04/20/1989 - Minutes Minutes: Committee of the Whole
Thursday, April 20, 1989
5:00 - 8:00 P.M.
City Council Conference Room
324 South State Street
Salt Lake City, Utah 84111
In Attendance: Tom Godfrey, W.M. "Willie" Stoler, Florence Bittner, Wayne
Horrocks, Alan Hardman, Sydney Fonnesbeck, Roselyn Kirk, Lee King, Cam
Caldwell, Cindy Gust-Jenson, James Hall, Jack Malin, Louis Skokos, Maurice
Clayton, Representatives of the Citizen's Golf Committee, Ken Cowley, Roger
Neeve, Richard Rutledge, Press
Due to the size of the crowd, the Council convened in the Council Chambers.
Council Chair W. M. "Willie" Stoler brought the meeting to order and said that
the meeting was not a public hearing, but that the Citizen's Golf Committee
(CGC) had requested, and been granted, 45 minutes on the Council 's Agenda to
discuss perceived problems in the Golf Enterprise Fund and the Parks
Department 's management of the City's golf courses.
Mr. Stoler asked if there was a designated spokesperson for the Committee.
Mr. Maurice Clayton, Mr. Jack Malin and Mr. Louis Skokos, presented written
statements (see attachments #1 , #2, and #3) to the Council.
Following the presentation of written comments, Council Chair Stoler opened
the meeting to comments from other members of the Committee.
Mr. Bill Nunley said that the money could be saved by utilizing more
volunteers in the Jr. Golf program such as is done in other recreation
programs. He said that the JR. Golf program had three full time staff that
could be replaced with volunteers from the community.
Mr. Clayton said that the Committee would also like the City to look at
privatizing the golf courses. He said that the Committee was not endorsing
that idea specifically, but that it should be looked at.
Mr. Skokos said that the CGC would be presenting the Council with a petition
asking for a restructuring of the fees and for changes in the Golf Course
management at a later date.
Council Member Alan Hardman asked Mr. Skokos to explain his ideas for
preventing slow play. Mr. Skokos said that by putting a Marshall on the
course, the golfers would play faster which would allow more people to golf
and increase revenues. He said that by getting 10 minutes cut off each round,
it would open up two hours of tee times which is 60 more golfers per day. He
said that a one marshal, stationed half way through the course, could make
slow players speed up and allow faster players to play through.
Council Member Roselyn Kirk said that for a marshal system to work, the
marshals had to be respected by the golfers and that they often cause a lot of
antagonism. Mr. Skokos said that with a marshal he believed that play would
speed up.
Mr. Malin said that it bothered him that golf course water was being used to
water Rosewood Park which used to be a part of the Rose Park Golf Course. He
also said that the Mountain Dell Course was used for cross-country skiing in
the winter, but that the user fees wee not going back to the golf course. Mr.
Stoler said that if that was indeed happening, then the charges for the water
would best be born by the Parks Department.
Council Member Sydney Fonnesbeck said that the Golf Enterprise Fund was
created at the request of, and for the golfers in order to keep the golf
revenues from being used in the general fund. She said that Council Members
Ione Davis and Ed Parker took the lead in creating the fund at the urging of
the golf community. Mr. Malin said that the enterprise fund idea came from
the Council and that the golfers only concern was that the golf revenues not
be spent on other projects.
Ms. Fonnesbeck said that the decision to build the two new courses, and the
decision to bond to build them was all in the public process and that the
golf community failed then to show up and voice their opinion while the
decision was being made. She said that during the two years of the decision
process, she heard no opposition to the plan that was adopted by the Council.
Mr. Malin said that the plan was fine when it only involved a 25% fee
increase. Ms. Kirk said that without the senior passes, the increase would
have been only 25%, but by giving the seniors their discount passes, it forced
the Council into raising the other fees.
Mr. Ferrin Forsgren, of the CGC, said that as a 65 year resident of Salt Lake
he helped pay for all of the golf courses that were paid for by the City's
capital improvement budget and that the golf community shouldn't have to pay
for the building of two new courses by themselves. He said that the users
shouldn't have to pay to build the course and then have to pay to use them.
Council Member Stoler summarized the concerns that the Committee had. He said
that he understood the committee to be concerned about:
1 . Using golf course water to water City parks.
2. Slow play on the courses and the possibility of hiring marshals.
3. Looking into federal funding programs to build and maintain courses.
4. Using volunteer programs to reduce costs to the golf fund.
5. Possibility of golf course privatization.
6. Confusion over the cost-per-round and number of rounds played data.
7. The appropriate level of fees for using the courses.
Mr. Stoler asked that the Committee write and present a formal proposal to
outline what the committee would done to remedy the problems they were
concerned about. He said that the Council could then discuss any new ideas
and work from there.
Council Member Fonnesbeck asked if the suggestions wouldn't be more
appropriately routed through the Golf Advisory Committee. Mr. Stoler asked
that both the Council and the Golf Advisory Committee be given a copy of the
recommendations.
Mr. Stoler thanked the members of the Citizen's Golf Committee for their time
and effort.
Mr. Roger Neeve, Director of Administrative Services, and Ken Cowley, Director
of Information Management Services (IMS) presented the Council with the IMS
budget for Fiscal Year 1989/90.
Mr. Cowley reviewed in detail the letter and budget summary (attachment #4)
outlining the changes in service levels, staffing levels, possible revenues
and policy direction.
Mr. Lee King then reviewed his staff report on the IMS budget (attachment #5).
Council Member Alan Hardman asked if the budget for rent went up because of a
space increase. Mr. Cowley said that the IMS division had in fact
consolidated their offices and were taking up less space but, the rent went up
causing an overall increase in cost. Mr. Neeve said that they looked for less
expensive rental space, but when combining the cost of relocating the computer
system with possible rent savings, the present location was still the most
cost effective.
Mr. Neeve said that IMS had no major capitol improvements planned. He said
the new software packages would allow the programmers to trouble shoot the
system from one location and would allow the users to share equipment easier,
making the system more efficient.
Mr. Neeve said that the phone costs are going down because a phone switching
system is now routing all calls through a central location which routes them
out through the least expensive carrier.
Council Member Wayne Horrocks said that it looked like an extremely tight
budget. Mr. Cowley agreed saying that if anything goes wrong, the Council
would be approached for a budget opening because there was no room for error
in the budget as presented.
Council Member Hardman asked why IMS charges were going up if the cost of
processing was going down. Mr. Neeve said that though the cost of processing
information was going down, the departments were using the system more. He
said that many of the departments are still modernizing and getting onto the
system, which is a costly process.
Mr. Hardman asked if there was any way to monitor computer use. Mr. Cowley
said that the computer can track the amount of use and the billing but that it
can not judge the quality of that time. Mr. King said that IMS can't track
how the system is being used, only how much and when. Mr. Cowley said that
the IMS steering committee is good at tracking and justifying new purchases
and increased costs. Mr. Neeve said that upcoming audits should show how
other departments are using the computer system. Mr. Cowley said that the
account managers were working with the departments to improve how the system
is used. He said that in some ways, IMS was shifting from a strictly service
oriented department to a control department, policing the use of the system.
Council Member Florence Bittner asked about the proposal from Public Utilities
to do their own data processing. Mr. Cowley said that the latest Peat Marwick
audit said that Public Utilities had needed improvement in their internal
controls for their labor and fixed asset costs. The expanded computer costs
reflected improvements to the system to track these costs. He said that
Public Utilities never intended to leave the City computer system.
Mr. Cowley said that IMS was looking at improving and simplifying the FICS
system and tying it into the city wide system.
Mr. Stoler asked about the difference between Executive and Clerical
longevity. Mr. Neve said that executives don't get longevity pay while the
300 series employees do.
Mr. Stoler asked if the building currently occupied by IMS was for sale. He
asked if there would be an advantage to buying rather than renting the
building. Mr. Cowley said that the building had changed hands three times
since the City moved in and that it was an idea worth looking at.
Mr. Lee King then presented his staff recommendation for the IMS budget in
favor of adoption. The Council supported the recommendation in a unanimous
vote.
W. M. "Willie" Stoler, air
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111111111
AS OF WHAT HAS BECOME KNOWN AS THE CITIZEN'S GOLF COMMITTEE, WE
THANK YOU SINCERELY FOR YOUR FINENESS IN PROVIDING THIS MEETING. WE
RECOGNIZE THE POSSIBLE ANNOYING ASPECTS IT REPRESENTS FOR SOME OF YOU.
THE TOTAL REPORT SUBMITTED TO YOU EARLIER IS THE RESULT OF A NUMBER OF
CONTRIBUTORS, WHOSE TALENTS MIGHT NOT TXT1 IN WRITING STYLE OR
COMPOSITION--BUT THE THOUGHTS CO CONVEY THE SINCERITY AND THE URGENCY
THEY IhEL.
WHEN A SPECIFIC SEGMENT OF THE PEOPLE ARE SINGLED OUT BY DECISION OF THIS
BODY, WHEREIN, UNLIKE ALL OTHER USERS OF CITY PARKS AND RECREATIONAL
FACILITIES, THEY ARE REQUIRED TO FULLY FUND THEIR PARTICULAR TYPE OF
RECREATION. IT BEGS AN ANSWER TO WHY DISCRIMINATION AND UNFAIRNESS IS
PERMITTED.
PRIOR TO THE CHANGE FROM CDMP'ISSION TO THE COUNCIL/MAYOR FORM OF
GOVERNMIIVT, THE CITY COURSES RECEIVED PARTIAL FUNDING FROM THE GENERAL
FUND. EXCELLENT FACILITIES WERE AVAILABLE WITH REASONABLY STRUCTURED
FEES PROVIDING SUFFICIENT REVENUE SUPPORT. SINCE THAT TIME, WE HAVE
EXPERIENCED A CONTINUING NEED TO PRODUCE MORE AND MORE,-- NOT THAT THE
COST FOR PROVIDING THE FACILITY HAD INCREASED, BUT THAT THE Y LCEPTION A
CAPTURED GROUP COULD BE MADE TO PRODUCE FUNDS BEYOND THEIR 'MEDIATE
NEEDS WOULD BE GOOD FOR A RESERVE BUILD UP. THUS, THE ENTERPRISE FUND
CONCEPT WAS BORN. GOLF COULD BE A CONTINUING SOURCE OF READY AVAILABLE
CAPITAL TO PROVIDE RESOURCE FOR A NUMBER OF THINGS. UNLIKE OTHER PARKS
AND RECREATIONAL FACILITIES SUCH AS LIBERTY PARK, SUGARHOUSE PARK, MEMORY
GROVE, AND OTHER RELAiJ1) AREAS PROVIDING FREE TENNIS, BASKETBALL,
1
9 ""+i1lt
2.
SOFTBALL AND HARDBALL DIAMONDS, HORSESHOE COURTS, ART GALLERIES, MUSIC
TI441- 0-AE cut i FUN tam IAGrELAE2.41_. .
HALLS, AVIARY, AND SO ONrO"THER FACILITIES, THOUGH OF AN ENTERPRISE
NATURE, RECEIVE SUPPORT FUNDING FROM TAX BASE; BUT GOLF IS SINGLED OUT TO
5 -LF
BE NOT ONLY FULLY JrUPPORTING, BUT REQUIRED TO ACCEPT AS 1`iS POi< .ON ALL
ov*=rc.r s pl
PLANNING AND DEVEIDPMENT, IMPLEMENTATION AND ON-GOING CONSTRUCTION)
MAINTENANCE, REPAIRS AND EXPERIMENTATION COSTS. EKPERIMENTATION, SUCH AS
WAS CONDUCTED AT MOUNTAIN DFT T, AND BONNEVIT T R, RESULTED IN THOUSANDS OF
DOLLARS WASTE; AND DISGRUNTLED AND ANGRY GOLFERS CURSING AND FUMING OVER
THE RESULTS. THE EVER INCREASING NEED TO PAY FOR STILL MORE BUREAUCRATIC
BLOAT AND GROWTH REQUIRING EVER HIGHER SALARIES AND WAGES AND PERKS!--
LIKE "COMP TIME" AND OTHER BENEFITS, GI—.j a SToP.•
HOW DID WE PUT INTO PLACE WHAT HAS NOW BECOME THE MASTi R, RATHER THAN THE
SERVANT. WHAT IS THE EXPERIENCE AND PROFESSIONAL BACKGROUND OF OUR
HIGHLY PAID DIRECTORS AND THEIR STAFFS? DOES A COLLEGE DEGREE CONFER
INSTANT WISDOM ALONG WITH THE DIPLOMA? EXPERIENCE HAS ALWAYS BEEN A
DEMANDING TEACHER. PRACTICAL EXPERIENCE WILL OUTWEIGH THEORY AT EVERY
LEVEL. THE PLACEMENT OF DIRECTORS AND DEPARtME NT HEADS FOR POLITICAL
PATRONAGE WILL EVENTUALLY REQUIRE ACCOUNTABILITY WHEN CLEVERLY CONCEIVED
AND SFLP-SERVING BUDGETS AND AUDITS TAKE THEIR TOLL.
IN 1986 THE MAYORS EXECUTIVE ASSISTANT, BYRON JORGENSON, PRODUCED A
REPORT ENTITLED "A STRATEGIC PLAN FOR GOLF IN SALT LAKE CITY". HAS THE
MAYOR PRESENTED IT TO THIS BODY? ARE YOU AWARE THAT THIS REPORT OUTLINED
A PRUDENT AND FISCALLY SOUND APPROACH TO AN EXPANSION OF THE CITY'S GOLF
2
3.
COURSE NEEDS PROJECTING INTO THE YEAR 2000? THAT IT OUT-LINED
OONSTRUCTION OF ONE NEW 18 HOLE COURSE ADJACENT TO MOUNTAIN DELL
fC
UTILIZING EXISTING RESERVE FUNDS THAT WOULD ALIOWPAY--AS-YOU-GO FUNDING
WITHOUT ANY BOND DEBT? DID YOU KNOW IT RECOMMENDED THAT, IF NEEDED BY
THE YEAR 2000, A SECOND COURSE MIGHT BE UNDhwTAKEN ON CITY OWNED LAND
NEAR THE AIRPORT--PROVIDING SOIL CONDITIONS AND DRIER ENHANCEMENT MIGHT
BE ACCEPTABLE?
THE CITY'S DECISION TO UNDERTAKE CONSTRUCTION OF TWO GOLF COURSES
SIMULTANEOUSLY, WHICH WILL REQUIRE A BOND DEBT PAY OFF OF NEARLY
7(13,500,000 OVER THE NEXT 10 YEARS, IS SERIOUSLY FLAWED. YOU HAVE
'fl-4 AT
EXPLAINED TO THIS CONIl ITI'EE:E SOME PERSUADING DATA GIVEN YOU BY THE PARKS
AND RECREATION DEPARTMENT INCLUDED THE FACT THAT--"BONDING COSTS WOULD BE
CHEAPER FOR TWO COURSES RATHER THAN ONE"--BUT WHAT ABOUT CONSTRUCTION
COSTS? THE PROJECIU) CX)ST FOR THE AIRPORT COURSE IS ESSENTIALLY Y DOUBLE
THE COST FOR THE MOUNTAIN DELL COURSE, AND THE POSSIBILITY OF SERIOUS
COST OVERRUN IS ALREADY EVIDENT.
YOU HAVE BEEN LED TO FIRTTEVE THE CITY COURSES ARE OVER-CROWDED. THE
FACTS ARE, HOWEVER, THAT ONLY DURING THE "PREFERRED TIMES" -9:30 TO
12:30- IS IT EXTREMELY DIFFICULT TO OBTAIN THE TIMES. EARLIER AND LATER
TIMES ARE NOT DIrr1CULT; ESPECIALLY IF A PERSON OR GROUP WILL WAIT A FEW
MINUTES.
WITH YOU, WE AGREE THE WESTERN APPROACH TO OUR CITY NEEDS SOME
3
4. '
BEAUTIFICATION, BUT SHOULD THE GOLFERS BE ,REQUIRED TO FIND SUCH
UNDERTAKING? PLEASE, JUST HOW MANY CITIES ACROSS OUR GREAT NATION HAVE
Q
BEEN INDUCED TO BUILD A GOLF COURSE pENHANCE�APPROACH? WISDOM WOULD
SUGGEST A SITE SET FICTION WHERE UTILIZATION OF SOIL, CONTOUR, FRESH WAiEk,
ih ? r- Ala7�ir a/re77%-
VEGETATION, ETC COULD BE INCORPORA INTO 1'1b DESIGN INVITING FURTHER
DEVELOPMENT OF HOMES; DEVELOPMENT WHICH WOULD FURTHER BEAUTIFY AND BUILD
AND RETAIN LAND VALUES (AND TAXES!)
THE DECISION TO SEPARATE GOLF REVENUES FROM GENERAL FUNDS WOULD BE
HEARTILY ENDORSED IF IT WERE DONE AS A MEANS TO IDENTIFY AND EBQTEcr THE
RESERVES TO ESTABLISH A GOLF ENTERPRISES FUND AS A GENERAL REVENUE
SOURCE IS, INDEED, UNFAIR AND DISCRIMINATORY. WE ASK THIS COUNCIL/MAYOR
BODY TO SEEK OUT THE DATA AND FACTS THAT WILL ALLOW YOU TO FAIRLY AND
EQUITABL ( DETERMINER WHAT THE COST OF A ROUND OF GOLF PLAY SHALL BE. DO
NOT ACCEPT AS LAW PROPOSALS AND RECOMMENDATIONSTHAT ORIGINATES FROM HIRED
- tl O UGH TH-FY P'V 77E�ArZrF 2T Vi-F:A D v\.11- c A2�
PERSONNEL FROM THE PUBLIC SECTOR Ao4
ASEEENIINGLY, WI UNFEELING
AND UNCARING ABOUT THE NEEDS AND OPPORTUNITIES THE YOUNG, THE OLD, THE
1 BEIWEEN-`OF BOTH SEXESENVISION IN THE MOST POPULAR FORM OF OUTDOOR
2_€ E RESPECT Y
E) WEESPEOU AS OUR FT FC1'D OJ r'1CIALS. BUT WE NEED YOU TO
REPRESENT OUR FAIR SHARE, TOO!
IN SUMMARY, WE AGAIN STATE OUR RESPECT FOR YOU AS A GOVERNING BODY. WE
'►N
DO ALSO, HOWEVER, ASK THAT YOU REVIEW�YOUR MIND WHAT OUR FOUNDING
FATHERS HAD IN MIND WHEN, EMERGING FROM A CONDITION OF EXCESSIVE TAXATION
4
AND OPPRESSIVE SUBJUGATION, --THEY- CHOSE -AND- PUT INTO PLACE A LIMITED
REPUBLIC. A GOVERNMENT DESCRIBED SO ELOQUENTLY BY LINCOLN AS A
GOVERNMENT OF THE PEOPLE, BY THE PEOPLE, FOR THE PEOPLE.
WE HAVE ATTEMPTED TO BRING TO YOUR ATIENTION DATA AND FACTS WHICH WOULD
INFORM YOU AND ALLOW YOU TO BETTER UNDERSTAND THE SPECIFIC CONDITIONS OF
AT LEAST ONE SEGMENT OF CITY RESPONSIBILITY. AS GOLFERS YOUNG AND OLD--
WE INTEND TO CONTINUE TO FURNISH OUR OWN GOLFING EQUIPMENT--IN THE REAL
SENSE--AS WE HAVE ALWAYS DONE. WE BELIEVE WE SHOULD PAY OUR FAIR SHARE
OF THE MAINTENANCE AND UPKEEP, AND A PROPORTIONATE SHARE OF NEEDED
OVERHEAD--REQUIRED TO PROVIDE ACCESS TO THE COURSES. BUT WE DO RESENT
SUQ20GATPS
THE OPEN CAVALIER ATTITUDE THAT SURRaWRki. THE NEEDS OF THE PEOPLE TO THE
WANTS OF GOVERNMENT.
SALT LAKE CITY HAS INHERITED A PLACE IN THE WORLD THAT INVITES FOCUS UPON
WHAT IS DONE HERE. WHY MUST WE,THEN, CONTINUE TO FOLLOW THE DEADLY
ASSUMPTION THAT BIG GOVERNMENT IS GOOD GOVERNMENT? WHY CANNOT SALT LAKE
c
e F7Z�16.�LLy
ial PROVIDE LEADERSHIP THAT SEEKS TO WISELY AND 5F t Y USE ITS
ast3 EF i-r
RESOURCES TO PROVIDE THE MOST POSSIBR ALL SEGMENTS OF ITS
RESPONSIBILIT S? GOLF PLAY DOES PROVIDE READY REVENUES--BUT GREED AND
DISCRIMINATION CAN SURELY CHOKE IT DOWN AND INVITE CHANGE WHICH MAY NOT
BE DESIRED OR ANTICIPATED. THE GRASS IN OUR SEVERAL PARKS IS WALKED UPON
AND RIDDEN UPON AND ENJOYED BY COUNTLESS NUMBERS WHO, VERY LIKELY, NEVER
GIVE ONE THOUGHT TO THE COST OF PROVIDING IT AND CARING FOR IT. THIS CAN
NEVER BE SAID ABOUT THE GOLFERS. THEY HAVE BECOMES INCREASINGLY AND
5
D M? F)L.Ly t13VOL+rk. tw FUNPILc.
PAINFULLY AWARE.OF THE. CDST/ :TI• I, .OUGHT-NOT THIS GOVERNING BODY
TAKE IMMEDIATE ACTION TO RESCIND THE DISCRIMINATORY CONCEPT OF FUNDING?
SURELY FAIRNESS IS STILL AN ACCEPTABLE PART OF EQUITABLE BUDGETING.
WE HAVE ATTEMPTED TO DRAW YOUR ATTENTION TO:
C(USE SIC PARKS AND RECREATION BULLETIN)
1. DISCRIMINATION—NOT ONLY DOES THIS ADDRESS OUR� CHARGE OF
DISCRIlMINATION, BUT WHERE HAVE THE FEDERAL FUND BEEN USED?
Uzi,�.•Ga..R..
2. UNWISE .PE-1rE2+.\iN ATI et1 m"F Got_r
C,09esFi paps N.
4, X UNNEC'FSSAR_ Y BOND INDEBTEDNESS. 3. I 1-1-DG.1CAL 5FLEC.T10 71+
AtIZ��-f 51TE .
4 0. QUESTIONABLE MANAGEMENT.
MMUC t4
JUST A THOUGHT IN CLOSING. I, PERSONALLY, HAVE NEVER GIVEN ICE THOUGHT
• TO THE POSSIBILITIES OF PRIVATIZATION; BUT AFTER WITNESSING YOUR RECENT
�7EJ Et-c PI r�G
BUDGETING PROPOSAL SESSION [KPH ITS EVER ESCALATING NEEDS FOR MORE
PEOPLE, EQUIPMENT, AND BENEFITS—PERHAPS A VERY REAL AND IN DEPTH LOOK AT
THE POSSIBILITY OF LOWERING NEED AND COSTS THROUGH PRIVATIZATION MAY BE
VERY MUCH IN ORDER.
MAY WE RESPECTFULLY ASK FOR YOUR UNILATERAL CONSIDERATION AND SUPPORT OF
114•. RE-13Pnt3
THESE MATTERS AND ACT THERE:FORE ACCORDINGLY.
WE THANK YOU! V aZ_*1 6JC' C l 1
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•
Just a few points to try to prove poor management and a
rather large smoke screen are responsible for the untenable
position we have been subjected to.
Salt Lake City Parks department has a new concept, never
before tried locally; golfers are being forced to pay for
construction of two new golf courses by much higher user fees at
existing facilities, needed or not. Small towns near by have
paid for construction with capital funds. Such as Bountiful,
Layton, Kaysville, and others. West Bountiful recently purchased
a small golf course, but big, beautiful, wealthy Salt Lake City,
(I say wealthy because millions are being used to enlarge the
Salt Palace for basketball and hosting Winter olympics) has said
absolutely no way to golfers for at least the last ten years.
This way the cost of construction and maintenance can at least be
doubled without showing in City spending.
Even more remarkable, the Parks department has convinced the
Council that present courses are severely over-crowded. Not
regulating players time, new, poorly constructed greens, sand
traps and other so called capital improvements have all created
this false impression. Even weekday tee times have helped to
cloud this issue. The only true indicator of over crowding would
be increased revenue, which has not shown in the past three
years.
We keep having this enterprise fund thrown at us as if it
were our God given obligation. It only means that any wild
scheme that comes along, we are obligated to pay for. Such as
water for other play grounds, like Rosewood Park which is on a
golf course meter, closing Rose Park course for two days a year
so the University of Utah can run foot races, Airport
beautification and many other things. This may seem petty, but
the list is endless and when added together they become very
significant.
Now lets compare the Salt Lake Airport ' s enterprise fund.
Any major improvement, such as new runways, instrument landing
systems, runway lights and such, must be approved by the Federal
Government and are mostly paid for. I 'm sure the Airport
Authority would not ask present users to fund another airport for
Salt Lake City they would not likely use, want or need. Not two
of them.
Another thing I fail to understand is the gluttony for golf
courses of the Salt Lake City Parks department. With six already
in place, a declining population, and a recession forecast, it
would be a very good time to let other communities build. Six
courses are more than adequate for a city of this size.
In light of these poor decisions, we are asking the Mayor
and Council to use Capital funds to pay for the bonding and
construction and roll back golf fees to at least 1988 levels or
to a level that will pay for operating costs at existing
facilities. In the future we would like to be made aware of any
large indebtedness that would change the game as we know it and
could not recover from before it is too late to turn back. We
are not asking for a free ride, just fair and somewhat equal
treatment for a change.
D. J. Malin
1078 Garnette St.
Salt Lake City, Utah 84116
595-6566
•
SALT;LADE: =ITY°CORPORA['ION
RODGER P. NEVE ADMINISTRATIVE SERVICES DEPARTMENT
72 EAST 400 SOUTH, SUITE 100 PALMER A. DEPAULIS
DIRECTOR MAYOR
SALT LAKE CITY, UTAH 84111
535-6131
April 14, 1989
City Council
Third Floor
324 South State Street
Salt Lake City, Utah 84111
Dear Sir:
This is certainly an extremely austere and tight budget. Infor-
mation Management Services Division will be entering this next
fiscal year with the loss of two full time hourly interns . The
computer paper budget will have an effective cut of approximately
23% compared to current levels of usage and including price
increases already received since the budget was submitted for
fiscal year 1988-89. At the same time, Information Management
Services is having an increase in demand for their services
averaging 20%. The cut in the paper budget will require using
both sides of the page and requiring that all printing be done on
standard size paper rather than the more expensive traditional
computer paper. Furthermore, the number of reports produced
will have to be drastically reduced. This will require
administration, departmental management and Information
Management Services to take a critical look at all reports
immediately as well as to require reports to be shared between
users rather than each user or section getting their own
individual copy.
The funding for the statistical package that the City licenses
from a third party vendor will not be funded next year. The de-
partments that utilize that package will be required to do their
statistical analysis manually, utilize the University of Utah
computer center (at a fee) , use a microcomputer, or do without
the analysis altogether.
If it had not been for the Administration and Council approving
the high productivity language (LINC), there would have been
service level cuts or requests for increased staffing.
Page 2
City Council
April 14, 1989
On the positive side, due to "economics of scale" resulting from
the increased demand for Information Management Services, a rate
reduction is possible. Computer time charges will be reduced by
8% and the rate for disk storage will be reduced by 25%. All
other rates, including personnel time, will remain the same
despite increasing pressures and costs from outside sources.
We are anticipating that the increased demand placed upon the
already extremely over worked Information Management Services
staff will increase turnover. However, Information Management
Services has done an exemplary job in cross-training individuals
and rotating people' s duties to ensure that no one person is
indispensable.
We know it is going to be an extremely tight budget year and we
are doing everything within our power in submitting this austere
budget. We must go on record saying that if there are any un-
foreseen occurrences, we will be required to request a budget
opening because there is simply no mar.in for error in this
budget.
ncerel ,
I'
'6
` odger P. Neve, Director
Administrative Services
RPN:sw
L621
SUMMARY OF HOW SERVICES LEVELS WILL
DIFFER FROM THE CURRENT YEAR
There are two areas where service levels will differ from the
current year.
1. There will be a major reduction in the amount of print-
ed reports produced by Information Management Services.
As mentioned in the overview, the paper budget has been
reduced by approximately 23% from the current levels
of usage and including price increases already received
since the budget was submitted for fiscal year 1988-89 .
This will require that all reports be printed using
both sides of the small (8-1/2 x 11 ) paper.
Furthermore, the number of reports will be drastically
reduced, requiring personnel and sections to share re-
ports. If the report is not absolutely necessary, it
will not be printed. There have been accusations that
there has been waste in this area. This will surely
remove any possible waste and require the sharing of
reports.
2. Information Management Services is reducing their num-
ber of hourly full time interns by 50% (reducing from
four down to two) . Additionally, there is a slight
shift of hours from the General Fund to the Enterprise
Fund. These two personnel reductions ( since the in-
terns spent considerable time in General Fund) and the
shift of hours to the Enterprise Funds will put a
strain on the General Fund departments as well as In-
formation Management Services trying to supply ade-
quate service. The Council and Administration should
anticipate complaints from some General Fund
departments that Information Management Services is
not as responsive as they have been in the past.
However, I assure you Information Management Services
will be giving 100% effort to try to prevent these
complaints from happening.
- 3 -
PROPOSED STAFFING CHANGES
The only staffing changes are the reduction of two full time
hourly interns. Instead of four there will only be two interns.
Furthermore, there is a slight shift of personnel hours to the
Enterprise Funds and away from the General Fund.
Due to a change in the accounting of the interns, this may show
as an increase in FTE since the interns are being budgeted under
Personnel Services directly this year. However, this is actually
a reduction of two full time personnel.
- 4 -
POSSIBLE NEW REVENUES
It would be possible for Information Management Services to
solicit work from other Government agencies and even the private
sector. The Information Management Services rates and expertise
would definitely be appealing. However, this would be somewhat
risky, require an expansion of personnel and equipment on the
front end in hopes of achieving additional revenues above expen-
ditures. Considering the extensive commitments that Information
Management Services personnel already has, putting additional
responsibilities on them cannot be advised at this time.
Furthermore, as we unfortunately found out in the past, doing
business with other agencies that are outside of the control of
the City Council and Administration can be extremely complex and
risky. For example, the outside agencies may be increasing
service levels when Salt Lake City Corporation is trying to
decrease expenditures. They may cancel their contracts with the
City capriciously due to purely political reasons which are
beyond our control thus leaving the City stuck with unnecessary
equipment or personnel that would have to be laid off.
Additionally, there have been significant litigation problems
arise recently with other Government data processing centers
doing work for the private sector. This has placed them in the
situation of requiring to pay taxes and has become a real ac-
counting and legal nightmare.
Therefore, we are not recommending this direction at the present
time.
- 5 -
MAJOR POLICY ISSUES
We appreciated the opportunity that we had recently to present
these issues and have an open discussion with the City Council .
A summary of those issues follows:
The Information Management Services is in the process of
preparing an Electronic Data Processing Policies, Procedures
and Strategic Master Plan paper. This paper will be given to
the Council upon its completion. The major policy issues
will be highlighted within that document and will be as ex-
plained during our presentation to the City Council on Feb-
ruary 23, 1989 .
One major policy issue discussed during that presentation was
the direction of Information Management Services to have all
new programming development done using computer languages
that support multi-vendors equipment. The recent
acquisition of the high productivity LINC multi-platform
software is a major step in this direction. The product not
only runs on Unisys equipment, but can also utilize the UNIX
operating system which allows it to run on many other
vendor's equipment. This will help ensure that there is open
competitive bidding and that the City will be able to get
the best prices possible for equipment acquisitions.
A second major policy issue is that Information Management
Services is striving to use the highest productivity products
available on the market today. These products allow for
Information Management Services personnel to be more produc-
tive, thus cutting down the extremely long backlog of re-
quests for service and helping to meet the increased demands
for their services. The recent acquisition of LINC is a
major step to reach this goal.
- 6 -
EXPLANATION OF PROPOSED LINE ITEM EXPENDITURES
CHARGES AND SERVICES
BUDGET INCREASE
REQUEST <DECREASE>
2341 OFFICE EQUIPMENT MAINTENANCE $969 -0-
This is maintenance of office equipment
such as typewriters and dictaphone
equipment. Requesting same level of
expenditure as current year.
2342 COMMUNICATION EQUIPMENT $55, 388 -0-
MAINTENANCE
This is the Centel monthly maintenance
for the telephone system as per con-
tract. Requesting same level of expen-
diture as current year.
2345 NON-MOTIVE MAINTENANCE CON- $301, 243 $14, 243
TRACTS
This is the account that includes all of
the computer equipment maintenance
contracts. This will have an increase
of $14, 243 due to the maintenance re-
quired on the T-1 Multiplexer at the
new Public Safety Complex.
2351 OFFICE EQUIPMENT MAINTENANCE $23, 610 -0-
This is maintenance on equipment that is
much more economical to repair on a
"time and materials" basis rather than
on a maintenance contract. This would
include such items as the air-condition-
ing units for the mainframe computers,
low usage terminals in various city
departments, dial-up modems, etc. We
are requesting same level of expenditure
as current year ( $50 more than estimated
year end expenditures) .
- 7 -
BUDGET INCREASE
REQUEST <DECREASE>
2506 TELEPHONE LEASE EXPENSE $34,727 -0-
This is an accounting entry only. There
is a corresponding offset in personal
services for Information Management
Services. There is no increase in the
real level of expenditures for either
Information Management Services or
Telephone Administration.
2512 BUILDING RENTALS $158, 035 $12, 013
This amount covers the lease of office
space for the computer center at 72 East
400 South. We were contacted by the
Building Manager (due to the expiration
of our building lease) and were informed
that rates would be going up. We were
occupying some space on four different
floors in the building and were informed
that if we could consolidate our areas
that we could get a whole floor occupan-
cy rate. We did this and got a better
rate than we would have otherwise. But
our rent did increase approximately
$1,000 per month. However, it is still
at a very good rate. We moved all
sections except the computer operations
which would have been too expensive to
relocate. We did not sign a long term
contract so that IMS could move into a
city building if one becomes available.
2513.01 DATA PROCESSING EQUIPMENT $1, 179,783 <$6, 717>
RENTALS
This account covers all computer related
equipment. This request is $6, 717
reduction from year end anticipated
expenditures. This includes the elimi-
nation of the statistical package (SPSS)
for $6,000 and approximately $700 for
Salt Lake County Updates.
- 8 -
BUDGET INCREASE
REQUEST <DECREASE>
2521 MEALS $410 -0-
This line item covers meals as required
by Union Contract. Requesting same
level of expenditure as current year
($106 more than estimated year end
expenditures) .
2522 PROFESSIONAL MEMBERSHIPS $460 -0-
Requesting same level of expenditure as
current year ($45 more than estimated
year end expenditures) .
2524 MILEAGE $325 -0-
This account covers costs incurred by
employee' s using their own personal car
for city business. This is the same
level of expenditure as current year.
It is $175 less than anticipated year
end expenditures.
2527 AUTO ALLOWANCE $3, 000 -0-
This is auto allowance for the Director
of Information Management Services. He
uses his personal car extensively for
city business. Requesting same level of
expenditure as current year.
2529 OTHER EMPLOYEE COSTS $125 -0-
This account covers such items as
Mayor' s Award of Excellence, etc.
Requesting the same level of expenditure
as current year. However, this is $998
less than anticipated expenditure for
current year due to the fact that we had
two very prestigious awards given during
this year. A Team Award was given to
the Operation's Staff and also Roland
Squire and Pam Witt received the Mayor' s
Award of Excellence.
- 9 -
BUDGET INCREASE
REQUEST <DECREASE>
2545.02 LEASE AMORTIZATION 338, 000 -0-
This is the money allocated to repay the
bond for the purchase of the telephone
equipment used throughout the city.
Requesting same level of expenditure as
current year.
2981 STORES $63, 470 $<16, 638>
This account covers all paper costs for
the computer center. We are reducing
our request by $8500 below anticipated
expenditures this year. Additionally it
should be noted that we have already
received a cost increase for paper since
last fiscal year (approximately $8, 138)
making a total effective cut in this
account of $16, 638.
- 10 -
EXPLANATION OF TRAVEL AND TRAINING EXPENDITURES
LENGTH
PERSON OF
DESCRIPTION TO ATTEND TRAINING AMOUNT *
BURROUGHS NETWORK ARCHITECTURE - CP2000 John Haake 5 Days $2, 500
FOURTH GENERATION ADMINISTRATION & OPERATIONS Randy Buckley 10 Days $2, 870
DATA BASE ADMINISTRATION Roger Davis 5 Days $2, 500
COOPERATING USERS OF BURROUGHS EQUIPMENT Ken Cowley 3 Days $1, 540
OPERATING SYSTEM TRAINING John Haake 10 Days $2, 692
COMDEX Ken Cowley 5 Days $1, 200
CONVERGENT TECHNOLOGIES USER 'FORUM John Haake 3 Days $1, 540
URBAN & REGIONAL INFORMATION SYSTEMS ASSN. Mike Freeland 4 Days $1, 700
SL-1 TELEPHONE INSTALLATION Lori Martinez 4 Weeks $2, 450
LOCAL AREA NETWORKS Colleen Mills 4 Days $1, 195
CODEX Mario Nunez 5 Days $2, 000
SL-1 TELEPHONE USERS GROUP MEETING Dave Head 5 Days $2, 300
VOICE COMMUNICATIONS Colleen Mills 4 Days $1,950
VOICE SWITCHING TECHNOLOGY Dave Head 4 Days $1, 950
AMERICAN INSTITUTE OF DATA COMMUNICATIONS Mario Nunez 3 Days $2,350
PREMISES DISTRIBUTION SYSTEM Dave Head 2 Days $1, 125
NETWORK WIRING TECHNIQUES Colleen Mills 3 Days $1, 530
INTEGRATING COMMUNICATIONS NETWORK Mario Nunez 3 Days $1, 700
TUITION AID REIMBURSEMENT Staff $2, 376
TOTAL $37, 468
AMOUNT REQUESTED $23, 695
REQUEST ALREADY EXCEEDS BUDGETED BY $13, 773
* Amount includes tuition, travel, lodging, per diem, etc. All costs based
upon current prices and air fare rates.
- 11 -
EXECUTIVE SUMMARY 111111/11
DATA PROCESSING AND TELEPHONE ADMINISTRATI0N
INTERNAL SERVICE FUNDS
Prepared by Lee King
* The Information Management Services budget,
including both Data Processing and Telephone
Administration is projected to be $4,531,211. This is
a .3% or $14, 125 increase over the current year's
amended budget. Data Processing's proposed budget is
$3,695,051 and Telephone Administration's is $836, 160.
* Service levels will decrease to general fund
departments with a reduction of 4 interns currently
funded through personnel attrition funds. Two of the
positions in this program will be funded by Public
Utilities. Program development will focus on
enterprise fund requirements, decreasing the amount of
time available to support to other departments. The
City staffing document will show an increase of two
FTEs to formally recognize the intern program.
* Service support will also decrease with the
reduction in the paper budget, requiring users to make
do with fewer copies of the same reports. A software
statistical package is not being funded next year
which will require departments to use existing •
software that has a lessor capability.
* Funding for merit increases or COLA was not
included as part of this request. If approved,
charges to user departments will increase to cover the
cost of the raises.
Information Management Services
Data Processing and Telephone Administration
Internal Service Fun&
MATERIAL CHANGES IN BUDGET TOTALS
The Information Management Services budget consists of two separate
internal service funds for budgetary purposes. The combined budget for Data
Processing and Telephone Administration is $4,531,211. This is an increase
over the current budget of $14, 125 or 3%. The Data Processing budget is
$3,695,051 and.Telephone Administration's is $836,160.
Personnel Services costs are increasing by $58,133 of which $38,820 is
to fund two full time interns. Revenues to support these positions are being
charged to Public Utilities because the positions will support that
department. These are not new positions to Data Processing, they are part of
an ongoing program that was previously funded, but from an accounting
standpoint, were not properly charged to the personal services line item.
Funds to pay for the positions previously came from dollars saved by attrition
of authorized FTE.
Pay raises are not included in the personal services line item. If
approved, charges to user departments will increase to offset the costs.
Charges and Services will increase slightly due to maintenance contracts
for new equipment purchased this year and an increase of $1,000 per month in
building rental costs. Data Processing has consolidated most of its
operations on one floor to keep rental costs from escalating any higher than
they already have. Long Distance telephone charges have decreased due to
additional management controls and decentralizing responsibility for direct
charges to user departments. The total change for Charges and Services is
2.4% or $61,796 over current budget.
Capital equipment purchases decreased by 80% with no major equipment
purchases anticipated next year. One major software acquisition for $27,000
will be made that will allow users in one department to use peripherals in
other departments. Eventually this will reduce the requirement to purchase
additional printers as new terminals and workstations come on line.
Additionally, this software will allow Data Processing training staff to
troubleshoot user problems from master terminals rather than having to go out
on site to solve the problem. Fewer personnel will be required to service the
increased number of user sites and the availability of technical staff to
troubleshoot will be improved.
PROPOSED CHANGES IN SERVICE LEVELS
There are three proposed changes in this budget that will decrease
services to general fund departments. The budget for stores (paper products)
is reduced by 12%. This will cause Data Processing to reduce the number of
reports and the types of paper used. This should not have an adverse impact
on user departments. It will merely require a greater degree of coordination. •
The second change will have more of an immediate impact. For the past
several years the department has funded an intern program with funds saved
. through attrition of.--full .time. ETE.. - The four positions in the program have- - ---
been paid at hourly rates, working 40 hours per week in support of general
fund departments. Data Processing is reducing the scope of the program by
eliminating two of the positions and redirecting the work of the other two.
These two positions will be funded by Public Utilities and provide additional
program development support to them. General fund departments may experience
a decrease in support with the reduction of these positions. The addition of
the LINC software, purchased this past December as part of the UNYSIS contract
extension, should offset this decrease somewhat as it comes fully on line at
the end of 1989. However, IMS anticipates negative comments from user
departments initially.
A statistical package that the City licenses from a third party vendor
will not be funded next year. Departments that utilize this package will be
required to find an alternative means of statistical analysis. Current
software available on microcomputers will be able to process some, but not
all, of the requirements.
CHANGES IN STAFFING
The department has 41 personnel in Data Processing and 3 in Telephone
Administration. Although the department is reducing the number of employees
by eliminating two intern positions, the City Staffing Document will actually
show an increase of two hourly positions as the interns will be formally
recognized whereas they were not previously accounted for in the staffing
document.
•
POLICY ISSUES
Data Processing is concentrating its resources on software development
tools to increase productivity rather than on increasing personnel or
purchasing new equipment. The department anticipates all new program
development to be accomplished by using computer languages that support multi-
vendor equipment. With the recent acquisition of the high productivity LINO
multi-platform software, they have taken a major step in that direction. This
software will allow for increased productivity in programming and application
development. This increase in productivity should allow the staffing level to
remain constant for the foreseeable future.
Information Management Services is in the process of preparing and
Electronic Data Processing Master plan along with a complete Policies and
Procedures Manual. This project should be completed by December. Part of
this master plan will require user departments to formulate individual
department master plans. This will then allow the Information Management
Steering Committee to evaluate long range plans and ensure proper coordination
citywide. At your request, Council staff now sits as a voting member of the
IMS Steering Committee.
STAFF RECOMMENDATIONS _
Approve the 1989/90 budget request in the amount of $4,531,211 for
Information Management Services. This total includes $3,695,051 for Data
Processing and $836,160 for Telephone Administration.
SALT LAKE CITY CORPORATION 10:09:00 AM RIMY Y APRIL 110989 PAGE:
FUDGET DEVELOPMENT PROGRAM REF`ORT #Z I r
AGENCY: 65 SALT LAKE CITY DATA PROCESSING
OBJECT ACCOUNT ACTUAL BUDGETED 6 MO ACTUAL 12 MO ESTIMATE REQUESTED DIFFERENCE RIFF
P87-1-4n ,, ,'1n 1 nn, 1. n n ,
211101 EX_.. IV 1� i. PAY + O75 C , 80 5� 5 , 1n c 1 .2 6
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_ .36C1 TELEPHONE NC'�THLY 84 E '1''32,005.400 2555!:'14 185;233.111 255 1 0 2r?s 84- 1.C-..: U i. :-.Jl.Dy J. :at L.OL
2'__•�)2 TELEPHONE-LONG DISTANCE 65082,13 625954 18,504.51 42.100 57.101 - 15.001 35,6
23_�0� f `r 0Ur iH A NEE r{n0 S 8,860 38 6.)00 15.396.08 1 %.�c 0.775-
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SALT LAKE CITY CORPORATION 10:09:00 AM FRIDAY APRIL 1411989 PAGE: 2
Ft_DGH' DEVELUPMFNT PROGRAM REPORT t,2'1 8
AGENCY: 65 SALT LAKE CITY DATA PROCESSING
OBUECT ACCOUNT ACTUAL BUDGE1EO 6 MO ACTUAL 12 MO ESTIMATE REQUESTED DIFFERENCE % DIFF
987-88 ,n n9 1 Q -89 1938 70 19C9-90
.
.?S_6 9 OTHG•I Ca n yrn:'"JIItT_U EA C4C 64 -,`t,07104060 �,Odv.a C 103735 l n,O C0 739- 4.i_
_3• a OFFICE EOUIPE!:T MC'S 727.00 967 240,00 969 969 0 0.0
.ATiO:1 n i Hr 7 MC'S 5 f58 5 '*8n n-r 69n C 55 O5 , 1
�i�_ COMMUNICATION =,.,I,SFr,r.tdr JJ1:4u.Q� JJ!•�L•u �1,.,rti..v[r ,J!:;53 au13b3 0 0..r
.s-•r 11 hC 9 88 ,37 95 ,97 r 286 10 ,A 2.
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2:-'51 OFFICE EOUIPtlEt4T MAINCENhi;CE 100879.74 23,,>10 3,1:�5.19 23,560 23,610 50 0.2
._,.. - EM 1 ( c 24 52. ' 5' 5 , 57 -
�J .� i'LGET M.1ii��L.11ENT _L•FrVIL�L.C+ 1�!i4E'.'?J eil.r. 1,996.00 _ 5?l,i 6!.Iti, 2?3Th � ./�
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,cn' EHC r EAS _ -8NSE .00 0� 1 727 3 .i2' .�
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2511 EP6IP1ENT RENTAL 200,971,32 0 _ .0r 0 0 0 0,0
^s, :.1 DATA F,:UL+_9S E:,Ui^ R;•.NSALS 243, $0,01 1,1864693 414,6=13. 7 141864500 141/95783 6471'- 0,5-
2t21 r .1 i 3 3 410 27c,79 304 410 106
r.,_• PS "-5 460 "c n
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PI C1r VENTIOUS & }WOR SHO 4,724. +d •C•75 14660,00 1767 6750,0
_ CO.• F 0 .1 �,.., 1,_.. 0 .
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try- AI r� CWAN " 5 (C L'5 7r
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252 OTHER ErFLCYEE CUTS 111,86 125 14123.00 11123 125 998- 9 ,S-
.•5456.2 t EASE A RC� I1T„N 010 38 000 18 00 L-{� 000 0 0
�.._._ •,.]^ hat+ltlT t.!•! •.i�,t >V 3"�!ti1�;S! 338.000.00 j.i-�;,_i s t" „;
4. I GEM. PREMIUM 6,826 !0f -,� 2A 20 0} '22i23" 2^ 93 5 25v
..�'i% 1?.�.:�I, irtit7Fi.:�r,;-'=i PREMIUM lC�. .[ c�7�:J'1 �:91-a. � ._� ;:�? c:1=rT �s7cJ r::.
2- r, 4 'S (MPENSA I(, n t 0 /` 283 31 * 283 J 217 16,9
�.7i'�1 Wi_+(�1tLl'v �] [�Vrl'j('Ci4� �al�lti rr�F�l��t� ,if ",yltl ;IC�,�t 1i2.p.1}i�,l i% � lf�n7 1!C[��/
C(.. NE IP O t� PREMIUM 60ii 0 I5! c 03 5 j 500 c .27 0-
��'� L'« r� YMENT COMP. '.,..,i; � J 5..0. � 6 [ 1u0- ��•.,1
OT r n[,,. JR S-0 rf, 0 S,rf.} r .15 1[2 nrn 5 C 1 +: 9• n 0 f
..IiA�CR FJ:r>_��D!TS,)r.r: !.Ilu a .�_r,� 143994782.59
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el�ARGE• Atlrl SERVICES 1!39'94 82,5:9 4540,117 1!280?221.3C, 2 539.l32 246004928 61!796 2.4 *4.
.�,,.r, CAPITAf r•EN rune 120 ' ? 5 n n,•� 0? '•7 d 2 0 Q] n
... )'.' r•r 1.f, _ Chr C.�I�I;hi'.E�] .i!J'T.+.�L( 52,403 4l„Lly}V1 �F�,-r��, 0 ?afh �- .:.?_
ESUIFoE,1T 624 3 4553 11 p 50 2 52 2' .'7J 07 `..,
4:.1..L. 3� JJ_ 1i}.al,l.� I:'Jc Lu,�i r 1, +13- .f?-
^50:0 MOT �r E A.'' AUTO
r:C .00 2^ PO r
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27 L60:5:+ O-C:1CL EOJUIP 2. F.,._?,.In iI N 6 3 16 f 7.,.5.i 0 .00
• 0 0 0 l%.}J
E PE SRES f7 n-: 5 r. 1 r7 2 155
L: riT(.L r.�r�=t1D1T1�r,Lu 1„i.<-,3.?' 1J1�'T51 :+b1.+53.J; 1')i}:J�i 26,279 116447e- 81.5- *
CAPITAL E:iPEND T RES 131,.33.72 58 57 755 26� • 7 1 81 r
t I U S i 151,961Ju134J.J% 1 ,;.,J L,1.S 1ab14;o- (?i.J- **
i C 7�. 1 70.0
10rL- rF;If\.�E.t'.-�L !['-1!1!!.00 0 .00 0 0 0 v.J
2,322 NOTE DI ERESI• 245,222.00 0 .00 0 0 0 0.0
DEP;T SERVICES 949,339.00 0 .00 0 0 0 0.0 T
DEBT SERVICES. 949,339.00 0 .00 0 0 0 0,0 VI
SALT LAKE CITY CORPORATION 10:09:00 AM FRIDAY APR[L 14,1989 PAGE; 3
BUDGET DEVELOPMENT PROGRAM REPORT VI
AGENCY; 65 SALT LAKE CITY DATA PROCESSING
OBJECT ACCOUNT ACTUAL BUDGErEU 6 ri ACTUAL 12 MO ESTIMATE REQUESTED DIFFERENCE DTFF
', U 192 99 nr p 989-91
2921G1 ADMINISTRATI';E SERVICE FtE 69,08C,00 67,874 30,500.00 671874 71,000 31126 4.6
29 1 8TfRES 74,121.41 63,470 29,374.34 71,970 63,470 2,500- 11.7-
29 99 iNY i DEp R T,itNTn_ CHARGES .00 46,569- 20
,9{1r00" 46v509- 40f 71•]` 5,2,J3 I2.5"
t r. t.FN 1I S 143,204.41 84 125 38,914.34 93 275 se
Ct�_.�+irr.PrT�L TRANS ;rf':nlTJh!�.r l•,1 J �4,/,J r.l.+�.:J a3,!.r4 479 0.5
CHARGES An EERV CES 143,204,41 54,7.75 39,914.34 93,27 93,754 79 0.5
`uy , T , y 5 it 2 3; 517 r,:
ri�JC�'7�r T•�rn�J 4,434,461.31 .)�'+_t7.{a L!r:�Z!51�.v? a,:i1!,rOG 4!561,211 14,125 0,3 **:CX.:r