sr Software Engineer 35 1.00 1.00 1.00 Software Lead 34 2.00 2.00 2.00 Geo Info Systems (GIS) Coord 30 0.00 0.00 0.00 Software Engineer 1-III 27-33 5.00 5.00 5.00 Software Support Admin 1-III 28-32 15.00 16.00 16.00 Tech Solution Manager 34 1.00 1.00 1.00 Software Support Totals 30.00 31.00 32.00 Media and Engagement Services Video Production Manager 3 1.00 1.00 1.00 Multimedia Production Spec 1-III 23-31 4.00 4.00 4.00 Socal Media Specialist 23 0.00 0.00 1.00 1 New Position Communications Specialist 34 0.00 0.00 1.00 1 New Position Civic Engagement Program Specialist 24 5.00 5.00 5.00 297 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Multimedia Production Services Totals Enterprise Project Management Technology Solution Team Lead IN Tech Project Manager Software Lead Solution Management Totals Innovations Team Chief Innovations Officer IN Tech Project Manager Innovations Team Lead Senior Innovations Consultant Civic Engagement Specialist Solution Management Totals Grades FY2022 FY2023 FY2024 10.00 10.00 12.00 36 1.00 1.00 1.00 35 1.00 1.00 0.00 34 2.00 2.00 2.00 4.00 4.00 3.00 Changes from FY2023 to FY2024 36 1.00 1.00 0.00 Moved to Deputy Director 35 0.00 0.00 1.00 Moved from EPM 33 1.00 1.00 1.00 30 2.00 2.00 2.00 24 0.00 2.00 2.00 4.00 6.00 6.00 INFORMATION MGMT SVCS TOTALS 84.00 92.00 100.00 (IMS FUND) justice Court Justice CourtJudge 37 5.00 5.00 5.00 Title change City Courts Director 33 1.00 1.00 1.00 Financial Manager 1 33 1.00 1.00 1.00 Changed from Financial Analyst IV (32) Justice Court Manager 28 2.00 2.00 2.00 Grade changed from 26 to 28 Justice Court Supervisor 26 2.00 2.00 2.00 Grade changed from 24 to 26 Accountant II 21 1.00 1.00 1.00 Business Systems Analyst 1 19 1.00 1.00 1.00 Changed from Justice Court Case Manager (19) Office Facilitator II 19 1.00 1.00 1.00 Justice Court Lead Judicial Assistant 19 1.00 1.00 1.00 City Payment Processor 15 2.00 2.00 2.00 Justice CourtJudicial Assistant III 17 0.00 0.00 0.00 Justice CourtJudicial Assistant II 16 0.00 0.00 0.00 Justice CourtJudicial Assistant 1 15 0.00 0.00 0.00 Justice CourtJudicial Assistant 1-II-III 15-17 25.00 25.00 25.00 justice Court Total 42.00 42.00 42.00 Office of the Police Chief Chief of Police Assistant Chief Communications Administrative Director 41 1.00 1.00 1.00 39 0.00 0.00 0.00 37 1.00 1.00 1.00 298 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Internal Affairs Administrative Director 37 1.00 1.00 1.00 Mental Health Professional 37 1.00 1.00 1.00 Data Science and Research 34 0.00 1.00 0.00 Moved to Field Ops II Administrator Lieutenant --Police 32 2.00 2.00 2.00 Financial & Admin Services Manager 32 1.00 1.00 1.00 Sergeant Police 29 4.00 4.00 5.00 1 New Sergeant Police Public Relations Director 29 0.00 0.00 0.00 Grant Acquis & Proj Fin Analyst 27 1.00 1.00 1.00 Community Programs Manager 24 1.00 0.00 0.00 Administrative Assistant Appointed 24 0.00 0.00 0.00 Executive Assistant 24 1.00 1.00 1.00 Graphic Design Specialist 23 1.00 1.00 1.00 Accountant 1-III 21-27 4.00 4.00 4.00 Police Services Coordinator 20 1.00 1.00 1.00 Police Officer 19-25 7.00 7.00 8.00 1 Moved from Field Ops Administrative Secretary 1-11 18-21 1.00 1.00 1.00 Office Facilitator 1-11 18-19 1.00 1.00 1.00 Office Tech 1-11 12-15 1.00 1.00 1.00 Office of the Police Chief Total 30.00 30.00 31.00 Administrative Bureau Deputy Chief --Police Captain --Police Lieutenant --Police Emergency Mgt Program Director Sergeant --Police Crime Lab/Evidence Room Director Forensic Scientist Lab Supervisor Quality Assurance Manager Crime Stats & Analysis Director Records Director Victim Advocate Program Coordinator Outreach Program Administrator Public Safety Tech Systems Coordinator Crime Lab Supervisor Emergency Management City Wide Training & Exercise Coord Forensic Scientist 1-11 Sr Communications Tech Sr Police Intel Specialist Evidence Supervisor 37 1.00 1.00 1.00 34 2.00 2.00 2.00 32 2.00 2.00 2.00 31 0.00 0.00 0.00 29 5.00 5.00 5.00 2930 1.00 1.00 1.00 27 1.00 1.00 1.00 27 1.00 1.00 1.00 27 0.00 0.00 0.00 26 1.00 1.00 1.00 25 0.00 0.00 0.00 25 0.00 0.00 0.00 24 1.00 1.00 1.00 24 1.00 1.00 1.00 24 0.00 0.00 0.00 23-26 6.00 6.00 7.00 1 Changed from Crime Lab Tech (19) 2324 1.00 1.00 1.00 23 0.00 0.00 0.00 23 1.00 1.00 1.00 299 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Community Preparedness Coord. 23 0.00 0.00 0.00 Grama Coordinator 23 0.00 1.00 1.00 Information Systems Supervisor 22 5.00 5.00 6.00 1 Chaged from Information Specialist (13) Victim Advocate 22 0.00 0.00 0.00 Police Intelligence Specialist 21 0.00 0.00 0.00 Grama Coordinator/Paralegal 21 1.00 1.00 1.00 Police Officer 1-III 19-25 15.00 26.00 26.00 Authorization - Early Hire Police Officer 19-25 20.00 20.00 20.00 Office Facilitator 18-19 0.00 0.00 0.00 Fleet Mgt Services Supervisor 18 1.00 1.00 1.00 Coordinator Emergency Management Asst Crit 18 0.00 0.00 0.00 Infrastructure Liaison Crime Lab Technician 1-11 16-19 14.00 14.00 12.00 1 Changed to Forensic Scientist (23) and 1 reclass Evidence Technician 1-11 16 6.00 6.00 6.00 Sr Police Information Specialist 15 12.00 12.00 11.00 1 Changed to Information Systems Supervisor (22) Technical Support Specialist 15 5.00 5.00 5.00 Gang Outreach Coordinator 15 0.00 0.00 0.00 Police Information Specialist 13 16.00 16.00 15.00 1 changed to Captain (34) Office Tech 1-11 12-15 0.00 0.00 0.00 Administrative 119.00 131.00 129.00 Field Operations I Bureau Deputy Chief --Police 37 1.00 1.00 1.00 Captain Police 34 2.00 2.00 2.00 Lieutenant --Police 32 8.00 9.00 9.00 Social Work Director 30 0.00 0.00 0.00 Sergeant --Police 29 21.00 21.00 21.00 Community Programs Manager 24 0.00 0.00 0.00 LCSW/Mental Health Counselor 24 0.00 0.00 0.00 Police Officer 19-25 164.00 164.00 170.00 Add 6 Officers at Airport Authorization - Early Hire Police Officer 19-25 0.00 0.00 0.00 Social Work Case Worker 19 0.00 0.00 0.00 Office Facilitator 1-11 18-19 1.00 1.00 2.00 Changed from Administrative Secretary 1 (18) Administrative Secretary 1 18 1.00 1.00 0.00 Changed to Office Facilitator (18) Civilian Response Specialist 19 0.00 12.00 16.00 Add 4 new Positions Office Tech 1-11 12-15 1.00 1.00 1.00 Field Operations I Bureau 199.00 212.00 222.00 Field Operations II Bureau Deputy Chief --Police 37 0.00 0.00 1.00 1 Changed from Police Officer (25) 300 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Captain Police 34 2.00 2.00 2.00 Lieutenant --Police 32 8.00 8.00 8.00 Sergeant --Police 29 22.00 22.00 22.00 Police Officer 19-25 166.00 166.00 165.00 1 Changed to Deputy Chief (37) Sr Police Intel Specialist 23 0.00 0.00 3.00 3 Moved From Investigations Police Intelligence Specialist 21 0.00 0.00 3.00 3 Moved From Investigations Crime Stats & Analysis Director 27 0.00 0.00 0.00 1 Moved From Investigations - Changed to Supervisor Crime Stats & Analysis Supervisor 25 0.00 0.00 1.00 1 Moved from Director Data Science and Research 34 0.00 0.00 1.00 Administrator Office Facilitator 1-II 18-19 1.00 1.00 1.00 Office Tech I -II 12-15 1.00 1.00 1.00 Field Operations II Bureau 200.00 200.00 208.00 Investigative Bureau Deputy Chief --Police 37 1.00 1.00 1.00 Captain Police 34 1.00 1.00 2.00 1 Changed from Sr. Information Specialist (15) Lieutenant --Police 32 4.00 4.00 4.00 Social Work Director 30 1.00 1.00 1.00 Sergeant --Police 29 18.00 19.00 19.00 Victim Advocate Director 29 0.00 1.00 1.00 Social Work Manager 26 1.00 3.00 3.00 Victim Advocate Program Coordinator 25 1.00 2.00 2.00 LCSW/Mental Health Counselor 24 9.00 6.00 6.00 Community Programs Manager 24 1.00 1.00 1.00 Crime Stats & Analysis Director 27 1.00 1.00 0.00 Moved to Field Ops II Sr Police Intel Specialist 23 3.00 3.00 0.00 Moved to Field Ops II Victim Advocate 22 2.00 3.00 3.00 Police Intelligence Specialist 21 3.00 3.00 0.00 Moved to Field Ops II Police Officer 19-25 112.00 112.00 112.00 Social Work Case Worker 19 11.00 9.00 9.00 Office Facilitator 1-II 18-19 2.00 2.00 3.00 1 Changed from Office Tech (15) Youth Specialists 15 0.00 4.00 4.00 Office Tech 1-II 12-15 1.00 1.00 0.00 1 Changed to Office Facilitator (18) Investigative Bureau 172.00 177.00 171.00 POLICE DEPARTMENT TOTAL 720.00 750.00 761.00 Public Lands Administration Parks & Public Lands Director 41 1.00 1.00 1.00 301 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Public Lands Deputy Director 38 1.00 1.00 1.00 Finance Manager II 34 1.00 1.00 1.00 Financial Analyst IV 32 0.35 0.35 0.35 Changed from Parks Usage Coordinator to Financial Analyst III 30 0.00 0.00 1.00 Financial Analyst III (30) Transferred from Parks Division Business Systems Analyst II 30 1.00 1.00 1.00 Comm/Events & Marketing Mgr 29 1.00 1.00 1.00 PPL Project Manager 28 1.00 0.00 0.00 PPL Landscape Planner 28 2.00 0.00 0.00 PPL Asset Manager 27 1.00 1.00 1.00 Community & Building Partnership 25 1.00 1.00 1.00 Coordinator Public Lands Event Manager 25 1.00 1.00 1.00 Special Events Permit Manager 25 1.00 1.00 1.00 Civic Engagement Program Specialist 24 0.00 1.00 1.00 Office Facilitator 21 1.00 1.00 1.00 Executive Manager 19 1.00 1.00 1.00 Changed from Office Facilitator II (19) Special Projects Asst 21 0.00 0.00 1.00 New Position Special Event Permit Coordinator 18 1.00 1.00 1.00 Warehouse Specialist 18 1.00 1.00 1.00 Senior Warehouse Operator 15 0.00 0.00 0.50 New Position Office Tech 11 15 1.00 1.00 1.00 Public Lands Administration Total 17.35 15.35 17.85 Parks Division Parks Division Director 35 1.00 1.00 1.00 Operations Manager 31 2.00 2.00 1.85 15% of FTE transferred to TNL division City Sexton 30 1.00 1.00 1.00 Regional Athletic Complex Manager 29 1.00 1.00 1.00 Operations Supervisor 27 1.00 0.00 0.00 District Supervisor 25 8.00 9.00 9.00 Maintenance Supervisor 25 1.00 1.00 1.00 Maintenance Electrician IV 22 1.00 1.00 2.00 New Position Metal Fabrication Tech 22 1.00 1.00 1.00 Events Coordinator 21 1.00 1.00 1.00 Plumber II 21 3.00 1.00 1.00 General Maintenance Worker III 21 4.00 0.00 0.00 Parks Usage Coordinator 21 0.00 1.00 0.00 Changed to Financial Analyst III (30) Transferred to Admin Division Central Control Irrigation Specialist 20 2.00 2.00 3.00 New Position Sprinkler Irrigation Tech III 20 1.00 0.00 0.00 Senior Florist 18 1.00 1.00 1.00 302 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Sprinkler Irrigation Tech II 18 3.00 0.00 0.00 Cemetery Equipment Operators 17 4.00 4.00 4.00 Graffiti Response Field Tech 16 6.00 6.00 6.00 Parks Maintenance Tech 1-11-III 13-19 20.00 22.00 33.00 Changed to Parks Maintenance Tech (I - III) (19), 1 New Position General Maintenance Worker 1-111 16-20 1.00 5.00 6.00 New Position Sprinkler Irrigation Tech 1-111 16-20 2.00 8.00 9.00 New Position Office Tech II 15 3.00 3.00 3.00 Parks Groundskeeper 12 10.00 10.00 0.00 Changed to Parks Maintenance Tech (I - 111) (19) Parks Total 78.00 81.00 84.85 Planning & Ecological Services Division, formerly Trails and Natural Lands Division Deputy Director Public Lands 38 1.00 1.00 Operations Manager 31 0.00 1.00 Planning Manager 33 0.00 1.00 PPL Landscape Planner 28 0.00 2.00 Recreation Trails Project Manager 28 1.00 1.00 1.00 1.15 Changed from Park Ranger Manager (29), 15% of FTE transferred from Parks division 1.00 Changed from Park PPL Projet Manager (28) Changed from PPL Landscape Planner to 4.00 Public Lands Planner. (2) New FTE's from FY23 BA#4 (bond funded) 1.00 Changed from Strategy & Special Projects Manager to Recreation Trails Project Manager Park Ranger Supervisor 27 0.00 1.00 1.00 Environmental Specialist 26 0.00 0.00 1.00 New Position Natural Lands Supervisor 25 1.00 1.00 1.00 Stewardship and Education 22 1.00 0.00 0.00 Coordinator Park Ranger Leads 21 0.00 4.00 4.00 Park Ranger 19 0.00 14.00 14.00 Special Projects Assistant 21 0.00 1.00 1.00 Changed from Office Facilitator II (19) Sr Natural Resource Technician 16 2.00 2.00 7.00 5 New Positions Senior Parks Groundskeeper 16 1.00 0.00 0.00 Trails and Natural Lands Total 7.00 29.00 37.15 Urban Forestry Division Urban Forestry Division Director 35 1.00 1.00 1.00 Grade changed from 32 to 35 FY23 BA#4 Urban Forestry Operations Manager 28 3.00 4.00 1.00 Changed from Arborist III (21) Urban Forestry Services Supervisor 25 1.00 1.00 1.00 Changed from Forestry Crew Supervisor (24) Urban Forestry Field Supervisor 24 0.00 0.00 2.00 Changed from Forestry Crew Supervisor (25) Forest Area Service Coordinator 22 3.00 4.00 3.00 Arborist Crew Foreman 21 2.00 1.00 4.00 Changed from Arborist III Arborist II 19 4.00 5.00 4.00 Changed 1 to Arborist Urban Forestry Services Supervisor 303 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Arborist 1 18 1.00 1.00 1.00 Office Tech 15 0.00 1.00 1.00 Urban Forestry Total 15.00 18.00 18.00 Golf Division Golf Program - Golf Fund Golf Division Director 35 1.00 1.00 1.00 Associate Director 33 1.00 1.00 1.00 Financial Analyst IV 32 0.65 0.65 0.65 Golf Professional III 30 1.00 1.00 1.00 Golf Course Super 27 to 36 holes 29 1.00 1.00 1.00 Golf Course Super 18 holes 27 3.00 3.00 3.00 Golf Professional II 28 2.00 2.00 2.00 Grade Changed from 26 to 28 Golf Superintendent 9 Hole 25 2.00 2.00 2.00 Golf Professional 1 23 3.00 3.00 3.00 Player Development and Programs 21 1.00 1.00 1.00 Mgr Special Projects Assistant 21 0.00 1.00 1.00 Assistant Golf Club Professional 20 4.00 4.00 4.00 Assistant Golf Course Super 20 12.00 12.00 12.00 Senior Warehouse Operator 15 0.00 0.00 0.50 New Position Office Facilitator II 19 1.00 0.00 0.00 Office Tech 11 15 1.00 1.00 1.00 Golf Subtotal for Golf Fund 33.65 33.65 34.15 Golf Division Total 33.65 33.65 34.15 PUBLIC LANDS DEPARTMENT TOTAL 151.00 177.00 192.00 General Fund Golf Fund Administrative Services Public Services Department Director Admin Services Deputy Director Deputy Director, Public Services Safety and Security Director Enterprise Tech Solutions Manager Financial Manager Communications and Administration Manager Business Systems Analyst Team Lead 117.35 143.35 157.85 33.65 33.65 34.15 41 1.00 1.00 1.00 38 0.00 0.00 0.00 38 1.00 2.00 2.00 37 0.00 0.00 1.00 New position 35 0.00 1.00 1.00 35 1.00 1.00 1.00 33 1.00 1.00 1.00 33 1.00 0.00 0.00 304 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 CARES Policy & Program Manager 32 1.00 1.00 1.00 Financial Analyst IV 32 0.00 0.00 0.00 Safety Program Manager 31 1.00 1.00 1.00 Business Systems Analyst II 30 1.00 1.00 1.00 Strategy & Special Project Manager 28 0.00 0.00 0.00 Safety Coordinator 26 0.00 1.00 1.00 Communications Coordinator 25 1.00 1.00 1.00 Executive Assistant 24 1.00 1.00 1.00 Financial Analyst II 24 1.00 0.00 0.00 Management Analyst 24 1.00 1.00 1.00 Financial Analyst I -IV 21-32 2.00 5.00 5.00 Public Outreach and Information 21 0.00 0.00 0.00 Liaison Office Facilitator II 19 1.00 0.00 0.00 Office of Director Total 15.00 18.00 19.00 Engineering City Engineer Deputy City Engineer Engineer VII City Architect Senior Project Manager Engineer VI Engineer V GIS Manager Senior Architect Senior Landscape Architect Engineer IV GIS Systems Coordinator Licensed Architect City Surveyor Engineer III Landscape Architect III Engineering Const Program Project Manager Business Systems Analyst Engineer II Engineering Technician VI Professional Land Surveyor Engineering GIS/Asset Management Specialist Engineering Procurement & Contracts Specialist Changes from FY2023 to FY2024 39 1.00 1.00 1.00 36 1.00 1.00 1.00 36 2.00 2.00 2.00 36 1.00 1.00 1.00 34 0.00 1.00 2.00 1 New position added via BA4 GO BOND 34 1.00 1.00 1.00 33 3.00 3.00 4.00 1 New Position Environmental Engineer 33 1.00 1.00 1.00 33 2.00 1.00 1.00 33 1.00 2.00 2.00 31 6.00 6.00 6.00 30 1.00 1.00 1.00 30 1.00 1.00 1.00 30 1.00 1.00 1.00 29 1.00 1.00 0.00 29 3.00 3.00 3.00 29 3.00 3.00 3.00 28 0.00 1.00 1.00 27 1.00 1.00 1.00 27 3.00 3.00 3.00 26 1.00 1.00 1.00 26 0.00 1.00 1.00 25 1.00 0.00 0.00 305 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 GIS Specialist 24 3.00 2.00 2.00 Civic Engagement Program Spec 24 1.00 1.00 1.00 Engineering Tech V 24 1.00 1.00 1.00 Engineering Tech IV Union 23 4.00 4.00 4.00 GIS Tech II 23 0.00 0.00 0.00 Eng. Info and Records Spec 20 2.00 2.00 2.00 Office Facilitator II 19 2.00 2.00 2.00 Engineering Total 48.00 49.00 50.00 Golf Division Golf Program - Golf Fund Golf Division Director 35 0.00 0.00 0.00 Associate Director 33 0.00 0.00 0.00 Golf Manager 32 0.00 0.00 0.00 Financial Analyst IV 32 0.00 0.00 0.00 Golf Professional 30 0.00 0.00 0.00 Golf Course Super 27 to 36 holes 29 0.00 0.00 0.00 9-hole Golf Professional 27 0.00 0.00 0.00 Golf Course Super 18 holes 27 0.00 0.00 0.00 Golf Superintendent 9 Hole 25 0.00 0.00 0.00 Assistant Golf Club Professional 20 0.00 0.00 0.00 Assistant Golf Course Super 20 0.00 0.00 0.00 Office Facilitator II 19 0.00 0.00 0.00 Office Tech 11 15 0.00 0.00 0.00 Golf Subtotal for Golf Fund 0.00 0.00 0.00 Golf Division Total 0.00 0.00 0.00 Youth & Family Division Youth & Family Div Director 35 0.00 0.00 0.00 Associate Director Youth City 29 0.00 0.00 0.00 Senior Community Programs Manager 26 0.00 0.00 0.00 Community Programs Manager 24 0.00 0.00 0.00 Events Coordinator Sorenson 21 0.00 0.00 0.00 Office Facilitator II 19 0.00 0.00 0.00 Office Tech 11 15 0.00 0.00 0.00 Program Assistant 14 0.00 0.00 0.00 Youth City Coordinator 10 0.00 0.00 0.00 Youth & Family Total 0.00 0.00 0.00 Changes from FY2023 to FY2024 Compliance Division 3o6 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Compliance Division Director 35 1.00 1.00 1.00 Compliance Div Field Supervisor 27 1.00 1.00 1.00 Compliance Swing -Shift Field 25 1.00 1.00 1.00 Supervisor Special Projects Assistant 21 1.00 1.00 1.00 Parking Pay Station Tech 21 1.00 1.00 1.00 Lead Compliance Enforcement Officer 20 3.00 3.00 3.00 Crossing Guard Program & Outreach 19 0.00 1.00 1.00 Coordinator Office Facilitator II 19 0.00 0.00 0.00 Parking Enforcement Officer 18 17.00 16.00 16.00 Office Tech 11 15 2.00 2.00 2.00 Crossing Guard Coordinator 13 0.00 0.00 0.00 Office Tech 1 12 2.00 2.00 2.00 Compliance Total 29.00 29.00 29.00 Facilities Services Division Building Maintenance Program Facilities Division Director Senior Project Manager Operations Manager Energy/Utilities Management Coordinator Business Systems Analyst II Facilities Commissioning Authority Facility Maintenance Supervisor Business Systems Analyst I Operations Supervisor District Supervisor Maintenance Electrician IV Plumber III Lead HVAC Technician HVAC Technician II Lead Bldg Maintenance Tech Maintenance Specialist III Carpenter11 Tn ari '" niter�ci -rr Sprinkler Irrigation Tech III Gen Maint Worker IV Office Facilitator II Maintenance Specialist II Building Equipment Operator II Changes from FY2023 to FY2024 35 1.00 1.00 1.00 34 0.00 1.00 1.00 34 1.00 2.00 2.00 31 1.00 1.00 1.00 31 0.00 1.00 1.00 30 1.00 1.00 1.00 29 2.00 2.00 2.00 28 1.00 0.00 0.00 27 1.00 1.00 2.00 1 New Position Building Administrator 25 1.00 2.00 2.00 22 1.00 1.00 1.00 22 1.00 1.00 1.00 22 1.00 1.00 1.00 21 2.00 2.00 2.00 21 0.00 0.00 0.00 21 5.00 0.00 0.00 20 1.00 1.00 1.00 20 +_00 +-00 4-GO 20 1.00 1.00 1.00 19 0.00 0.00 0.00 19 1.00 1.00 1.00 19 10.00 0.00 0.00 18 0.00 0.00 0.00 307 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 General Maintenance Worker III Building Equipment Operator 1 Maintenance Specialist 1-III Equipment Operator General Maintenance Worker 111 General Maintenance Worker 1 Senior Facilities Landscaper Sprinkler Irrigation Tech Office Technician 11 Beautification Maintenance Worker 11 Beautification Maintenance Worker 1-11 Facilities Services Total 18 17 17-21 17 16 16 16 16 15 13 12-13 1.00 0.00 1.00 2.00 0.00 2.00 2.00 0.00 1.00 3.00 2.00 47.00 0.00 0.00 17.00 2.00 0.00 2.00 2.00 0.00 1.00 0.00 7.00 52.00 0.00 0.00 21.00 4 New Positions Apprenticeship Program 2.00 0.00 2.00 2.00 0.00 1.00 0.00 7.00 57.00 Fleet Management Division Fleet Mgmt Division Director 35 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 1.00 Operations Manager 31 1.00 1.00 1.00 Business Systems Analyst 1 28 0.00 1.00 1.00 Fleet Asset Manager 27 1.00 0.00 0.00 Fleet Mgmt Service Supervisor 27 2.00 2.00 2.00 Fleet Senior Mechanic 25 3.00 3.00 3.00 Fleet Warehouse Super 24 1.00 1.00 1.00 Fleet Metal Fabrication Tech 22 1.00 1.00 1.00 Fleet Customer Service Advisor Lead 21 1.00 1.00 1.00 Fleet Customer Service Advisor 21 0.00 1.00 1.00 Fleet Mechanic 20 25.00 25.00 25.00 Fleet Customer Service Advisor 19 1.00 1.00 1.00 Office Facilitator 11 19 1.00 1.00 1.00 Fleet Mechanic Trainee 17 1.00 1.00 1.00 Fleet Senior Warehouse Operator 15 1.00 1.00 1.00 Fleet Parts Warehouse Support Worker 14 3.00 3.00 3.00 Fleet Parts Delivery Driver 11 1.00 1.00 1.00 Fleet Management Total (FLEET 45.00 46.00 46.00 FUND) Streets Division Streets Division Director 35 1.00 1.00 1.00 Operations Manager 31 3.00 3.00 3.00 Business Systems Analyst 11 30 1.00 1.00 1.00 Engineer III 29 0.00 0.00 1.00 1 Transferred from Engineering Operations Supervisor 27 2.00 2.00 2.00 308 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Streets Operations Maintenance Supervisor Streets Response Team Field Supervisor Maintenance Supervisor Traffic Signal Lead Traffic Signal Tech II Response Team Leader Streets Maintenance Lead Traffic Maintenance Lead Traffic Signal Tech I GIS Technician I Special Projects Assistant Concrete Finisher Senior Asphalt Equipment Oper Lead Equipment Operator Office Facilitator II Streets Response Team Member II Asphalt Equipment Oper II Concrete Saw & Grinder Oper Streets Response Team Member I Traffic Maintenance Operator II Communication and GIS Coordinator Equipment Operator Asphalt Equipment Oper I Traffic Maintenance Operator I Office Tech I I Senior Communications Coordinator Streets Total Public Lands Administration Grades FY2022 FY2023 FY2024 f►x�l[iI�>til[iI�>til[iI�] 24 1.00 1.00 1.00 25 4.00 4.00 4.00 24 1.00 1.00 1.00 23 3.00 4.00 4.00 21 0.00 0.00 0.00 21 6.00 6.00 6.00 21 2.00 2.00 2.00 21 1.00 1.00 1.00 21 0.00 1.00 1.00 21 0.00 1.00 1.00 20 10.00 10.00 10.00 20 12.00 12.00 12.00 20 1.00 1.00 1.00 19 1.00 1.00 1.00 19 1.00 2.00 2.00 18 38.00 37.00 37.00 18 2.00 2.00 2.00 18 2.00 1.00 1.00 18 7.00 11.00 11.00 18 1.00 0.00 0.00 17 5.00 5.00 5.00 16 0.00 1.00 1.00 16 3.00 1.00 1.00 15 1.00 0.00 1.00 15 0.00 0.00 0.00 110.00 113.00 115.00 Public Lands Deputy Director 38 0.00 0.00 0.00 Business Systems Analyst II 30 0.00 0.00 0.00 Landscape Architect III 29 0.00 0.00 0.00 Comm/Events & Marketing Mgr 29 0.00 0.00 0.00 PPL Project Manager 28 0.00 0.00 0.00 Warehouse Supervisor 24 0.00 0.00 0.00 Parks Usage Coordinator 21 0.00 0.00 0.00 Office Facilitator II 19 0.00 0.00 0.00 Office Tech 11 15 0.00 0.00 0.00 Senior Warehouse Operator 15 0.00 0.00 0.00 Changes from FY2023 to FY2024 New Position Converted PT to FT 309 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Public Lands Administration Total 0.00 0.00 0.00 Parks Division Parks Division Director 35 0.00 0.00 0.00 Operations Manager 31 0.00 0.00 0.00 Regional Athletic Complex Manager 29 0.00 0.00 0.00 City Sexton 28 0.00 0.00 0.00 Operations Supervisor 27 0.00 0.00 0.00 District Supervisor 25 0.00 0.00 0.00 Maintenance Supervisor 25 0.00 0.00 0.00 Advertising/Marketing Mgr 25 0.00 0.00 0.00 Special Events Permit Manager 25 0.00 0.00 0.00 Maintenance Electrician IV 22 0.00 0.00 0.00 Metal Fabrication Tech 22 0.00 0.00 0.00 Events Coordinator 21 0.00 0.00 0.00 Plumber II 21 0.00 0.00 0.00 Central Control Irrigation Specialist 20 0.00 0.00 0.00 Concrete Finisher 20 0.00 0.00 0.00 Sprinkler Irrigation Tech III 20 0.00 0.00 0.00 General Maintenance Worker IV 19 0.00 0.00 0.00 Special Event Permit Coordinator 18 0.00 0.00 0.00 Senior Florist 18 0.00 0.00 0.00 Sprinkler Irrigation Tech II 18 0.00 0.00 0.00 Cemetery Equipment Operators 17 0.00 0.00 0.00 Graffiti Response Field Tech 16 0.00 0.00 0.00 Senior Parks Groundskeeper 16 0.00 0.00 0.00 Sprinkler Irrigation Tech 1 16 0.00 0.00 0.00 Office Tech II 15 0.00 0.00 0.00 Parks Groundskeeper 12 0.00 0.00 0.00 Parks Total 0.00 0.00 0.00 Trails and Natural Lands Division Trails & Natural Lands Division Director 32 0.00 0.00 0.00 Natural Lands Supervisor 25 0.00 0.00 0.00 Volunteer & Outreach Coordinator 19 0.00 0.00 0.00 Senior Parks Groundskeeper 16 0.00 0.00 0.00 Trails and Natural Lands Total 0.00 0.00 0.00 Urban Forestry Division Urban Forestry Division Director 32 0.00 0.00 0.00 310 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Forestry Crew Supervisor 25 0.00 0.00 0.00 Forest Area Service Coordinator 22 0.00 0.00 0.00 Arborist III 21 0.00 0.00 0.00 Arborist II 19 0.00 0.00 0.00 Arborist 1 18 0.00 0.00 0.00 Urban Forestry Total 0.00 0.00 0.00 PUBLIC SERVICES DEPARTMENT TOTAL General Fund Fleet Management Fund Golf Fund Administration Director --Public Utilities Deputy Director -Public Utilities Executive Assistant Public Utilities Policy & Public Affairs Director GIS Info Tech Systems Admin Geographic Information Systems (GIS) Mgr Safety Program Manager PU Communications Engagement Manager GIS Programmer Analyst II PU Surveyor GIS Programmer Analyst I Engineering Tech VI Safety Coordinator Talent Management Coordinator Utility Planner & Development Coordinator Locator Supervisor GIS Specialist Safety Inspector GIS Leak Detection Tech II Communications Specialist GIS Technician I Mobile Inventory Specialist & Technician Util Dev Review Specialist Senior Utility Locator 294.00 307.00 316.00 249.00 261.00 270.00 45.00 46.00 46.00 0.00 0.00 0.00 Changes from FY2023 to FY2024 41 1.00 1.00 1.00 39 2.00 2.00 2.00 24 1.00 1.00 1.00 32 1.00 1.00 1.00 Changed from Chief Stradegy & Innovations Officer (37) 36 1.00 1.00 1.00 33 1.00 1.00 1.00 33 1.00 1.00 1.00 Grade Changed from 31 to 33 32 1.00 1.00 1.00 30 1.00 1.00 1.00 30 1.00 1.00 1.00 28 3.00 3.00 3.00 27 2.00 2.00 2.00 26 0.00 0.00 1.00 New Position 25 0.00 0.00 1.00 New Position 25 1.00 1.00 2.00 Changed 1 from Util Dev Review Specialist (19) 25 1.00 1.00 1.00 Changed from Manager to Supervisor 24 1.00 1.00 1.00 24 0.00 1.00 2.00 1 New Position 23 2.00 2.00 2.00 27 1.00 1.00 1.00 Changed from Public Relations Coordinator (23) 21 0.00 1.00 1.00 21 0.00 0.00 1.00 New Position 19 4.00 4.00 4.00 1 New position added; 1 Changed to Utility Planner & Development Coordinator (25) 19 8.00 8.00 8.00 311 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Office Facilitator II 19 2.00 2.00 2.00 Changed from Office Technician II (15) Utility Locator 17 0.00 0.00 1.00 New Position Administration Total 36.00 38.00 44.00 Maintenance Operations Maint Superintendent 36 1.00 1.00 1.00 Water Distribution System Mgr 34 1.00 1.00 1.00 Computer Operation Manager 33 1.00 1.00 1.00 Maint Support Manager 33 1.00 1.00 1.00 Water Maintenance Manager 33 0.00 0.00 1.00 New Position Storm Water Maint Manager 33 1.00 1.00 1.00 WW Collection Manager 33 1.00 1.00 1.00 Irrigation Canal Systems Manager 30 1.00 1.00 1.00 Water System Maintenance Super 27 4.00 4.00 4.00 Water System Operation Super 27 2.00 2.00 2.00 Electrical Operations Supervisor 27 1.00 1.00 1.00 Warehouse Manager 27 0.00 0.00 1.00 New Position Technical System Analyst III -IV 26-28 3.00 3.00 3.00 Water Service Coordinator 25 1.00 1.00 1.00 Waste Water Collection Supervisor 26 2.00 2.00 2.00 Grade Changed from 25 to 26 Lift Station Maintenance Supervisor 26 1.00 1.00 1.00 Grade Changed from 25 to 26 Storm Water Maintenance Supervisor 25 2.00 2.00 2.00 Water Meter Maintenance Supervisor 25 1.00 1.00 1.00 Maintenance Office Supervisor 25 1.00 1.00 1.00 Warehouse Supervisor 24 1.00 1.00 1.00 Senior Water Meter Tech 21 1.00 1.00 1.00 Fleet Maint Coord Public Util 21 1.00 1.00 1.00 Office Facilitator 1 18 1.00 1.00 1.00 Warehouse Specialist 18 0.00 0.00 0.00 Sr Warehouse Operator 15 1.00 1.00 1.00 Warehouse Office Tech II 15 1.00 1.00 1.00 Sr. Utilities Rep. Office/Technical 15 2.00 2.00 2.00 Sr. Communications Coordinator- 15 6.00 6.00 6.00 Public Util Industrial Electrician IV 26 6.00 6.00 6.00 Changed from Maintenance Electrician IV (22) Metal Fabrication Technician 22 3.00 3.00 3.00 Senior Water Dist System Operator 21 16.00 16.00 16.00 Senior Water System Maint Operator 21 16.00 16.00 16.00 Waste Water Collection Lead Maint 21 6.00 6.00 6.00 Worker WW Lift Station Lead Worker 21 4.00 4.00 4.00 Drainage Maintenance Lead Worker 21 3.00 3.00 3.00 General Maintenance Worker III 21 1.00 1.00 1.00 Senior Pumps Maint Tech 20 1.00 1.00 1.00 312 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Concrete Finisher Senior Irrigation Operator Waste Water Lift Station Lead Wkr Water System Maintenance Operator I- 11 Water Meter Tech 1-111 Waste Water Coll Maint Worker II Drainage Maintenance Worker III Pumps Maintenance Technician Senior Facility/Building Maint Wkr Fleet Maintenance Coordinator Waste Water Lift Station Maint Wkr Irrigation Operator 11 Landscape Restoration Lead Wkr Maintenance Landscaper Facility/Building Maintenance Wkr Water Distribution Valve Operator Water Maintenance Support Wkr Custodian II Maintenance Total Water Reclamation Plant Water Reclamation Manager WRF Operations & Maint Manager Regulatory Compliance Manager WRF Maintenance Manager Laboratory Program Manager Industrial Pretreatment Program Coordinator Maintenance Project Manager Waste Water Business Manager W.W. Plant Maintenance Coordinator Water Reclamation Facility Process Control Analyst WRF Office Administrator Safety Coordinator WRF Operations Supervisor Water Reclamation Facility Lead Operator Fats, Oils & Grease Program Supervisor Water Reclamation Planner Scheduler Instrumentation and Controls Technician II -IV Senior Laboratory Chemist Grades FY2022 FY2023 FY2024 20 1.00 1.00 1.00 20 4.00 4.00 4.00 20 0.00 0.00 0.00 Changes from FY2023 to FY2024 17-19 27.00 27.00 27.00 18-19 6.00 6.00 6.00 19 12.00 12.00 12.00 19 9.00 9.00 11.00 2 New Positions 18 1.00 1.00 1.00 18 1.00 1.00 1.00 18 0.00 0.00 0.00 18 4.00 4.00 4.00 17 4.00 4.00 4.00 17 1.00 1.00 1.00 16 0.00 1.00 1.00 15 3.00 2.00 2.00 15 8.00 8.00 8.00 14 2.00 2.00 2.00 11 2.00 2.00 2.00 180.00 180.00 184.00 36 1.00 1.00 1.00 33 1.00 1.00 1.00 Changed from Water Rec Plant Operations & Maint Manager 34 1.00 1.00 1.00 Grade Change from 33 to 34 31 1.00 1.00 1.00 33 1.00 1.00 1.00 Changed from Laboratory Manager (29) 29 1.00 1.00 1.00 31 1.00 1.00 1.00 27 1.00 1.00 1.00 27 1.00 1.00 1.00 27 1.00 1.00 1.00 21 0.00 1.00 1.00 Changed from Office Manager (27) 26 1.00 1.00 1.00 Changed from Water Reclamation Safety Specialist (26) 27 4.00 4.00 4.00 Grade changed from 26 to 27 26 0.00 0.00 0.00 27 1.00 1.00 1.00 Grade changed from 26 to 27 26 0.00 1.00 1.00 Changed from Program Support Coordinator (26) 25-28 3.00 3.00 3.00 30 1.00 1.00 1.00 Grade changed from 26 to 30 313 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Senior Industrial WW Pretreat Program 25 2.00 2.00 2.00 Changed from Senior Pretreatment Inspect/ Permit Writer (26) Lab Chemist 24 2.00 2.00 2.00 Water Reclamation Facility Operator IV 23 4.00 4.00 4.00 Pretreatment Inspect/Permit Writer 23 4.00 4.00 4.00 Pretreatment Sr Sampler Inspect 19 2.00 2.00 4.00 2 New Positions; Change to Sr Pretreatment Sampler Inspector Office Facilitator II Non Union 20 1.00 0.00 0.00 Grade Changed from 19 to 20 Senior Warehouse Operator 15 2.00 2.00 2.00 Sr Utilities Representative- Office / 15 2.00 2.00 2.00 Technical Industrial Electrician IV 26 2.00 2.00 2.00 Moved from Maintenance Electrician IV (22) HVAC Technician II 21 1.00 1.00 1.00 Waste Water Plant Maint. Operator IV 21 8.00 8.00 8.00 Water Reclamation Facility Operator III 21 17.00 17.00 17.00 Painter II 20 0.00 0.00 0.00 CMMS/Utilities Administrator 29 1.00 1.00 1.00 Changed from Waste Water Preventative Maint Worker (19) Water Reclamation Plant Total 68.00 69.00 71.00 Finance Finance Administrator 39 1.00 1.00 1.00 Financial Manager III 35 1.00 1.00 1.00 Financial Analyst IV 32 1.00 3.00 4.00 1 Changed from Financial Analyst III (30) Customer Service Manager Public 29 1.00 1.00 1.00 Utilities Accountant IV 29 3.00 1.00 2.00 1 Changed from Accountant III (27) Financial Analyst III 30 1.00 3.00 2.00 Grade change from 29 to 30; 1 Changed to Financial Analyst IV (32) Water Metering Technologies Manager 27 1.00 1.00 1.00 Accountant III 27 2.00 1.00 0.00 Changed to Accountant IV (29) Water Metering Technologies 25 1.00 1.00 1.00 Supervisor Billing Office Supervisor 25 1.00 1.00 1.00 Customer Services Supervisor 25 1.00 1.00 1.00 Grade Changed from 23 to 25 Changed 9 from Sr. Utilities Rep. - Generalist Customer Service Accts/Coll Invent 18 6.00 6.00 22.00 (15); Changed 7 from Sr. Utilities Rep. - Customer Service (15) Sr. Utilities Rep. - Generalist 15 9.00 9.00 0.00 Changed to Customer Service Acct. Coll/Inves (18) Sr. Utilities Rep. - Customer Service 15 7.00 7.00 0.00 Changed to Customer Service Acct. Coll/Inves (18) Senior Advanced Metering 21 0.00 0.00 4.00 Infrastructure Advanced Metering Infrastructure Tech 19 7.00 7.00 3.00 Changed 4 to Senior Advanced Metering II Infrastructure Tech (21) Water Meter Reader III 18 2.00 2.00 2.00 Water Meter Reader II 15 5.00 5.00 5.00 Grade Change from 14 to 15 Finance Total 50.00 51.00 51.00 314 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Water Quality & Treatment Water Quality & Treatment Administrator Water Treatment Plant Systems Manager Water Treatment Plant Systems Assistant Manager L&C Cross Connection Control Manager Regulatory Program Manager Watershed Program Manager Storm Water Quality Program Manager Water Treatment Plant Assistant Manager Lead and Copper X Connection Supervisor Project Manager Water Treatment Plant Facility Manager Watershed Operations Supervisor Storm Water Compliance Specialist Cross Connection Control Manager Water Treatment Plant Lead Oper Watershed Special Projects Coordinator Storm Water Quality Coordinator Cross Connections Control Coord Storm Water Technician II Union Lead and Copper Technician Water Quality Technician Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 37 1.00 1.00 1.00 Changed to Water Treatment Plant Systems 33 1.00 1.00 1.00 Manager from Water Treatment Plant Manager 31 0.00 1.00 1.00 Changed to Water Treatment Plant Systems Assistant Manager 30 1.00 1.00 1.00 30 1.00 1.00 1.00 Grade Change from 30 to 33 30 1.00 1.00 1.00 Grade Change from 30 to 33 30 1.00 1.00 1.00 Grade Change from 30 to 33 30 1.00 0.00 0.00 27 1.00 1.00 27 1.00 0.00 30 3.00 3.00 27 1.00 1.00 25 1.00 1.00 26 0.00 0.00 26 0.00 0.00 26 0.00 1.00 23 3.00 3.00 23 1.00 1.00 22 2.00 2.00 21 0.00 2.00 23 0.00 0.00 Cross Connections Control Technician 21 1.00 1.00 Quality Assur Sr Samp Cl Water 17 2.00 2.00 Lead Watershed Ranger 23 4.00 4.00 Watershed Ranger 22 4.00 4.00 Water Plant Operator II 21 25.00 25.00 Water Quality & Treatment Admin 56.00 58.00 Total Water Resources Water Resources Manager Utilities Water Rights, Contracts and Property Manager PU Sustainability Manager Sustainability Program Manager Water Conservation Program Manager 1.00 Changed from Lead and Copper Supervisor 0.00 3.00 Changed from WTP Facility Manager/ Supervisor (27) 1.00 1.00 0.00 0.00 1.00 3.00 1.00 2.00 2.00 0.00 Changed from Storm Water Technician Union (21) 1.00 Changed from Cross Connections Control Inspector 2.00 4.00 Grade Changed from 21 to 23 4.00 Grade Changed from 19 to 22 25.00 58.00 33 1.00 1.00 1.00 30 1.00 1.00 1.00 29 1.00 1.00 1.00 28 0.00 0.00 0.00 30 1.00 1.00 1.00 315 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Water Resources Eng/Scientist 27 2.00 1.00 1.00 Hydrologist 1 27 0.00 1.00 1.00 Water Rights & Property Agent 26 1.00 1.00 2.00 1 Changed from Property & Water Contracts Asst (20) Property & Water Contracts Asst 20 1.00 1.00 0.00 Changed to Water Rights & Property Agent (26) Hydrology Specialist Union 23 1.00 1.00 2.00 1 New Position Conservation Technician 26 1.00 1.00 1.00 Grade Changed from 23 to 26 PU Records Prog Specialist 23 1.00 1.00 1.00 Water Resources Total 11.00 11.00 12.00 Engineering Chief Engineer - Public Utilities 37 1.00 1.00 1.00 Engineer III-VII 29-36 23.00 23.00 25.00 Changed to Engineer II-VII; 2-VII, 6-VI, 3-V, 4-IV, 1-II; 2 New Positions Engineer IV's (31) Sr Water Treatment Engineer 35 1.00 1.00 1.00 Project Control Specialist 31 1.00 1.00 1.00 Engineering Construction Program/ 29 1.00 1.00 1.00 Projects Manager Project Coordinator 29 0.00 0.00 1.00 New Position Engineering Tech II - VI 19-27 17.00 19.00 19.00 14 of 19 filled; 4 vacant as Tech V's Engineering Tech IV- VI 23-27 0.00 0.00 0.00 Engineering Tech III-V 21-24 0.00 0.00 0.00 Eng Contracts Coord Public Util 22 2.00 2.00 2.00 Engineering Tech III 21 0.00 0.00 0.00 Engineering Tech II 19 0.00 0.00 0.00 Document Controls Specialist 18 0.00 0.00 0.00 Administrative Secretary 18 1.00 1.00 1.00 Engineering Tech 1 17 0.00 0.00 0.00 Contracts Process Coordinator 17 1.00 1.00 1.00 Contracts Technician 15 0.00 0.00 0.00 Engineering Total 48.00 50.00 53.00 Street Lighting Engineer V 33 1.00 1.00 1.00 Engineering Tech IV 23 0.00 0.00 0.00 Engineering Tech III 21 1.00 1.00 1.00 Engineering Tech 1 17 0.00 0.00 0.00 Street Lighting Total 2.00 2.00 2.00 PUBLIC UTILITIES DEPT TOTAL Street Lighting Fund Water Utility Fund 451.00 459.00 475.00 2.72 2.72 2.57 283.16 288.16 298.21 V6 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document Sewer Utility Fund Storm Water Utility Fund Waste & Recycling Division Refuse Fund Waste & Recycling Div Director Financial Manager I Waste & Recycling Operations Manager Maintenance Program Manager Special Projects Analyst and Safety Coordinator W&R Operations Supervisor Maintenance Supervisor W & R Permit Coordinator W & R Education & Permits Lead WR Program Lead Waste & Recycling Equip Op II Senior Equipment Operator Lead Equipment Operator Office Facilitator 11 W & R Education Specialist 1-11 Office Tech I I W & R Education Specialist Container Maintenance Worker Waste & Recycling Total Environ & Energy Division Refuse Fund Grades FY2022 FY2023 FY2024 126.55 127.65 130.80 39.57 40.47 43.42 35 1.00 1.00 1.00 33 1.00 1.00 1.00 31 1.00 1.00 1.00 28 0.00 0.00 0.00 28 1.00 1.00 1.00 Changes from FY2023 to FY2024 27 2.00 2.00 2.00 25 0.00 0.00 0.00 19 1.00 1.00 1.00 20 0.00 0.00 0.00 20 2.00 2.00 2.00 18 29.00 29.00 29.00 19 4.00 4.00 4.00 20 3.00 3.00 3.00 19 1.00 1.00 1.00 16-19 0.00 5.00 5.00 15 3.00 3.00 3.00 15 5.00 0.00 0.00 14 2.00 2.00 3.00 1 New Position 56.00 56.00 57.00 Sustainability Envir Director 41 1.00 1.00 1.00 Sustainability Deputy Director 37 1.00 1.00 1.00 Sr Energy Climate Program Mgr 35 1.00 1.00 1.00 Sustainability Program Manager 29 3.00 3.00 3.00 Sustainability Community Manager 28 0.00 0.00 0.00 Sustainability Community Projects 26 0.00 0.00 1.00 Manager Sustainable Business Prog Coor 24 0.00 0.00 0.00 Special Projects Assistant 21 1.00 1.00 1.00 Office Facilitator II 19 0.00 0.00 0.00 Environ & Energy Division Refuse 7.00 7.00 8.00 Fund SUSTAINABILITY DEPARTMENT 63.00 63.00 65.00 (Refuse Fund) TOTAL 317 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Staffing Document This page intentionally left blank 318 Mayor's Recommended Budget FISCAL YEAR 2023-24 Appendix pip a ki El a Q Fj LI 11 . . . . . . . . . . . Mh 4j lam This page intentionally left blank Salt Lake City Appendix 4 7 r hP 46 s J 1 rJ 321 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix The City Library By the Numbers 202 New Cards Issued 27,243 Cards Received or Used By Cardholders Since 2018 152,756 Physical Materials Checked Out 2,517,951 eBooks Checked Out 345,330 eAudiobooks Checked Out 428,829 among patrons who had at least one transaction m 2022 Gate Count 929,871 Unique Users 88,426 Storytime Attendance 7,500+ Amount Saved by the Average Patron* S325.31 Total Amount Saved by Patrons S28,854,555.97 OSalt Lake City Public Library Proposed Budget, Fiscal Year 2024 322 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix Contents Bythe Numbers........................................................................... 2 Organizational Chart.....................................................................4 Letter from the Interim Executive Director & Board President ........ 5 StaffingProfile..............................................................................6 Locations.....................................................................................8 BudgetOverview.......................................................................... 9 General Fund Revenues........................................................10-11 General Fund Expenditures and eMedia Usage .....................12-13 Debt Service Fund...................................................................... 14 Capital Project Fund................................................................... 15 Random Acts of Opera performed at the Main Library Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 323 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix Organizational Chart Director of Marketing & Communications Director of Finance Director of Facilities & IT Director of Human Resources Manager of Tech Services & Collection Development Safety Manager Interim Executive Director Library Board • • • • • Executive Admin Interim Deputy Director Director of Customer Experience Executive Leadership Team (ELT) Adminlstrative Manager of Public Services Circulation Manager Technology & Digital Equity Manager Public Services Managers Children's Library Nonfiction & AV Fiction, Teens, & Periodicals Anderson -Foothill Ballpark Chapman Day -Riverside Glendale Marmalade Sprague Sweet 44) Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 Director of Equity and Organizational Development Director of Community Engagement Events Manager Service Coordinators Children's Services Teen Services Adult Servlces 324 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix A letter from the Interim Executive Director & Board President March 2023 Mayor Mendenhall, City Council Members, and Residents of Salt Lake City, Every year during budget season, The City Library takes the opportunity to look to the future as we assess our organization's needs to maintain a 21 st-century Library. This year, the Library set three budgetary goals to achieve while working within current operating budget levels. All three of our goals relate to our most important resource, our staff. 1. Invest in competitive compensation and growth opportunities for Library employees through salaries and wages, employee benefits, and professional development. 2. Recruit and retain BIPOC employees. 3. Provide necessary resources for successful job fulfillment through adequate staffing capacities, supporting budgets, training resources, and physical spaces. The City Library prides itself on its fiscal responsibility, and recognizes that capital projects require large investments of money and time. We have four significant capital projects to focus on this upcoming fiscal year. 1. Main's roof renovation will be a large-scale, involved project. Not only will the behind -the -scenes waterproofing and structural supports be improved, but we will refresh the rooftop into a community -centric, well -shaded, sustainable, and safe space for the enjoyment of the entire city. 2. We will ensure healthy and safe spaces by investing in maintaining and upgrading critical building components. These include fire suppression systems, HVAC, electrical, sewer, and water systems. 3. We will continue to move forward in establishing a physical presence in the Ballpark neighborhood. 4. Lastly, we are working to move forward with the recommendations detailed in our Master Facilities Plan. We are pursuing long-term solutions for the Anderson -Foothill Branch and the Main Library, and determining the most impactful investments we can make on the west -side. As we are in the midst of celebrating our 125th anniversary, this budget further solidifies our place as a cornerstone of the community throughout our long history. We are looking forward to expanding our services, working alongside community members to detail our future, and carrying on the legacy of the dedicated Library staff who came before us. As our Culture Statement declares, "We work together to make lives better" and I'm confident that our budget supports this continued commitment. Thank you for your continued support, Debbie Ehrman Interim Executive Director �4"%4.4v, Adam Weinacker Library Board President Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 O 325 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix Staffing Profile Position FY23 FY24 Difference Accountant 1 1 — Accounting Specialist 1 1.45 0.45 Administrative Assistant 0.475 0.475 — Administrative Manager 1 1 Assistant Director 7 7 Assistant Manager 4 4 Associate Librarian 21,425 20.8 -0,625 Audio Visual Specialist 1 1 Cataloger 1 1 Circulation Supervisor 2 2 Community Gardener Associate 0.45 0.45 — Copy Editor & Public Relations 1 1 — Creative Director 1 1 Custodial Manager 1 1 Custodial Supervisor 2 2 Custodian 18,7 15.7 -3 Data Analyst 1 1 Delivery Driver 1 1 Deputy Director 1 1 Equity & Org Development Associate 1 0 -1 Equity Coordinator 1 1 Event Associate 1.45 1.45 — Executive Administrative Assistant 1 1 Executive Director 1 1 Graphic Designer 1 1 Help Desk Tech 2 1 -1 Human Resource Associate 3 3.475 0.475 IT Tech 0 1 1 Jr, Designer 1 1 Junior ProjecYAccount Manager 0.475 0.475 — Librarian 41.45 42 0.55 Llbra ryAide 21.15 19.775 -1.375 Library Assistant 42.3 42.725 0.425 Licensed Clinical Social Worker 1 1 Literary Project Specialist 1 1 Logistics Coordinator 1 1 Maintenance Manager 1 1 Maintenance Technician 5 5 Maintenance Supervisor 1 1 — Manager 15 15 Marketing & Comm Project Manager 1 1 — Network & Systems Engineer 1 1 The FY24 Budget is an overall decrease of 0.2 FTE. Proposed Staffing Additions: Financial Services & Human Resources A supervisor to redefine our substitute employee processes • Two part-time Passport Assistants Proposed Staffing Reductions: • Shift 3 FTEs to contract custodial services 06 Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 326 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix Staffing Profile Continued Position FY23 FY24 Difference Organizational Development Coordinator 0 1 1 Passport Agent 0 0.9 09 Passport Supervisor 1 1 — Procurement & Contracts. Manager 1 1 Safety Associate 8.9 8.9 Safety Manager 1 1 Safety Supervisor 2 2 Senior Network Support Technician 1 1 Senior Software Support Engineer 1 1 Service Coordinator 3 3 Social Media Manager & Photographer 1 1 — Staff Development Coordinator 1 1 — Substitute Supervisor 0 1 1 Tech Services Specialists 2 2 Technology Assistant 2.25 2.25 Technology Associate 2.425 2.425 Technology Librarian 1 1 Technology Coordinator 1 1 Trainer 0 1 1 Web Developer 1 1 — Total 242.45 242.25 -0.2 Catching up with superheroes in the Teen Lounge Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 O7 327 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix The City Library Locafiions Main Library Glendale Branch 210 East 400 South 1375 South Concord 801-524-8200 801-594-8660 Anderson -Foothill Branch Marmalade Branch 1135 South 2100 East 280 West 500 North 801-594-8611 801-594-8680 Ballpark Branch Sprague Branch Coming 2023 2131 South 1100 East 801-594-8640 Chapman Branch 577 South 900 West Corinne & Jack Sweet 801-594-8623 Branch 455 F Street Day -Riverside Branch 801-594-8651 1575 West 1000 North 801-594-8632 �u� Day -Riverside Branch IV4 t: Birdwatching with a City Library Binocular Kit - O Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 Chapman Branch Marmalade Branch Swe Bran Ballpark Branch _ 328 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix irJ I L t L1�T The City Library FY23-24 Budget Proposal Foothill Branch 'Rudget Overview • General Fund Proposed Budget - $33,012,370 • Increase of $4.41M or 15.4% • Higher due to Capital Projects • Debt Service Fund Proposed Budget - $987,450 • Capital Project Fund Proposed Budget - $6,255,400 Pages 10 & 11 Pages 12 & 13 Page 14 —0. Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 Page 15 O 329 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix General Fund Revenue FY23-24 Budget Proposal Significant Revenue Increases Transfer to Capital Project Fund • $475,000 in property tax from new growth • $365,000 from interest earnings • $84,500 from passport revenue Personne • 3% increase for COLA and Longevity • -0.2 FTEs/3 new positions • FT Supervisor of Substitute Staff - Partially funded by reallocating funds • PTAccounting Specialist • PT H R Associate 2 PT Passport Agents - Funded by projected revenue increase from expanded hours of Passport Services • 3 FTEs eliminated by custodial contract Tax Revenues Transferred approximately $5.8M • Includes $1.51VI in designated facilities and technology funds • $4.31VI for Capital Projects Fund Balance • Projected fund balance at the end of FY23, is estimated to be 30% of the FY24 budget. • Projected fund balance at the end of FY24, is estimated to be 16.7% of the FY24 budget. Tax Year 2018 Tax Year 2019 Tax Year 2020 Tax Year 2021 Tax Year 2022 Tax Year 2023 est. Certified 000757 000741 000649 000615 Tax Rate .000680 .000615 Residential $41.64 $40.76 $37.40 $35.70 $33.83 $33.83 property Commercial $757,00 $741,00 $680,00 $649,00 $615,00 $615.00 property Participants of the Teen Talks series This chart reflects the estimated property tax amount for each S7 00,000 of residential property value and each S7,000,000 of commercial property value. Tax Year 2023 amounts are based on FY23 budgeted real and personal property tax revenue and a zero percent increase in 2022 property values. 10 Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 330 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix Accounts REVENUES TAX REVENUE CURRENT YEAR PROPERTY TAXES PERSONAL PROPERTY TAXES PROPERTY TAXES -PASS THROUGH DELINQUENT PROPERTY TAXES MOTOR VEHICLE TAXES JUDGMENT LEVY TOTAL TAX REVENUE INTERGOVERNMENTAL REVENUE GRANTS -FEDERAL REIMBURSEMENTS-E RATE GRANTS -STATE RDA REBATE TOTAL INTERGOVERNMENTAL REVENUE CHARGES FOR SERVICES FY22 Actual FY23 Adopted Budget FY23 Revised Budget FY24 Proposed Budget FY24 -FY23 Adopted Difference Percent Change \V mm� \V Q 19,281,689 22,348,440 22,348,440 22,786,365 437,925 2.0% 2,349,424 1,892,085 1,892,085 1,929,160 37,075 2.0% _T1 327,108 600,000 600,000 800,000 200,000 33.3% 439,588 420,000 420,000 450,000 30,000 7.1% 795,125 735,000 735,000 800,000 65,000 8.8% 116,818 100,290 100,290 100,000 (290) -0.3% LL 23,309,752 26,095,815 26,095,815 26,865,525 769,710 2.9% C 81,946 0 0 0 0 43,470 35,000 35,000 23,700 (11,300) -32.3% 100,287 47,000 53,000 47,000 0 0.0% /* 968,166 1,000,000 1,000,000 900,000 (100,000) -10.0% �M 1,193,869 1,082,000 1,088,000 970,700 (111,300) -10.3% PRINTER REVENUES 18,763 15,000 15,000 25,000 10,000 66.7% PASSPORT SERVICES 124,690 97,000 97,000 181,500 84,500 87.1% NON-RESIDENT FEES 15,649 14,000 14,000 16,000 2,000 14.3% TOTAL CHARGES FOR SERVICES 159,092 126,000 126,000 222,500 96,500 76.6% CHARGES FOR LOST/DAMAGED ITEMS CHARGES FOR LOST/DAMAGED ITEMS 20,090 20,000 20,000 20,000 0 0.0% TOTAL CHARGES FOR LOST/DAMAGED ITEMS 20,090 20,000 20,000 20,000 0 0.0% MISCELLANEOUS REVENUE INTEREST EARNINGS (1,726) 80,000 80,000 445,000 365,000 456.3% RENTS -FACILITIES 3,830 15,000 15,000 9,500 (5,500) -36.7% RENTS -COMMERCIAL SPACE 90 28,000 28,000 33,105 5,105 18.2% SUNDRY REVENUES 49,586 26,000 26,000 26,000 0 0.0% TOTAL MISCELLANEOUS REVENUE 51,780 149,000 149,000 513,605 364,605 244.7% CONTRIBUTIONS & TRANSFERS DONATIONS 104,380 67,000 67,000 2,500 (64,500) -96.3% TOTAL CONTRIBUTIONS & TRANSFERS 104,380 67,000 67,000 2,500 (64,500) -96.3% FUND BALANCE APPROPRIATED FUND BALANCE -APPROPRIATED 1,059,070 2,353,070 4,417,540 3,358,470 317.1% TOTAL FUND BALANCE APPROPRIATED 0 1,059,070 2,353,070 4,417,540 3,358,470 TOTALREVENUES 24,838,963 28,598,885 29,898,885 33,012,370 4,413,485 15.4% Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 331 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix General Fund Expenditures FY23-24 Budget Proposa FY23 FY23 FY24 FY24 -FY23 FY22 Adopted Revised Proposed Adopted Percent Accounts Actual Budget Budget Budget Difference Change EXPENDITURES PERSONNEL SALARIES &WAGES -REGULAR 10,451,978 12,383,400 12,225,810 12,858,000. 474,600 3.8% OVERTIME -REGULAR 13,666 0 22,215 0 0 - SALARIES &WAGES -FLEX 151,046 204,995 205,730 146,000 (58,995) -28.8% SOCIAL SECURITY -REGULAR 777,686 948,600 938,445 9R4,900 36,300 3.8% SOCIAL SECURITY -FLEX 11,564 15,685 15,705 11,170 (4,515) -28.8% EMPLOYEE INSURANCE 1,476,562 2,405,900 2,374,430 2,316,500 (89,400) -3.7% RETIREE INSURANCE 21,600 21,600 21,600 20,400 (1,200) -5.6% STATE RETIREMENT 1,477,394 1,775,900 1,766,950 1,777,300 1,400 0.1% WORKERS COMPENSATION 31,140 42,420 41,885 38,600 (3,820) -9.0% UNEMPLOYMENT INSURANCE 0 3,000 3,000 3,000 0 0.0% OTHER EMPLOYEE BENEFITS 64,244 111,125 111,830 119,065. 7,940 7.1% EMPLOYEE APPRECIATION 7,415 12,960 12,960 13,000 40 0.3% TOTAL PERSONNEL 14,494,295 17,925,585 17,740,560 18,287,935 362,350 2.0% MATERIALS & SUPPLIES SUBSCRIPTIONS & MEMBERSHIPS 30,404 35,715 37,650 45,705 9,990 28.0% PUBLICITY 166,393 260,795 260,795 203,570 (57,225) -21.9% TRAVEL & TRAINING 115,380 180,675 187,975 213,485 32,810 18.2% OFFICE SUPPLIES & EXPENSE 9,675 14,000 14,000 14,000 0 0.0% POSTAGE 29,196 25,500 25,500 30,500 5,000 19.6% SPECIAL DEPARTMENT SUPPLIES 352,584 408,480 384,780 402,930 (5,550) -1.4% PRINTER COPIER PAPER 6,377 7,000 7,000 8,000 1,000 14.3% PRINTER COPIER TONER 48,453 54,000 54,000 57,000 3,000 5.6% TOTAL MATERIALS & SUPPLIES 758,462 986,165 971,700 975,190 (10,975) -1.1% General Fund Significant Expenditure Increases Buildings & Grounds: • Utilities - Significant increase in natural gas costs • Contract Services - Moved to a contract janitorial service at the Main Library for consistent coverage 400,000 300,000 200, 000 100,000 0 2017 2018 - t2 Collections: • e3ooks and eAudiobooks - To meet increased demand and costs 2019 2020 2021 2022 eMedia Usage 2017-2022 In 2022: • 428,829 eAudiobooks • 345,330 eBooks $5.11 is the average cost for a paperback fiction $43.12 is the average cost for eMedia Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 eAudio t eBooks 332 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix FY23 FY23 FY24 FY24 -FY23 FY22 Adopted Revised Proposed Adopted Percent Accounts Actual Budget Budget Budget Difference Change EXPENDITURES BUILDINGS, GROUNDS & EQUIPMENT FUEL 11,185 12,000 12,000 12,000 0 0.09E MAINTENANCE-EQUIPMENT&FURNITURE 193,594 298,620 298,620 270,390 (28,230) -9.5% MAINTENANCEVEHICLES19,556 12,000 12,000 10,500 (1,500) -12.59E MAINTENANCE -BUILDINGS & GROUNDS 621,721 521,600 677,235 755,550 233,950 44.9% UTILITIES -BOILER OPERATIONS 110,955 75,000 75,000 115,000 40,000 53.3% UTILITIES -ELECTRICITY 437,068 454,500 454,500 439,000 (15,500) -3.4% UTILITIES -NATURAL GAS 101,867 94,000 94,000 199,500 105,500 112.2% UTILITIES -CITY SERVICES 74,835 92,700 92,700 94,500 1,800 1.9% UTILITIES -GARBAGE 36,255 36,795 36,795 39,600 2,805 7.6% UTILITIES -TELECOMMUNICATIONS 113,547 135,000 135,000 118,855 (16,145) -12.0% TOTAL BUILDINGS, GROUNDS & EQUIPMENT 1,720,573 1,732,215 1,887,850 2,054,895 322,680 18.6% SERVICES PROFESSIONAL& TECHNICAL SERVICES SECURITY CONTRACTS TECHNOLOGY CONTRACTS CITY ADMINISTRATIVE CHARGES CATALOGING CHARGES STAFF TRAINING & DEVELOPMENT PROGRAMMING BOARD DEVELOPMENT INTERLIBRARY LOANS TOTAL SERVICES OTHER CHARGES INSURANCE RENTS SUNDRY EXPENSE EXECUTIVE DISCRETION STAFF INNOVATION TOTAL OTHER CHARGES COLLECTIONS & CAPITAL OUTLAYS LAND BUILDINGS IMPROVEMENTS EQUIPMENT FURNISHINGS TECHNOLOGY PRINT MATERIALS AUDIO MATERIALS VISUAL MATERIALS DATABASES E BOOKS & AUDIO NEWSPAPERS & MAGAZINES TOTAL COLLECTIONS & CAPITAL OUTLAYS TRANSFERS, GRANTS & DONATIONS TRANSFER TO CAPITAL PROJECT FUND TRANSFER TO DEBT SERVICE FUND PAYMENTS TO OTHER GOVERNMENTS GRANTS -FEDERAL GRANTS -STATE DONATIONS TOTAL TRANSFERS, GRANTS & DONATIONS TOTAL EXPENDITURES REVENUES OVER (UNDER) EXPENDITURES 120,790 170,200 157,750 123,700 (46,500) -27.3% 26,354 36,000 39,500 45,250 9,250 25.7% 315,947 453,330 471,330 592,765 139,435 30.8% 24,153 35,500 35,500 30,500 (5,000) -14.1% 95,901 102,000 102,000 102,000 0 0.0% 34,640 50,000 50,000 64,040 14,040 28.1% 264,041 296,790 294,290 304,895. 8,105 2.7% 1,518 7,000 7,000 7,000 0 0.0% 183 500 500 500 0 0.0% 883,517 1,151,320 1,157,870 1,270,650 119,330 10.4% 359,263 396,400 396,400 439,100 42,700 10.8% 90,000 90,000 0 (90,000) -100.0% 23,619 87,500 87,500 25,400 (62,100) -71.0% 6,000 15,000 15,000 20,000 5,000 33.3% 973 5,000 5,000 0 (5,000) -100.0% 389,855 593,900 593,900 484,500 (109,400) -18.4% 0 0 1,300,000 0 0 - 127,475 142,000 142,000 0 (142,000) -100.0% 12,018 0 24,000 0 0 - 12,485 0 1,740 0 0 - 0 20,000 20,565 0 (20,000) -100.0% 0 0 5,000 0 0 - 680,930 659,000 659,000 745,000 86,000 13.1% 48,450 55,000 55,000 50,000 (5,000) -9.1% 227,525 350,000 350,000 285,000 (65,000) -18.6% 201,403 235,000 235,000 210,000 (25,000) -10.6% 735,718 690,000 690,000 875,000 185,000 26.8% 92,688 100,000 100,000 100,000 0 0.0% 2,138,692 2,251,000 3,582,305 2,265,000 14,000 0.6% 1,813,500 2,271,500 2,271,500 5,941,700 3,570,200 157.2% 906,944 1,035,200 1,035,200 985,500 (49,700) -4.8% 327,108 600,000 600,000 800,000 200,000 33.3% 45,248 0 0 0 0 - 102,316 47,000 53,000 47,000 0 0.0% 747 5,000 5,000 0 (5,000) -100.0% 3,195,863 3,958,700 3,964,700 7,674,200 3,715,500 93.9% 23,571,257 28,598,885 29,898,885 33,012,370 4,413,485 15.4% 1,267,706 0 0 0 0 \V m� \V n� 11 _1 QL M r!X Y 3 CL rt N 333 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix Debt Service Fund FY23-24 Budget Proposal FY23 FY23 FY24 FY24-FY23 FY22 Adopted Revised Proposed Adopted Percent Accounts Actual Budget Budget Budget Difference Change REVENUES INTEREST (7,727) 0 0 0 0 - TRANSFERS 906,944 1,035,200 1,035,200 985,500 (49,700) -4.8% FUND BALANCE -APPROPRIATED 0 3,500 3,500 1,950 (1,550) -44.3% TOTAL REVENUES 899,217 1,038,700 1,038,700 987,450 (51,250) -4.9% EXPENDITURES INTEREST PAYMENTS 300,808 403,700 403,700 181,850 (221,850) -55.0% PRINCIPAL PAYMENTS 600,000 630,000 630,000 801,600 171,600 27.2% ADMINISTRATIVE FEES 3,387 5,000 5,000 4,000 (1,000) -20.0% FUND BALANCE -UNAPPROPRIATED 0 0 0 0 0 - TOTAL EXPENDITURES 904,195 1,038,700 1,038,700 987,450 (51,250) -4.9% REVENUES OVER (UNDER) EXPENDITURES (4,978) 0 0 0 0 Debt Service Fund • Lower because the City refinanced the Glendale and Marmalade Branch bonds Over 10,000 music fans visited Library Square for the 2022 Kilby Block Party - 14 Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 334 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix Capital Project Fund FY23-24 Budget Proposal FY23 FY23 FY24 FY24-FY23 FY22 Adopted Revised Proposed Adopted Percent Accounts Actual Budget Budget Budget Difference Change REVENUES INTEREST (18,145) 35,000 35,000 0 (35,000)-100.0% SUNDRY REVENUES 1,527 0 0 0 0 - TRANSFER FROM GENERAL FUND 1,813,500 2,271,500 2,271,500 5,841,700 3,570,200 157.2% FUND BALANCE -APPROPRIATED 0 1,595,000 4,774,670 413,700 (1,181,300) -74.1% TOTAL REVENUES 1,796,882 3,901,500 7,081,170 6,255,400 2,353,900 60.3% EXPENDITURES CAP OUTLAY-BU ILDI NGS 347,290 2,350,000 5,212,050 5,198,500 2,848,500 121.2% CAP OUTLAY -IMPROVEMENTS 210,821 69,500 196,025 0 (69,500) -100.0% CAP OUTLAY -EQUIPMENT 54,861 162,000 220,350 5,400 (156,600) -96.7% CAP OUTLAY -FURNISHINGS 158,020 137,000 259,710 20,000 (117,000) -85.4% CAP OUTLAY -TECHNOLOGY 467,297 1,183,000 1,187,535 1,031,500 (151,500) -12.8% CAP OUTLAY -FOOTHILL BRANCH RESTRICTED 0 0 5,500 0 0 FUND BALANCE -UNAPPROPRIATED 0 0 0 0 0 TOTAL EXPENDITURES 1,238,289 3,901,500 7,081,170 6,255,400 2,353,900 60.3% REVENUES OVER (UNDER) EXPENDITURES 558,593 0 0 0 0 Major Capital Projects . $3.75M for the Main Library roof project • $500,000 for a new cooling tower at the Main Library • $4.00,000 for the Master Facilities Plan Concept Development • Anderson -Foothill Branch, Main Library & create a west -side plan . $400,000 for PC server and network replacements • $300,000 for Ballpark renovations and collections — carried over from FY23 . $250,000 additional to acquire and implement an HRIS . $200,000 to expand and enhance the camera security system Salt Lake City Public Library Proposed Budget, Fiscal Year 2024 335 Mayor's Recommended Budget FISCAL YEAR 2023-24 The City Library THE SALT LAKE CITY PUBLIC LIBRARY SYSTEM 0 % # I 1 25�s E51'1g98 The City Library THE SALT LAKE CITY PUBLIC LIBRARY SYSTEM Medical Plan NOTE: No additional HSAIHRA contributions will be given or deducted for mid -year changes that affect your enrollment status Dental Plans Single 15.99 Double 33.30 Family 45.54 Am I Eligible for an HSA? �,omium Choice Employee Cost {Pre-Ta.-I You must meet the following IRS criteria to be eligible to have an HSA. If you can check every box below, then YES, you are eligible: • You are enrolled in the STAR HDHP • You are not covered by another medical plan, UNLESS it is another qualified HDHP • (spouse and children may have any other type of coverage) • You or your spouse are not participating in an FSA, or the balances will be zero on or before June 30 You are not enrolled in any Medicare plan (including Part A) • You are not enrolled in TRICARE • You are not claimed as a dependent of another taxpayer *If you do not qualify for an HSA, your City contribution will be fro ntloaded into an H RA. Seepage 10 for details. • Health Equity-, �— � Building Health Savings 337 Mayor's Recommended Budget FISCAL YEAR 2023-24 Additional Term Life Coverage Term Life Coverage reduces beginning at age 70 Under Age30 25,000 0.55 50,000 1.10 100,000 2.21 150,000 3.31 200,000 4.42 250,000 5.52 300,000 6.63 350,000 7.73 400,000 8.84 450,000 9.94 500,000 11.05 Age 30-34 0.60 1.20 2.39 3.59 4.79 5.98 7.18 8.38 9.57 10.77 11.97 Age 35-39 0.83 1.66 3.31 4.97 6.63 8.29 9.94 11.60 13.26 14.91 1637 Age 40-44 1.01 2.03 4.05 6.08 8.10 10.13 12.15 14.18 16.20 18.23 2025 Age 45-49 1 1.93 3.87 7.73 1 11.60 15.47 19.33 23.20 27.06 30.93 1 34.80 38.66 Age 50-54 2.35 4.69 9.39 14.08 18.78 23.47 28.17 32.86 37.56 42.25 46.95 Age 55-59 3.73 7,46 14.91 22,37 29,83 37.28 44.74 52.19 59,65 67,11 74,56 Age 60-69 6.31 12,61 25.22 37,84 50,45 63.06 75.67 88.28 100.89 113.50 126,11 t Age 70, rates remain the same and coverage decreases i . 75.67 88.28 100.89i 126.11 Age 70-74 1 12,500 1 25,000 1 50,000 1 75,000 1 100,000 1 125,000 1 150,000 1 175,000 1 200,000 225,000 1 250,000 Age 75 and over 1 6,250 1 12,500 1 25,000 1 37,500 1 50,000 1 62,500 1 75,000 1 87,500 1 100,000 112,500 1 125,000 AD&D Coverage Dependent Term Life AD&D coverage ceases at age 70 One premium regardless of num her of children 25,000 $0.23 $0.35 50,000 $0.46 $0.69 75,000 $0.69 $1.04 100,000 $0.92 $1.38 125,000 $1.15 $1.73 150,000 $1.38 $2.07 175,000 $1.61 $2.42 200,000 $1.84 $2.76 225,000 $2.07 $3.11 250,000 1 $2.30 $3.45 Long Term Disability Tier I and II Public Employees Employer Paid The Hartford Tier I Firefighters Employer Paid The Hartford Tier 11 Fire Fighters Employer Paid PEHP Tier 1 and 11 Sworn Police Employer Paid The Hartford $5,000 $0.24 $10, 000 $ 0.48 $15,000 $0.72 Accident Medical Expense You must be enrolled in Optional AD&D $2,500 1$0.54 Accident Weekly Indemnity You must be enrolled in Optional AD&D UCoverage Amount 250and under I nd ivid ua I Pla in Bi-Weekly Cost $25 Familyll Is Eli -Weekly Cost $0.12 251 to 599 $50 $0.24 600 to 700 $75 $0.35 701 to 875 $100 $0.46 876 to 1,050 $125 $0.58 1,051 to 1,200 $150 $0.70 1,201 to 1,450 $175 $0.81 1,451 to 1,600 $200 $0.93 1,601 to 1,800 $225 $1.04 1,801 to 2,164 $250 $1.16 2,165 to 2,499 $300 $1.39 2,500 to 2.899 $350 $1.62 2,900 to 3,599 $400 $1.86 3,600and over $500 $2.32 338 Mayor's Recommended Budget FISCAL YEAR 2023-24