04/20/2021 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
REVISED AGENDA
WORK SESSION
April 20,2021 Tuesday 2:00 PM
This meeting will be an electronic meeting pursuant to the Salt Lake City
Emergency Proclamation.
SLCCouncil.com
7:00 pm Formal Meeting
(See separate agenda)
Welcome and public meeting rules
The Work Session is a discussion among Council Members and select presenters.The public is welcome to listen.Items scheduled
on the Work Session or Formal Meeting may be moved and /or discussed during a different portion of the Meeting based on
circumstance or availability of speakers.
Please note:Dates not identified in the FYI -Project Timeline are either not applicable or not yet determined.Item start times and
durations are approximate and are subject to change at the Chair’s discretion.
Generated:08:52:51
This meeting will be an electronic meeting pursuant to the
Chair’s determination that conducting the City Council meeting at a physical
location presents a substantial risk to the health and safety of those who may
be present at the anchor location.
The Salt Lake City Council Chair has determined that conducting a meeting at an anchor
location under the current state of public health emergency constitutes a substantial risk
to the health and safety of those who may attend in person.For these reasons,the Council
Meeting will not have a physical location at the City and County Building and all attendees
will connect remotely.
Members of the public are encouraged to participate in meetings.We want to make sure
everyone interested in the City Council meetings can still access the meetings how they feel
most comfortable.If you are interested in watching the City Council meetings,they are
available on the following platforms:
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•Web Agenda:www.slc.gov/council/agendas/
•SLCtv Channel 17 Live:www.slctv.com/livestream/SLCtv-Live/2
If you are interested in participating during the Formal Meeting for the Public Hearings or
general comment period,you may do so through the Webex platform.To learn how to
connect through Webex,or if you need call-in phone options,please visit our website or call
us at 801-535-7607 to learn more.
As always,if you would like to provide feedback or comment,please call us or send us an
email:
•24-Hour comment line:801-535-7654
•council.comments@slcgov.com
More info and resources can be found at:www.slc.gov/council/contact-us/
Upcoming meetings and meeting information can be found
here:www.slc.gov/council/agendas/
We welcome and encourage your comments!We have Council staff monitoring inboxes and
voicemail,as always,to receive and share your comments with Council Members.All
agenda-related and general comments received in the Council office are shared with the
Council Members and added to the public meeting record.View comments by visiting the
Council Virtual Meeting Comments page.
Work Session Items
1.Informational:Updates from the Administration ~2:00 p.m.
30 min.
The Council will receive an update from the Administration on major items or projects,
including but not limited to:
•COVID-19,the March 2020 Earthquake,and the September 2020 Windstorm;
•Updates on relieving the condition of people experiencing homelessness;
•Police Department work,projects,and staffing,etc.;and
•Other projects or updates.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Recurring Briefing
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
2.Informational:Updates on Racial Equity and Policing ~2:30 p.m.
5 min.
The Council will hold a discussion about recent efforts on various projects City staff are
working on related to racial equity and policing in the City.The conversation may include
issues of community concern about race,equity,and justice in relation to law enforcement
policies,procedures,budget,and ordinances.Discussion may include:
•An update or report on the Commission on Racial Equity in Policing;and
•Other project updates or discussion.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Recurring Briefing
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
3.Fiscal Year 2021-22 Proposed Budget:Department of Airports ~2:35 p.m.
30 min.
The Council will be briefed about the Mayor’s recommended budget relating to the
Department of Airports for Fiscal Year 2021-22.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -Tuesday,May 18,2021 and Tuesday,June 1,2021
at 7 p.m.
TENTATIVE Council Action -n/a
4.Fiscal Year 2021-22 Proposed Budget:Salt Lake City Public Library
System ~3:05 p.m.
30 min.
The Council will be briefed about the Library Board’s recommended Operation and Capital
Budget for Fiscal Year 2021-22.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -Tuesday,May 18,2021 and Tuesday,June 1,2021
at 7 p.m.
TENTATIVE Council Action -n/a
5.Informational:Policing Discussion:Officer Training and
Promotions ~3:35 p.m.
40 min.
The Council is holding an ongoing series of discussions about policing and related topics in
the City.This briefing focuses on police officer training and promotions including how the
City’s trainings go beyond state requirements and recent changes to the promotion process.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
6.Tentative Break ~4:15 p.m.
20 min.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -n/a
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
7.Informational:Council Audit of Police Department ~4:35 p.m.
60 min.
The Council will be briefed about the audit of the Police Department.The audit is split in
two parts:financial items and operational findings.Some of the initial findings and key
recommendations may inform the Council’s annual budget deliberations in May and June.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
8.Ordinance:Budget Amendment No.8 for Fiscal Year 2020-21 ~5:35 p.m.
25 min.
The Council will be briefed about Budget Amendment No.8 for the Fiscal Year 2020-21
Budget.Budget amendments happen several times each year to reflect adjustments to the
City’s budgets,including proposed project additions and modifications.The proposed
amendment includes funding for Crisis Intervention Team (CIT)training certifications and
re-certifications,hiring a class of lateral police officers,and a donation to create a shelter
for low-income seniors and veterans,among other changes.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -Tuesday,April 20,2021
Hold hearing to accept public comment -Tuesday,May 4,2021 at 7 p.m.
TENTATIVE Council Action -Tuesday,May 18,2021
9.Board Appointment:Library Board –Ronald McClain ~6:00 p.m.
5 min.
The Council will interview Ronald McClain prior to considering appointment to the Library
Board for a term ending June 30,2024.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,April 20,2021
10.Board Appointment:Library Board –Daniel Cairo ~6:05 p.m.
5 min.
The Council will interview Daniel Cairo prior to considering appointment to the Library
Board for a term ending June 30,2024.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,April 20,2021
11.Board Appointment:Parks,Natural Lands,Urban Forestry and
Trails (PNUT)Advisory Board –Chad Whittaker ~6:10 p.m.
5 min.
The Council will interview Chad Whittaker prior to considering appointment to the PNUT
Board for a term ending April 20,2024.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,April 20,2021
12.Board Appointment:Parks,Natural Lands,Urban Forestry and
Trails (PNUT)Advisory Board –Melanie Pehrson ~6:15 p.m.
5 min.
The Council will interview Melanie Pehrson prior to considering appointment to
the PNUT Board for a term ending April 20,2024.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,April 20,2021
13.Board Appointment:Parks,Natural Lands,Urban Forestry,and
Trails Advisory Board –Philip Carroll ~6:20 p.m.
5 min.
The Council will interview Philip Carroll prior to considering appointment to the PNUT
Board for a term ending April 20,2024.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,April 20,2021
14.Informational:Central Business Improvement Area 2022
Designation Written Briefing
The Council will receive a written briefing about the Central Business Improvement Area
2022 contract (CBIA-22).The area is made up of about 50 city blocks and is currently
managed by The Downtown Alliance under a contract with the City that expires April 2022.
The designation is a funding tool for downtown marketing,promotion,advocacy,and
initiatives such as The Blocks,The Farmer’s Market,Holiday Lighting,and others.The
Administration would like the Downtown Alliance to bid for the upcoming contract when it
expires.The proposal for CBIA-22 would continue within the current defined downtown
boundary area and allow for the continuation of promotions and other benefits that accrue
to the City,downtown property owners,and businesses.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
15.Informational:Cultural Core Action Plan Update Written Briefing
The Council will receive a written briefing about the Cultural Core Action Plan.The update
will include a review of year-three and the proposed budget and plan for year-four.The
update is the result of an agreement between the City and Salt Lake County to develop,
improve,and market arts and cultural activities in downtown.The goal of the Cultural
Core is to enhance downtown as a key cultural center for the city,region,and nation.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
16.Informational:District Two Potential Vacancy Overview TENTATIVE
The Council will receive information about the process for interviewing applicants and
filling the City Council District Two potential vacancy.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,April 20,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
Standing Items
17.Report of the Chair and Vice Chair
Report of Chair and Vice Chair.
18.Report and Announcements from the Executive Director
Report of the Executive Director,including a review of Council information items and
announcements.The Council may give feedback or staff direction on any item related to
City Council business,including but not limited to scheduling items.
19.Tentative Closed Session
The Council will consider a motion to enter into Closed Session.A closed meeting
described under Section 52-4-205 may be held for specific purposes including,but
not limited to:
a.discussion of the character,professional competence,or physical or
mental health of an individual;
b.strategy sessions to discuss collective bargaining;
c.strategy sessions to discuss pending or reasonably imminent litigation;
d.strategy sessions to discuss the purchase,exchange,or lease of real
property,including any form of a water right or water shares,if public
discussion of the transaction would:
(i)disclose the appraisal or estimated value of the property under
consideration;or
(ii)prevent the public body from completing the transaction on the
best possible terms;
e.strategy sessions to discuss the sale of real property,including any form
of a water right or water shares,if:
(i)public discussion of the transaction would:
(A)disclose the appraisal or estimated value of the property
under consideration;or
(B)prevent the public body from completing the transaction on
the best possible terms;
(ii)the public body previously gave public notice that the property
would be offered for sale;and
(iii)the terms of the sale are publicly disclosed before the public body
approves the sale;
f.discussion regarding deployment of security personnel,devices,or
systems;and
g.investigative proceedings regarding allegations of criminal misconduct.
A closed meeting may also be held for attorney-client matters that are privileged
pursuant to Utah Code §78B-1-137,and for other lawful purposes that satisfy the
pertinent requirements of the Utah Open and Public Meetings Act.
CERTIFICATE OF POSTING
On or before 5:00 p.m.on _____________________,the undersigned,duly appointed City
Recorder,does hereby certify that the above notice and agenda was (1)posted on the Utah Public
Notice Website created under Utah Code Section 63F-1-701,and (2)a copy of the foregoing provided
to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any others
who have indicated interest.
CINDY LOU TRISHMAN
SALT LAKE CITY RECORDER
Final action may be taken in relation to any topic listed on the agenda,including but not
limited to adoption,rejection,amendment,addition of conditions and variations of
options discussed.
People with disabilities may make requests for reasonable accommodation,which may include
alternate formats,interpreters,and other auxiliary aids and services.Please make requests at least two
business days in advance.To make a request,please contact the City Council Office at
council.comments@slcgov.com,801-535-7600,or relay service 711.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM:Sam Owen, Policy Analyst
DATE:April 20, 2021
RE:Department of Airports, fiscal year 2022 budget proposal
ISSUE AT-A-GLANCE
Salt Lake City Corporation operates the Department of Airports as an enterprise fund. Airline passenger and
other concessions-related revenues largely fund the department operationally. The airport is also eligible to
receive federal grants through programs like calendar 2020’s Coronavirus Aid, Relief and Economic Security
(CARES) Act funding. Furthermore, the airport is eligible to receive funding through federal grant programs like
the Airport Improvement Program (AIP) through the US government’s Federal Aviation Administration (FAA).
In this way, the airport does not rely on city tax dollars for its operations or capital improvements.
Pre-pandemic budget estimates had placed the airport’s fiscal year 2021 operating revenue at $250,532,400;
current forecasts place the fiscal 2021 estimates at $184,955,000 for the year. The fiscal year 2022 proposed
budget includes $252,039,100 in operating revenue, in other words an amount congruent with fiscal year 2021
projections before pandemic impacts were fully accounted for. Net operating income for the fiscal year 2021 is
estimated at $45,132,600; net operating income for the next fiscal year is proposed at $88,275,500. The airport
anticipates adding $70,752,800 to reserves this budget year and $49,473,200 for fiscal 2022. Net income for
fiscal year 2022 will depend on potential grant disbursements from the federal government as well. The airport
will have received $84,000,000 in federal grants for the fiscal year 2021.
The fiscal year 2022 budget proposal includes requested funding for 38 new FTEs (see additional and
background information, below). Costs per enplaned passenger are project to increase to $11.56 each from 2018
projections for this year of $8.62. This cost is a function of airport expenses in relation to the number of
anticipated passengers; the airport indicates the current estimate is still competitive. Operating expenses are
budgeted for an increase over fiscal 2021’s initially budgeted $148,220,400 to $161,387,815. Maintenance
contracts, salaries & benefits and intergovernmental charges make up the bulk of that increase.
Capital expenditures are budgeted at $391,158,00, comprised of $351,463,000 in proposed General Airport
Revenue Bond (GARB) revenue, $39,375,000 in airport reserve funds and $219,500 in AIP funding. The
resolution requesting authorization the issuance of these airport revenue bonds is forthcoming
Item Schedule:
Briefing: April 20, 2021
Public Hearing:
Potential Action:
Page | 2
for the Council’s consideration before the end of the fiscal year. Of the budgeted capital expenditures,
$351,463,000 is slated for the Airport Redevelopment Project (ARP).
OTHER NEW CONTEXT
- Disbursement of funds from the American Rescue Plan will also determine some of how the Department
of Airports negotiates rates with airlines and concessionaires. Operating revenue could decrease in one
scenario where non-operating revenue increases from grant funding.
o In other words, the airport indicates the grant funding would effectively reduce the burden on
private entities like the airlines and concessionaires.
o Although the federal government awards have not been announced for ARP funding to the
airport, tentative estimates indicate that figure could be $75,000,000 for fiscal year 2022.
o The airport also offset terminal rents (i.e. fees to the airlines) using fiscal year 2021 grant
revenue.
o Rental car revenue to the airport is not responsive to grant funds received.
- The airport incentivizes airlines to route passengers through the Salt Lake City International Airport,
and does this in part by applying a credit of $1 per passenger flown through the airport. Because
enplanements decreased radically during the fiscal year 2021, the airlines will credit some of that shared
revenue back to the city to compensate for losses resulting from that revenue sharing taking place
upfront on the basis of enplanement estimates that did not materialize during the pandemic.
- With the new terminal, advertising space is more limited because solid walls have been replaced with
glass. The airport indicates the intention is to focus on passenger experience rather than strictly focus on
income provided through advertising (e.g. advertising placed on the previously opaque walls). For that
reason advertising revenue is not budgeted to return to what was normal for the old facility.
- The airport extends loan resources to airlines concessionaires to build out their spaces in the new
facilities. This started taking place during calendar 2020, in part to mitigate impacts from pandemic
revenue loss. The loans are interest-bearing and will generally be paid back monthly over a period of five
years.
- As a policy, the airport acquires land to secure future expansion needs as well as to preserve land around
the airport from development, which can lead to noise complaints. Land asset valuation for the
department increased for the fiscal year 2022.
POLICY QUESTIONS
1. The airport is a regionally significant facility with expansion activities master-planned well into the
future. Recent development proposals in Salt Lake County have raised questions for Council Members
and community members about the role of airport land preservation for expansion versus regional
development. Does the department anticipate an increase to these potential conflict situations as
municipalities densify around the airport simultaneous with its expansion needs increasing?
2. Ground transportation figures are not budgeted to return to pre-pandemic levels in the current
proposal. Does the department anticipate that this trend will right itself, i.e. that these service providers
will again feasibly achieve pre-pandemic revenue levels? How would changes in this service sector
impact the concessionaire economy at the airport and does that consideration factor into the setting of
charges and fees for these operators?
3. Council Members might be interested to discuss emissions offsets or reductions with the department.
The airport is proposing a continuation of its program to install and upgrade electric vehicle charging
infrastructure. As a matter of policy, would additional funding or support for this program contribute to
emissions reductions—alternately it might be the case that pacing the infrastructure installation with the
purchase of electric vehicles in the state (as the plan indicates in the proposal) would prevent the
efficacy of the program from reaching a plateau.
Page | 3
4. The airport sometimes uses grant revenue to offset fees and charges to airlines and concessionaires,
especially amidst pandemic revenue loss for these private entities. Council Members might wish to
discuss this policy in comparison to what is done by other municipal corporations with airports or
further explore the question with administration staff.
Attachments
1.Administration’s transmittal
ADDITIONAL AND BACKGROUND INFORMATION
The following discussion items are taken from staff email correspondence:
-Question: Please discuss and provide detail on the proposed FY22 increase in the salaries and
benefits line item
-Answer: Back in FY2020, the Airport had requested and received approval from City Council to hire
60 new FTE’s in order to operate the new facilities. When the pandemic hit, we had only hired
approximately half of those FTE’s as a large majority of them didn’t start until June 2020. We did not
fund those positions in FY21 as we were cutting costs as best as we could. In FY21 we again requested
an additional 47 positions (these were requested in our budget process prior to the pandemic hitting)
and we did not fund any of these positions but requested them to give us flexibility if we needed to
bring back staffing earlier than anticipated which is largely dependent on the passenger recovery here
in Salt Lake.
For FY22, we are requesting to fund 38 of the 77 positions that have been authorized but not
funded in previous years due to the pandemic as we are expecting to be back around 87% of our
enplanements of FY19. This accounts for $3.8 million dollars of the increase, and the remaining
amounts are placeholders for a 3% COLA (although we will award the same percentage that is
recommended by the Mayor and City), as well as increases to insurance.
-Question: Please discuss the [department’s] considerations around acquisition of a hydrogen-
powered bus. What factors will determine whether or not this pilot project moves ahead? If the project
doesn't move ahead this year, does the department anticipate that a shift in this direction will occur in
the future?
-Answer: The airport is always looking for ways to be more environmentally friendly such as the
[LEED] gold certifications of the new airport, electric charging stations found both in public parking
as well as the airlines ground support equipment, solar farms, etc. In order for the airport to invest in
hydrogen-powered busses, there would need to be some sort of grant offered to offset the cost as the
busses themselves are very expensive, and there would be additional infrastructure needs required.
-Question: Please discuss the change to 2021 in the charges and services line item
-Answer: Starting in October 2020, the Airport started offering hardstand operations (where
passengers are bussed to airplanes and ground loaded). The cost for those services over a full year is
approximately $10.5 million which are mostly found in the shuttle drivers salaries and wages. This is
new to FY21 and was not present in FY20 and will continue on through October 2023.
-Question: Please discuss the change in aircraft remain overnight fees (budget versus actual for 2021
so far)
-Answer: If you come out to the airport at night, you’ll see a lot more aircraft parked on the
apron. This is due to not all airlines putting their entire fleet of aircraft into service, but more
importantly with the airport rephasing program, we eliminated a lot of gates for them to park aircraft
so they are paying us for that ability. These will return to normal levels in FY24 once we have
sufficient gates for all airlines and we can eliminate the hard stand operation.
-Question: Broadly, please discuss the [department’s] approach to net operating income; is the
income deposited to the department's cash balance as a security against potential losses in other years,
or is it used to offset capital expenses or offset debt service?
-Answer: All cash is deposited into the airports bank or state pool accounts. This is used to pay
construction or operating expense costs. Excess income or cash is used to fund certain projects that
have been designated to be financed through airport cash reserves.
BUDGET BOOK
for
FISCAL YEAR 2022
DRAFT
i
Fiscal Year 2022 Budget Message
April 5, 2021
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 has 610.8 full-time employee positions and is responsible for managing, developing, and
promoting airports that provide quality transportation facilities and services, and a convenient travel
experience.
The Fiscal Year 2022 budget continues to show financial impacts due to COVID-19. The Salt Lake City
International Airport, along with all other airports in the U.S. and abroad has been acutely impacted by the
broad-based economic shutdown resulting from efforts to stop the spread of COVID-19, including
reductions in flights and declines in passenger volumes. The Airport continues to look for ways to control
costs and provide airline and concession relief through the Coronavirus, Aid, Relief, and Economic
Security (CARES) grant as well as the Coronavirus Response and Relief Supplemental Appropriation
ACT (CRRSAA) grant. These grants will offset operating and maintenance expenses that will lower the
landing fee and terminal rents charged in FY22. While the American Rescue Plan has been passed, no
allocations or awards have been made at this time and are not reflected in the Airports FY22 budget.
While passenger demand continues to increase on a monthly basis, the Department of Airports will act
prudently in managing the FY22 budget and look for ways to continue to save operating and capital
expenses where feasible and look for ways to strengthen our revenues.
The developed FY22 budget continues to provide positive financial benefits while facing challenges of
decreased passengers and revenues. The Department of Airports will continue to fund important capital
projects while deferring non-critical projects to preserve cash and liquidity. These projects include the
Terminal Redevelopment Program (TRP) and the North Concourse Program (NCP), which will improve
ongoing operations, create jobs, and provide economic stimulus to the City’s and State’s economy.
Air Service
Served by ten airlines, Salt Lake City International Airport (the Airport) provides 295 average daily
departures and arrivals to 87 non-stop destinations. The Airport’s extensive route network served over
26.2 million passengers in FY19. As a result of the COVID-19 pandemic, total passenger served in FY20
dropped to 20.2 million passengers. Enplaned passengers are estimated to decrease approximately
28.9% for the FY21 forecast and then increase by 60.3% for the FY22 budget.
Economy’s Budgetary Impact
The airline industry is trying to evolve post COVID-19 and figure out changes in a quick and timely
manner. Airlines have quickly responded to the sharp decrease in passenger traffic by reducing flight
frequencies as well as reducing or potentially eliminating non-profitable routes in order to get load factors
as high as possible. An effective partnership between the airlines and the Airport requires a continued
focus on operating costs, while maintaining service and safety. During the FY22 budget process, the
DRAFT
ii
areas of focus were providing resources to continue implementation of the TRP and NCP, providing
staffing for key positions in the new facility, and aligning the Airport’s resources, including people, money,
and time.
To address the economic environment, the goal in FY21 was to keep airline revenue requirements
relatively flat. The FY22 budget will see modest increases to operating and maintenance expenses as the
Airport begins to hire employees required for the new facilities as we continue to see an increase in
forecasted enplanement for FY22. Several of the other increases include contracts covering a full twelve
month period, as well as a higher level of focus on shuttle operations and maintaining vertical
transportation equipment. Airline revenue requirements have increased due to the decrease in operating
revenue and enplaned passengers. Operating revenues are increasing by .6%, and operating expenses
increasing by 8.9% over the FY21 budget.
Major Capital Projects
Guided by the approved Airport Master Plan and the Plan of Execution, an executive management tool,
the Airport, with its consultants and the airline representatives, is continuing design and construction of
the TRP and the NCP. The culmination of these activities was the opening of Phase 1 of the TRP in
September 2020 and the NCP in October of 2020. This allows the Airport to ensure that key activities,
including administrative planning, program management and delivery, and the plan of financing, are
developed in a coordinated, systematic, and formalized manner.
The FY22 capital project budget includes an increase to the budget for the TRP of $164.8 million. The
TRP budget of $2.6 billion has been budgeted and encumbered in prior fiscal years. The opening of the
first phase of the TRP, including the terminal building, parking garage, terminal roadways, Concourse A
west, aprons and taxilanes was completed on September 15, 2020, allowing the demolition of all existing
facilities and initial activities to start for the construction Concourse A east. During FY2022, the focus will
be on the construction of the structure and building shell of the Concourse A east, including foundations,
structural steel, building skin and roofing.
The FY22 capital project budget also includes a budget increase for the NCP of $186.6 million. The NCP
budget of $1.5 billion has been budgeted in prior fiscal years. The opening of the first phase of the NCP,
including Concourse B west, aprons and taxilanes was completed on October 27, 2020, allowing for the
initial excavation and concrete activities to begin for the Central Tunnel construction. The focus for
FY2022 will be on the completion of the Central Tunnel concrete structure, construction of the east/west
taxilanes and the bidding and award of the Concourse B Central Node and 8-Gate east concourse
extension scopes of work.
The FY22 budget includes $31.8 million for airfield projects. This includes north cargo apron
development, taxiway P, N, & H3 pavement rehabilitation, taxiway Q pavement rehabilitation, and pump
station diversion valve for the north cargo deicing pad. These airfield improvement projects ensure the
safe operation of aircraft and preserve valuable assets.
The FY22 budget includes $2.2 million for landside projects that include landside lighting wire
replacement.
Funding for the Airport capital improvement program includes reserves generated by the Airport, airport
improvement program (AIP) grants from the FAA, passenger facility charges (PFC), and general airport
revenue bonds (GARBS). The airport will go to the bonding market for additional funding for the TRP and
NCP to provide additional funding for Phase 2 of the project.
General Aviation
The General Aviation Advisory group continues to provide ongoing review and feedback for the
Department of Airports as general aviation facilities are developed. In FY22, $1.2 million has been
budgeted for East side development and $4.5 million development at the Tooele Valley Airport (TVY).
DRAFT
iii
Airline Agreement
The FY22 budget was prepared based on the airline use agreement dated July 1, 2014. This is a ten-year
agreement, with a termination date of June 30, 2024. Delta has signed an extension through June 30,
2034. Rates and charges consist of a residual rate-setting method for the airfield cost center and
compensatory method for the terminals. The Airport is forecasting a modest revenue share with the
airlines which is based on 30% of net remaining revenues. This will be credited to the air carriers on a
monthly basis.
Financial Summary
The FY22 operating revenues will increase by $66.3 million from forecast FY21 to $252 million. This
increase is primarily due to increased rates for landing fees and terminal rents as well as a reduction in
landing fees and terminal rents in FY21 due to the CARES Act grants applied to FY21 rates and charges.
Operating expenses will increase by $26.7 million over forecasted FY21 to $161.4 million. Employee-
related increases include salary and health care increases. Operating expenses include an increased
expense for professional services, consisting of janitorial, window cleaning, baggage handling, and
networking contracts, as well as other contracts and CPI increases.
Conclusion
The Department of Airport’s FY22 budget aligns the department’s mission of managing, developing, and
promoting airports that provide quality transportation facilities and services, and a convenient travel
experience. These facilities and services promote economic development by providing business and
leisure travelers with access to domestic and international destinations.
Below is the summary of the Department of Airport’s FY22 Budget Request:
Amended Budget Forecast Requested
FY 2021 FY 2021 FY 2022
Revenues and Other Sources of Funds:
Operating Revenues 250,532,600$ 185,776,600$ 252,039,100$
Passenger Facility Charges -43,000 -
Grants and Reimbursements 3,327,500 34,348,000 2,950,500
Customer Facility Charges 618,000 12,126,000 -
General Airport Revenue Bonds (GARBs)-- 351,463,000
Interest Income 20,413,900 2,009,900 3,000,000
Airport Improvement Fund 66,876,600 24,422,200 97,339,900
Total 341,768,600$ 258,725,700$ 706,792,500$
DRAFT
iv
Amended Budget Forecast Requested
FY 2021 FY 2021 FY 2022
Expenses and Other Uses of Funds:
Operating Expenses 148,220,400$ 134,698,600$ 161,375,300$
Interest Expense 130,000,000 86,326,700 142,244,600
Bond Issuance Costs 3,500,000 272,500 3,500,000
Passenger Incentive Rebate 8,078,000 5,123,800 2,375,800
Capital Equipment 2,045,100 2,045,100 6,138,800
Capital Improvements 49,925,100 30,259,000 391,158,000
Total 341,768,600$ 258,725,700$ 706,792,500$
DRAFT
SALT LAKE CITY DEPARTMENT OF AIRPORTS
BUDGET FY 2022
TABLE OF CONTENTS
Page
Budgeted Operating Statement 1
Operating Revenues 2
Operating Expenses 3
Organizational Chart 8
Staffing Document 9
Travel Budget 16
Sources and Uses of Funds 20
Capital Equipment 21
Capital Improvement Project (CIP) 23
Capital Improvement Project Descriptions 24
Performance Measures, Charts and Graphs 39
Acronyms 45
DRAFT
SALT LAKE CITY DEPARTMENT OF AIRPORTS
BUDGETED OPERATING STATEMENT
FOR FISCAL YEARS ENDED JUNE 30, 2021 AND 2022
FY 21 FY 21 FY 22
Description Amended Forecast Requested
Budget Budget
Operating Revenue 250,532,600$ 185,776,600$ 252,039,100$
Operating Expense 148,220,400 134,698,600 161,375,300
Net Operating Income 102,312,200$ 51,078,000$ 90,663,800$
Other Income / (Expense)
Interest Income 20,413,900 2,009,900 3,000,000
Bond Issuance Costs (3,500,000) (272,500) (3,500,000)
Interest Expense (130,000,000) (86,326,700) (142,244,600)
Passenger Incentive Rebate (8,078,000) (5,123,800) (2,375,800)
Total Other Income / (Expense)(121,164,100) (89,713,100) (145,120,400)
Net Revenues from Operations (18,851,900)$ (38,635,100)$ (54,456,600)$
Other Sources of Funds
Grants and Other Funds for Capital Projects 3,327,500 34,348,000 2,950,500
Passenger Facility Charges - 43,000 -
Customer Facility Charges 618,000 12,126,000 -
General Airport Revenue Bonds (GARBs)- - 351,463,000
Funds from Reserves/Others 48,024,700 (14,212,900) 42,883,300
Total Other Source of Funds 51,970,200$ 32,304,100$ 397,296,800$
Use of Airport Capital Funds
Capital Projects 21,675,000 30,259,000 39,695,000
Terminal Redevelopment Program 8,081,500 -164,849,000
North Concourse Program 20,168,600 -186,614,000
Capital Equipment 2,045,100 2,045,100 6,138,800
Total Use of Airport Capital Funds 51,970,200$ 32,304,100$ 397,296,800$
Net Airport Reserves (18,851,900)$ (38,635,100)$ (54,456,600)$
Requested
Description Actual Budget Forecast Budget
FY 20 FY 21 FY 21 FY 22
Terminal Rents 91.18$ 193.49$ 148.61$ 187.04$
Landing Fees 2.64$ 6.08$ 3.77$ 3.96$
Cost per Enplaned Passenger 5.41$ 17.18$ 11.07$ 11.56$
BUDGET IMPACT ON TERMINAL RENTS AND LANDING FEES
DRAFT
1
SALT LAKE CITY DEPARTMENT OF AIRPORTS
COMPARISON OF FY 2021 BUDGETED AND FORECASTED REVENUES
TO FY 2022 BUDGETED REVENUES
FY 21 FY 21 FY 22
Description Amended Forecast Requested
Budget Budget
Airline Fees
Scheduled Airline Landings 54,330,500$ 42,986,800$ 51,408,800$ (2,921,700)$ -5.4%
Charters / Commuters 246,800 271,900 283,300 36,500 14.8%
Cargo 4,302,200 5,191,400 5,460,400 1,158,200 26.9%
Passenger Boarding Bridge Fees 1,910,000 1,809,000 1,744,800 (165,200) -8.6%
Other Buildings 4,562,900 4,106,900 3,892,300 (670,600) -14.7%
Fuel Farm 538,800 1,169,900 1,805,100 1,266,300 235.0%
Remain Overnight 234,700 454,900 454,900 220,200 93.8%
Hardstand - 3,182,500 6,539,800 6,539,800 100.0%
Airline Terminal Rents - TU1 48,343,000 54,473,200 86,564,700 38,221,700 79.1%
Airline Terminal Rents - TU2 45,740,800 7,621,900 - (45,740,800) -100.0%
Total Airline Fees 160,209,700$ 121,268,400$ 158,154,100$ (2,055,600)$ -1.3%
Non-Airline Fees
Extraordinary Service Charges 60,600$ 76,600$ 53,900$ (6,700)$ -11.1%
Cargo Ramp Use Fee 205,600 266,700 293,300 87,700 42.7%
International Facility Use Fee 1,016,000 394,800 1,698,400 682,400 67.2%
Tenant Telephone Fees 96,000 112,900 62,100 (33,900) -35.3%
General Aviation Hangars 1,327,800 1,189,800 1,181,600 (146,200) -11.0%
FBO Hangars 20,000 20,100 20,600 600 3.0%
Cargo Buildings 1,473,000 1,471,000 1,484,000 11,000 0.7%
Flight Kitchen 1,166,900 1,126,000 1,351,200 184,300 15.8%
Office Space 983,800 1,788,000 1,984,100 1,000,300 101.7%
Food Service 8,700,000 5,224,600 9,869,300 1,169,300 13.4%
Vending 161,400 129,500 162,100 700 0.4%
News & Gifts 5,100,000 2,844,200 5,086,200 (13,800) -0.3%
Car Rental Commissions 13,918,100 13,812,100 19,790,800 5,872,700 42.2%
Car Rental - Fixed Rents 7,333,300 7,246,200 7,492,200 158,900 2.2%
Leased Site Areas 2,820,300 3,884,600 3,902,900 1,082,600 38.4%
Auto Parking 29,339,000 14,987,200 28,719,300 (619,700) -2.1%
Ground Transportation 4,245,200 2,069,200 3,348,300 (896,900) -21.1%
Advertising Media Fees 758,500 240,700 250,000 (508,500) -67.0%
Security Charges for Screening 779,200 546,500 339,000 (440,200) -56.5%
State Aviation Fuel Tax 1,848,200 1,810,300 2,000,000 151,800 8.2%
Fuel Revenue 1,277,600 1,276,100 1,309,800 32,200 2.5%
Fuel Oil Royalties 471,100 522,800 522,800 51,700 11.0%
Military 156,800 156,800 156,800 - 0.0%
Central Receiving & Distribution 1,635,800 821,600 1,209,600 (426,200) -26.1%
Other 5,428,700 2,489,900 1,596,700 (3,832,000) -70.6%
Total Non-Airline Fees 90,322,900$ 64,508,200$ 93,885,000$ 3,562,100$ 3.9%
Total Operating Revenues 250,532,600$ 185,776,600$ 252,039,100$ 1,506,500$ 0.6%
FY 21 Budget
to FY 22 Budget
Variance
DRAFT
2
SALT LAKE CITY DEPARTMENT OF AIRPORTS
COMPARISON OF FY 2021 BUDGETED AND FORECASTED EXPENSES
TO FY 2022 BUDGETED EXPENSES
FY 21 FY 21 FY 22
Description Amended Forecast Requested
Budget Budget
Salaries and Fringe Benefits
Supervisory and Professional 25,157,300$ 25,237,800$ 26,601,600$ 1,444,300$ 5.7%
Operating and Maintenance 8,666,200 8,665,900 9,706,100 1,039,900 12.0%
Clerical and Technical 1,478,200 1,417,400 1,538,300 60,100 4.1%
Hourly and Seasonal 147,700 47,900 153,900 6,200 4.2%
Uniform and Tool Allowance 24,000 26,400 25,200 1,200 5.0%
FICA/MCR 2,580,500 2,560,400 2,809,800 229,300 8.9%
State Retirement 6,407,000 6,772,600 6,928,200 521,200 8.1%
Health Insurance 6,366,600 5,889,500 7,267,000 900,400 14.1%
Total Salaries and Benefits 50,827,500$ 50,617,900$ 55,030,100$ 4,202,600$ 8.3%
Materials and Supplies
Books, References and Periodicals 29,300$ 27,500$ 28,100$ (1,200)$ -4.1%
Office Materials and Supplies 166,100 118,400 158,000 (8,100) -4.9%
Copy Center Charges 8,800 4,000 6,500 (2,300) -26.1%
Postage 18,000 17,100 18,000 - 0.0%
Computer Software and Supplies 780,900 1,340,000 717,900 (63,000) -8.1%
Security System Supplies 468,800 460,000 459,800 (9,000) -1.9%
Gasoline and Oil 622,900 373,000 597,900 (25,000) -4.0%
Compressed Natural Gas 1,523,800 1,207,100 1,600,000 76,200 5.0%
Other Fuel 953,000 781,100 953,000 - 0.0%
Tires and Tubes 90,000 73,500 100,000 10,000 11.1%
Motive Equipment and Supplies 753,500 640,000 753,500 - 0.0%
Communication Equipment and Supplies 471,500 429,200 396,900 (74,600) -15.8%
Special Clothing and Supplies - Fire & Police 157,400 107,600 144,500 (12,900) -8.2%
Paint and Painting Supplies 354,000 345,600 354,000 - 0.0%
Construction Materials and Supplies 847,600 794,700 847,600 - 0.0%
Electrical Supplies 738,600 926,100 744,800 6,200 0.8%
Road and Runway Supplies 615,000 600,000 615,000 - 0.0%
Janitorial Supplies 1,072,900 1,000,000 1,071,500 (1,400) -0.1%
Laundry and Linen Supplies 186,100 219,300 179,100 (7,000) -3.8%
Grounds Supplies 111,800 78,200 111,800 - 0.0%
Mechanical Systems Supplies 2,105,400 1,298,500 1,794,400 (311,000) -14.8%
Signage Materials and Supplies 105,000 85,000 105,000 - 0.0%
Chemicals and Salt 2,420,400 2,381,200 2,404,900 (15,500) -0.6%
Safety Equipment 140,600 209,200 137,900 (2,700) -1.9%
Licenses, Tags and Certificates 27,900 17,900 28,300 400 1.4%
Small Tools, Equipment and Furnishings 387,700 399,200 377,000 (10,700) -2.8%
Material and Supplies 197,100 174,400 194,100 (3,000) -1.5%
Total Materials and Supplies 15,354,100$ 14,107,800$ 14,899,500$ (454,600)$ -3.0%
FY 21 Budget
to FY 22 Budget
Variance
DRAFT
3
SALT LAKE CITY DEPARTMENT OF AIRPORTS
COMPARISON OF FY 2021 BUDGETED AND FORECASTED EXPENSES
TO FY 2022 BUDGETED EXPENSES
FY 21 FY 21 FY 22
Description Amended Forecast Requested
Budget Budget
FY 21 Budget
to FY 22 Budget
Variance
Services
Auditing Fees 68,000$ 64,000$ 68,000$ -$ 0.0%
Legal Fees 450,000 130,200 450,000 - 0.0%
Public Relations 1,036,000 450,000 828,500 (207,500) -20.0%
Professional and Technical Services 4,434,200 3,300,000 3,511,200 (923,000) -20.8%
Electrical Power 4,943,600 4,520,000 4,944,300 700 0.0%
Natural Gas 842,600 750,000 842,600 - 0.0%
Water 1,231,900 960,000 1,232,700 800 0.1%
Telephone 130,400 71,900 93,600 (36,800) -28.2%
Communications Maintenance Contracts 430,100 421,600 411,800 (18,300) -4.3%
Office Equipment Maintenance Contracts 128,200 92,500 131,400 3,200 2.5%
Communication Equipment Maint. Contracts 477,600 442,100 452,600 (25,000) -5.2%
Electrical Maintenance Contracts 3,800 - - (3,800) -100.0%
Motive Equipment Maintenance Contracts 100,000 87,900 80,000 (20,000) -20.0%
Janitorial Service Maintenance Contracts 13,307,000 10,474,700 15,109,200 1,802,200 13.5%
Building Maintenance Contracts 1,368,800 469,100 3,037,000 1,668,200 121.9%
Ground Maintenance Contracts 61,000 26,300 61,000 - 0.0%
Maintenance Contracts 483,600 615,000 2,677,600 2,194,000 453.7%
Parking 19,295,600 18,127,500 21,526,100 2,230,500 11.6%
Central Receiving & Distribution Center 1,635,800 1,400,000 1,814,415 178,615 100.0%
Printing Charges 12,400 900 17,400 5,000 40.3%
Educational Training 192,000 55,000 179,000 (13,000) -6.8%
Waste Disposal 696,000 346,400 696,000 - 0.0%
Passenger Boarding Bridge Maint. Contract 1,139,900 1,000,300 1,014,100 (125,800) -11.0%
Baggage Handling System Maint. Contract 2,619,000 2,708,000 2,739,000 120,000 4.6%
Other Contractual Payments 2,290,000 1,654,400 2,562,885 272,885 11.9%
Total Services 57,377,500$ 48,167,800$ 64,480,400$ 7,102,900$ 12.4%
Other Operating Expenses
Equipment & Building Rental 404,200$ 311,100$ 404,200$ -$ 0.0%
Meals and Entertainment 38,200 9,100 29,200 (9,000) -23.6%
Employee Meal Allowance 25,200 14,100 25,600 400 1.6%
Memberships 341,200 325,800 341,200 - 0.0%
Out-Of-Town Travel 683,600 20,000 667,600 (16,000) -2.3%
Employee Costs 207,100 72,000 202,100 (5,000) -2.4%
Bad Debts 30,000 30,000 30,000 - 0.0%
Liability Insurance Premium 453,000 419,700 472,000 19,000 4.2%
Property Insurance Premium 3,000,000 2,100,000 3,000,000 - 0.0%
International Flight Incentive 700,000 - 400,000 (300,000) -42.9%
Unemployment and Workers Compensation 260,000 54,000 260,000 - 0.0%
Occupational Health Clinic Charges 9,100 9,100 10,000 900 9.9%
Water Stock Assessments 18,600 20,000 18,600 - 0.0%
Other Expenses 1,131,600 1,103,700 1,143,600 12,000 1.1%
Total Other Operating Expenses 7,301,800$ 4,488,600$ 7,004,100$ (297,700)$ -4.1%
DRAFT
4
SALT LAKE CITY DEPARTMENT OF AIRPORTS
COMPARISON OF FY 2021 BUDGETED AND FORECASTED EXPENSES
TO FY 2022 BUDGETED EXPENSES
FY 21 FY 21 FY 22
Description Amended Forecast Requested
Budget Budget
FY 21 Budget
to FY 22 Budget
Variance
Intergovernmental Charges
Administrative Service Fees 1,877,400$ 1,834,600$ 1,572,000$ (305,400)$ -16.3%
SLC Police Services 8,300,000 8,300,000 8,549,000 249,000 3.0%
City Data Processing Services 1,570,200 1,570,000 3,650,000 2,079,800 132.5%
Risk Management Premium 350,000 350,000 350,000 - 0.0%
Aircraft Rescue and Fire Fighting 5,261,900 5,261,900 5,840,200 578,300 11.0%
Total Intergovernmental Charges 17,359,500$ 17,316,500$ 19,961,200$ 2,601,700$ 15.0%
Total Operating Expenses 148,220,400$ 134,698,600$ 161,375,300$ 13,154,900$ 8.9%
DRAFT
5
SALT LAKE CITY DEPARTMENT OF AIRPORTS
SUMMARY OF FEES PAID TO SALT LAKE CITY DEPARTMENTS
FY 2021 FORECAST AND FY 2022 BUDGET REQUEST
FY 21 FY 21 FY 22
Description Amended Forecast Requested
Budget Budget
Administrative Service Fees
Accounting 205,000$ 205,000$ 171,652$
Payroll 125,600 125,600 105,168
Purchasing 168,500 168,500 141,090
Cash Management 25,000 25,000 20,933
Budget and Policy Development 69,600 69,600 58,278
City Recorder 61,200 61,200 51,244
City Attorney 514,800 514,800 431,057
City Council 94,400 94,400 79,044
Mayor 44,300 44,300 37,094
Human Resources 470,000 470,000 393,544
Contracts 99,000 99,000 82,895
Total Administrative Service Fees 1,877,400$ 1,877,400$ 1,572,000$
Police Services
S.L.C. Police Department 8,300,000$ 8,300,000$ 8,549,000$
Information Management System Services
Data Processing Division 1,420,200$ 1,420,200$ 3,500,000$
OneSolution Finance Software 150,000 150,000 150,000
Risk Management Administration
Fees and Premiums 350,000$ 350,000$ 350,000$
Aircraft Rescue Fire Fighting (ARFF)
S.L.C. Fire Department 5,261,900$ 5,261,900$ 5,840,200$
Total Fees 17,359,500$ 17,359,500$ 19,961,200$
DRAFT
6
SALT LAKE CITY DEPARTMENT OF AIRPORTS
PERSONNEL COST EXPENSE ANALYSIS
FY 2021 FORECAST AND FY 2022 BUDGET REQUEST
FY 21 (1)(2)(3)(4)
Description Amended FY 21 FY 22 FY 22 FY 22
Budget Forecast Base Adjusted Requested
Salaries & Benefits
Supervisory & Professional $25,157,400 $25,237,800 $25,624,900 $26,601,600 $26,601,600
Operating & Maintenance 8,666,200 8,665,900 9,135,800 9,706,100 9,706,100
Clerical & Technical 1,478,300 1,417,400 1,375,500 1,538,300 1,538,300
Hourly & Seasonal 147,700 47,900 153,900 153,900 153,900
Uniform & Tool Allowance 24,000 26,400 25,200 25,200 25,200
FICA / MCR 2,580,500 2,560,400 2,683,700 2,809,800 2,809,800
State Retirement 6,407,000 6,772,600 6,633,600 6,928,200 6,928,200
Health Insurance 6,366,600 5,889,500 6,671,900 7,267,000 7,267,000
Totals $50,827,700 $50,617,900 $52,304,500 $55,030,100 $55,030,100
FY 21 Amended Budget -0.41%2.91%8.27%8.27%
FY 21 Forecast 3.33%8.72%8.72%
FY 22 Base 5.21%5.21%
FY 22 Adjusted 0.00%
Funded FTE's 533.5 533.5 566.5 578.8 578.8
UnFunded FTE's 77.3 77.3 44.3 32.0 32.0
Total FTE's 610.8 610.8 610.8 610.8 610.8
Notes / Assumptions:
(1) FY 21 Forecast to remain flat with 77 FTEs unfunded
(2) Base Budget includes salary and benefits costs for current year authorized employees
(3)
(4) 37 unfunded FTEs have been funded for FY 22
Adjusted Base includes an assumed 3% salary increase and a vacancy factor of (-3.0%). Insurance is
forecasted to increase 3.5% and retirement is forecasted to remain flat
DRAFT
7
Erin MendenhallSalt Lake City MayorSalt Lake City Department of Airports Advisory BoardWilliam W. WyattExecutive DirectorBrady FredricksonDirector Planning & EnvironmentalPatty M. NelisEnvironmental Programs ManagerEddie R. ClaysonDirector MaintenanceBruce ArnoldAsst. Maintenance Director - Facility MaintenanceDusty BillsAsst. Maintenance Director - AirfieldGreg Arslanian Asst. Maintenance Director - Electrical SupportEdwin M. CherryDirector Information TechnologyVacantTelecom ManagerByron D. GraySuperintendent Technical SystemsDean WarnerManager Information TechnologyShane AndreasenDirector Commercial ServicesA. Cole HobbsContracts ManagerBrad E. WolfeCommercial ManagerJoel R. NelsonProperty ManagerMichael RawsonBusiness Development ManagerKevin F. RobinsDirector EngineeringNathan MendenhallGeographic Information Systems ManagerRobert S. BaileyPavement ManagerScott MartinAirport Architect Facility DevelopmentNancy VolmerDirector Communication & MarketingNate LavinAir ServiceDevelopment ManagerTreber AndersenDirector Operations*Rick StrattonRescue & Firefighting Battalion ChiefAlvin L. StuartAsst. Operations Director Landside & TerminalsDave KorzepAssistant Operations DirectorSecurity & ControlHeidi A. HarwardSafety Program ManagerMatt BrownActing Assistant Operations DirectorAirfieldBrian ButlerChief Financial OfficerShaun AndersonControllerLorin RollinsFinance ManagerLorilynn CrispConstruction Finance ManagerSalt Lake City Department of AirportsMarch 2021*Stefhan BennettPolice CaptainAirport Bureau* Salt Lake City Corporation employees assigned to the AirportMedardo GomezDirector Operational Readiness & TransitionPeter L. HigginsChief Operating OfficerJasen AsayCommunication Manager*Cate BrabsonSenior City AttorneyTina NeeExecutive AssistantNick MeskerAsst. Maintenance Director - Technology*Megan DepaulisSenior City AttorneyDRAFT
8
SALT LAKE CITY DEPARTMENT OF AIRPORTS
STAFFING DOCUMENT
FY 2021 BUDGET AND FY 2022 BUDGET REQUEST
FY 21 FY 22
FTE FTE
Executive Director's Office 6.00 6.00
Commercial Services 16.00 16.00
Finance and Accounting 16.50 16.50
Information Technology 37.00 37.00
Maintenance 293.50 294.50
Planning and Environmental 9.00 9.00
Engineering 31.00 31.00
Operations 197.80 196.80
Public Relations 4.00 4.00
Total Positions - Department of Airports 610.80 610.80
FY 21 FY 22
FTE FTE
STAFFING - EXECUTIVE DIRECTOR'S OFFICE
Executive Director's Office
Executive Director 1.00 1.00
Executive Assistant 1.00 1.00
Airport Construction Project Coordinator 1.00 1.00
Director ORAT 1.00 1.00
Office Techinician II 1.00 1.00
Training & Employee Services
Administrative Secretary I 1.00 1.00
Total Positions - Director's Office 6.00 6.00
STAFFING - COMMERCIAL SERVICES DIVISION
Administration
Director Administration and Commercial Services 1.00 1.00
Administrative Secretary II 1.00 1.00
Admin. Assistant / Airport GRAMA Coordinator 1.00 1.00
Commercial Services
Commercial Manager 1.00 1.00
Property and Real Estate Manager 1.00 1.00
Contract and Procurement Manager 1.00 1.00
Business Development Manager 1.00 1.00
Airport Tenant Relations Coordinator 1.00 1.00
Airport Property Specialist I / II 3.00 4.00
Airport Contract Specialist I / II 3.00 2.00
Airport Risk Management Coordinator 1.00 1.00
Commercial Program Specialist 1.00 1.00
Total Positions - Commercial Services 16.00 16.00
Position Title
Division
DRAFT
9
SALT LAKE CITY DEPARTMENT OF AIRPORTS
STAFFING DOCUMENT
FY 2021 BUDGET AND FY 2022 BUDGET REQUEST
FY 21 FY 22
FTE FTE
STAFFING - FINANCE AND ACCOUNTING DIVISION
Administration
Director of Finance and Accounting 1.00 1.00
Construction Accounting and Funding
Construction Finance Manager 1.00 1.00
Financial Analyst III / IV 1.00 1.00
Accountant II / III 2.00 2.00
General Accounting and Financial Reporting
Controller 1.00 1.00
Airport Finance Manager 1.00 1.00
Accountant I / II / III 3.00 3.00
Airport Revenues and Statistics
Airport Finance Manager 1.00 1.00
Accountant I / II / III 3.00 3.00
Part-time/Accounting Intern 0.50 0.50
Internal Audit
Auditor III 2.00 2.00
Total Positions - Finance and Accounting 16.50 16.50
STAFFING - INFORMATION TECHNOLOGY
Information Systems
Director Information Technology 1.00 1.00
Information Technology Manager 1.00 1.00
Network Engineering Team Manager 0.00 1.00
Network System Engineer I / II / III 4.00 3.00
Senior Software Engineer 1.00 1.00
Software Support Admin II 1.00 1.00
Network Support Administrator I / II / III 6.00 6.00
Technical System Analyst II / III / IV 1.00 1.00
Telecommunications
Network Support Team Manager 1.00 1.00
Network Support Administrator III 2.00 2.00
Network Systems Engineer II 1.00 1.00
Technical Systems
Airport Special Systems Manager 1.00 1.00
Technical Systems Program Manager 3.00 3.00
Technical Systems Analyst I / II / III / IV 3.00 3.00
Network Support Administrator I / II / III 11.00 11.00
Total Positions - Information Technology 37.00 37.00
Position Title
DRAFT
10
SALT LAKE CITY DEPARTMENT OF AIRPORTS
STAFFING DOCUMENT
FY 2021 BUDGET AND FY 2022 BUDGET REQUEST
FY 21 FY 22
FTE FTE
STAFFING - MAINTENANCE DIVISION
Maintenance Administration
Director of Airport Maintenance 1.00 1.00
Assistant Maintenance Director 3.00 4.00
Computer Maintenance Mgmt Systems Administrator 1.00 1.00
Aviation Services Manager 1.00 1.00
Airport Maintenance Manager 1.00 1.00
Facilities Maintenance Warranty Comm Manager 0.00 1.00
Civil Maintenance Warranty 1.00 1.00
Facilities Support Coordinator 2.00 3.00
Tech Systems Analyst IV 1.00 1.00
Management Analyst 1.00 1.00
Technical Systems Manager 1.00 0.00
Airport Facilities Asset Manager 1.00 1.00
Airport Budget & Special Project Coordinator 1.00 2.00
Office Facilitator I / II 1.00 1.00
Intern 0.50 0.50
Fleet Maintenance
Airport Fleet Manager 1.00 1.00
Airport Fleet/Warehouse Operations Manager 1.00 1.00
Fleet Management Service Supervisor 4.00 4.00
Facilities Maint. Coordinator 1.00 1.00
Senior Fleet Mechanic 6.00 5.00
Fleet Body Repair and Painter 1.00 1.00
Fleet Mechanic 19.00 20.00
Fleet Services Worker 1.00 1.00
Airfield & Grounds Maintenance
Airport Maintenance Ops Support Manager 1.00 1.00
Senior Airport Grounds Supervisor 4.00 4.00
Airfield Maintenance Supervisor 1.00 9.00
Facilities Maintenance Supervisor 9.00 1.00
Airfield Maintenance Equipment Operator I / II / III / IV 89.00 89.00
Senior Florist 1.00 1.00
Structural Maintenance
Senior Facilities Maintenance Supervisor 1.00 1.00
Facilities Maintenance Supervisor 1.00 1.00
Carpenter II 9.00 6.00
General Maintenance Worker III 2.00 2.00
Painter II 7.00 5.00
Airport Signs Graphic Design Supervisor 1.00 1.00
Airport Lead Sign Technician 3.00 3.00
Electrical Support
Airport Maintenance Manager 1.00 1.00
Airfield Electrical Supervisor 4.00 4.00
Airport Lighting & Sign Technician 0.00 2.00
Airfield Maint. Electrician 17.00 20.00
Airport Maint. Electrician I / II / III 2.00 1.00
Position Title
DRAFT
11
SALT LAKE CITY DEPARTMENT OF AIRPORTS
STAFFING DOCUMENT
FY 2021 BUDGET AND FY 2022 BUDGET REQUEST
FY 21 FY 22
FTE FTE
STAFFING - MAINTENANCE DIVISION - continued
South Valley Regional Airport
Airfield Maintenance Supervisor 1.00 1.00
Airport Grounds/Pavement Supervisor 1.00 1.00
Preventative Maintenance
Senior Facilities Maintenance Supervisor 1.00 2.00
Facilities Maintenance Coor Supervisor 4.00 7.00
HVAC Specialist 1.00 1.00
General Maint. Worker III / IV / V 6.00 4.00
Maintenance Electrician III / IV 3.00 3.00
HVAC Technician II 8.00 8.00
Plumber II 1.00 0.00
Airport Lighting & Sign Technician 5.00 3.00
Janitorial Contracts Maintenance
Aviation Services Manager 0.00 1.00
Facilities Maintenance Contract Administrator 1.00 1.00
Facilities Support Coordinator 2.00 1.00
Facilities Contract Compliance Specialist 6.00 6.00
Glycol Treatment Facility
Airport Maintenance Manager 1.00 1.00
Facilities Maintenance Coordinator 6.00 6.00
Electronics Security Hardware
Technical Systems Manager 2.00 2.00
Facilities Maintenance Supervisor 3.00 3.00
Electronic Security Technician 14.00 12.00
Facilities / Airlines Services
Senior Facilities Maintenance Supervisor 1.00 0.00
Facilities Maintenance Coor Supervisor 1.00 1.00
Aviation Svcs Tech Sys Admin 1.00 1.00
Plant Coordinator Supervisor 1.00 0.00
Facilities Maintenance Coordinator 13.00 18.00
Facilities Maintenance Warranty 1.00 0.00
Warehouse
Warehouse Supervisor 1.00 1.00
Airport Procurement Specialist 1.00 0.00
Senior Warehouse Operator 2.00 4.00
Warehouse Support Worker 2.00 1.00
Total Positions - Maintenance 293.50 294.50
Position Title
DRAFT
12
SALT LAKE CITY DEPARTMENT OF AIRPORTS
STAFFING DOCUMENT
FY 2021 BUDGET AND FY 2022 BUDGET REQUEST
FY 21 FY 22
FTE FTE
STAFFING - PLANNING AND ENVIRONMENTAL
Planning and Environmental Services
Director of Airport Planning/Capital Program 1.00 1.00
Airport Environmental Program Manager 1.00 1.00
Airport Senior Planner 2.00 3.00
Airport Principal Planner 1.00 0.00
Associate Planner 1.00 0.00
Airport Senior Environmental and Sustainability Coordinator 1.00 1.00
Environmental Specialist I / II 1.00 1.00
Airport Planning Programs Coordinator 0.00 1.00
Office Facilitator I 1.00 1.00
Total Positions - Planning and Environmental 9.00 9.00
STAFFING - ENGINEERING DIVISION
Administration
Director of Engineering 1.00 1.00
Civil Engineering and Construction Administration
Senior Engineer Project Manager 1.00 1.00
Engineer VII 2.00 2.00
Engineer VI 2.00 2.00
Engineer V 1.00 1.00
Airport Construction Manager 3.00 3.00
Airport Surveyor 1.00 1.00
Engineering Technician VI 2.00 2.00
Engineering Technician V 3.00 3.00
Engineering Technician IV 1.00 1.00
Airport Field Technician 1.00 1.00
Engineering Construction Program Manager 1.00 1.00
Architectural Services
Airport Senior Architectural Manager 1.00 1.00
Senior Architect 1.00 1.00
Geographic Information System (GIS) Manager 1.00 1.00
Airport Architect 1.00 1.00
GIS Program Analyst 2.00 2.00
Architectural Associate IV 1.00 1.00
Administration Support
Project Coordinator II / III 2.00 2.00
Airport Construction Project Coordinator 1.00 1.00
Engineering Records Program Specialist 1.00 1.00
Office Facilitator 1.00 1.00
Total Positions - Engineering 31.00 31.00
Position Title
DRAFT
13
SALT LAKE CITY DEPARTMENT OF AIRPORTS
STAFFING DOCUMENT
FY 2021 BUDGET AND FY 2022 BUDGET REQUEST
FY 21 FY 22
FTE FTE
STAFFING - OPERATIONS DIVISION
Administration
Chief Operating Officer 1.00 1.00
Director of Airport Operations 1.00 1.00
Assistant Operations Director 3.00 3.00
Airport Operations Mgr - Safety Program 1.00 1.00
Airport Operations Management Analyst 1.00 1.00
Office Facilitator II 1.00 1.00
Operations Intern 1.00 1.00
Airfield Operations
Airport Operations Manager - Airfield 14.00 14.00
Airport Operations Specialist - Airfield 23.00 21.00
South Valley Regional Airport FBO
Airport Operations Manager - Airfield/FBO 1.00 1.00
Airport Operations Agent - FBO 6.00 6.00
Airport Operations Technician 2.50 2.50
Airport Operations Customer Service Representative 1.00 1.00
Landside / Terminal Operations
Airport Operations Manager - Terminals 2.00 2.00
Airport Operations Specialist - Terminals 25.00 25.00
Airport Operations Parking Manager 1.00 1.00
Airport Operations Terminal Landside Supervisor 10.00 11.00
Airport Landside Program Supervisor 1.00 0.00
Airport Operations Duty Agent 14.00 14.00
Airport Landside Operations Officer 37.00 36.00
Access Control
Airport Operations Manager - Access Control 1.00 1.00
Airport Operations Supervisor - Access Control 1.00 1.00
Airport Operations Access Control Coordinator 1.00 1.00
Access Control Specialist 7.00 7.00
Airport Operations Security Specialist 2.00 2.00
Airport Operations Duty Agent Supervisor 1.00 1.00
Control Center
Airport Operations Manager - Communications 1.00 1.00
Airport Operations Supervisor - Communications 5.00 5.00
Airport Operations Training Supervisor - Communications 1.00 1.00
Airport Operations Lead Coordinator 4.00 4.00
Airport Operations Communications Coordinator I / II 12.00 14.00
Regular Part-Time/Paging Operator 0.30 0.30
Position Title
DRAFT
14
SALT LAKE CITY DEPARTMENT OF AIRPORTS
STAFFING DOCUMENT
FY 2021 BUDGET AND FY 2022 BUDGET REQUEST
FY 21 FY 22
FTE FTE
STAFFING - OPERATIONS DIVISION - continued
Safety Program
Airport Engagement Coordinator 1.00 1.00
Airport Employment Services Coordinator 1.00 1.00
Airport Training Coordinator 1.00 1.00
Airport Safety Coordinator 3.00 3.00
Ground Transportation
Airport Operations Manager - Ground Transportation 1.00 1.00
Airport Landside Operations Supervisor 1.00 1.00
Airport Operations Specialist - Commercial Vehicle Inspector 3.00 3.00
Office Technician II 1.00 1.00
Airport Volunteer Program
Airport Operations Manager - Customer Service 1.00 1.00
Airport Customer Service Supervisor 1.00 1.00
Airport Customer Service Representative 1.00 1.00
Total Positions - Operations 197.80 196.80
STAFFING - PUBLIC RELATIONS DIVISION
Public Relations
Director Airport Public Relations & Marketing 1.00 1.00
Air Service Development Manager 1.00 1.00
Airport Communication Manager 0.00 1.00
Airport Communication Coordinator 0.00 1.00
Airport Community Outreach Manager 1.00 0.00
Airport Public Relations Manager 1.00 0.00
Total Positions - Public Relations 4.00 4.00
Position Title
DRAFT
15
SALT LAKE CITY DEPARTMENT OF AIRPORTS
FY 2022 TRAVEL BUDGET
Sponsoring # FY22
Description Agency Attendants Requested
Executive Director and Staff
AAAE Annual Aviation Issues Conference AAAE 1 3,500$
AAAE Annual Conference AAAE 1 3,500
ACI-NA Annual Conference ACI-NA 1 2,500
Airports @ Work Conference ACI-NA 1 3,500
ARP/ NCP Meetings 1 10,000
Bond Sale Meetings 1 6,000
CEO Forum & Winter BOD Meeting ACI-NA 1 3,500
IAAP Annual Conference IAAP 1 3,500
Meetings with Delta Airlines 1 5,000
Passenger Terminal Expo & Conference PTE 1 6,500
Washington Legislative Conference AAAE / ACI-NA 1 2,500
Sub-Total 50,000$
Engineering
ACI-NA Annual Conference ACI-NA 2 6,000$
Airfield Pavement Design & Construction Seminar AAAE 1 2,500
Airfield Pavement Maintenance & Evaluation AAAE 1 2,500
Airport Planning Design & Construction AAAE 3 6,000
Airports @ Work Conference ACI-NA 2 5,000
American Congress Survey & Mapping Conference ACSM 1 2,500
Bond Related Travel 1 5,500
ESRI Annual Users Conference ESRI 1 2,700
Geospatial Technologies Conference AAAE 1 2,800
Miscellaneous 1 5,000
NW Mountain Region Airports Conference FAA 3 4,500
Sub-Total 45,000$
Commercial Services
AAAE Annual Conference AAAE 1 1,900$
AAAE Certification AAAE 1 6,000
Risk Management Conference ACI-NA 1 1,700
ACI-NA Annual Conference ACI-NA 1 2,500
ARP Workshops, ARP Design Workshops 1 9,000
Business of Airports Conference ACI-NA 3 9,100
IRWA Annual Conference IRWA 1 2,000
NAGARA Annual Conference NAGARA 1 2,000
Western Regional Airport Property Managers Conference WRAPM 4 9,900
Sub-Total 44,100$
Public Relations
Air Service Data Seminar ACI-NA 1 2,500$
Air Service Marketing Conference Routes America 1 4,000
Air Service Marketing meetings with Airlines 1 3,000
Boyd Group Leadership Conference The Boyd Group 1 2,800
Government Social Media Conference GSMCON 1 1,700
JumpStart ACI-NA 1 2,500
MarCom Conference ACI-NA 2 5,000
Public Information Officer Conference Utah PIO Association 1 1,000
Utah Tourism Conference Utah Office of Tourism 1 1,500
Arts in The Airport Workshop AAAE 1 2,500
Sub-Total 26,500$
DRAFT
16
SALT LAKE CITY DEPARTMENT OF AIRPORTS
FY 2022 TRAVEL BUDGET
Sponsoring # FY22
Description Agency Attendants Requested
Finance and Accounting
AAAE CIP Workshop AAAE 2 4,000$
AAAE Finance and Admin Conference AAAE 2 5,000
ACI Annual Conference ACI-NA 1 2,500
ACI Business of Airports Conference ACI-NA 2 4,000
ACI CFO Summit ACI-NA 1 2,000
Association of Internal Auditors Annual Conference AAIA 2 4,000
Discuss Oracle and Unifier programs with other airports Oracle 1 1,500
FAA Northwest Region Airports Conference FAA 1 2,000
GFOA Annual Conference GFOA 2 4,000
Misc. Bond / ARP Travel 1 5,500
National Association of Construction Auditors Conference NACA 1 2,000
Rating agency update 1 2,000
UGFOA Annual Conference UGFOA 2 2,500
Sub-Total 41,000$
Information Technology
ACI Annual Conference ACI-NA 1 2,000$
Annual end users meeting of Honeywell security systems users Honeywell 2 3,000
Annual Security Professional Standards Guidelines Expo ASIS 1 1,500
Association of Public Safety Communications & Motorola Trunk Users Group APCO / MTUG 1 2,800
BICSI Fall Conference & Exhibition BICSI 1 3,000
Factory Certification - Video Pelco 2 3,000
HP / Aruba Conference HP 2 4,600
IED Factory Training IED 2 3,000
IPI Confernece and Expo IPI 1 2,000
Largest US Physical security event held annually in Las Vegas ISC West 3 2,300
Technical training / Conference 1 2,100
Unifier conference Unifier 1 2,000
Sub-Total 31,300$
Planning and Environmental
AAAE Annual Conference & Exposition AAAE 2 4,400$
ACI Annual Conference & Exhibition ACI-NA 1 4,400
Airport Business Diversity Conference AMAC 1 2,200
Airport System Planning & Design UC Berkley 1 4,500
Airports at Work Conference ACI-NA 1 2,200
APA National Planning Conference APA 1 2,400
Misc. Environmental Conference / Workshops ACI-NA 1 2,200
Miscellaneous Travel 1 4,000
National Civil Rights Training Conference USDOT 1 2,200
NW Mountain Region Airports Conference FAA 2 4,400
Prevailing Wage Seminar USDOL / WHD 1 2,200
Sustainability Conference/workshop 1 2,400
Utah Airport Operators' Association Fall Conference UAOA 1 600
Utah Airport Operators' Association Spring Conference UAOA 1 800
Utah Weed Control Association Conference UWCA 1 800
Sub-Total 39,700$
Legal
ACI-NA Annual Conference 2 3,500$
ACI-NA Legal Affairs Spring Conference 2 3,500
F. Russell Hoyt National Airports Conference or Annual Conference 1 3,000
Sub-Total 10,000$
DRAFT
17
SALT LAKE CITY DEPARTMENT OF AIRPORTS
FY 2022 TRAVEL BUDGET
Sponsoring # FY22
Description Agency Attendants Requested
Operations
AAAE Annual Conference and Exposition AAAE 2 5,000$
ACI-NA Annual Conference ACI-NA 1 2,500
ACI-NA Fall Public Safety & Security Conference ACI-NA 1 3,000
Airport Customer Experience Symposium AAAE / ACI-NA 2 4,000
Airport Emergency Managers Symposium AAAE 1 2,000
Airport Facilities Management Conference NWAAAE / AAAE 2 4,000
Airport Ground Transportation Association Annual Conference AGTA 1 2,500
Airports @ Work Conference ACI-NA 1 2,500
American Society of Safety Professionals ASSP 1 2,000
ARFF Chiefs and Leadership School AAAE / ARFFWG 3 7,000
ARFF Working Group Annual Conference ARFFWG 3 7,000
Aviation Issues Conference AAAE 1 3,000
Bird Strike Committee Meeting AAAE 1 2,500
Bureau of Criminal Identification Annual Training BCI 2 2,000
Cornerstone Convergence Conference Cornerstone 1 3,000
F. Russell Hoyt National Airports Conference AAAE 2 4,000
Honewell Connect Annual Conference Honeywell 1 2,500
Hub Airports Winter Operations & Deicing Conference NEAAAE / AAAE 2 4,000
Inernational Parking Institute Annual Conference IPI 1 2,500
Intial and Recurrent ARFF Training DFW FTRC 39 165,000
National ADA Symposium ADA National Network 1 2,000
National Civil Rights Training Conference for Airports FAA 1 2,000
National Emergency Number Association Annual Conference NENA 1 2,500
National Parking Association Annual Conference NPA 1 2,000
National Safety Council Congress & Expo NSC 2 5,000
NW Mountain Region Airports Conference FAA 1 2,000
NWAAAE Annual Conference NWAAAE 2 4,000
Open Doors Annual Conference Open Doors 1 2,000
Operations and Technical Affairs Committee Meeting ACI 1 2,500
Parking and Landside Management Workshop AAAE 1 2,000
Peer Reviews 1 1,500
Runway Safety Summit AAAE 1 2,500
Safety Management Systems Conference AAAE 1 2,000
Snow Symposium NEAAAE 1 2,500
Taxi, Limo, Paratransport Association Annual Conference TLPA 1 2,500
Unmanned Aircraft Systems Integration Conference AAAE 1 2,000
Utah Airport Operators Association Fall Conference UAOA 3 3,000
Utah Airport Operators Associtaion Spring Conference UAOA 3 3,000
Utah Weed Control Association Annual Meeting UWCA 2 2,000
Versaterm Annual Conference Versatern 1 2,000
Sub-Total 279,000$
DRAFT
18
SALT LAKE CITY DEPARTMENT OF AIRPORTS
FY 2022 TRAVEL BUDGET
Sponsoring # FY22
Description Agency Attendants Requested
Operational Readiness, Activation, and Transition
AAAE Annual Conference & Expo AAAE 1 2,800$
AAAE Orat Aviation AAAE 1 2,600
ACRP Workshop ACRP 1 700
APTA Annual Conference APTA 1 2,400
Board of Examiners retreat AAAE 1 400
Board of Examiners retreat AAAE 1 400
F Russell Hoyt National Airports Conference AAAE 1 2,600
UAOA Fall Conference UAOA 1 1,200
UAOA Spring Conference UAOA 1 1,200
Sub-Total 14,300$
Maintenance
AAAE AFMC AAAE 3 4,500$
AAAE Airport Planning Design & Construction Symposium AAAE 1 2,000
AAAE Annual Conference & Expo AAAE 1 2,500
AAAE International Aviation Snow Symposium AAAE 2 5,000
AAAE Large Hub Winter Operations Conference AAAE 2 5,000
AAAE/FAA Airfield Signs Systems & Maint. Mgmt Workshop AAAE 1 2,000
ACI-NA Airports @ Work ACI-NA 1 2,500
ACI-NA Annual Conference ACI-NA 4 2,500
ADB Safegate/Electric West Training ADB 2 5,000
Critical Facilities Summit 1 2,000
Day Trips 2 1,000
Deice Conference 1 2,000
EAMS / CMMS Working Group 2 4,500
Equipment Inspections-Fire truck 2 3,000
F Russell Hoyt National Airports Conference AAAE 1 2,500
FAA Informational Conferences FAA 1 2,500
IES Aviation Lighting Committee Technology Meeting IES 3 9,000
IFMA Spring Symposium IFMA 2 4,000
IFMA World Workplace IFMA 4 12,000
ISC West Security and Electronics Conference ISC 2 3,000
ISSA Interclean Conference ISSA 2 5,000
NFMT National Facilities Management Conference NFMT 3 6,000
UAOA Fall Conference UAOA 3 3,000
UAOA Spring Conference UAOA 3 3,000
Sub-Total 93,500$
Salt Lake City Department of Airport Totals 674,400$
DRAFT
19
SALT LAKE CITY DEPARTMENT OF AIRPORTS
SOURCES AND USES OF FUNDS
FOR FISCAL YEARS ENDED JUNE 30, 2021 AND 2022
Funds Available as of 7/1/20
Unrestricted Funds
Total Funds Available as of 7/1/20 667,371,989$
Sources of Funds
Net Decrease to Reserves from Operations (38,635,100)
Grants and Other Funds for Capital Projects 34,348,000
General Airport Revenue Bonds (GARBs) -
Passenger Facility Charges 43,000
Customer Facility Charges 12,126,000
7,881,900
Uses of Funds
Capital Projects 30,259,000
Capital Equipment 2,045,100
32,304,100
Estimated Funds Available as of 7/1/21 642,949,789$
Sources of Funds
Net Decrease to Reserves from Operations (54,456,600)$
Grants and Other Funds for Capital Projects 2,950,500
General Airport Revenue Bonds (GARBs)351,463,000
Passenger Facility Charges -
Customer Facility Charges -
299,956,900
Uses of Funds
Capital Projects 391,158,000
Capital Equipment 6,138,800
397,296,800
Estimated Funds Available as of 7/1/22 545,609,889$
DRAFT
20
SALT LAKE DEPARMENT OF AIRPORTSCAPITAL EQUIPMENTFY 2021 BUDGET DescriptionN= New R= ReplaceQtyFY 22 Airport FundsAirfield Terminals LandsideRoads & GroundsOtherFleet Equipment20 Foot Enclosed Trailer w/AC,Storage,Shelves R 1 25,000$ 25,000$ -$ -$ -$ -$ 25,000$ 22 Foot Wausau BMP 2250 Runway PlowR 150,000 50,000 50,000 Caterpillar C244B Asphalt RollerR 1 120,000 120,000 60,000 60,000 Chevrolet Bolt Electric CarN 140,000 40,000 20,000 20,000 Diesel Convaults 8,000 Gallon CapacityN 145,000 45,000 45,000 Eldorado 40' Electric/Hydrogen Shuttle BusN 1 1,200,000 1,200,000 900,000 300,000 F150 Crew Cab Truck w/light packageN 3 135,000 135,000 67,500 67,500 F150 Crew Cab w/lighting packageR 142,000 42,000 31,500 10,500 Flatbed Trailer/7X23 Foot w/rampsR 110,000 10,000 5,000 5,000 Ford Edge / Chevrolet Bolt ElectricR 130,000 30,000 15,000 15,000 Ford Edge HybridR 140,000 40,000 40,000 Ford Edge HybridR 130,000 30,000 30,000 Ford Edge or Hybrid SUV/TruckR 130,000 30,000 30,000 Ford Escape / Small SUVN 127,000 27,000 13,500 13,500 Ford F150 Crew CabN 130,000 30,000 22,500 7,500 Ford F-350 Crew Cab w/dump bedN 2 108,000 108,000 54,000 54,000 Ford F350 Single CabR 145,000 45,000 22,500 22,500 Ford F-350 Truck w/Utility Bed & Lift GateN 290,000 90,000 81,000 9,000 Ford Ranger Pickup TruckN 132,000 32,000 22,400 9,600 Ford Ranger w/Roof Rack & Tool BoxesN 135,000 35,000 7,000 7,000 21,000 Ford Transit Connect Cargo Van N 126,000 26,000 19,500 6,500 Ford Transit Connect Cargo Van w/shelves & ladder rack N 130,000 30,000 22,500 7,500 Genie Shelf PickerN 118,000 18,000 18,000 Hali Brite Runway Closure MarkerR 123,000 23,000 23,000 International 4,000 Gallon Fuel TankerN 1 225,000 225,000 56,250 56,250 56,250 56,250 - International HV 5th Wheel Runway TruckR 1 225,000 225,000 225,000 International HV 6000 Gallon Runway Deicing TruckR 1 350,000 350,000 350,000 International MV Service/Lube TruckR 1 200,000 200,000 100,000 50,000 50,000 International Versa Lift Bucket TruckR 1 300,000 300,000 75,000 150,000 75,000 John Deere 20' Field MowerR 127,000 27,000 27,000 John Deere Field TractorR 1 120,000 120,000 60,000 60,000 Kobuta UTV w/plow and spreaderN 125,000 25,000 25,000 Kubota Utility Vehicle w/Plow & SpreaderR 125,000 25,000 25,000 Kubota UTV w/plow and spreaderR 125,000 25,000 6,250 6,250 12,500 Landa Mobile Pressure WasherR 120,000 20,000 5,000 5,000 5,000 5,000 Line Lazer V250DCR 135,000 35,000 28,000 7,000 Oshkosh Ramp SnowblowerR 1 800,000 800,000 800,000 Rosenbauer Panther ARFF 6X6 Fire TruckR 1 1,000,000 1,000,000 750,000 250,000 Taylor Dunn Loadmaster N 112,500 12,500 12,500 Taylor Dunn Loadmaster Electric CartN 225,000 25,000 25,000 Tilt Deck Trailer 10k RatedR 112,000 12,000 2,400 2,400 7,200 Tilt Deck Trailer 14k RatedR 118,000 18,000 9,000 9,000 Tropos or Taylor Dunn Electric TruckN 250,000 50,000 50,000 Tropos or Taylor Dunn Electric TruckN 250,000 50,000 50,000 Vermeer VTX50-500 Vactor TrailerN 190,000 90,000 45,000 45,000 LocationDRAFT
21
SALT LAKE DEPARMENT OF AIRPORTSCAPITAL EQUIPMENTFY 2021 BUDGET DescriptionN= New R= ReplaceQtyFY 22 Airport FundsAirfield Terminals LandsideRoads & GroundsOtherLocationFleet Equipment ContinuedWanco Traffic Construction Sign R 1 20,000 20,000 10,000 10,000 Wanco Traffic Construction Sign R 1 20,000 20,000 10,000 10,000 Total Fleet Equipment 5,935,500$ 5,935,500$ 2,694,400$ 635,800$ 1,234,250$ 214,750$ 1,156,300$ Other EquipmentNetwork Fiber Distribution Switches R 2 30,000 30,000 30,000 Paging System One Head End Migration to Desigo R 1 133,300 133,300 100,000 33,300 Single Phase Toshiba UPS & Extended Batter Cabinet R 1 25,000 25,000 12,500 12,500 Wolf 60" Stove/Range R 1 15,000 15,000 15,000 Total Other Equipment 203,300$ 203,300$ 12,500$ -$ 100,000$ -$ 90,800$ Total Capital Equipment6,138,800$ 6,138,800$ 2,706,900$ 635,800$ 1,334,250$ 214,750$ 1,247,100$ DRAFT
22
SALT LAKE CITY DEPARTMENT OF AIRPORTSCAPITAL IMPROVEMENT PROGRAMFY 2018 BUDGETAnticipated FundingPage #AUA Cost Center / Project TitleEstimated Completion DateEstimated Cost at CompletionAIP Federal Grants PFC Paygo CFC GARBS Other Grants Airport / Tenant Total FundsAirfield24Pump House #5 RenovationsJun-22928,000 928,000 928,000 25Pump Station & Diversion Valve for North Cargo Deicing Pad Jun-221,300,000 1,300,000 1,300,000 26Gate 39 ReconstructionJun-22165,000 165,000 165,000 27North Cargo Apron DevelopmentOct-2225,605,000 25,605,000 25,605,000 28Taxiway F Reconstruction (G-F1)Oct-22580,000 580,000 580,000 29Taxiway P, N, & H3 Pavement RehabilitationOct-221,620,000 1,620,000 1,620,000 30Taxiway Q Pavement RehabiliationAug-221,646,000 1,646,000 1,646,000 Subtotal Airfield31,844,000$ -$ -$ -$ -$ -$ 31,844,000$ 31,844,000$ Auxiliary Airports31BLM Access RoadJun-221,660,000 1,660,000 1,660,000 32BLM ApronJun-222,731,000 2,731,000 2,731,000 Subtotal Auxiliary Airports4,391,000$ -$ -$ -$ -$ -$ 4,391,000$ 4,391,000$ Landside33Landside Lighting Wire Replacement (Construction)Nov-211,566,000 1,566,000 1,566,000 34Electric Vehicle Charging Stations FY22Oct-21439,000 219,500 219,500 439,000 35Roadway Entrance Feature & Landscape EnhancementsJun-22250,000 250,000 250,000 Subtotal Landside2,255,000$ -$ -$ -$ -$ 219,500$ 2,035,500$ 2,255,000$ Other Capital Improvements36East Side DevelopmentJun-221,205,000 1,205,000 1,205,000 Subtotal Other Capital Improvements1,205,000$ -$ -$ -$ -$ -$ 1,205,000$ 1,205,000$ Total On-going CIP39,695,000$ -$ -$ -$ -$ 219,500$ 39,475,500$ 39,695,000$ 37Terminal Redevelopment Program (TRP)164,849,000$ -$ -$ -$ 164,849,000$ -$ -$ 164,849,000$ 38North ConcourseProgram (NCP)186,614,000$ -$ -$ -$ 186,614,000$ -$ -$ 186,614,000$ Total On-going TRP & NCP351,463,000$ -$ -$ -$ 351,463,000$ -$ -$ 351,463,000$ Grand Total Capital Improvement Program391,158,000$ -$ -$ -$ 351,463,000$ 219,500$ 39,475,500$ 391,158,000$ DRAFT
23
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Pump House #5 Renovations (Construction)
Project Description:
This project will renovate the mechanical systems at pump house #5, the midfield pump station. Work will
include installation of an additional storm water pump, new pump controls, and installation of an in-line flow
meter in the discharge piping.
Project Justification:
Pump house #5 was constructed in 2000 and is in need of renovations to ensure continued, reliable
operation. The renovations in this project will add a third pump to increase capacity, new pump controls to
allow for better pump management and utilization, and a flow meter to measure discharge volume.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
November 2019 2BAugust 2021 3BJune 2022
4BConstruction
Cost
5BConstruction
Administration Testing Expenses Contingency
Estimated
Cost at
Completion
$824,000 $8,000 $4,000 $10,000 $82,000 $928,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - -- $928,000
PROJECT LOCATION
DRAFT
24
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Pump Station & Diversion Valve for North Cargo Deicing Pad
Project Description:
This project will add a new pump station with a diversion valve to manage the storm water runoff from the
North Cargo apron during deicing conditions.
Project Justification:
The cargo carriers operating at the North Cargo apron currently deice on the apron resulting in a large
volume of runoff containing deicing fluid that is collected during the deicing season. Adding a new pump
station and diversion valve will allow for better management of the apron deicing collection system. During
periods when deicing is not required, storm water containing trace or residual amounts of deicing fluid can
be diverted to the storm drain system rather than the deicing fluid recycling facility. This will reduce the
amount of storm water that is processed at the facility reducing operating costs and increasing the efficiency
of the recycling facility.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BApril 2022 3BSeptember 2022
4BConstruction
Cost
5BDesign, Construction
Admin. & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$1,000,000 $120,000 $10,000 $70,000 $100,000 $1,300,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $1,300,000
PROJECT LOCATION
DRAFT
25
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Gate 39 Reconstruction (Design)
Project Description:
This project will reconstruct Gate 39 to allow 2-way airfield traffic access and provide a more direct path to
the new terminal area apron. Work will include demolition of existing asphalt pavement, unclassified
excavation, placement of engineered fill, placement of new portland cement concrete pavement,
constructing a 10-ft x 20-ft guard shack, prefabricated canopy, and installation of CASS and CCTV related
equipment.
Project Justification:
Gate 39 provides access to the new terminal area apron from the southwest side of the Airport. With the
current demolition of the Airport facilities under the Terminal Redevelopment Program, there is an increased
need to provide essential services to the new terminal area apron from the west side of the Airport.
Increased commercial vehicle traffic at existing Gate 40 has caused operational and safety issues with
vehicles having to wait within the taxilane object free area of Taxilane 1. This project will modify existing
Gate 39 to allow for more capacity through the gate and Gate 40 will be eliminated as an airfield access.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BTBD 3BTBD
4BConstruction
Cost 5BDesign Testing Expenses Contingency
Estimated
Cost at
Completion
- $160,000 $5,000 - - $165,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $165,000
PROJECT LOCATION
DRAFT
26
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: North Cargo Apron Development (Construction)
Project Description:
This project will expand the development of the North Cargo area by providing site infrastructure to support
future cargo development. Work will include site preparation, utilities, access road development, and
portland cement concrete paving of a common use aircraft parking apron.
Project Justification:
Existing cargo facilities in the North Cargo area do not have the capacity to accommodate growth in
expected air cargo traffic. This project will develop a site that will allow SLCDA to increase its air cargo
handling capacity.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
March 2021 2BAugust 2021 3BSeptember 2022
4BConstruction
Cost
5BConstruction Admin.
& Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$22,404,000 $133,000 $577,000 $250,000 $2,241,000 $25,605,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - -- $25,605,000
PROJECT LOCATION
DRAFT
27
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Taxiway F Reconstruction (G-F1) (Design)
Project Description:
This project part of a continuing program to maintain the Airport's infrastructure by replacing pavement that
has reached the end of its useful life. The project will consist of replacing the pavement on Taxiway F
between Taxiways G and F1. Work will include demolition of existing concrete pavement, unclassified
excavation, placement of engineered fill, placement of new portland cement concrete pavement, and
installation of new taxiway edge and centerline lighting.
Project Justification:
Taxiway F connects Runway 16R-34L and Runway 16L-34R with the terminal area. It has a high volume
of aircraft use because it serves as a major taxi route for arriving and departing aircraft. The taxiway
concrete panels constructed in 1988 are showing signs of pavement distress including surface spalling, full
depth slab cracking, and corner breaking indicating that the pavement is at the end of its service life. This
area has received multiple patches where the concrete has settled indicating possible base failure. This
project will make a significant contribution to safety and capacity by ensuring that the taxiway pavement
integrity is preserved.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BTBD 3BTBD
4BConstruction
Cost 5BDesign Testing Expenses Contingency
Estimated
Cost at
Completion
- $570,000 $10,000 - - $580,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $580,000
PROJECT LOCATION
DRAFT
28
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Taxiway P, N, & H3 Pavement Rehabilitation
Project Description:
This project is a continuing phase to maintain the Airport’s infrastructure. This project will remove and
replace 3 inches of asphalt pavement on the south half of Taxiway P, all of Taxiway N, and Taxiway H3 to
the runway hold short line including a 1-inch overlay on the shoulders.
Project Justification:
Taxiways P, N, and H3 are showing signs of distress and require corrective action to avoid further aging
and deterioration. The June 2019 Pavement Condition Index (PCI) for these taxiways range from 60 - 65,
indicating that the pavement is in fair condition. Although the pavement receives periodic maintenance to
fill cracks and repair minor pavement deficiencies, an overlay of these taxiways is required to extend the
useful life of the pavement.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BMay 2022 3BJuly 2022
4BConstruction
Cost
5BDesign, Construction
Admin. & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$1,322,000 $139,000 $26,000 $1,000 $132,000 $1,620,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $1,620,000
PROJECT LOCATION
DRAFT
29
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Taxiway Q Pavement Rehabilitation
Project Description:
This project is a continuing phase to maintain the Airport’s infrastructure. The project will consist of surface
preparation and an asphalt overlay to prolong the service life of the Airport’s pavement. This project will
remove and replace 3 inches of asphalt pavement over the entire length and width of Taxiway Q up to but
not including the guard lights. The shoulders will receive a 1-inch asphalt overlay.
Project Justification:
Taxiways Q is showing signs of distress and requires corrective action to avoid further aging and
deterioration. The June 2019 Pavement Condition Index (PCI) for this taxiway was 70, indicating that the
pavement is in fair condition. Although the pavement receives periodic maintenance to fill cracks and repair
minor pavement deficiencies, an overlay of this taxiway is required to extend the useful life of the pavement.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BMay 2022 3BJuly 2022
4BConstruction
Cost
5BDesign, Construction
Admin. & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$1,340,000 $144,000 $27,000 $1,000 $134,000 $1,646,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $1,646,000
PROJECT LOCATION
DRAFT
30
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Bureau of Land Management Access Road (TVY)
Project Description:
The Bureau of Land Management (BLM) operates firefighting operations at TVY and has been funded by
Congress to relocate and expand their operations. An extension of TVY’s access road and fire hydrant
system will need to be completed to support BLM’s expanded firefighting operations. This project will extend
the roadway approximately 3,000 feet north to the new BLM facilities and will include extension of the TVY
fire hydrant system to support the expanded operations.
Project Justification:
The BLM is completing schematic design for its expanded firefighting operations at TVY. The project is
anticipated to be complete by May 2022 to be operational for the 2022 fire season. The extension of Airport
Road and the Airport fire hydrant system will need to be constructed and completed concurrent with the
BLM’s relocated and expanded facilities.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BMarch 2022 3BMay 2022
4BConstruction
Cost
5BDesign, Construction
Admin. & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$1,402,000 $89,000 $28,000 $1,000 $140,000 $1,660,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $1,660,000
PROJECT LOCATION
DRAFT
31
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Bureau of Land Management Apron (TVY)
Project Description:
The Bureau of Land Management (BLM) operates firefighting operations at TVY and has been funded by
Congress to relocate and expand their operations. The BLM currently has a contract for schematic design
by others for this relocation and expansion to be completed by the end of the 2020 calendar year. SLCDA
will receive this schematic design and prepare the final documents for bidding and construction. The project
will include construction of an aircraft ramp area, tie downs, loading pits, retardant tanks, secondary
containment, and helipads. The BLM has a grant that allows for Airport reimbursement of the costs for the
design and construction of these improvements at TVY.
Project Justification:
The BLM is completing schematic design for its expanded firefighting operations at TVY. The project is
anticipated to be complete by May 2022 to be operational for the 2022 fire season. The design and
construction of these airfield improvements will accommodate the BLM’s expanded firefighting operations
at TVY in May 2022.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
April 2021 2BAugust 2021 3BMay 2022
4BConstruction
Cost
5BDesign, Construction
Admin. & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$2,319,000 $133,000 $46,000 $1,000 $232,000 $2,731,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $2,731,000
PROJECT LOCATION
DRAFT
32
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Landside Lighting Wire Replacement (Construction)
Project Description:
This project will replace the landside lighting along the roadways, the employee parking lot, and the
economy parking lot as needed. Work will include removal and replacement of failing wires, upgrading
splices to the latest standards, and replacing/relocating boxes that are inaccessible or damaged.
Project Justification:
The existing roadway and parking lot wiring was installed between 2005-2007. The existing wire is at the
end of its useful service life and requires frequent repairs. Aging electrical components are potential
hazards, as their failure is unpredictable and can cause arcing, fires, failures, and safety issues. Many of
the in-ground boxes are inaccessible when these failures occur due to their location underneath parked
passenger and tenant vehicles. New wire installation and technology will improve the safety, reliability,
efficiency, and energy costs of the Airport's electrical system.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
October 2020 2BAugust 2021 3BJune 2022
4BConstruction
Cost
5BConstruction
Administration Testing Expenses Contingency
Estimated
Cost at
Completion
$1,440,000 In FY2021 Budget $10,000 $1,000 $115,000 $1,566,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $1,566,000
PROJECT LOCATION
DRAFT
33
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Electric Vehicle Charging Stations (FY2022)
Project Description:
SLCDA has created a Master Plan to inform a phased installation program for Electric Vehicle Charging
Stations (EVCS) relative to the annual purchase of electric vehicles in Utah. For the past two years, the
airport has received rebates from Rocky Mountain Power and grants from UCAIR which have reimbursed
50% of the cost to purchase and install EVCSs on the airport campus. This year the airport will apply for
funding incentives to install twelve, dual port, Level 2 EVCS.
Project Justification:
Salt Lake City is designated as a Serious Nonattainment Area for EPA's 24-hour standard for particulate
matter PM2.5. Fine particulate matter, or PM2.5 is an air pollutant resulting from motor vehicle emissions
that contribute to respiratory problems. The project will promote additional options for sustainable
transportation and will reduce area emissions that contribute to fine particulate matter. The Airport is
proposing to install twelve, dual-port, Level II EVCSs on the airport campus. The presence of electric vehicle
charging infrastructure incentives employees and the travelling public to purchase electric vehicles by
reducing their anxiety surrounding electric vehicle range capacity.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BSeptember 2022 3BNovember 2021
4BConstruction
Cost
5BDesign, Construction
Admin. & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$312,000 $59,000 $3,000 $18,000 $47,000 $439,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $439,000
PROJECT LOCATION
DRAFT
34
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: Roadway Entrance Feature and Landscape Enhancements (Design)
Project Description:
This project will install a roadway entrance feature located on the inbound roadway to the airport and
landscape enhancements on airport property bordering the freeway.
Project Justification:
The roadway entrance feature will be part of SLC's art program and welcome patrons to Salt Lake City
International Airport. The existing landscape bordering the freeway associated with the old golf course is
dead and overgrown. This area should be treated as the entrance to the airport and be landscaped to tie
the area in with the overall airport landscape and aesthetic.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BTBD 3BTBD
4BConstruction
Cost 5BConsultant Testing Expenses Contingency
Estimated
Cost at
Completion
- $50,000 - $200,000 - $250,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $250,000
PROJECT LOCATION DRAFT
35
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2022 BUDGET
Project Title: GA Zone 3 Corporate Hangar Site Development
Project Description:
This project is for site development within General Aviation Zone 3 on the east side of Salt Lake City
International Airport (SLCIA) to support future corporate hangar expansion. Work will include demolition of
an existing row of T-hangars and site preparation consisting of taxilane pavement reconstruction and new
underground utility installation for gas, power, communication, water, storm drain, and sewer within 5 feet
of the future hangar site. The new taxilane pavement will be constructed up to the future hangar lease line
for access.
Project Justification:
The only remaining undeveloped areas in General Aviation Zone 3 on the east side of SLCIA currently
cannot accommodate larger ADG II aircraft for future hangar facility development. This project will construct
the required infrastructure to allow for this future growth.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2021 2BMarch 2022 3BJune 2022
4BConstruction
Cost
5BDesign, Construction
Admin. & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
$1,005,000 $92,000 $24,000 $3,000 $80,000 $1,204,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - - $1,204,000
PROJECT LOCATION
DRAFT
36
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2020 BUDGET
Project Title: Terminal Redevelopment Program
Project Description: The Salt Lake City Department of Airports’ Airport Redevelopment Program (ARP) is
a comprehensive and integrated series of projects that will result in the replacement of the existing terminals
and concourses at Salt Lake City International Airport (SLC). The overall program consists of two major
subprograms – the Terminal Redevelopment Program – Phase 1 (TRP) and the North Concourse Program
(NCP). The TRP will construct a new terminal, South Concourse, Gateway Building, baggage handling
system, central utility plant, parking garage, and elevated roadway system. The FY2022 scope of work
provides for ongoing construction on phase II of the TRP which consists of South Concourse East, Central
Tunnel and associated Paving.
Project Justification: The TRP will replace existing terminal facilities that were constructed 30 to 50
years ago and have reached the end of their useful life. The TRP will also increase capacity by eliminating
operational shortfalls in existing facilities and creating gates that accommodate current and future fleet
mixes. The ongoing design, construction administration, construction, testing, commissioning, and
management of the TRP will support the phased construction that is in progress.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2014 2BJuly 2014 3BNovember 2024
4BConstruction
Cost
5BDesign, Construction
Admin., & Inspection Testing Expenses Contingency
Estimated
Cost at
Completion
164,849,000 - - -$164,849,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - $164,849,000 -
PROJECT LOCATION
DRAFT
37
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CAPITAL IMPROVEMENT FY 2020 BUDGET
Project Title: North Concourse Program
Project Description: The Salt Lake City Department of Airports’ Airport Redevelopment Program (ARP) is
a comprehensive and integrated series of projects that will result in the replacement of the existing terminals
and concourses at Salt Lake City International Airport (SLC). The overall program consists of two major
subprograms – the Terminal Redevelopment Program – Phase 1 (TRP) and the North Concourse Program
(NCP). The NCP is a separate, but programmatically integrated, set of projects consisting of the North
Concourse located approximately 1,100 feet north of and parallel to the South Concourse that will be
constructed in two phases. The FY2022 scope of work provides for ongoing construction on phase II of the
NCP which consists of North Concourse East, Central Tunnel and associated Paving.
Project Justification: The ARP will replace existing terminal facilities that were constructed 30 to 50 years
ago and have reached the end of their useful life. The ARP will also increase capacity by eliminating
operational shortfalls in existing facilities and creating gates that accommodate current and future fleet
mixes. SLCDA has evaluated a wide range of options and determined that the construction of the ARP is
the most effective solution to seismic, operational, and capacity constraints of current facilities. The North
Concourse is the second phase of the Airport Redevelopment Program and will provide new gates to
replace existing gates on Concourses B, C, and D that were planned to remain in Phase 1 of the Terminal
Redevelopment Program. The NCP will provide additional gate capacity at SLC to meet increasing demand.
0BDesign Start Date 1BConstruction Start Date Project Completion Date
July 2016 2BJuly 2017 3BNovember 2024
4BConstruction
Cost
5BDesign,
Construction Admin.,
& Inspection
Testing Expenses Contingency Estimated Cost
at Completion
$186,614,000 - - - - $186,614,000
AIP Funds PFC Funds CFC Funds GARBS Airport Funds
- - - $186,614,000 -
PROJECT LOCATION
DRAFT
38
SALT LAKE CITY DEPARTMENT OF AIRPORTS
PERFORMANCE MEASURES
FY 2018-2022
14,909
15,465
13,562
11,566
13,036
2018 2019 2020 2021 2022
Landed Weights (in million pounds)
332.0
341.0
303.0 304.3 307.3
2018 2019 2020 2021 2022
Total Operations (in thousands)
$13.24 $13.25
$15.98
$25.89
$21.90
$8.05
$7.52
$10.89
$18.77
$14.02
$3.83 $3.90
$5.41
$11.07
$11.56
2018 2019 2020 2021 2022
Yield Per Enplaned Passenger
Operating Revenue Per Enplaned Passenger
Operating Expense Per Enplaned Passenger
Terminal Rents & Landing Fees Per Enplaned
Passenger (CPE)
24.8
26.2
20.2
14.4
23.0
2018 2019 2020 2021 2022
Total Passengers (in millions)
DRAFT
39
SALT LAKE CITY DEPARTMENT OF AIRPORTS
OPERATING REVENUE COMPARISON
FY 2018 - 2022
Actual Actual Actual Forecast Budget
2018 2019 2020 2021 2022
Operating Revenue:
Airline Revenues 70,591,400$ 75,687,300$ 77,530,700$ 126,392,200$ 160,529,900$
Concessions/Other Rental 104,841,800 108,933,400 113,782,400 57,574,100 89,509,200
State Aviation Fuel Tax 3,122,100 2,919,200 2,343,800 1,810,300 2,000,000
Total Operating Revenue 178,555,300 187,539,900 193,656,900 185,776,600 252,039,100
Less Passenger Rebate (13,007,300) (14,077,000) (10,097,000) (5,123,800) (2,375,800)
Total Oper. Revenue less rebate 165,548,000$ 173,462,900$ 183,559,900$ 180,652,800$ 249,663,300$
Total Enplaned Passengers (EP) 12,420,200 13,090,100 10,095,700 6,117,800 11,506,700
Operating Revenue / EP $13.33 $13.25 $18.18 $29.53 $21.70
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
2018 2019 2020 2021 2022 ENPLANED PASSENGERSTOTAL OPERATING REVENUEFISCAL YEAR
5 YEAR OPERATING REVENUE COMPARISON
Airline Revenues Concessions/Other Rental
State Aviation Fuel Tax Total Enplaned Passengers (EP)
DRAFT
40
SALT LAKE CITY DEPARTMENT OF AIRPORTS
AIRLINE RENTS, RATES, CHARGES FEES COMPARISON
FY 2018 - 2022
Actual Actual Actual Forecast Budget
2018 2019 2020 2021 2022
Aviation Revenue:
Terminal Space 31,027,200$ 33,433,500$ 34,645,400$ 70,401,400$ 95,480,300$
Landing Fees 32,742,400 35,434,200 35,638,100 48,450,100 57,152,500
Support Buildings 4,358,500 4,385,000 4,637,600 4,106,900 3,892,300
Fuel Farm 537,000 538,800 538,800 1,169,900 1,805,100
Passngr Loading Bridge/400 Hz 1,634,500 1,651,500 1,913,000 1,809,000 1,744,800
Remain Overnight 291,800 244,300 157,750 454,900 454,900
Aviation Revenue 70,591,400$ 75,687,300$ 77,530,650$ 126,392,200$ 160,529,900$
Less Passenger Rebate (13,007,300) (14,077,000) (10,097,000) (5,123,800) (2,375,800)
Total Aviation Revenue 57,584,100$ 61,610,300$ 67,433,650$ 121,268,400$ 158,154,100$
Total Enplaned Passengers (EP) 12,420,200 13,090,100 10,095,700 6,117,800 11,506,700
Aviation Revenue / EP $4.64 $4.71 $6.68 $19.82 $13.74
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
$55,000,000
$60,000,000
$65,000,000
$70,000,000
$75,000,000
$80,000,000
$85,000,000
$90,000,000
$95,000,000
$100,000,000
$105,000,000
$110,000,000
$115,000,000
$120,000,000
$125,000,000
$130,000,000
$135,000,000
$140,000,000
$145,000,000
$150,000,000
$155,000,000
$160,000,000
$165,000,000
$170,000,000
2018 2019 2020 2021 2022 ENPLANED PASSENGERSAVIATION REVENUEFISCAL YEAR
5 YEAR AIRLINE RENTS, RATES, CHARGES AND FEES
Aviation Revenue Total Enplaned Passengers (EP)DRAFT
41
SALT LAKE CITY DEPARTMENT OF AIRPORTS
CONCESSION AND LANDSIDE REVENUE COMPARISON
FY 2018-2022
Actual Actual Actual Forecast Budget
2018 2019 2020 2021 2022
Concessions:
Flight Kitchen 1,853,100$ 1,985,800$ 1,603,100$ 1,126,000$ 1,351,200$
Food Service 11,193,500 12,196,100 9,810,300 5,224,600 9,869,300
Vending 362,300 361,200 322,200 129,500 162,100
News & Gifts 6,629,500 6,805,700 5,314,300 2,844,200 5,086,200
Car Rental Agencies 29,181,100 29,855,500 25,402,400 21,058,300 27,283,000
Advertising 1,004,200 1,090,700 908,500 240,700 250,000
Total Concession Revenue 50,223,700 52,295,000 43,360,800 30,623,300 44,001,800
Landside:
Auto Parking 35,323,100 36,297,300 27,974,200 14,987,200 28,719,300
Ground Transportation Fees 3,482,900 6,210,800 5,256,900 2,069,200 3,348,300
Total Landside Revenue 38,806,000 42,508,100 33,231,100 17,056,400 32,067,600
Total Concession and Landside
Revenue 89,029,700$ 94,803,100$ 76,591,900$ 47,679,700$ 76,069,400$
Enplaned Passengers (EP) 12,420,200 13,090,100 10,095,700 6,117,800 11,506,700
Concession Revenue / EP $7.17 $7.24 $7.59 $7.79 $6.61
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
$‐
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2018 2019 2020 2021 2022 ENPLANED PASSENGERSCONCESSION AND LANDSIDE REVENUEFISCAL YEAR
5 YEAR CONCESSION AND LANDSIDE REVENUE
COMPARISON
Total Concession and Landside Revenue
Enplaned Passengers (EP)DRAFT
42
SALT LAKE CITY DEPARTMENT OF AIRPORTS
OPERATING EXPENSE COMPARISON
FY 2018-2022
Actual Actual Actual Forecast Budget
2018 2019 2020 2021 2022
Total Operating Expense 99,976,000$ 98,434,300$ 109,903,100$ 134,698,600$ 161,375,300$
Total Enplaned Passengers (EP) 12,420,200 13,090,100 10,095,700 6,117,800 11,506,700
Operating Expense / EP $8.05 $7.52 $10.89 $22.02 $14.02
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
$45,000,000
$50,000,000
$55,000,000
$60,000,000
$65,000,000
$70,000,000
$75,000,000
$80,000,000
$85,000,000
$90,000,000
$95,000,000
$100,000,000
$105,000,000
$110,000,000
$115,000,000
$120,000,000
$125,000,000
$130,000,000
$135,000,000
$140,000,000
$145,000,000
$150,000,000
$155,000,000
$160,000,000
$165,000,000
$170,000,000
2018 2019 2020 2021 2022 ENPLANED PASSENGERSOPERATING EXPENSEFISCAL YEAR
5 YEAR OPERATING EXPENSE COMPARISON
Total Operating Expense Total Enplaned Passengers (EP)
DRAFT
43
SALT LAKE CITY DEPARTMENT OF AIRPORTS
OPERATING INCOME COMPARISON
FY 2018 - 2022
Actual Actual Actual Forecast Budget
2018 2019 2020 2021 2022
Operating Income 78,579,000$ 89,105,600$ 83,753,800$ 51,078,000$ 90,663,800$
Total Enplaned Passengers (EP) 12,420,200 13,090,100 10,095,700 6,117,800 11,506,700
Operating Income / EP $6.33 $6.81 $8.30 $8.35 $7.88
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2018 2019 2020 2021 2022 ENPLANED PASSENGERSOPERATING INCOMEFISCAL YEAR
5 YEAR OPERATING INCOME COMPARISON
Operating Income Total Enplaned Passengers (EP)
DRAFT
44
SALT LAKE CITY DEPARTMENT OF AIRPORTS
FY 2022 BUDGET BOOK ACRONYMS
AAAE American Association of Airport Executives
ACI-NA Airports Council International - North America
AIP Airport Improvement Program
AMAC Airport Minority Advisory Committee
APCO Association of Public Safety Communications Officials
ARFF Aircraft Rescue Fire Fighting
ARFFWG Aircraft Rescue Fire Fighting Working Group
ARP Airport Redevelopment Program
AWOS Automated Weather Observing System
BAS Building Automation System
CAD Computer Aided Drawing
CASS Computer Access Security System
CFC Car Rental Facility Charges
CIP Capital Improvement Program
CGMP Component Guaranteed Maximum Price
CMAR Construction Manager At Risk
CPE Cost per Enplaned Passenger
CUSS Common Use Self Service
CUTE Common Use Terminal Equipment
DOT Department of Transportation
EDI Electronic Data Interchange
EDS Explosive Detection System
EP Enplaned Passenger
EPA Environmental Protection Agency
FAA Federal Aviation Administration
FBO Fixed Based Operator
FICA/MCR Federal Social Security Tax
FOD Foreign Object Debris
FTE Full Time Equivalent
FY Fiscal Year
GA General Aviation
GARB General Airport Revenue Bonds
GFOA Government Finance Officers Association
GIS Geographic Information System
GSE Ground Support Equipment
HVAC Heating Ventilation Air Conditioning
LAHSO Land and Hold Short
LAN Local Area Network
LOA Letter of Agreement
MEP Mechanical, Electrical, Plumbing
MOU Memorandum of Understanding
NCP North Concourse Program
ORAT Operational Readiness and Transition
OSHA Occupational Safety and Health Administration
PCC Portland Cement Concrete
PCI Pavement Condition Index
PCI Payment Card Industry
PFC Passenger Facility Charge
PM Preventive Maintenance
PMSS Program Management Software System
QTA Quick Turn Around
RCAR Rental Car Access Road
RFP Request For Proposal
RJ Regional Jet
RMFMA Rocky Mountain Fleet Management Association
RSS Remote Service Site
SIDA Security Identification Display Area
SLCDOA Salt Lake City Department of Airports
SMGCS Surface Movement Guidance and Control System
SVRA South Valley Regional Airport
TRP Terminal Redevelopment Program
TSA Transportation Security Administration
TU1 Terminal Unit 1
TU2 Terminal Unit 2
TVY Tooele Valley Airport
UAOA Utah Airport Operators Association
UPS Uninterruptible Power Supply
UPPS Universal Passenger Processing System
VSCS Voice Switching Communications System
XBAR Cross Bound Access Road
DRAFT
45
4/20/2021
BUDGET AND AIRPORT UPDATE FY2022CITY COUNCIL
2
Central Tunnel Overview and Pile Driving
3
South Concourse East Prep and Stone Columns
January 2021 to April 2022
4
April 2022 to May 2023
5
May 2023 to November 2023
6
November 2023 to February 2024
7
February 2024 to October 2024
8
October 2024 to October 2025
9
October 2025
10
FY 2022 Budget Goals & Objectives -Budget Drivers
•Forecast revenues and expenses on information known today with reasonable
assumptions for the future
•Assumptions and actual results will be reviewed in a timely manner and
appropriate actions taken
•Control costs and look for ways to strengthen non aeronautical revenue growth
•Continue to stabilize rates and charges through CARES and CRRSSA Grants
•Secure long term debt financing to lock in historic low rates
Enplaned Passenger Traffic
11,293,011
11,850,220
12,420,172
13,090,133
10,095,732
7,176,375
11,506,679
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
2016 2017 2018 2019 2020 2021 2022
Actuals
Income Statement Forecast
Description FY 2019
Actual
FY 2021
Budget
FY 2021
Forecast
FY 2022
Budget
Operating Revenue $ 187,539,700 $250,532,400 $ 184,955,000 $252,039,100
Passenger Incentive Rebate (14,076,900)(8,078,000)(5,123,800)(2,375,800)*
Operating Expenses (106,888,200)(148,220,400)(134,698,600)(161,387,800)
Net Operating Income 66,574,600 94,234,000 45,132,600 88,275,500
AIP and Other Grants 14,285,000 18,000,000 84,000,000 53,890,500
Passenger Facility Charges 49,720,500 29,836,900 22,131,700 42,432,400
Customer Facility Charges 16,012,400 9,607,400 6,123,000 13,758,200
Interest Income 36,964,400 8,165,600 2,009,900 3,000,000
Bond Issuance Costs -(3,500,000)(272,500)(3,500,000)
Interest Expense (72,222,500)(130,000,000)(86,326,700)(142,244,600)
Non-Operating Income 51,035,500 (67,890,100)27,665,400 (32,663,500)
Total Sources and Revenues 117,610,100 26,343,900 72,798,000 55,612,000
Capital Equipment (4,362,200)(2,045,100)(2,045,100)(6,138,800)
Increase to Airport Reserves $ 113,247,900 $24,298,800 $ 70,752,900 $49,473,200
*Overpayment of FY21 revenue sharing will be trued up in June 2021
FY 2022 Operating Revenues Budget of $252,039,100
Airlines
$158,154
63%
Landside Concessions
$59,351
24%
Terminal Concessions
$16,327
6%
Other
$2,302
1%
Leases
$10,714
4%
State Aviation Tax
$2,000
1%
General Aviation
$3,192
1%
Source: Airport records (in thousands)
Comparison of Airline Revenues
Revenue Category FY 2019
Actual
FY 2021
Budget
FY 2021
Forecast
FY 2022
Budget
Landing Fees $35,434,200 $58,879,500 $48,450,100 $57,152,500
Terminal Rents 33,433,100 102,161,800 67,218,900 88,940,500
Airline Revenue Sharing (14,076,600)(8,078,000)(5,123,800)(2,375,800)
Hardstand --3,182,500 6,539,800
Support Buildings 4,334,200 4,562,900 4,106,900 3,892,300
Passenger Boarding Bridge 1,651,500 1,910,000 1,809,000 1,744,800
Fuel Farm 538,800 538,800 1,169,900 1,805,100
Remain Overnight 244,300 234,700 454,900 454,900
TOTAL AIRLINE REVENUE $61,559,500 $152,131,700 $121,268,400 $158,154,100
Enplaned Passengers 13,090,100 8,078,000 7,176,400 11,506,700*
*Airline Projections
Comparison of Concession Revenues
Revenue Category FY 2019
Actual
FY 2021
Budget
FY 2021
Forecast
FY 2022
Budget
Auto Parking $ 36,297,300 $29,339,000 $14,987,200 $28,719,300
Car Rental 29,855,500 21,251,400 21,058,300 27,283,000
Ground Transportation Fees 6,304,300 4,245,200 2,069,200 3,348,300
Food & Beverage 12,557,300 8,861,400 5,354,100 10,031,400
Retail 6,805,700 5,100,000 2,844,200 5,086,200
Flight Kitchen 1,985,800 1,166,900 1,126,000 1,351,200
Advertising Media 1,090,700 758,500 240,700 250,000
TOTAL CONCESSION REVENUE $94,896,600 $70,722,400 $47,679,700 $76,069,400
FY 2022 Operating Expenses Budget of $161,387,800
Source: Airport records (in thousands)
Salaries/ Benefits
$54,672
34%
Maint. Contracts
$27,589
17%
Materials & Supplies
$14,875
9%
Services
$29,872
19%
Inter Gov't Charges
$19,961
13%
Utilities
$7,020
4%
Other
$7,003
4%
Comparison of Operating Expenses
Expense Category FY 2019
Actual
FY 2021
Budget
FY 2021
Forecast
FY 2022
Budget
Salaries and Benefits $ 48,712,500 $50,827,500 $50,617,900 $55,067,600
Maintenance Contracts 10,537,800 21,754,800 17,737,500 27,528,100
Services 12,969,500 28,604,600 24,200,300 29,932,700
Materials and Supplies 12,611,200 15,354,100 14,107,800 14,874,500
Intergovernmental Charges 13,543,100*17,359,500 17,316,500 19,961,200
Utilities 5,721,300 7,018,100 6,230,000 7,019,600
Other 2,792,800 7,301,800 4,488,600 7,004,100
TOTAL OPERATING EXPENSES $106,888,200 $148,220,400 $134,698,600 $161,387,815
*Police transitioned to Salt Lake City on January 1, 2019
Staffing Plan for FY 2022
•FY 2020 Budget unfunded 30 of 60 FTE Requests
•FY 2021 Budget unfunded 47 FTE Requests
•FY 2022 Budget requests funding for 38 of the original 77 FTE’s requested
•Key positions being added
•2 Access Control Specialists (Badging)
•5 Terminal Operation Specialists (TSA Queuing)
•5 Facilities Maintenance Coordinators
•16 Airfield Equipment Operators and Supervisors (Snow Removal)
•1 HVAC Technician
•1 Technical Systems Manager and 1 Supervisor
•3 Network Support Administrators (Support Special Systems)
Cost Per Enplaned Passenger (CPE)
3.69 3.56 3.83
3.90
5.41
11.24
11.56
3.97
4.33
7.53
8.62
0
2
4
6
8
10
12
14
2016 2017 2018 2019 2020 2021 2022
Actuals 2018 Projections
Actual Forecast
Capital Equipment Budget Request
Replacement New Total
Fleet $3,642,000 $2,293,500 $5,935,500
Other 203,300 -203,300
Total $3,845,300 $2,293,500 $6,138,800
FY 2022 Major Capital Equipment Highlights
Elderado 40’ Electric/Hydrogen Bus $1,200,000
Rosenbauer Panther ARFF 6x6 Fire Truck 1,000,000
Oshkosh Ramp Snowblower 800,000
International HV 6000 Gallon Runway
Deicing Truck
350,000
International Versa Lift Bucket Truck 300,000
International 4,000 Gallon Fuel Tanker 225,000
Replacement
Fleet
46%
Replacement
Other
2%
New Fleet
48%
New Other
4%
FY 2022 Capital Equipment By Type
Capital Improvement Program
Source of Funds:Use of funds:
AIP / Grants $219,500 Airfield $31,844,000
Passenger Facility Charges -Auxiliary Airports / GA 4,391,000
Customer Facility Charges -Landside / Roads 2,255,000
GARBS 351,463,000 Airport Redevelopment Project 351,463,000
Airport Funds 39,475,500 Other Projects 1,205,000
Total $391,158,000 Total $391,158,000
AIP / Grants
0.1%
GARBS
89.9%
Airport Funds
10.1%
Terminals
0.0%
Airfield
8.1%Auxiliary
Airports / GA
1.1%
Landside /
Roads
0.6%
Others
0.3%
NCP
47.7%
TRP
42.1%
FY 2021 Budgeted
CIP ProjectsProjects Fund
New Capital Improvement Projects for FY 2022
•Terminal Projects -None
•Airfield Projects -$31,844,000
-North Cargo Apron Development
-Taxiway Pavement Rehabilitation
-Pump Station & Diversion Valve for North Cargo Deicing Pad
-Pump House #5 Renovations
•Auxiliary Airports -$4,391,000
-BLM Access Road
-BLM Apron
Note: Partial listing of Projects
New Capital Improvement Projects for FY 2022
•Landside -$2,255,000
-Landside Lighting Wire Replacement (Construction)
-Electric Vehicle Charging Stations
•Other Projects -$1,205,000
-East Side Development
•Terminal Redevelopment Project -$164,849,000
•North Concourse Program -$186,614,000
ARP Scope Adjustments –Current Operation
Scope to Close -out Phase 1 -$ 28.4 mil
•Trade Contractor Post Opening Extended Duration and Close -out -$26.8 mil
•Extended Construction Manager Staffing to support Post Opening Phase 1 Scope -$1.6 mil
Scope to Accommodate Hardstand Expansion/Ops Support/Temp Space Restoration -$29.9 mil
•Original Hardstand Development and Enhancements –(Incorporated through Mid-Year Budget Adjustment)
•Hardstand Holdroom Expansion/Ramps/Bus Shelters -$21.4 mil
•Additional Temporary Operational Trailers -$1.0 mil
•Restore Building Areas/Temp Trailers and Hardstand -$7.5 mil
Passenger and Baggage System Enhancements -$37.0 mil
•Passenger Boarding Bridge Passenger Comfort -$3.1 mil
•Passenger Boarding Bridge Baggage Conveyors and Hose Reels -$3.9 mil
•Early Baggage Storage Conveyors and Automation -$30.0 mil
25
ARP Scope Adjustments –Future Gate Delivery
Accelerate Current Development to Satisfy Future Gate Requirements –$23.1 mil
•Accelerate Legacy Airport Demolition -$6.9 mil
•Accelerate Concourse ‘A’ East Completion -$16.2 mil
Central Tunnel Completion and Concourse ‘B’ Phase 3 Construction -$182.0 mil
•Concourse ‘B’ Phase 3 Construction and Central Tunnel Build-out Scope Refresh -$70.0 mil
•True -up AOJV Estimate for Scope and SCE 2020 Buy-out
•World Map Removal/Restoration and Installation in Concourse ‘B’ Node
•Delayed Start and Extended Duration due to Hardstands -$58 mil
•Concourse ‘B’ Phase 3 starts one year later
•Due to Hardstands Concourse ‘B’ Phase 3 will deliver Central Tunnel, Node and 4 Gates in late 2024
•Remaining 4 Gates will be delivered in late 2025 due to paving after Hardstands are decommissioned
•Soft Costs related to extended Project Duration -$54 mil
26
ARP Adjusted Cost –70-Gate Program with Added Scope
Deferred Program Savings (Stop after Concourse ‘A’ East and Deliver 70 Gate Program) -$225.0 mil
•Defer Central Tunnel Finishes and Baggage Handling System High Speed Connection
•Defer Concourse ‘B’ Central Node and East 8 Gates
•Add Phase 1 Close -out Costs, Demolition Acceleration and Concourse ‘A’ East Acceleration
•Add Hardstand Development and Expansion
$73.9 mil
Reduces Savings from
$298.9 mil
27
ARP 78-Gate Program Adjustments –Overall Budget
Added Program Scope -$118.4 mil
•Phase 1 Close -out -$28.4 mil
•Additional Hardstand Expansion/Restoration/Temp Space Restoration -$29.9 mil
•Passenger and Baggage Enhancements -$37.0 mil
•Accelerate Demolition and Concourse ‘A’ East Gate Delivery -$23.1 mil
EAC to Advance Concourse ‘B’ Phase 3 and Complete 78 Gate Program -$182.0 mil
•Concourse ‘B’ East 8-Gate and Central Tunnel Scope Refresh -$70.0 mil
•Concourse ‘B’ East 8-Gate Delayed Start and Extended Duration due to Hardstands -$58 mil
•Soft Costs related to extended Project Duration -$54 mil
Total Potential Budget without Owner Reserve -$4.352 bil
Total Potential Budget with Owner Reserve of $100 mil -$4.452 bil
28
Questions?
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Russell Weeks
Senior Policy Advisor
DATE:April 21, 2021 at 2:53 PM
RE:Briefing: Salt Lake City Library System Budget Fiscal Year 2021-2022
ISSUE AT-A-GLANCE
The proposed Salt Lake City Public Library Systems total budget for Fiscal Year 2021-2022 is
$27,441,960. The figure shows a roughly 13 percent drop from the adopted budget of $31,491,360 for the current
fiscal year.
The proposed budget shows the effects of the Covid-19 pandemic on the Library System, particularly the
closure of the libraries most of the current fiscal year, but the greatest budgetary drop is in the projected
expenditures on capital projects. Part of the reason for drop is Library System Administrators plan to limit the
number of capital projects in the next fiscal year to catch up on projects already under way, including finishing
re-roofing the Main Library.1
Nevertheless, the proposed budget continues to reflect a systematic approach to operating the Library
System. The approach started in Fiscal Year 2017-2018 when the budget started setting aside funds to address
maintenance and improvements to the Library System’s eight libraries and the technological systems in them.
The Board of Directors unanimously approved a motion on March 22, 2021, to approve the budget and
recommend its adoption by the Salt Lake City Council.
The Library System uses three funds:
General fund: The proposed budget projects $24,548,760 in expenditures in the next fiscal year.
The figure is 7 percent less than the current year budget of $26,399,210. It reflects the Library
System’s effort to keep the operating budget relatively flat while the pandemic continues and the
pandemic’s effects remain uncertain.
Item Schedule:
Briefing: April 20, 2021
Set Date: April 20, 2021
Public Hearing: May 18 and
June 1, 2021
Potential Action:
Page | 2
1
7
6
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1
Capital projects fund: The proposed budget for this fund shows the greatest decline in the overall
budget. Spending in the new fiscal year is projected to be $1,853,500 – a $2,201,700 drop from the
current year budget of $4,055,200. The $1,853,500 includes the annual $900,000 of designated
facilities maintenance funds and $500,000 of designated technology-related funds that the Library
System transfers from the general fund each year.2
Debt Service Fund: At $1,039,700 the figure is a marginal ($2,750) increase on the annual debt
service on the Glendale and Marmalade branch libraries.
The Library System also is projected to have an unrestricted/unappropriated fund balance of
$5,424,798 at the end of the current fiscal year on June 30. It is projected to have an
unrestricted/unappropriated fund balance of $4,637,273 at the end of the next fiscal year. The projected figure is
18.9 percent of projected general fund expenditures in Fiscal Year 2021-2022.3 It has been the practice of the
Library System to carry an unrestricted fund balance primarily to provide two months of operating reserves
should it be needed, or for emergencies.
Property Tax Revenue and Rates
Tax revenue – property tax, personal property tax, and motor vehicle tax – is projected to make up 90
percent of revenue the Library System for the next fiscal year. State law caps the amount of property tax library
systems can collect at .001 of a city’s total assessed value. The current year tax rate for the Library System is
.00068.
The Library System is proposing no tax increase for the next fiscal year. Four years ago, the City Council
approved a roughly $3.9 million property tax increase to account for debt service for the Glendale and
Marmalade branch libraries.
POLICY QUESTIONS
Has the Library System continued to work to develop outside relationships and foster support among
communities and others for private fund-raising, and, potentially, a public bond campaign for long-term
improvements at the eight libraries? Or will that effort start over when the pandemic ebbs?
ADDITIONAL BACKGROUND INFORMATION
Goals
The proposed budget is predicated on four goals: Being a great place to work; creating meaningful
outcomes and experiences for patrons; taking care of the Library System’s organization and long-term future;
supporting the community’s recovery from the Covid-19 pandemic.4
Personnel
Under the proposed budget, the number of full-time equivalent employees would remain stable at 223
people. Technically, the staff would decrease by 0.7 FTE.5 The personnel budget is projected to increase by 1.7
percent to $15,438,895. The figure includes a 1.8 percent cost of living increase, a 1.5 percent increase to keep
the System’s salary categories from compressing, and a projected 4.4 percent increase in health insurance
premiums.6
Capital Programs
As mentioned earlier, the capital projects fund shows the greatest drop in projected expenses in the next
fiscal year – in part because Library administrators want to finish projects that started or were under way in the
current fiscal year such as finishing the renovation of Sprague Branch Library and replacing the roof at the Main
Library. New capital projects listed in the proposed budget:
Providing additional power to the outdoor amphitheater at Main.
Page | 3
1
7
6
7
1
Remodeling and reinforcing security protections of the server room.
Adding ventilation to the Creative Lab.
Improving accessibility to the outdoor amphitheater at the Anderson-Foothill Branch.
Removing large trees outside the Chapman Branch.
Adding exterior pathway lighting at the Day-Riverside Branch.
Improving ADA access from the emergency exits at the Day-Riverside Branch.
Adding acoustic panels to the multipurpose room at the Marmalade Branch.
Adding secure public charging stations system-wide.
Repairing the Urban Room ceiling at Main.
Initiating a site assessment of the Anderson-Foothill Branch.7
Other Items
Other Revenue – On the revenue side, the Salt Lake City Redevelopment Agency’s rebate to the Library
System continues to be a major contributor to the System’s budget. The proposed budget projects that the rebate
will be the same as budget last year, about $1.1 million. Revenue from renting Library facilities and commercial
spaces, charges for lost or damaged material, printer usage, and passport services is projected to be lower in the
next fiscal year due to the Covid-19 pandemic.
Library Collections – The proposed budget includes $1,989,000 for the Library System’s collections. The
figure is a $58,500 increase over the current year’s $1,930,500 allocation. The largest increase in the collections
category is for eBook and audio books. The budget proposes an allocation of $690,000 – a nearly 20 percent
increase for the material. Library administrators have said past that interest in reading e-books is increasing, but
the books are more expensive in part because publishers lease e-books for a certain period of time instead of
letting libraries buy them. Proposed expenditures for print materials is the second-largest expense category at
$559,000. Proposed expenditures for visual materials is third at $350,000.
1 Jace Bunting, Library Board Meeting, February 22, 2021, 1:19.
2 Proposed Budget, Fiscal Year 2021-2022, Pages 16 & 18.
3 Email, Fund Balance Projections, February 22, 2021.
4 Peter Bromberg, Library Board meeting, February 22, 2021.
5 Proposed Budget, Fiscal Year 2021-2022, Staffing Profile, Page 9.
6 Jace Bunting, Library Board meeting, February 22, 2021, Proposed Budget, Page 14.
7 Budget Book, Page 19.
1
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0
Budget at a Glance
Adopted 2020-2021 Proposed 2021-2022 Difference
Percentage
Change Explanation of Change
Description
Tax Revenues $21,918,885 $22,206,135 $287,250 1% Projected m odest increase.
I ntergovernm ental Revenue $1,260,020 $1,257,000 ($3,020)0%RDA rebate main source.
Charges for Services $136,000 $56,500 ($79,500)-58%
Printer, Passport, Non-resident fees dow n
because libraries remain closed by
pandemic.
Charge for lost or damaged
items $35,000 $20,000 ($15,000)-43%
Fewer items checked out because libraries
remain closed by pandem ic.
Miscellaneous $335,700 $110,600 ($225,100)-67%
I nterest earnings, rents projected to drop
significantly.
Contributions & Transfers $2,713,605 $898,525 ($1,815,080)-67%Significantly low er fund transfers.
Total $26,399,210 $24,548,760 ($1,850,450)-7%
Adopted 2020-2021 Proposed 2021-2022 Difference
Percentage
Change Explanation of Change
Description
Personnel $15,175,340 $15,438,895 $263,555 2%
Modest increase in salaries and w ages; no
increase in full-time equivalent staff.
Materials & Supplies $902,235 $835,335 ($66,900)-7%
Buildings, G rounds &
Equipment $1,944,640 $1,873,295 ($71,345)-4%
Low er m aintenance and utility costs
because of restricted use of library space.
Services $1,199,805 $1,018,625 ($181,180)-15%
Staff tranining and development and
professional services down because based
on projected needs.
O ther Charges $351,020 $419,910 $68,890 20%
Projected property and liability insurance
increase.
Collections & O ther Capital
O utlays $1,930,500 $1,989,000 $58,500 3%
Costs of eBooks and online services up;
dem and for digital services up.
Transfers, G rants, Donations $4,895,670 $2,973,700 ($1,921,970)-39%
Main Library roof project transfer reflected
in FY 2020-2021 budget.
Total $26,399,210 $24,548,760 ($1,850,450)-7%
Adopted 2020-2021 Proposed 2021-2022 Difference
Percentage
Change Explanation of Change
Description
I nterest $130,000 $40,000 ($90,000)-69%
I nterest rates anemic plus less money
projected to be in fund.
Transfer from general fund $3,725,200 $1,813,500 ($1,911,700)-51%
Transfer largely lim ited to annual transfers
to maintenance and technology funds.
G rants $200,000 $0 ($200,000)-100%No grants projected in next fiscal year.
Fund Balance Appropriated $0 $0 $0 0%
Total $4,055,200 $1,853,500 ($2,201,700)-54%
Adopted 2020-2021 Proposed 2021-2022 Difference
Percentage
Change Explanation of Change
Description
Buildings $2,226,000 $838,000 ($1,388,000)-62%
Focus is on finishing large projects,
undertaking sm aller projects.
I m provem ents $102,000 $107,500 $5,500 5%Variety of small improvements.
Equipment $108,000 $20,000 ($88,000)-81%Reduced neet for equipment.
Furniture $215,400 $104,000 ($111,400)-52%Furniture less worn from less use.
Technology $909,000 $720,950 ($188,050)-21%
This item is part of annual allocation for
digital technology m aintenance and
im provem ents.
Sprague Flood Rem ediation $0 $0 $0 0%
Foothill Donation Funds $0 $5,500 $5,500 --
G rants $200,000 $0 ($200,000)-100%
Fund Balance -- Unappropriated $294,800 $57,550 ($237,250)-80%Smaller funds transfer.
Total $4,055,200 $1,853,500 ($2,201,700)-54%
Salt Lake City Public Library System Proposed Revenue Fiscal Year 2021-2022
Salt Lake City Public Library System Proposed Expenses Fiscal Year 2021-2022
Salt Lake City Public Library System Proposed Capital Revenu e Fiscal Year 2021-2022
Salt Lake City Pu blic Library System Proposed Capital Expenses Fiscal Year 2021-2022
Follow along online at:
https://issuu.com/pbromberg/docs/budget22
Take Care of Our Staff
Be a Great Place to Work
Take Care of our Patrons
Create Meaningful Outcomes
Take care of Organization/Future
-Exhibit Operational Excellence
-Promote Long Term Sustainability
-Support Post-Covid Recovery
FY22 City Library Budget Priorities
REVENUE (P 10-11)
●Projecting revenue will be lower than
budgeted expenses. Addressing this
shortfall through fund balance
●Projecting new growth at 375K
●Projecting lower interest earnings
●Projecting charges for services will be
down (i.e passport, printing, rent)
EXPENDITURES (P 12-16)
We are keeping
expenditures
are flat
●Main Library Roof:Has leaked for 18
years; Looking at improving usability
too. Carrying two million in budgeted
capital over from fy21
●Ongoing IT replacement (servers)
●Urban Room ceiling
Other capital projects
●Elevator Refurbish
●Glendale and Foothill Roofs
●ADA enhancements, exterior lighting,
HVAC at Day-Riverside
EXPENDITURES -CAPITAL (p18)
EXPENDITURES -PERSONNEL (p. 8-9, p. 12, p. 14)
DOWN .7 FTE
●One new position (Mgr. of Public Services)
●EDI Manager (Converted Development Director
position to EDI Manager )
●Compensation: 3.3% increase
1.5% for COLA; 1.8% for "Merit" (pp.12/14)
●Health Care:4.4% increase
●"Flex Time": Reduced 25%
More cross-scheduling and sharing of staff
EXPENDITURES -OPERATIONS (p. 12-16)
58K Increase
●Big increase in property/liability
insurance (up 29%)
●Collections budget up 58K to
address high cost and increased
use of e-materials
FUND BALANCE (p.11)
Very healthy fund balance
Our fund balance at end of fy22
is projected to be 4.6 million
(19% of operational budget)
The FY22 budget appropriates $787,525
of fund balance as follows.
●$313500 -for capital projects
●$179500 -for one time operational
expenses (i.e. security testing)
●$294560 -for ongoing operating
(will likely be covered by nderexpend)
Questions and Discussion
Thank You!
PROPOSEDBUDGET
FISCAL YEAR 2022
2 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
LOCATIONS Main Library
210 East 400 South
801-524-8200
Anderson-Foothill Branch
1135 South 2100 East
801-594-8611
Chapman Branch
577 South 900 West
801-594-8623
Day-Riverside Branch
1575 West 1000 North
801-594-8632
Glendale Branch
1375 South Concord
801-594-8660
Marmalade Branch
280 West 500 North
801-594-8680
Sprague Branch
2131 South 1100 East
801-594-8640
Sweet Branch
455 F Street
801-594-8651
Express Services
Patron Reading from our Black Lives Matter BooklistHolds To-Go at Anderson-Foothill Branch
Facilities Cleaning up After the Record Wind StormDía de los Muertos To Go Boxes
Book Donations
3Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
CONTENTS
Locations ............................................................................2
Mission Statement ...............................................................3
By the Numbers ..................................................................4
Organizational Chart ............................................................5
Letter from the Board President & Executive Director ...........6
Executive Summary & Budget Priorities ...............................7
Staffing Profile .....................................................................8
General Fund Revenues ....................................................10
General Fund Expenditures ..............................................12
Personnel ...................................................................14
Materials & Supplies ...................................................14
Buildings, Grounds, & Equipment ...............................15
Services .....................................................................15
Other Charges ............................................................16
Collections & Other Capital Outlays .............................16
Transfers, Grants, & Donations ....................................16
Debt Service Fund Budget ................................................17
Capital Project Fund Budget ..............................................18
Staff Shooting HUM TV at the Salt Flats
MISSION STATEMENT
The City Library is a dynamic civic resource
that promotes free and open access to
information, materials, and services to all
members of the community to advance
knowledge, foster creativity, encourage the
exchange of ideas, build community, and
enhance the quality of life.
4 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
THE CITY LIBRARYBY THE NUMBERS
2020: COVID-19 PANDEMIC
Holds To-Go Appointments Made
50,000+
eBooks and Audiobooks Downloaded
350,000+
Books Donated to Nonprofits and Teachers by the Friends
20,000+
New Cardholders Added
~12,000
New eBooks and Digital Audiobooks Added to Our Collection
45,000+
People Visited The City Library’s Website
385,000+
Super Summer Challenge Promotion Video Views
~235,000
Top Virtual Storytime Views
~3,500
5Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
ORGANIZATIONAL
CHART
EXECUTIVE LEADERSHIP TEAM
6 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
WE TAKE CARE OF OUR STAFF:
BE A GREAT PLACE TO WORK
The City Library is fortunate to have staff who are highly motivated
by our core values of intellectual freedom, support for democracy,
civic engagement, and equity of opportunity. They are creative,
industrious, and deeply committed to helping each and every
member of our community. In stark contrast to the stereotype
of the quiet, placid library, the reality is that working in a busy,
urban library is demanding and stressful in ways that many may
not realize. Our staff are often a vital point of connection for our
most vulnerable and marginalized residents. We witness first-
hand the impact that the lack of health care has on SLC residents.
Untreated health conditions, mental illness, and addiction impact
everyone in our community, including individuals experiencing
homelessness. Providing kind, caring service day in and day
out is challenging and emotionally taxing work. It is therefore
our duty and responsibility to compensate our staff fairly and
equitably. In addition to providing a Cost of Living Adjustment
(COLA), this budget also includes our standard merit increase,
which acknowledges the value of experience and prevents salary-
compression issues.
CREATE MEANINGFUL OUTCOMES AND EXPERIENCES FOR
OUR PATRONS
We prioritize fiscal management that extends the value of every
tax-payer’s dollar. Guided by our Strategic Roadmap, we are
continuing to align staff, spaces, services, programs, partnerships,
and collections in order to support meaningful outcomes for SLC
residents. Our six strategic areas of focus are: Arts & Creativity;
Critical Literacies; Economic Success; Healthy Together; and
Inclusion & Belonging. Our staff, both frontline and behind the
scenes, work to offer robust access to needed information,
provide intentional and needed community support, and ensure
clean and safe spaces where all feel welcome.
Given relatively flat revenue projections, we are only budgeting for
one new position this year; an Administrative Manager of Public
Services, which will be funded through savings in other areas.
This position was implemented on an interim basis during FY21
to provide oversight, alignment, and better support to our public
service managers. Having seen the value of this position, we seek
to permanently fund it moving forward. This position will allow
the Public Services team to have more time to work with the
community and explore updates to services.
On behalf of the Board, administration, and staff of The City Library, we present this FY22 budget request for The City Library. To provide
context for the budget, and to help show how each budget line supports real and meaningful outcomes in the lives of SLC residents, we
are offering an Executive Summary and Summary of Budget Priorities, as follows.
LETTER
FROM THE BOARD PRESIDENT & EXECUTIVE DIRECTOR
April 2021
Mayor Mendenhall, City Council Members, and Residents of Salt Lake City,
Virtual Storytime
AND
7Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
EXECUTIVE
SUMMARY & BUDGET PRIORITIES
Luciano Marzulli, Library Board President Peter Bromberg, Executive Director
Additionally, there is funding in FY22’s budget to ensure our
spaces and furnishings are ready for a full return to pre-COVID
usage and can safely support all of the ways our community
members use their public library spaces. This includes programs,
festivals, study groups, business meetings, public performances,
and more.
In short, the current budget request reflects funding that will allow
the Library to continue on our path of enriching and adding to
the vitality of our community through responsible stewardship of
public resources and assets.
WE TAKE CARE OF THE ORGANIZATION AND OUR FUTURE:
EXHIBIT OPERATIONAL EXCELLENCE, PROMOTE LONG-
TERM SUSTAINABILITY, SUPPORT POST-COVID RECOVERY
Beginning in 2017, the Library began setting aside funding for
the long-term maintenance of our facilities and technological
infrastructure. We continue to take an intentional and strategic
approach to responsible saving, while investing in the long-term
sustainability of our institution. In 2018, we completed a Facilities
Conditions Assessment (FCA) that identified $10 million in
deferred maintenance to complete over the next ten years. Using
the FCA as our guide, we continue to appropriately budget funds
and responsibly address our deferred maintenance. As a follow
up to the FCA, we will be completing our Master Facilities Plan in
June, 2021. The plan will help us evaluate whether buildings are
appropriately-sized and adaptable, and whether the geographic
locations of our branches are well-placed to provide equitable
service into the future.
Please accept our deep appreciation for your continued support.
Sincerely,
Luciano Marzulli, Library Board President Peter Bromberg, Executive Director
8 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
POSITION FY21 FY22 DIFFERENCE
Accountant 1 1 —
Accounting Specialist 1 1 —
Administrative Assistant 0.475 0.475 —
Administrative Manager 2 4 2
Assistant Director 4 4 —
Associate Librarian 22.9 21.9 -1
Audio Visual Specialist 1 1 —
Branch Custodian 5.2 5.2 —
Cataloger 1 1 —
Circulation Supervisor 2 2 —
Community Gardener Coordinator 0.45 0.45 —
Copy Editor & Public Relations 0 1 1
Creative Director 0 1 1
Custodial Manager 1 1 —
Custodial Supervisor 2 2 —
Custodian 11.5 11.5 —
Data Analyst 1 1 —
Delivery Driver 1 1 —
Deputy Director 1 1 —
Development Director 1 0 -1
Event Associate 2 2 —
Executive Administrative Assistant 1 1 —
Executive Director 1 1 —
Graphic Designer 1 1 —
Help Desk Tech 1 1 —
Human Resource Associate 3 3 —
Jr. Designer 0.475 0.475 —
Librarian 37.9 38.9 1
The library’s overall staffing level from FY21
to FY22 reflects a reduction of 0.7 FTE.
EFFICIENT FACILITIES
Adding the position of Administrative
Manager of Public Services allows for
continuity of the Public Service Managers,
and has resolved identified communication
gaps.
COMMITMENT TO EQUITY, DIVERSITY
AND INCLUSION
During FY21, the Library reclassified the
Development Director to an Administrative
Manager of Equity, Diversity and Inclusion.
CUSTOMER SERVICE EXPERIENCE
The reduction in FTEs is due to combining
part time Library Aide positions to create
full time Library Assistant positions.
Donating ComputersExternal Campaign
STAFFING
PROFILE
9Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
POSITION FY21 FY22 DIFFERENCE
Library Aide 24.85 22.6 -2.25
Library Assistant 39.95 40.5 0.55
Logistics Coordinator 1 1 —
Maintenance Manager 1 1 —
Maintenance Technician 5 5 —
Maintenance Supervisor 1 1 —
Manager 14 14 —
Marketing & Comm Assistant 0.475 0.475 —
Marketing & Comm Specialist 3 0 -3
Marketing & Comm Project Manager 1 1 —
Network & Systems Engineer 1 1 —
Passport Supervisor 1 1 —
Safety Manager 1 1 —
Safety Associate 6 6 —
Senior Designer 1 0 -1
Service Coordinator 4 4 —
Senior Network Support Technician 1 1 —
Senior Software Support Engineer 1 1 —
Social Media Manager & Photographer 0 1 1
Staff Development Coordinator 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 —
Web Developer 0 1 1
TOTAL 223.85 223.15 -0.7
Sprague Manager at Newly Remodeled Branch
STAFFING
PROFILE CONT.
10 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
TAX REVENUES
Current Year Property Taxes 18,466,143 18,845,510 18,845,510 19,093,375 247,865 1.3%
Personal Property Taxes 2,339,265 1,805,625 1,805,625 1,932,760 127,135 7.0%
Delinquent Property Taxes 374,284 370,000 370,000 345,000 (25,000)-6.8%
Motor Vehicle Taxes 830,293 810,000 810,000 735,000 (75,000)-9.3%
Judgment Levy 133,288 87,750 87,750 100,000 12,250 14.0%
SUBTOTAL 22,143,273 21,918,885 21,918,885 22,206,135 287,250 1.3%
INTERGOVERNMENTAL REVENUES
Grants—Federal 0 0 420,000 65,000 65,000 —
Reimbursements—E-Rate 34,776 35,000 35,000 35,000 0 0.0%
Grants—State 83,244 115,020 115,020 47,000 (68,020)-59.1%
RDA Rebate 1,108,965 1,110,000 1,110,000 1,110,000 0 0.0%
SUBTOTAL 1,226,985 1,260,020 1,680,020 1,257,000 (3,020)-0.2%
CHARGES FOR SERVICES
Printer Revenues 28,490 40,000 40,000 10,000 (30,000)-75.0%
Passport Services 68,816 85,000 85,000 42,500 (42,500)-50.0%
Non-Resident Fees 8,012 11,000 11,000 4,000 (7,000)-63.6%
SUBTOTAL 105,318 136,000 136,000 56,500 (79,000)-58.5%
CHARGES FOR LOST/DAMAGED ITEMS
25,623 35,000 35,000 20,000 (15,000)-42.9%Charges for Lost/Damaged Items
SUBTOTAL 25,623 35,000 35,000 20,000 (15,000)-42.9%
MISCELLANEOUS
Interest Earnings 217,761 240,000 240,000 80,000 (160,000)-66.7%
Rents—Facilities 24,933 30,000 30,000 5,000 (25,000)-83.3%
Rents—Commercial Space 25,782 50,000 50,000 10,000 (40,000)-80.0%
Sundry Revenues 128,930 15,700 15,700 15,600 (100)-0.6%
SUBTOTAL 397,406 335,700 335,700 110,600 (225,100)-67.1%
CONTRIBUTIONS & TRANSFERS
Donations 75,760 191,000 191,000 111,000 (80,000)-41.9%
Fund Balance—Appropriated 0 2,522,605 2,723,500 787,525 (1,735,080)-68.8%
SUBTOTAL 75,760 2,713,605 2,914,500 898,525 (1,815,080)-66.9%)
TOTAL REVENUES 23,974,365 26,399,210 27,020,105 24,548,760 (1,850,450)-7.0%
GENERAL FUND
REVENUES
11Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
GENERAL FUND REVENUE
OVERVIEW
Most revenue categories have been
budgeted based on current year
projections and historical trends. The
following explanations compare the FY21
and FY22 budgets.
TAX REVENUES
The Library’s primary source of funding
is property taxes. Current year property
tax revenues have been budgeted at the
amount generated by the 2020 certified
tax rate plus an estimated amount for
new growth. Our current property tax rate
is 0.00068, which is 68% of the ceiling
established by the Utah State Legislature.
Decreases are projected in delinquent
property and motor vehicle taxes based on
FY21 collections.
INTERGOVERNMENTAL
REVENUES
The FY22 budget reflects a federal grant
to assist with technology access to
underserved communities in Salt Lake
City and the cessation of a state grant that
funded community wellness liaisons in
underserved communities.
CHARGES FOR SERVICES
This category is anticipated to decrease
due to the reduction in services offered
during the COVID-19 pandemic.
CHARGES FOR LOST/DAMAGED
ITEMS
Charges for lost/damaged items is
budgeted to decrease due to increased
use of online resources and the reduced
use of physical materials.
MISCELLANEOUS
Interest revenue is expected to decrease
based on lower interest rates. In addition,
the pandemic has restricted the Library’s
ability to lease meeting room space and
allow for commercial tenants to open for
business.
CONTRIBUTIONS
& TRANSFERS
In FY22, the annual donation from the
Friends of The City Library will be lower
because of their inability to conduct book
sales. The FY22 budget appropriates
$787,525 of fund balance. Of this amount,
63% will be used for capital projects
and one-time non-capital projects.
Approximately $295,000 is projected to be
used for operations.
Tax Year
2016
Tax Year
2017
Tax Year
2018
Tax Year
2019
Tax Year
2020
Tax Year
2021 est.
Certified
Tax Rate .000700 .000830 .000757 .000741 .000680 .000660
Residential
property $38.50 $45.66 $41.64 $40.76 $37.40 $36.31
Commercial
property $700.00 $830.00 $757.00 $741.00 $680.00 $660.19
This chart shows the estimated property
tax amount for each $100,000 of residen-
tial property value and each $1,000,000 of
commercial property value. Tax Year 2021
amounts are based on FY22 budgeted real
and personal property tax revenue less
estimated new growth and a three percent
increase in 2020 property values.
Custodial Staff
12 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
PERSONNEL
Salaries & Wages—Regular 9,127,004 10,623,500 10,623,500 10,901,700 269,200 2.5%
Overtime—Regular 10,059 0 0 0 0 —
Salaries & Wages—Flex 153,075 200,005 200,005 150,085 (49,920)-25.0%
Social Security—Regular 678,087 814,600 814,600 835,100 20,500 2.5%
Social Security—Flex 11,711 15,310 15,310 11,570 (3,740)-24.4%
Employee Insurance 1,379,510 1,822,100 1,822,100 1,847,900 25,800 1.4%
Retiree Insurance 24,750 24,000 24,000 22,800 (1,200)-5.0%
State Retirement 1,285,795 1,502,200 1,502,200 1,566,300 64,100 4.3%
Workers Compensation 26,533 34,900 34,900 34,350 (550)-1.6%
Unemployment Insurance 5,252 3,000 3,000 3,000 0 0.0%
Other Employee Benefits 13,345 114,725 114,725 54,130 (60,595)-52.8%
Employee Appreciation 3,988 12,000 12,000 11,960 (40)-0.3%
SUBTOTAL 12,719,109 15,175,340 15,175,340 15,438,895 263,555 1.7%
MATERIALS & SUPPLIES
Subscriptions & Memberships 28,034 40,680 40,680 39,640 (1,040)-2.6%
Publicity 97,048 207,035 207,035 147,125 (59,910)-28.9%
Travel & Training 132,790 157,490 157,490 158,230 740 0.5%
Office Supplies & Expense 12,046 16,000 16,000 10,000 (6,000)-37.5%
Postage 18,499 28,500 28,500 23,500 (5,000)-17.5%
Special Department Supplies 280,352 390,530 390,530 408,840 18,310 4.7%
Copier/Printer Paper 5,230 7,000 7,000 5,000 (2,000)-28.6%
Copier/Printer Toner 52,802 55,000 55,000 43,000 (12,000)-21.8%
SUBTOTAL 626,801 902,235 902,235 835,335 (66,900)-7.4%
BUILDING, GROUNDS, & EQUIPMENT
Fuel 6,458 8,000 8,000 8,000 0 0.0%
Maintenance—Equipment & Furniture 212,512 303,345 303,345 270,715 (32,630)-10.8%
Maintenance—Vehicles 16,806 10,000 10,000 10,000 0 0.0%
Maintenance—Buildings & Grounds 609,834 746,775 746,775 691,100 (55,675)-7.5%
Utilities—Boiler Operations 70,335 70,000 70,000 75,000 5,000 7.1%
Utilities—Electricity 433,333 470,000 470,000 458,000 (12,000)-2.6%
Utilities—Natural Gas 73,179 99,200 99,200 90,500 (8,700)-8.8%
Utilities—City Services 91,014 95,100 95,100 110,600 15,500 16.3%
Utilities—Garbage 33,907 35,380 35,380 35,380 0 0.0%
Utilities—Telecommunications 100,480 106,840 106,840 124,000 17,160 16.1%
SUBTOTAL 1,647,858 1,944,640 1,944,640 1,873,295 (71,345)-3.7%
GENERAL FUND
EXPENDITURES
13Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
GENERAL FUND EXPENDITURES
Continued
FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SERVICES
Professional & Technical Services 530,279 265,400 436,295 197,750 (67,650)-25.5%
Security Contracts 120,918 28,200 28,200 28,200 0 0.0%
Technology Contracts 319,431 348,220 348,220 314,145 (34,075)-9.8%
City Administrative Charges 24,153 35,500 35,500 35,500 0 0.0%
Cataloging Charges 101,925 96,000 96,000 102,000 6,000 6.3%
Staff Training & Development 23,538 110,000 110,000 37,500 (72,500)-65.9%
Programming 178,788 306,485 306,485 295,530 (10,955)-3.6%
Board Development 3,902 9,000 9,000 7,000 (2,000)-22.2%
Interlibrary Loans 757 1,000 1,000 1,000 0 0.0%
SUBTOTAL 1,303,691 1,199,805 1,370,700 1,018,625 (181,180)15.1%
OTHER CHARGES
Insurance 292,828 296,070 296,070 381,810 85,740 29.0%
Sundry Expense 16,372 34,950 34,950 25,600 (9,350)-26.8%
Executive Discretion 16,200 15,000 15,000 10,000 (5,000)-33.3%
Staff Innovation 0 5,000 5,000 2,500 (2,500)-50.0%
SUBTOTAL 325,400 351,020 351,020 419,910 68,890 19.6%
COLLECTIONS & OTHER CAPITAL OUTLAYS
Buildings 10,506 0 30,000 0 0 —
Improvements 5,048 0 0 0 0 —
Furniture 7,817 0 0 0 0 —
Print Materials 527,797 602,500 602,500 559,000 (43,500)-7.2%
Audio Materials 56,990 70,000 70,000 55,000 (15,000)-21.4%
Visual Materials 239,662 327,000 327,000 350,000 23,000 7.0%
Databases 230,112 251,000 251,000 235,000 (16,000)-6.4%
eBooks & Audio 678,648 576,000 576,000 690,000 114,000 19.8%
Newspapers & Magazines 100,273 104,000 104,000 100,000 (4,000)-3.8%
SUBTOTAL 1,856,853 1,930,500 1,960,500 1,989,000 58,500 3.0%
TRANSFERS, GRANTS, & DONATIONS
Transfer To Capital Project Fund 2,922,895 3,725,200 3,725,200 1,813,500 (1,911,700)-51.3%
Transfer to Debt Service Fund 918,030 1,036,950 1,036,950 1,039,700 2,750 0.3%
Grants—Federal 0 0 420,000 65,000 65,000 —
Grants—State 44,643 115,020 115,020 47,000 (68,020)-59.1%
Donations 6,586 18,500 18,500 8,500 (10,000)-54.1%
SUBTOTAL 3,892,154 4,895,670 5,315,670 2,973,700 (1,921,970)-39.3%
TOTAL EXPENDITURES 22,371,866 26,399,210 27,020,105 24,548,760 (1,850,450)-7.0%
REVENUES OVER
EXPENDITURES 1,602,499 —————
14 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
In FY22, personnel expenditures account for
approximately 71% of the Library’s overall operating
budget (General Fund less transfers to Capital and
Debt Service), which is commensurate to previous
fiscal years (70% in FY21, 68% in FY20, 65% in FY19
and 63% in FY18).
The FY22 budget proposes a 3.3% salary increase,
a 1.8% increase for COLA and an additional 1.5%
increase to move employees through the Library’s
pay scale.
The City Library will continue to offer a High
Deductible Health Plan with a Health Savings
Account contribution. The FY22 budget reflects
FY21 actual employee plan coverage selections with
a projected 4.4% increase in premiums. The City
Library covers 100% of employee and 90% of couple
and family insurance premiums. In addition, The City
Library contributes to HSAs as follows: $1,000 for
single-coverage and $1,500 for couples and families.
For details on the Library’s staffing, refer to the
Staffing Profile on page 8.
MATERIALS & SUPPLIES OVERVIEW
Due to uncertainty of the pandemic and its impact on the Library’s
services and budget, funding for Library publicity was reduced.
PERSONNEL FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SUBTOTAL 12,719,109 15,175,340 15,175,340 15,438,895 263,555 1.7%
MATERIALS & SUPPLIES FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SUBTOTAL 626,801 902,235 902,235 835,335 (66,900)-7.4%
GENERAL FUND EXPENDITURESPERSONNEL
GENERAL FUND EXPENDITURESMATERIALS & SUPPLIES
PERSONNEL OVERVIEW
15Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
Teen Accessing the New York TimesHarvesting at The PlotExpress Services Glendale
BUILDINGS, GROUNDS, & EQUIPMENT OVERVIEW
The Building & Grounds proposed budget reflects a decrease due to
a reduction in the frequency of window washing and carpet cleaning.
The need for these services and for restroom attendants is anticipated
to be lower because of restricted use of Library spaces.
BUILDINGS, GROUNDS, & EQUIPMENT
FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SUBTOTAL 1,647,858 1,944,640 1,944,640 1,873,295 (71,345)-3.7%
SERVICES
Funding for staff surveys, IT consultants, and leadership training have
been reduced or eliminated based on FY22 needs.
SERVICES FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SUBTOTAL 1,303,691 1,199,805 1,370,700 1,018,625 (181,180)-15.1%
GENERAL FUND EXPENDITURESBUILDINGS, GROUNDS, & EQUIPMENT
GENERAL FUND EXPENDITURESSERVICES
16 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
OTHER CHARGES FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SUBTOTAL 325,400 351,020 351,020 419,910 68,890 19.6%
OTHER CHARGES
The Library’s property and liability insurance saw a significant increase
in FY21 and is anticipated to increase similarly in FY22.
COLLECTIONS, & OTHER CAPITAL OUTLAYS
FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SUBTOTAL 1,856,853 1,930,500 1,960,500 1,989,000 58,500 3.0%
CAPITAL REPAIRS & REPLACEMENT
The collections budget is proposed to increase due to eBook and
online resource costs and increased demand.
TRANSFERS, GRANTS, & DONATIONS
FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
SUBTOTAL 3,892,154 4,895,670 5,315,670 2,973,700 (1,921,970)-39.3%
TRANSFERS, GRANTS, & DONATIONS
The transfer to the Capital Projects fund reflects an annual transfer of $1,500,000
designated for facilities and technology and $313,500 for other capital projects.
The FY22 transfer is much lower than the FY21 transfer due to the Main roof
replacement contained in the FY21 budget.
GENERAL FUND EXPENDITURESOTHER CHARGES
GENERAL FUND EXPENDITURESCOLLECTIONS & OTHER CAPITAL OUTLAYS
GENERAL FUND EXPENDITURESTRANSFERS, GRANTS, & DONATIONS
17Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
Holds To-Go at Anderson-Foothill BranchMural by Clever Octopus at Anderson-Foothill
EXPENDITURES FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
Interest Payments 472,350 455,475 455,475 430,950 (24,525)-5.4%
Principal Payments 560,000 575,000 575,000 600,000 25,000 4.3%
Administration Fees 2,400 6,000 6,000 6,000 0 0.0%
Fund Balance-Unappropriated 0 475 475 2,750 2,275 478.9%
TOTAL EXPENDITURES 1,034,750 1,036,950 1,036,950 1,039,700 2,750 0.3%
REVENUES OVER
EXPENDITURES (3,613)0 0 0 0
REVENUES FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
Interest (1,738)0 0 0 0 —
Transfers 918,030 1,036,950 1,036,950 1,039,700 2,750 0.3%
Donations 114,845 0 0 0 0 —
TOTAL REVENUES 1,031,137 1,036,950 1,036,950 1,039,700 2,750 0.3%
Funds necessary to meet the debt payments on the Glendale and
Marmalade branches are derived from a portion of the Library’s
certified tax rate designated for such. The designated revenues
are deposited in the General fund. The amount needed to meet
the debt payments is then transferred to the Debt Service fund
with excess amounts going toward the operating costs of the two
branches. The City Library transfers funding to the Debt Service
fund in the fiscal year prior to the payment year — the FY22
transfer will cover the payments for FY23.
Alt Press Fest Mailers
DEBT SERVICEFUND BUDGET
DEBT SERVICES OVERVIEW
18 Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
REVENUES FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
Grants 0 200,000 200,000 0 (200,000)-100.0%
Interest 114,140 130,000 130,000 40,000 (90,000)-69.2%
Transfer from General Fund 2,922,895 3,725,200 3,725,200 1,813,500 (1,911,700)-51.3%
Fund Balance-Appropriated 0 0 2,695,540 0 0 —
TOTAL REVENUES 3,037,035 4,055,200 6,750,740 1,853,500 (2,201,700)-54.3%
Hot Spots Halloween Display at Sweet Branch
CAPITAL PROJECT
FUND BUDGET
Funding for capital projects accounted for in the Capital Project
fund comes from three sources: a transfer from the General fund,
interest earnings on the cash balance in the fund, and the Capital
Project fund balance. The Capital Project fund balance is a result
of unspent funds accumulated in prior years. The transfer from
the General fund to the Capital Project fund includes the annual
$900,000 of designated facilities maintenance funds and $500,000
of designated technology-related funds.
REVENUES OVERVIEW
Phone-a-Story Program
19Salt Lake City Public Library Proposed Budget, Fiscal Year 2022
EXPENDITURES FY20
Actual
FY21
Budget
FY21
Projected
FY22
Budget
FY22 to FY21
Budget Diff.
Percentage
Difference
Cap Outlay—Buildings 3,390,473 2,226,000 4,869,000 838,000 (1,388,000)-62.4%
Cap Outlay—Improvements 159,698 102,000 212,000 107,500 5,500 5.4%
Cap Outlay—Equipment 46,647 108,000 190,110 20,000 (88,000)-81.5%
Cap Outlay—Furniture 27,657 215,400 328,990 104,000 (111,400)-51.7%
Cap Outlay—Technology 350,951 909,000 931,140 720,950 (188,050)-20.7
Cap Outlay—Sprague Flood Remediation (150)0 0 0 0 —
Cap Outlay—Foothill Branch Restricted 32,337 0 19,500 5,500 5,500 —
Grants 0 200,000 200,000 0 (200,000)-100.0%
Transfers 0 0 0 0 0 —
Fund Balance-Unappropriated 0 294,800 0 57,550 (237,250)-80.5%
TOTAL EXPENDITURES 4,007,613 4,055,200 6,750,740 1,853,500 (2,201,700)-54.3%
REVENUES OVER
EXPENDITURES (970,578)0 0 0 0
Lit Loot Box for Teens
Budgeted Capital Project expenditures are
unique from year-to-year based on needs
and requests.
Capital projects anticipated for FY22
include:
• Providing additional power to the
outdoor amphitheatre at Main.
• Remodeling and reinforcing security
protections of the server room.
• Adding ventilation to the Creative Lab.
• Improving accessibility to the outdoor
amphitheatre at the Anderson-Foothill
Branch .
• Removing large trees outside the
Chapman Branch.
• Adding exterior pathway lighting at the
Day-Riverside Branch.
• Improving ADA access from the
emergency exits at the Day-Riverside
Branch.
• Adding acoustic panels to the
multipurpose room at the Marmalade
Branch.
• Adding secure public charging stations
systemwide.
• Repairing the Urban Room ceiling at
Main.
• Initiating a site assessment of the
Anderson-Foothill Branch
EXPENDITURES OVERVIEW
Anderson-Foothill&Chapman&Day-Riverside&Glendale&Main&Marmalade&Sprague&Sweet.
PROMOTIONAL
DIFFERENCES
Old vs New Process in the Police
Department
Background
The promotion process in the Police Department has changed for the
better. The changes better serve the applicant, the department, the
City and citizens.
◦Old procedures -as required by the Civil Service Commission (CSC) –
have been replaced.
◦New procedures –as required by Promotional Rules (Rule) –were in
place in February 2021.
Improvements and Advantages
The updated and improved promotional procedures in the Police
Department have a number of advantages. Major advantages include:
◦Efficiency –The time to conduct the process is greatly reduced.
◦Eligibility –While providing opportunity for our internal employees,
the Rules allow the department to recruit for external applicants for
promotions above Sergeant.
◦Expansion –The Rules allow the hiring official (not only the Chief) to
choose from a larger, more diverse field.
An Applicant for Promotion
CSC
An applicant (and the entire process) had to
wait for multiple stage approvals from the
CSC. CSC typically met monthly.
Before a promotion could commence, the CSC
had to approve all details of each and every
promotion process in advance before it
commenced -even if the same promotion
process had been previously conducted (i.e.
Captain.)
Rules
The process for the applicant is much more
timely. A promotional process can commence
when the Chief, or designated hiring official,
determines there is a need to promote a person
to fill approved, vacant positions. Human
Resources conducts (as it always did) the
process.
Enhanced: Promotion processes can be
completed in a timely manner -filling essential
leadership positions faster.
An Applicant for Promotion
CSC
An applicant for promotion –whether sworn
or non-sworn -had to be an existing employee
of the Salt Lake Police Department. This meant
leadership at each level of the organization
was drawn from the same, internal pool of
applicants. As promotions were conducted for
each subsequent, higher level of leadership,
the applicants came from the same pool of
candidates.
Rules
An applicant for any promotion above Sergeant
can be external. To encourage inclusivity and
diversity the promotional process can include
internal and external candidates. To meet the
same objectives, a promotion process for
civilian positions can also include internal and
external candidates, consistent with City policy.
An Applicant for Promotion
CSC
An applicant for promotion could only be
selected –by only the Chief –if s/he was one
of the top five (5) candidates after the
promotional testing was completed. Exam
modules could include: written tests; oral
interviews or oral boards; performance test or
assessment centers. A candidate’s ranking
could be separated by one one-hundredth of a
point.
Rules
An applicant for promotion might be selected –
by a hiring official -if s/he is one of the top
twenty (20) candidates after the promotional
testing is completed. Exam modules can
include: an interview, presentation exercise,
management exercise, tactical exercise or
written communication exercise. Ranking will
still be based on precise points but allows the
hiring official to select a diverse applicant from
a larger pool.
Questions?
This document is a summary and does not
constitute rule or an interpretation of
rule. For complete information, please
refer to the document: Police Department
- Promotion Rules.
CIVIL SERVICE VS. POLICE RULES – COMPARISON SHEET - PROMOTIONS
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
Applicability To whom do the
rules apply?
All promotions for positions in
the Police Department.
Rules apply to non-appointed, full-time
positions.
The new rules incorporate
competitive/merit principles, and
provide preference for internal
candidates, while expanding diversity
and inclusion in the Salt Lake City
Police Department (SLCPD).
Governing
Principles
Which
requirements
govern how
promotions are
conducted?
Civil Service Commission (CSC)
Rule, Memorandum of
Understanding (MOU)
For sworn positions: Applicable law, MOU and
these rules. For civilian positions: Applicable
law, MOU and City policy.
Commitments to the MOU are
unchanged.
Initiating a
Promotion
Process
How are
promotions
initiated?
Before a promotion could
commence, the CSC had to
approve all details of each and
every promotion process in
advance before it commenced -
even if the same promotion
process had been previously
conducted (i.e. Captain.)
A promotion can commence when the Chief, or
designee, determines there is a need to hire
employees to fill approved, vacant positions.
Enhanced: Promotion processes can
be completed in a timely manner -
filling essential leadership positions
faster.
Eligible
Candidates
Who is eligible
to apply for
Sergeant?
All promotions within the Civil
Service shall be made on the
basis of: 1. Ascertained merit 2.
Seniority in service and 3.
Standing obtained by
competitive examination.
A candidate seeking promotion to the rank of
Sergeant must be a current employee of the
Police Department and meet eligibility
requirements.
Promotions to the rank of Sergeant
must come from within the SLCPD.
2
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
Eligible
Candidates
Who is eligible
to apply for
other
promotions
within SLCPD?
All promotions within the Civil
Service shall be made on the
basis of: 1. Ascertained merit 2.
Seniority in service and 3.
Standing obtained by
competitive examination.
To encourage inclusivity and diversity, and to
meet the needs of the Police Department, a
process for all other sworn positions may
include internal and external candidates. To
meet the same objectives, a promotion process
for civilian positions may also include internal
and external candidates, consistent with City
policy.
External candidates enhance the
competitive nature of merit-based
processes.
Eligible What are the All promotions within the Civil To be eligible to participate in a promotion Enhanced: Clearer language about
Candidates eligibility Service shall be made on the process, a candidate must meet the minimum eligibility requirements; no change to
requirements basis of: 1. Ascertained merit 2.job qualifications (including years of service) for minimum job qualifications or
for promotion?Seniority in service and 3.the vacant position and be in good standing certifications.
Standing obtained by with the Police Department. For sworn
competitive examination.positions, a candidate must also possess a
current, valid Peace Officer Standards and
Training (POST) certification and law
enforcement officer (LEO) certification, and be
in good standing with the Peace Officer
Standards and Training Division of the Utah
Department of Public Safety.
Acting Out of How are these Employees temporarily acting When a member of the Police Department acts No change.
Class or situations out of class shall not be out of class or serves in an acting capacity or
Temporary addressed?considered promotions;temporary appointment, the requirements and
Appointments however, employees acting out time frames provided by applicable law,
of class shall be compensated applicable memorandums(s) of understanding,
as per applicable MOU or and applicable Salt Lake City Corporation
Compensation Plan.policies shall apply.
Notice of How much At least 20 business days.Notice of a promotion process will be posted No change; language is clearer about
Promotion notice is given via Salt Lake City Corporation’s electronic job requirements.
Process to potential application system no later than twenty (20)
candidates for business days prior to the date on which the
promotion?process will commence and a candidate
applying for promotion must utilize the City’s
electronic job application system.
3
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
Notice of
Promotion
Process
Are other
members of PD
notified when a
promotion will
be conducted?
A Chief's memo was sent out
however, the plan for PD is to
have a detailed announcement.
For sworn positions, the Police Chief or
designee will also provide notice of each
promotion process to sworn members of the
Police Department via e-mail. Additionally, the
Human Resources Department will coordinate
with the Police Chief or designee in an effort to
provide verbal notice of each promotion
process to sworn members of the Police
Department.
Enhanced - Improved communication
about promotion opportunities.
Notice of What The notice of the promotional The promotion process notice will include Enhanced - More information
Promotion information is examinations shall contain the information about the examination modules to provided about the promotion
Process provided to date, time and place of the be utilized and the point ranges assigned to process.
applicants about examination along with the each examination module. The notice will also
the hiring closing date for applications.state if additional/ supplemental points will be
process?The eligibility requirements awarded based on job-related criteria such as,
shall be specified in the notice but not limited to, seniority, credentials,
of examination. The notice training, educational attainment, and
shall also indicate the experience. If additional/supplemental points
examination methods to be will be awarded, the notice will include the
used and where appropriate,criteria for receiving such points and the
the weight to be given on each applicable point range(s) for such points. The
examination component Police Chief or designee will consult with the
toward the final score.Human Resources Department prior to
determining whether to award
additional/supplemental points in a promotion
process.
Notice of How will Not applicable.There are many reasons why the Police A method of awarding preference to
Promotion preference be Department believes giving preference to an internal applicants will be part of the
Process given to internal eligible candidate currently employed by the promotion process.
candidates?Department is desirable. The manner in which
the preference will be awarded will depend on
the requirements of the specific position. The
manner of awarding preference will be
included in the promotion process notice.
4
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
Examination
Modules
What types of
exams will be
given during the
process?
Exam may consist of the
following: Written tests; oral
interview; performance test;
oral boards; assessment
centers; other examinations;
promotional ratings.
For sworn positions, a promotion process will
include examination modules. These modules
may include: Interview, Presentation Exercise,
Management Exercise, Tactical Exercise,
Written Communication Exercise and a
Discussion Exercise.
No change to examination/module -
types of exams are the same. The
language is clearer, more specific
about the modules which might be
included.
Scoring of
Modules
How is the
candidate
scored?
A candidate's final score will be
obtained by adding the
weighted numerically scored
portions of the examination.
The final score will determine
the rank order in which
candidates appear on the
eligibility register, with the
candidate having the highest
weighted scores listed on the
top of the register and all
others listed in descending
order.
A promotion process will include a scoring
system with point ranges assigned to each
examination module utilized in the process. A
candidate’s final score will be obtained by
adding the weighted, numerical score from
each examination module and then adding any
additional/supplemental points, if awarded, as
outlined in the promotion notice.
No change.
Scoring Panel Who are the
members who
will evaluate
and score the
candidates?
Not applicable.For sworn positions, the scoring panel for a
promotion process will consist of up to eight
individuals and may, but is not required to,
include one or more of the following: The
Police Chief, an Assistant Police Chief, a Deputy
Police Chief, a Captain, a Lieutenant, a
Sergeant, a sworn member of another law
enforcement agency, or a civilian. The Police
Chief or designee, after consultation with the
Human Resources Department, will select each
member of a scoring panel.
Enhanced, defines participants.
5
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
Scoring Panel How are Scoring
Panel members
trained?
Not applicable.After selection of the scoring panel, a member
of the Human Resources Department will
provide training pertaining to the scoring
system to the panel members. A member of
the Human Resources Department will also
advise the panel members of their obligation to
recognize and avoid personal bias in the scoring
process, as well as provide information to the
panel members regarding how to reduce and
eliminate such bias.
Big enhancement: HR will train the
panel about recognizing, avoiding,
reducing and eliminating potential
bias.
Rank-Ordered
List
How are the
candidates
ranked?
The final score will determine
the rank order in which
applicants appear on the
eligibility register, with the
applicant having the highest
weighted score listed at the top
of the register and all others
listed in descending order.
After review, the Commission
shall certify the register as the
current eligibility register from
which future promotions will
be made for the position
tested.
For sworn positions, the Human Resources
Department will compile and prepare a rank-
ordered list (based on final numerical score) of
all candidates who fully completed the
examination modules.
No change to how ranking occurs,
except clarity. Language clarifies an
applicant must complete all modules.
Notification of
Promotion
Process Outcome
How are
candidates
notified?
Upon certification by the
Commission, all ranked
applicants will be notified of
their ranked position on the
eligibility register and the
expiration date of the register.
The Human Resources Department will provide
written notice to each candidate who appears
on the rank-ordered list of her/his individual
ranking on the list. In accordance with
applicable law and applicable memorandum(s)
of understanding, a candidate will be permitted
to review records pertaining to her/his
application for promotion.
No change to notification. Provides in
rule an applicant may see records.
6
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
Duration,How long are The Commission shall approve For sworn positions, a rank-ordered promotion No change.
Extension and the promotion the term for which the register list will be valid for one (1) year from the date
Revocation of lists applicable?is adopted, and designate the the list is certified by the Human Resources
Promotion List expiration date. No Department, unless the list is extended or
promotional register shall be revoked by the Police Chief or designee during
established for a period of the period of the list’s validity, and as outlined
more than two (2) years. All in Rule.
names on the eligibility register
may be stricken, and another
examination ordered, if the
Commission determines it
advisable to do so. Those on
the list will be notified and
given a chance to compete
again.
Selection for How are The department Chief shall For sworn positions, the Human Resources Enhanced: The Chief (or designee)
Promotion applicants select for promotion one Department will provide written notice of the can interview and select from a wider
selected for person from the top five (5)rank-ordered list to the Police Chief or range of rank-ordered candidates.
promotion?names on the eligibility register designee. The Police Chief or designee may
for each position to be filled,interview all or some of the highest-ranked
and shall notify the twenty (20) applicants for each vacant position.
Commission of the selection.The Police Chief or designee, in his/her sole
discretion, will select one of the candidates
interviewed to fill the vacant position.
Promotion What is the Whenever any member of the An individual promoted to a vacant position No change, language is clearer.
Probationary probationary Civil Service is promoted to a shall serve a mandatory six (6)-month
Period period after position, there shall be a probationary period in the new position. If, at
promotion?probationary period to any time during the probationary period, the
evaluate the employee’s ability Police Chief or designee determines the
to perform the essential job individual’s performance in the new position is
functions of the new position.not satisfactory, the individual may be returned
The probationary period of six to their prior position.
(6) months must be
satisfactorily completed by the
employee before the
promotion becomes a
7
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
nonprobationary position. Any
employee who fails to
complete his or her
probationary period in a
promoted position shall be
returned to his or her position
prior to the promotion.
Promotion How can a Persons who are denied If a candidate contends that a violation of the Outlines the basis for an appeal.
Appeals Process member appeal promotions in violation of a “Notice of Promotion Process,” “Promotion
a promotion provision of this Chapter IV Process,” and/or “Scoring” provisions of these
decision?may petition the Commission.Rules resulted in s/he not being selected for
promotion, the candidate may submit a written
appeal to the Police Chief within ten (10)
business days of the date the candidate is
notified that s/he was not selected. Unless the
candidate and the Police Chief or designee
agree to a different time period, the Police
Chief or designee shall transmit a written
decision on the appeal to the candidate within
ten (10) business days of the Police Chief’s or
designee’s receipt of the appeal.
Right to Return What right of When a Deputy Chief or With the exception of the Police Chief, an Enhanced, clearer language. Clarifies
return exists Assistant Chief is removed for individual accepting an appointed position in no right of return for an individual
from an non-disciplinary reasons, his or the Police Department, and who is who was not a member of the PD at
appointed her term, if any, expires, or subsequently released from that position for the time of her/his appointment.
position?because the Police Chief or Fire non-disciplinary reasons, has the right to return
Chief appoints a successor, he to the last non-appointed rank in the Police
or she shall return to the Civil Department s/he held prior to accepting the
Service rank he/she held at the appointment. If no vacancy exists in the
time of the appointment to applicable non-appointed rank at the time the
Deputy Chief or Assistant Chief right of return is exercised, the least-senior
status based on accrued employee in that non-appointed rank shall
seniority.accordingly be reduced in rank. To the extent
further rank reductions are required, they shall
be conducted in the same manner. An
individual who was not a member of the Police
8
Concept or
Section:
Question Civil Service Promotional Rules
(old)
Police Promotional Rules (new)Consideration
Department at the time of her/his appointment
to an appointed position has no right of return.
Layoffs and How is a For the purposes of promotions The calculation of seniority for Police No change
Seniority candidate's to sworn positions within the Department members, as well as the layoff
seniority Police Department, seniority process pertaining to Police Department
determined?shall be defined as the length members, will be conducted in accordance with
of service as a sworn officer in applicable law, applicable memorandum(s) of
the current rank in the understanding, and applicable Salt Lake City
department. Employees who Corporation policies.
are laid off or reduced in rank
because of a reduction in force,
reorganization, or for any other
reason not the fault of the
employee, may, if qualified,
bump the least senior, full-time
employee from a job position
that the laid off employee
previously and actually held
within his/her department.
•SPECIAL FUNCTION OFFICER (SFO) TRAINING BLOCK
•240 hours of training
•Topics include ethics, leadership, Utah criminal code, laws of arrest,
defensive tactics, conflict resolution
•Completions allows for limited police powers when accompanied
by a fully certified officer
•LAW ENFORCEMENT OFFICER (LEO) TRAINING BLOCK
•348 hours of training
•Topics include emergency vehicle operations (EVO), firearms, report writing,
investigations, defensive tactics
•Completions allows for an individual to be certified as a law enforcement officer
•SALT LAKE CITY POLICE DEPARTMENT ADDITIONAL CURRICULUM
•254 hours of training
•Additional training for investigations, specific policies and procedures,
fair and impartial policing, Arbinger, Blue Courage
Training Hours Required By POST
SLCPD In-House Academy
PROS
•Train officers to a higher standard
•Focus on policing in Salt Lake City
•Ability to train and certify larger
number of recruits
CONS
•Limited training facilities
•Time commitment
•Limited resources
Department Impacts Related to Increased Mandatory Training
•Mandatory training has increased over several years
•Critical training needs, while not labeled mandatory, have also increased
•Amount of provided training time and staffing is limited
Ongoing Training
•TRIMESTER TRAINING (30 HOURS A YEAR)
•Cover all mandatory training topics
•Implement equipment changes (ex. Taser 7)
•Provide additional critical training for officers
•POLICY OR LAW UPDATES
•Lexipol
•Cornerstone
•OUTSIDE AGENCY TRAINING
•Current trends
•New programs
•Additional certifications
Potential New Training
•REALITY-BASED TRAINING (RBT)
•Hands on practical scenario-based training
•Primarily offered to line level officers and
detectives
•Topic changes each month due to
department needs
•40-HOUR SERGEANT ACADEMY
•Training included supervisor expectations,
leadership styles, scene management,
and practical topics new sergeants need to
be training on
•CONTINUED SUPERVISOR TRAINING DURING
TRIMESTER TRAINING
•Focused on supervisor and management
responsibilities
•HOSTING OUTSIDE AGENCY TRAINING
•FEMA provided active shooter and incident
management courses
•HIDTA funded police training
Our ability to take on additional new
training is limited by training facilities and
staffing levels
Specialized Training and Certifications
•OFFERED BASED ON INTEREST AND REQUIREMENTS FOR DEPARTMENT POSITIONS
•OFFERED BY SALT LAKE CITY POLICE
•Field training officer (FTO), bicycle officer certification, search warrant training,
SWAT school, public order school, Motor school
•OUTSIDE AGENCY TRAINING
•Specialty impact munitions, OC instructor, Taser instructor, defensive tactics,
hostage negotiator, firearms instructor, investigative specialties
•CAREER PATH
•Financial incentive
•Points assigned to specific training or certifications
Training Equipment
•TI MACHINE (USE-OF FORCE SIMULATOR)
•Technologically outdated
•Lack of space for consistent use
•VIRTUAL REALITY TRAINING PLATFORM
•Frequent manipulation and changing scenarios
•Cost less to upkeep and experience fewer hardware problems
•Require less space
•A price quote has been obtained and submitted for approval
•NEED FOR ADDITIONAL TRAINING EQUIPMENT AND FACILITIES
•Firearms facility
•Emergency vehicle operation (EVO) facility
•Training compound including building facade
Required Training and Certifications
•POST REQUIREMENTS
•40 hours annual training
•Taser, OC, baton, firearms, defensive tactics
•LEGISLATIVE REQUIREMENTS H.B. 162 AND H.B. 334
•No less than 16 hours
•Training focused on mental health, crisis intervention responses, arrest control, de-escalation
•Mental illness, autism spectrum disorder, and other neurological and developmental disorders
•SALT LAKE CITY POLICE DEPARTMENT REQUIREMENTS
•Specialty certifications and training for department positions and assignments
•Crisis intervention, specialty impact munitions, bias-based policing
Impacts on Training
•TRAININGS CANCELLED OR ATTENDANCE LIMITED
•Significant period without in-person training
•Impact on officers being able to maintain sufficient training hours
•MOVE TO ON-LINE TRAINING
•Training efficacy is limited
•Majority of police training not suited for on-line training
•REDUCED STAFFING LEVELS AND POLICE REFORM
•Limited staffing, retention, and morale has affected training value
•Increase of mandatory training has reduced ability to provide other pertinent training
•Limited staffing also inhibits the ability to present or attend training
Summary of the Police Department Audit
Salt Lake City, Utah
Study Objectives
Last year, the City Council initiated a process of police reform that
focused both on budgeting and operational issues.
The public participated in the development of the scope of work for
a consulting-assisted effort to evaluate opportunities to make the
Police Department more accountable and transparent.
The result was the creation of 17 scope areas focused on:
The development of a ’zero-based budget’ approach to assist the
Council in decision-making about resource allocation.
The examination of alternative response issues associated with lower
priority calls for service and calls involving mental health issues.
The examination of issues associated with disciplinary processes.
The examination of body worn camera reviews and other issues.
Overview of Budget Issues
The City Council’s zero based budgeting effort was prompted by a
desire to implement more informed decision-making regarding
allocated resources and service delivery outcomes.
The current approaches to budgeting do not provide the level of
detail or transparency needed for critical and informed decisions to
be made.
Additionally, current practices do not easily allow decisions to be
made on services or services levels with immediately available
budget and staffing impacts.
The analysis conducted in the financial scope provides necessary
background to develop an informed framework for a new budget
process and monitoring that is tied, eventually, to service outcomes.
Financial Scope of Work
Key areas of inquiry included:
1)Analyze actual and budgets for each cost center and object code (FY18, 19, 20)
2) Identify special projects, onetime purchases and short-term contracts
3)Identify associated expenses and revenues for activity outside General Fund
4)Define organizational units to establish consistent language and identify costs.
5)Identify costs and service levels associated with each functional group.
6)Quantify smallest organizational blocks (employees and associated costs).
7)Recommend best practices for use in department’s budgeting.
8)Facilitate the Council’s zero based budget exercise.
Cost Centers and Object Codes
Cost Centers are not aligned with services due to frequent
organizational changes and changes in initiatives and programs.
Many costs within the Police Department are not charged to
appropriate cost centers based on functional use of funds.
Generally, the budget is developed with amounts representing
anticipated expenditures. However, over a 3 period some line items
identified that have actuals much lower or higher than budget.
Object code evaluation shows they are generally appropriately
utilized, however:
Some object codes have no budgeted amount but show expenditures
Others have a budgeted amount but show no expenditures.
Special Projects and Expenditures
The department should more closely monitor and track all costs
associated with these types of expenditures –especially for
unbudgeted projects.
The lack of a master contract listing for all contracts (especially short-
term contracts) impedes a holistic view of all obligations for the
delivery of police services.
For unbudgeted efforts, costs should be coded with a ‘project code’
to enable full reporting of all associated costs and expenditures.
Functional Area Cost Center Review
Costs for department-wide efforts should be consolidated into a
central services / administrative overhead category.
This will enable more accurate and easier costing of functional units, and
Increases insight into costs that will be incurred regardless of changes in
services levels or organizational structure.
Organizational Blocks (1)
Future ZBB efforts will depend on establishing and consistently using
organizational blocks, scaling factors, and defining desired service
levels.
All costs associated with the direct provision of services must be
allocated at the organizational block level.
Organizational Blocks (2)
The report provides an approach to establishing an organizational
structure and organizational units based on functions performed,
span of control factors, and position scaling factors:
Workload based: Staff based upon workload to be handled (e.g.,
patrol).
Span of control: Targeted or maximum span for supervisory positions
Fixed coverage: Based on number of hours and posts that must be
covered. (e.g., K9 units).
Ratio-based: Scales based on size of organization. Typically used for
internal service functions (e.g., human resources, training).
Non-scaling: Unique or static positions that do not scale based upon
workload such as the Chief of Police.
Best Practices (1)
The City’s planned implementation of a new ERP is timely as most
issues raised in the financial review can most easily be addressed as
part of the new ERP implementation.
Future budgets must be reorganized to group expenditures by
appropriate functional levels.
All expenditures within the functional areas must be allocated to
organizational blocks (coded to the service provided).
All airport expenditures must be fully defined and tracked whether or
not they are covered by the agreement.
Best Practices (2)
Alternative approaches to budgeting for personnel costs should be
considered.
Current approach requires department to cover some routine
expenditures from “attrition savings”
This approach impedes effectively resource allocation and budgetary
decisions.
All department-wide non-organizational unit specific costs should be
centralized into one cost center.
Routine costs for facilities maintenance, building operations, and
information technology should be considered for removal from Police
Department budget and handled in a centralized manner.
Best Practices (3)
Line items that routinely have expenditures but no budgeted amount
should have a budget developed for future years to set stage for ZBB
effort.
Line items that routinely have a budgeted amount but no
expenditures should be eliminated and the amounts reallocated in
the budget.
Zero Based Budget Exercise
Will be conducted at a future date.
Will enable review of impact on staffing and overall expenditures by
making decisions at the organizational block level regarding:
Types of services provided by the department, and
Levels of service provided.
Overview of Operational Issues
While Salt Lake City has historically focused policing on safety and
efficiency, the past year has emphasized:
Accountability to the public
Transparency
Ensuring that policies and training reflect the best in policing
Effective community support and engagement
As a result, the scope of work for this project was expanded to
include these areas.
The community was brought into the process of defining an
‘operational’ scope of work.
Operational Scope of Work
Key areas of inquiry included:
1)Internal affairs structure and processes
2)Disciplinary processes in comparison to best practices
3)Personnel management through effective evaluations
4)Memorandum of understanding issues
5)Body worn camera reviews
6)Core policing functions that can be handled through alternative means
7)Mental health response
8)Mental health services available to employees
9)Potential for additional partnerships
Current Approaches to MH Crisis
SLCPD provides alternative response and services for mental
health needs and crisis intervention through :
Community Connection Center: Walk-in facility with clinicians and
case managers that can connect individuals with services.
CIT/HOST: Team of sworn officers and a sergeant that respond to
mental health crisis events and provide CIT training, as well as
proactive policing.
Co-response: CIT/HOST officers respond with CCC clinicians to
mental health crisis events, triaging 911 calls to be the primary
responder when possible.
The project team examined current operations and opportunities
to better implement these strategies, with the goal of ultimately
achieving better outcomes.
MH Crisis Event Methodology
To quantify calls for service involving persons experiencing
mental health crisis, the project team examined the call types that
most likely involve mental health crisis.
For instance, “Psychiatric Problem –Non Violent” frequently involve
CIT/HOST officers.
The need for specialized co-response to mental health crisis
events are then modeled for all hours and days of the week.
This is critical for the hours and days when CIT/HOST is not on duty,
in order to understand ‘unmet demand’.
Demand for MH Co-Response
The frequency of events that are most likely to require specialized
MH co-response shows significant unmet needs:
Addressing MH Response Needs
Evening hours appear to have the greatest need for specialized
co-response, while CIT is not working.
Saturday and Sunday also have comparable levels of activity.
Staff should be redeployed to address these needs.
Pursuing both the co-response model and prioritizing training all
officers in CIT certification + refresher training comes at the cost
of both.
Providing the CIT training takes significant time. Current refresher
training is short of best practice levels.
By concentrating officers on one shift, co-response is only available
at certain times.
Addressing MH Response Needs
Consequently, fully implementing co-response should be
prioritized over widespread CIT training in order to focus on
achieving outcomes such fewer uses of force and arrest.
In order to address these needs:
Redeploy 2 CIT/HOST officers and 2 Community Connections staff to
Afternoon Shift hours to cover the evening.
Stagger workdays on both teams to cover Saturday and Sunday.
Increase CIT/HOST staffing by two officer positions, and add an
additional clinician to provide for relief factors.
These recommendations will provide for specialized co-response to
MH events that is available 20.5 hours per day, 7 days per week.
Core and Non-Core Functions
The project team examined the core and non-core functions of the
police department in order to identify potential opportunities to for
alternative service provision.
In general, units within a police organization can be considered as
part of one or more core functions of a policing:
Response to calls for service
Investigation of crime
Suppression and prevention of crime and disorder (traffic
enforcement is a component of this)
Build and maintain relationships and trust within the community
Call for Service Diversion
Among these, call response represents a significant opportunity.
The roles of police officers have expanded in recent decades, and
are asked to serve in new capacities.
Call diversion examines how some of these new responses can be
diverted to other, more specialized means.
The approach enables officers to focus on their core services and
have more time to be proactive and engage with the community.
Many departments throughout the country staff civilian community
service officers (CSOs) that response to non-emergency calls for
service that do not require a sworn officer.
Framework for Call Diversion
Before:
After:
Call Diversion Potential Impacts
The project team examined the feasibility of implementing such an
approach, using dispatch data to determine the number of calls
could be diverted.
The analysis shows that up to 14,303 calls for service could be
diverted from sworn patrol to civilian responders.
Based on the workload of each call, this would require adding 20
positions to a new CSO classification.
Impacts include dramatic improvements to patrol service levels,
including in proactive time and response time to low-priority
incidents.
Internal Affairs in the SLCPD (1)
The process in the SLCPD is similar to other larger agencies that
we reviewed.
SLCPD conforms to best practice in several areas:
They accept complaints from a variety of sources
All complaints are accepted
All complaints are tracked in a database
There is a set timeline of 75 days to conduct the investigation.
44% of complaints are internally generated indicating a high level
of internal accountability.
However, there is a lack of transparency.
Internal Affairs in the SLCPD (2)
Current policy does not require Internal Affairs complaints to be
completed on employees who resign or retire prior to an IA
investigation.
SLCPD is in the process of updating their Internal Affairs policy –
requiring an update to the MOU to allow supervisors to better
address low level policy violations with written warnings or verbal
counseling without activating the discipline investigation clause.
Proposed Internal Affairs Changes
Update IA processes to the new proposed policy which outlines
types of corrective action that can be taken that are not
considered discipline.
Adopt the proposed change that allows sergeants to handle
limited minor complaints in the field and provides that the
complaint be entered into the employee management database.
Adopt the proposed policy change that would require minor
complaints to be handled by division commands and more serious
complaints to be handled by IA investigators.
Post complete IA complaint statistics on public website.
Post more Use of Force information, including demographics
Adopt a policy that would require IA investigations be completed
even when an employee resigns or retires
Discipline Process and Issues
The current system includes a three-tier level system based on
the seriousness of the complaint
The department is looking to move to a formalized discipline
matrix which is an emerging practice among larger departments
A formalized discipline matrix helps to make discipline more
consistent.
A formalized discipline matrix also assists in transparency.
Discipline Recommendations
Adopt a proposed policy recommendation that includes a “policy
deficiency” finding
Adopt a proposed policy recommendation that includes a
“coaching / counseling” finding
Add a “training deficiency” finding which denotes that the member
did not violate policy because they were not trained or there is a
training gap that should be addressed department wide.
Adopt a formalized discipline matrix
Personnel Management Systems
The current early warning system does not operate effectively and
needs significant changes to be more effective.
The system as currently operated may not trigger soon enough on
some issues while triggering to often on others.
Changes may require different software.
The IA Lieutenant is the system administrator which is not a best
practice.
Employee Wellness
Two recent employee surveys indicated that many officers are
struggling with depression, had difficulty concentrating and 12%
had suicidal thoughts.
SLCPD has identified the need for clinician to address some of
these issues
There is a need to further develop a wellness program
Wellness Recommendations
Create a steering committee of stakeholders to make actionable
recommendations to address the 2019 and 2020 officer survey
Develop an executive-led and department-wide plan to train all
personnel regarding trauma, stress and PTSD for first responders
from accredited behavioral science experts
Use the steering committee to research resiliency training for
employees in high stress/trauma environments
Measure outcomes of implemented education, programs, and
strategies
HR Recommendations (1)
Remove Early Intervention System Administrator duties from the
IA Lieutenant responsibilities
Designate an Early Intervention and Identification System
coordinator and move the administration of EIIS from under the
Internal Affairs Unit in the Professional Standards Division
Identify and implement a personal management system that can
be tailored to collect pre-programmed criteria specific to SLPD
agency needs and community expectations
Review categories for inclusion in data collection that could be
useful as early indicators of potential problematic behavior (e.g.,
lawsuits and traumatic Incidents).
HR Recommendations (2)
Communicate in EIIS policy the stated goals for the personal
management system
Replace the current method of data collection to a system that
can be modified to capture data that supports the agency goals
and purpose of a personal management system
Provide agency wide executive communication to agency
personnel regarding personal management system goals, to
include training on policy and/or system changes
MOU Issues
Article 15 of the MOU presents a barrier to effective low-level
intervention and corrections to employee as even verbal
counseling or written warning may interpreted as discipline.
Revise policy to enable supervisors to investigate and address
low level complaints without violating agreed upon contractual
rights.
Negotiate with the Salt Lake Police Association regarding wording
and/or what is considered discipline at the lowest level.
Body Worn Camera Issues
The body worn camera policy is clearly written and incorporates
State code.
Audit results indicate that officers properly activate their camera
92% of the time, however they only noted activation 47% of the
time and interrupted video within policy only 43% of the time.
Compared to other police department audits reviewed, SLCPD
had a better activation rate than several of their peers.
The Ordinance only requires 5 audits per month which is not
adequate to gain meaningful insight into whether body worn
cameras are operated within policy consistently.
BWC Recommendations
Make mandatory the monthly BWC auditing by supervisors.
Conduct random BWC audits by the audits and inspections unit.
Post body worn camera compliance on the public website.
Add an annual body worn camera audit role to the police civilian
review board (PCRB). Create a new position to do this.
The independent body worn camera auditor should review a
minimum of 20 videos per month.
Establish BWC review performance metrics.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Ben Luedtke and Sylvia Richards
Budget and Policy Analysts
DATE:April 20, 2021
RE: Budget Amendment Number Eight FY2021
________________________________________________________________________________
Budget Amendment Number Eight is a small amendment with no revenue impact and proposed expenses of $2 million.
The amendment includes two proposals from the Police Department to access funds set aside in the Non Departmental
budget during the FY21 annual budget process. The third item is a request to provide a grant using General Fund and
Funding Our Future fund balances to assist in the purchase of the Airport Inn. This amendment also includes one
potential Council-added item which would impact the General Fund in the amount of $50,000.
If this budget amendment is approved as requested by the Administration, with the inclusion of the Council-added item,
then the amount available in Fund Balance above the 13% minimum target would be $7.2 million. There are a total of
three items in Section A. The Administration has requested that this amendment be expedited.
Revenues Update
The Administration has provided the following information regarding City revenues: “The City is currently projecting a
$1.9 million decrease in budgeted revenue (as compared to the $4.4 million decrease projected in revenue for Budget
Amendment No. Seven). The largest portion of the decrease is attributed to a $1.7 million decrease in Fines and
Forfeitures, a $1.7 million decrease in Parking Meter Revenues and a $978 thousand decrease in Miscellaneous
Revenues. These decreases are offset by a projected net increase of $1.4 million in Licenses and Permits as well as a
$1.1 million increase in Sales Tax and a $750 thousand increase in sales tax attributable to Funding Our Future
revenues.
The increase in Licenses and Permits is in spite of airport parking/license tax showing a decrease due to decreased
travel as a result of COVID. The decrease in airport parking and licenses is $2,045,000. Innkeepers tax has also been hit
hard by COVID and is projecting a decrease of $1,717,500. According to recent news reports, hotels are experiencing
30% occupancy compared to this time of year in previous years. Business licenses are also expected to be below budget
due to trends for apartment units, new business license requests and business license renewal .
Project Timeline:
Set Date: April 20, 2021
1st Briefing: April 20, 2021
2nd Briefing (if needed): May 4, 2021
Public Hearing: May 4, 2021
Potential Action: May 18, 2021
Page | 2
These revenue losses are offset by gains in permits & zoning building permits (+$1.1M), plan check fees (+$1.5M), and
street excavation (+$1.96M due to a temporary boost from Google contract). Fines and Forfeitures are projected
below budget due to a decrease in parking ticket revenue of $750k. Justice Court fines are down $185k, while moving
violations are projected wat a loss of $699k. The Justice Court is following the order of the Administrative Office of the
Courts which is resulting in fewer court cases and no orders to pay fines, which are then subsequently not sent to
collections and no warrants are being issued. Traffic school revenue is down $61k and vehicle booting is projected to be
down $19k. Parking Meter Collection is slightly less than half of the previous fiscal year due to an overall decrease in
traffic downtown. This is driving the significant decrease of $1.7 million. Additionally, Miscellaneous Revenue has
also been affected by the pandemic with decreases in accounts receivable collections, special event revenue, fuel
reimbursement due to the Mayor’s emergency declaration and utility reimbursement.
Page | 3
Fund Balance Update
Fund Balance remains above fifteen percent, after projected use of fund balance in the current amendment and the
reduction in projected revenues.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
Section A: New Items
(note: to expedite the processing of this staff report, staff has included the Administration’s descriptions from the
transmittal for some of these items)
A-1: Hire Lateral Class of Police Officers – ($314,899 from $2.8 million Holding Account)
The Police Department is requesting budget appropriation from the holding account approved by the Council as
part of the FY 21 annual budget, to hire 12 lateral officers. The Administration indicates this urgent need is to
address a shortage in officers available for call response:
See Attachment 1 for charts visualizing the impact of increased:
- Employee separations, retirements, and resignations
o 36 resignations is more than double the average in recent years
o 8 separations is double the average in recent years
- Leave by type and month, and
o Leave time spiked in September and October, and then again in February
- Calls for service
o The first two months of 2021 are significantly higher than the average in recent years but slightly
below call volume in January and February last year
Traditionally, hiring a lateral class has not been as “recruitment” oriented as a new officer class. Currently, due to
COVID restrictions, the Police Department is relying on social media and referrals to attract a pool of candidates for
the proposed lateral hiring class. The Administration has stated the following: “As the Police Department looks to
utilize lateral hiring in the short term, we will refocus efforts on lateral recruitment and diversity recruitment. This
will include analyzing social media announcements of lateral hiring classes and messages on diversity in the
workforce. We will continue to work with Human Resources and the Racial Equity in Policing (REP) Commission to
identify and implement changes and improvements in recruiting which will provide for a more diverse applicant
pool of officers.”
See Attachment 2 for a spreadsheet provided by the Police Department that projects officer staffing levels in FY22
under two scenarios. The first scenario assumes holding 30 officer FTE positions vacant through next fiscal year
and not hiring a lateral class in FY21. The result is further reductions in staffing levels averaging slightly less than
400 officers. The second scenario assumes a lateral class in FY21 and not holding any police officer FTE positions
vacant in FY22. The result is a slight increase in staffing levels averaging 412 officers.
The current available officers after factoring in accumulated use or lose leave time is 406 officers as of March 26,
2021. As of the same date, the Police Department has a total of 489 officers on staff of a total 569 authorized officer
FTEs of which 66 are Airport Police. It’s important to note that the Department’s staffing is cyclical as employees
retire or leave for other reasons. The total number of hired officers on staff and the number of available officers can
change daily. The assumptions in the projections such as four officer retirements per month could be higher or
lower next fiscal year.
Lateral Class Hiring:
Lateral officers would go through a complete background and interview process.
Lateral officers have the necessary law enforcement certification from Peace Officer Standards and Training
(POST).
SLCPD Training Academy for SLCPD and City specific training (recommendation from the REP
Commission)
Field Training program – One on one training in the field. Provide for second officer on scene to handle
calls for service. During field training, officers will be scheduled to attend a community council meeting in
each district.
The Police Department has been working closely with Human Resources to analyze the departments diversity and
Page | 5
improvements that can be made. In 2020, most of the outreach and recruiting was suspended due to the pandemic
and budget limitations. The table below was prepared by the Administration for the REP Commission along with a
statement that the City’s demographic makeup “during the day fluctuates to include many other people that
commute to work from other cities along the Wasatch Front and we hire most of our people from the same
demographic. The Wasatch Front is the standard we usually compare ourselves to.”
The requested funding is split between $257,311 for personnel costs and $57,533 for supplies. If the Council
approves this request, then the holding account will have a remaining balance of $2,485,101.
See Attachment 3 for a Racial Equity in Policing Core Commissioners letter of support for the proposed lateral class.
The letter identifies implementation of REP Commission recommendations as an important factor for supporting
hiring lateral officers from other law enforcement agencies. Examples of those recommendations include
mandatory CIT training, Salt Lake City neighborhood specific cultural training and changes to questions asked of
candidates in the Police Chief’s interviews.
Policy Questions and Straw Poll Request:
Straw Poll – The Administration requested a straw poll if the Council supports this approach. It would
allow early steps in the hiring process to begin sooner such as
Funding Source – The Council may wish to discuss with the Administration the proposed use of the $2.8
million holding account for this item. An alternate funding source is general fund balance.
Training Changes – The Council may wish to ask the Administration how will training be different for these
new officers compared to past practices? The Council may wish to consider making future police funding
contingent on all officers receiving CIT training and maintaining certification.
Response Times and Crime Types – The Council may wish to ask the Administration if data is available
about response times overall and by crime type. Some public comments to the Council Office have claimed
response times have gotten longer during FY21.
A-2: Crisis Intervention Team (CIT) Training for Police Department– ($117,400 from $322,800
Training Holding Account)
The Police Department is requesting budget appropriation from the training holding account to cover CIT training
costs. The Police Department has implemented additional CIT training for all sworn officers. This additional
training is in alignment with the recommendations of the Commission on Racial Equity in Policing. The Police
Department has been proactive and scheduled Certification and Recertification Courses but will need overtime
budget to facilitate the increase in training. The overtime will be utilized to facilitate officers attending training on
overtime or paying overtime to backfill those positions for training as well as overtime for the social workers or
other CIT instructors that teach the classes.
The table below summarizes the status of police officer CIT training as of April 6, 2021. The Police Department
offered additional CIT trainings in February and March. Figures from February show the number of officers fully
certified increased from 110 to 179 in the last two months. If this funding is approved, then the Police Department
anticipates three 10-hour renewal courses would be offered in May for up to 90 officers. Also, a full 40-hour
academy class would be offered in May and another in June for up to 50 officers. Additional courses would be
Page | 6
offered next fiscal year to allow every officer to be fully certified. Council Members have previously acknowledged
that the SLCPD's form of CIT training is not identical to some other CIT models.
The Police Department is requiring CIT certification for all officers. The overtime is voluntary and available to
officers that are unable to attend while on duty. Additional funding for voluntary overtime is expected to increase
the pace of officers becoming fully certified, or to account for potential Council budget contingencies relating to CIT
training.
St at u s # o f Offic e rs % o f T o t al
Fully Ce r t ifie d 1 7 9 3 5 %
Ne e d 4 -ho u r Re c e r t ific at io n 7 8 1 5 %
Ne e d 1 0 -ho u r Re ne wa l 1 2 0 2 4 %
No t Ce r t ifie d / Ne e d 4 0 -ho u r CI T A c ad e my 1 3 0 2 6 %
TOTA LS 5 0 7 1 0 0 %
C risi s I n t e rv en t io n T e am (C I T ) T rai n i n g b y Po lic e Offic e r St at u s
Note these figures are as of April 6, 2021
The Police Department has its own CIT instructors which includes three officers and one sergeant. All staff in the
social worker program also participate in CIT trainings. Sometimes METRO CIT also provides a social worker and
detectives from West Valley City to assist. It’s important to note that the CIT instructors are also the officers that co-
respond with social workers.
If the Council approves this request, then the training holding account will have a remaining balance of $205,400.
Policy Questions:
All Officers Certified Timing – The Council may wish to ask the Administration when every officer will be
able to attain full CIT certification. The Council may also wish to ask the Administration if new officers will
receive CIT certification as part of initial academy training or Field Training Officer (FTO).
# of CIT Instructors – The Council may wish to ask the Administration how the current staffing levels of
CIT instructors impacts the Police Department’s ability to offer CIT trainings and ability to offer the co-
responder model where officers and social workers jointly deploy to a call for service.
A-3: Donation to Switchpoint to Create Shelter for Low-Income Seniors and Veterans –
($2,000,000 Total: One million each from General Fund’s Fund Balance and Funding Our Future’s
Fund Balance)
See Attachment 4 for Switchpoint’s original proposal to purchase the Airport Inn
The Administration is proposing issuing a donation of $2,000,000 to a coalition headed by Switchpoint to assist in
their purchase of the winter overflow shelter (Airport Inn at 2333 West North Temple). Switchpoint, is proposing to
purchase the property for extremely low-income seniors and veterans. The public benefit analysis usually required
for the City to donate funds or assets to a non-profit is satisfied by the budget amendment public hearing scheduled
for May 4.
Switchpoint indicates the project will provide 100 housing units, with at least 25% reserved for veterans. The
monthly rent will be $415/unit. In addition to housing, Switchpoint will provide access to on site integrated
treatment services for physical and behavioral health. The total cost of purchasing and refurbishing the housing
units and common areas will be about $80,000 per unit, significantly below the new construction costs of about
$200,000 per unit. Ongoing operating costs of the project, including professional support for needed services will
be fully supported by the rent paid by our residents. Total cost is $8,500,000 including $6,500,000 to purchase,
plus $2,000,000 to renovate. To date, Switchpoint has secured $1.75 million, and is working to secure additional
funding from private donors and other entities. If the Council approves the request, the purchase/renovation
funding gap would be $4.75 million.
The proposed shelter would not be permanent supportive housing but rather transitional, extended hotel stays. This
is different than single-room occupancy (SRO) or shared group living housing. The property is located within
Page | 7
Airport Influence Zone A where residential uses are prohibited. Hotel uses are permitted in this zone if sound
mitigation measures are taken (such as thicker windows). As a result, rental agreements are limited to 30 days,
kitchen facilities may not be provided inside each room and on-site services may not be intensive.
Switchpoint is currently in discussions with additional donors and Salt Lake County for further funding. If the
project can secure full funding, then renovations are estimated to take three months.
Policy Questions:
Purchasing Other Properties to Create Housing – The Council may wish to ask the Administration if using
these funds to purchase other properties in the City to create low-income housing was or could be
evaluated. Some Council Members expressed interest in purchasing blighted and/or nuisance properties
and redeveloping them into affordable housing.
Coordination with Other Veterans Housing – The Council may wish to ask the Administration how the 25
units reserved for veterans will be coordinated with other veteran dedicated housing nearby such as Valor
House, Freedom Landing and others.
Additional questions sent by staff:
The following questions were sent to the Administration and responses were forthcoming at the time of publishing
this staff report:
Is it correct that Switchpoint will own and operate the property? Are there other entities that would have an
ownership stake or be involved in ongoing operations?
Has the Administration (and/or Switchpoint) evaluated using these funds to purchase other properties in
the City to create housing dedicated to low-income seniors and veterans? Will using these funds reduce the
possibility of the City having adequate resources to purchase other properties that may serve this purpose?
How will affordability to low-income seniors and veterans be ensured over the long-term? Are there legal
steps Switchpoint plans to make, or that the City could require as a condition of the donation, to ensure
affordability over coming decades?
If Switchpoint is unable to secure full funding by the end of FY21, then would the $2 million drop to fund
balance and no longer be available for the redevelopment?
Section B: Grants for Existing Staff Resources Section
(None)
Section C: Grants for New Staff Resources Section
(None)
Section D: Housekeeping
(None)
Section E: Grants Requiring No New Staff Resources
(None)
Section F: Donations
(None)
Section G: Council Consent Agenda No. 3 – Grant Awards
(None)
Page | 8
Section I: Council Added Items
I-1: (Tentative) Ranked Choice Voting (RCV) Public Awareness and Education Campaign
($100,000; $50,000 from Fund Balance)|
This item is a placeholder in case the Council decides to approve using a ranked choice voting method for the 2021
municipal election. $50,000 of funding would come from the General Fund’s Fund Balance. A budget for another
$50,000 would be created to accept funds from external sources such as the Lieutenant Governor’s Office.
The Council is scheduled on April 20 at the formal meeting to consider a resolution approving the use of RCV for
the 2021 municipal election.
ATTACHMENTS
1. SLCPD Staffing and Calls for Service Charts
2. Projected Police Officer Staffing in FY2022 Two Scenarios
3. REP Core Commissioners Letter of Support for Lateral Class
4. Switchpoint’s original proposal to purchase the Airport Inn
ACRONYMS
CIT – Crisis Intervention Team
FOF – Funding Our Future
FTE – Full-time Employee
FY – Fiscal Year
GF – General Fund
POST – Peace Officer Standards and Training
RCV – Ranked Choice Voting
REP – Racial Equity in Policing Commission
SLCPD – Salt Lake City Police Department
SLCPD STAFFING AND CALLS FOR SERVICE 03/01/2021
Separations, Retirements and Resignations Leaves
2 3 4 5 8 0
21 22 29 21
25
3
5 9
18
19
36
9
2016 2017 2018 2019 2020 2021
Separations Retirements
SEPARATIONS, RETIREMENTS, RESIGNATIONS
JANUARY 2016 - FEB 2021
MAR2019APR2019MAY2019JUN2019JUL2019AUG2019SEP2019OCT2019NOV2019DEC2019JAN2020FEB2020MAR2020APR2020MAY2020JUN2020JUL2020AUG2020SEP2020OCT2020NOV2020DEC2020JAN2021FEB20210
10
20
30
40
50
60
70
80
90
100
ADMIN LEAVE ERPL
FMLA/DLOA MILITARY
PARENTAL LEAVE SHORT TERM DISABILITY
WORKERS COMP TOTAL
DEPARTMENT LEAVES BY MONTH
Calls for Service
14243 14849 15198
15309
18617 18144
2016 2017 2018 2019 2020 2021
Jan & Feb 2016-2021
In January 2020 the Police Department had all sworn funded FTE's hired.
Authorized 3/26/2021 7/1/2021 12/31/2021 3/31/2022 06/31/2022
Staffing #569 523 511 517 505 517
Class 11/20 Unavailable 569 88
Class 2/21 Unavailable 569 26 26 26
Hold 30 FY 21 / FY 22 569 30 30 30 30 30
Hire 12/31/2022 569 0 0 30 30 30
Hire 4/1/2022 569 00 0024
Available 569 489 477 461 475 463
Use/Lose 569 17 17 17 0 0
Less Airport 66 66 66 66 66 66 Average
Staffing after use/lose 406 394 378 409 397 396.8
Total 553 541 547 535 547
Authorized 3/26/2021 7/1/2021 12/31/2021 3/31/2022 06/31/2022
Staffing #569 535 563 569 557 569
Class 11/20 569 88 0 0 0
Class 2/21 569 26 26 26 0 0
Class 7/21 569 30 30 30 30
Hold 30 FY 21 / FY 22 569 30
Hire 12/31/2022 569 30 30 30
Hire 4/1/2022 569 24
Lateral (4/21)569 12
Lateral (7/21)569 10
Available 569 489 489 483 497 485
Use/Lose 569 17 17 17 0 0
Less Airport 66 66 66 66 66 66 Average
Staffing after use/lose 406 406 400 431 419 412.4
Total 569 565 563 569 557 569
*Staffing considerations: special events, National League of Cities November 2021, protests, NBA All Star Game
February 2023, calls for Service, need for overtime may not be filled
On average: A class of 30 every 6 months will only add 3 fte's after 10 months of training based on an average
attrition of 4 per month and a loss of 3 during the training period
FY22 budget for funding police fte's will be needed to ensure the department can continually hire replacements
for staff that is leaving in order to re‐establish and maintain the staffing levels necessary when considering that
any officer in the academy is not eligible to take calls for service.
FY21: Establish budget for hiring in the current fiscal year that will allow the department to provide adequate
coverage for calls for service and major response.
Holding 30 FTE in FY 22
Hiring 30 FTE in FY 22 ‐ With Lateral Hires
April 9, 2021
Re: Support for Salt Lake City Police Department hiring
Dear Members of the City Council,
We write to you as the six “core commissioners” of the Salt Lake City Commission on Racial Equity
in Policing. Thank you for entrusting us with this critical role of examining the policy, budget, and
culture of the Salt Lake City Police Department.
We believe that it is part of our role to support Police Department initiatives that increase community
safety and officer training. As such, we write in support of City administration’s request in Budget
Amendment No. 8 for two police-related items. Both of these items provide an opportunity to enact
some of the Racial Equity in Policing Commission’s recommendations to the City:
Funding to hire a lateral class of 12 police officers to replace officers lost through
retirements and resignations. As we discussed, this hiring will provide an opportunity to
introduce our recommendation that officers receive neighborhood-specific cultural training.
We also appreciate Chief Brown’s suggestion that we provide specific questions we would
like him to ask in the Chief’s interviews of candidates. If the Council approves this request,
we look forward to following up on these specific parameters of the hiring.
Funding to complete Crisis Intervention Training for the department. It is essential that
officers receive CIT not only during their initial academy training, but on an ongoing,
annual basis. Dealing with people in crisis is an everyday occurrence for police officers, and
they must have the support to best handle the situation and prevent further harm to all
involved, including themselves.
Both of these initiatives will improve community safety and wellbeing. We support these requests
and respectfully urge you to support them as well.
Thank you for your service,
Rev. France Davis
Nicole Salazar-Hall
Moises Prospero
Verona Sagato-Mauga
Kamaal Ahmad
Darlene McDonald
Airport Inn Purchase Proposal
2333 W North Temple
Salt Lake City, UT 84116
Summary: An unusual combination of real estate market dynamics and federal stimulus
money has provided a unique opportunity to create a safe and welcoming environment for
seniors and veterans in Salt Lake City. We propose to purchase and refurbish the Airport Inn as
a Vertical Tiny Home neighborhood, creating a community within the larger Salt Lake City
community. This project will still be operated as a hotel/motel for zoning requirements.
The community will provide 100 units of housing for seniors and veterans on extremely
low incomes. At least 25% of the units will be reserved for veterans. Monthly rent will be $415
per unit. In addition to housing, we will provide on site access to integrated treatment services
for physical and behavioral health. We will also provide veterans health services through a
collaborative relationship already in place with Brighton Health Care a subsidiary of Avalon
Health.
The total cost of purchasing and refurbishing the housing units and common areas will
be about $80,000 per unit, significantly below the new construction costs of about $200,000 per
unit. Ongoing operating costs of the project, including professional support for needed services
will be fully supported by the rent paid by our residents.
Request: To purchase and refurbish the Airport Inn as 100 units of housing for senior citizens
55 years old or older, and veterans, on extremely low fixed incomes.
Cost: $8,500,000 - $6,500,000 to purchase, plus $2,000,000 to renovate. To date- Dell Loy
Hansen Family Foundation has committed $1,500,000- Episcopal Church $250,000 and we are
waiting for confirmation on another $500,000 from a donor. Salt Lake County has also been
notified that this project needs funding and we are awaiting an answer from Mike Gallegos on
the amount.
Advance Planning: We have already met with leaders from the City of Salt Lake and received
approval to move forward. We have worked with attorneys regarding zoning and the airport
overlay. It was determined that if there is no change to the services provided, no changes in
zoning are needed at this time. The leases offered will be on a month-to-month basis as
extended stay hotel.
We have already collaborated with the Division of Mental Health and Veteran Health Services
to provide support services through the Airport facility.
Results: We will get the most vulnerable population (as observed in the temporary winter
shelters) into affordable housing with wrap around services to provide a healthy, safe,
community environment.
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: ________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: ___________
______________________________________________________________________________
TO: Salt Lake City Council DATE: April 9, 2021
Amy Fowler, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: Budget Amendment #8
SPONSOR: NA
STAFF CONTACT: John Vuyk, Budget Director (801) 535-6394 or
Mary Beth Thompson (801) 535-6403
DOCUMENT TYPE: Budget Amendment Ordinance
RECOMMENDATION: The Administration recommends that, subsequent to a public hearing,
the City Council adopt the following amendments to the FY 2020 – 21 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $ 0.00 $ 2,000,000.00
TOTAL $ 0.00 $ 2,000,000.00
Lisa Shaffer (Apr 9, 2021 17:55 MDT)
4/9/2021
4/9/2021
BACKGROUND/DISCUSSION:
Revenue for FY 2020-21 Budget Adjustments
The Fiscal Year 2021 projections are coming in below budgeted revenues. The following chart
shows a current projection of General Fund Revenue for fiscal year 2021.
The City is currently projecting a $1.9 million decrease in budgeted revenue. The largest portion
of the decrease is attributed to a $1.7 million decrease in Fines and Forfeitures, a $1.7 million
decrease in Parking Meter Revenues and a $978 thousand decrease in Miscellaneous
Revenues. These decreases are offset by a projected net increase of $1.4 million in Licenses and
Permits as well as a $1.1 million increase in Sales Tax and a $750 thousand increase in sales tax
attributable to Funding Our Future revenues.
The increase in Licenses and Permits is in spite of airport parking/license tax showing a
decrease due to decreased travel as a result of COVID. The decrease in airport parking and
licenses is $2,045,000. Innkeepers tax has also been hit hard by COVID and is projecting a
decrease of $1,717,500. According to the local news, hotels are experiencing 30% occupancy
compared to this time of year in previous years. Business license are also expected to be below
budget due to trends for apartment units, new business license and renew business licenses.
FY20-21 Variance
Annual Revised Favorable
Revenue Budget Forecast (Unfavorable)
Property Taxes 111,418,455 111,418,455 -
Sales and Use Tax 67,999,593 69,146,260 1,146,667
Franchise Tax 26,812,125 26,702,018 (110,107)
PILOT Taxes 1,508,894 1,508,894 -
TOTAL TAXES 207,739,067 208,775,627 1,036,560
License and Permits 28,601,482 30,071,777 1,470,295
Intergovernmental 4,444,400 4,146,157 (298,243)
Interest Income 1,900,682 1,700,000 (200,682)
Fines & Forfeiture 3,938,848 2,210,747 (1,728,101)
Parking Meter Collection 3,432,962 1,705,187 (1,727,775)
Charges and Services 4,428,069 4,219,771 (208,298)
Miscellaneous Revenue 4,014,037 3,036,282 (977,755)
Interfund Reimbursement 20,281,706 20,268,706 (13,000)
Transfers 9,507,812 9,507,812 -
TOTAL W/OUT SPECIAL TAX 288,289,065 285,642,067 (2,646,998)
Sales and Use Tax - 1/2 cent 32,797,506 33,547,506 750,000
Sales and Use Tax - County Option - - -
TOTAL GENERAL FUND 321,086,571 319,189,573 (1,896,998)
These losses are offset by gains in permits & zoning building permits (+$1.1M), plan check fees
(+$1.5M), and street excavation (+$1.96M due to a temporary boost from Google contract).
Fines and Forfeitures are projected below budget due to a decrease in p arking ticket revenue of
$750k. Justice Court fines are down $185k, while moving violations are projected wat a loss of
$699k. The Justice Court is following the order of the Administrative Office of the Courts which
is resulting in fewer court cases and no orders to pay fines, which are then subsequently not sent
to collections and no warrants are being issued. Traffic school revenu e is down $61k and vehicle
booting is projected to be down $19k.
Parking Meter Collection is slightly less than half of the previous fiscal year due to an overall
decrease in traffic downtown. This is driving the significant decrease of $1.7 million.
Additionally, Miscellaneous Revenue has also been affected by the pandemic with decreases in
accounts receivable collections, special event revenue, fuel reimbursement due to the Mayor’s
emergency declaration and utility reimbursement.
Given the available information fund balance would be projected as follows:
City Fund Balance remains above fifteen percent, after projected use of fund balance in the current amendment and the reduction in
projected revenues.
2019 Actual FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 56,104,269 10,372,054 69,441,955 79,814,009 6,625,050 82,617,126 89,242,176
Budgeted Change in Fund Balance (380,025) - (1,510,094) (1,510,094) 2,924,682 (7,810,302) (4,885,620)
Prior Year Encumbrances (8,731,774) (3,105,004) (6,566,830) (9,671,834) (3,733,743) (6,165,453) (9,899,196)
Estimated Beginning Fund Balance 46,992,470 7,267,050 61,365,031 68,632,081 5,815,989 68,641,371 74,457,360
Beginning Fund Balance Percent 14.57%18.17%20.64%20.35%17.34%23.69%23.03%
Year End CAFR Adjustments
Revenue Changes - - - - - - -
Expense Changes (Prepaids, Receivable, Etc.) (3,701,982) - (4,127,838) (4,127,838) - (5,676,583) (5,676,583)
Fund Balance w/ CAFR Changes 43,290,488 7,267,050 57,237,193 64,504,243 5,815,989 62,964,788 68,780,777
Final Fund Balance Percent 13.42%18.17%19.26%19.13%17.34%21.74%21.28%
Budget Amendment Use of Fund Balance (1,858,647) (2,300,000) (13,070,734) (15,370,734)
BA#1 Revenue Adjustment - - -
BA#1 Expense Adjustment - - -
BA#2 Revenue Adjustment - - -
BA#2 Expense Adjustment - (288,488) (288,488)
BA#3 Revenue Adjustment - - -
BA#3 Expense Adjustment - (6,239,940) (6,239,940)
BA#4 Revenue Adjustment - - -
BA#4 Expense Adjustment - - -
BA#5 Revenue Adjustment - (242,788) (242,788)
BA#5 Expense Adjustment - (2,783,685) (2,783,685)
BA#6 Revenue Adjustment - - -
BA#6 Expense Adjustment - (63,673) (63,673)
BA#7 Revenue Adjustment - 540,744 540,744
BA#7 Expense Adjustment - (6,582,824) (6,582,824)
BA#8 Revenue Adjustment - - -
BA#8 Expense Adjustment (1,000,000) (1,000,000) (2,000,000)
Change in Revenue 3,149,980 758,000 6,069,370 6,827,370 750,000 (2,646,998) (1,896,998)
Fund Balance Budgeted Increase 2,500,000 900,000 - 900,000 - - -
- Adjusted Fund Balance 47,081,821 6,625,050 50,235,829 56,860,879 5,565,989 43,657,136 49,223,125
Adjusted Fund Balance Percent 14.60%16.56%16.90%16.86%16.59%15.07%15.23%
Projected Revenue 322,562,293 40,000,000 297,251,407 337,251,407 33,547,506 289,692,711 323,240,217
2021 Projection2020 Projection
Fund Balance Projections
The Administration is requesting a budget amendment with no revenue impact and expense of
$2,000,000.00. The amendment proposes changes in the General Fund only with $2,000,000.00
from the General Fund balance, $1,000,000.00 is from Funding Our Future Housing. The
proposal includes three total initiatives for Council review.
The amendment includes two proposals from the Police Department to access funds set aside in
the Non Departmental budget during the budget process. The final proposal is a request to
provide a grant using General Fund and Funding Our Future fund balance to provide a grant to
assist in the purchase of the Airport Inn.
A summary spreadsheet document, outlining proposed budget changes is attached. The
Administration requests this document be modified based on the decisions of the Council.
The budget opening is separated in eight different categories:
A. New Budget Items
B. Grants for Existing Staff Resources
C. Grants for New Staff Resources
D. Housekeeping Items
E. Grants Requiring No New Staff Resources
F. Donations
G. Council Consent Agenda Grant Awards
I. Council Added Items
PUBLIC PROCESS: Public Hearing
SALT LAKE CITY ORDINANCE
No. ______ of 2021
Eighth amendment to the Final Budget of Salt Lake City, including
the employment staffing document, for Fiscal Year 2020-2021)
An Ordinance Amending Salt Lake City Ordinance No. 27 of 2020 which adopted the
Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2020 and Ending
June 30, 2021.
In June of 2020, the Salt Lake City Council adopted the final budget of Salt Lake City,
Utah, including the employment staffing document, effective for the fiscal year beginning July 1,
2020 and ending June 30, 2021, in accordance with the requirements of Section 10-6-118 of the
Utah Code.
The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with
the City Recorder proposed amendments to said duly adopted budget, including the amendments
to the employment staffing document necessary to effectuate the staffing changes specifically
stated herein, copies of which are attached hereto, for consideration by the City Council and
inspection by the public.
All conditions precedent to amend said budget, including the employment staffing
document as provided above, have been accomplished.
Be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of
Salt Lake City, including the employment staffing document, as approved, ratified and finalized
by Salt Lake City Ordinance No. 27 of 2020.
SECTION 2. Adoption of Amendments. The budget amendments, including
amendments to the employment staffing document necessary to effectuate the staffing changes
2
specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the
same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including the
amendments to the employment staffing document described above, for the fiscal year beginning
July 1, 2020 and ending June 30, 2021, in accordance with the requirements of Section 10-6-128
of the Utah Code.
SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is
authorized and directed to certify and file a copy of said budget amendments, including
amendments to the employment staffing document, in the office of said Budget Officer and in
the office of the City Recorder which amendments shall be available for public inspection.
SECTION 4. Effective Date. This Ordinance shall take effect upon adoption.
Passed by the City Council of Salt Lake City, Utah, this _____ day of __________, 2021.
________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________
Mayor’s Action: ____ Approved ____ Vetoed
_________________________
MAYOR
ATTEST:
_______________________________
CITY RECORDER
(SEAL)
Bill No. _________ of 2021.
Published: ___________________.
Salt Lake City Attorney’s Office
Approved As To Form
_________________________
Jaysen Oldroyd
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 Lateral Class GF - 314,899.00 Ongoing -
1 Lateral Class GF (314,899.00)Ongoing -
2 CIT Training GF 117,400.00 One-time -
2 CIT Training GF (117,400.00)One-time -
3 Switchpoint Donation GF 2,000,000.00 One-time -
Fiscal Year 2020-21 Budget Amendment #8
Council ApprovedAdministration Proposed
Section A: New Items
Section C: Grants for New Staff Resources
Section B: Grants for Existing Staff Resources
1
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Fiscal Year 2020-21 Budget Amendment #8
Council ApprovedAdministration Proposed
-
Section D: Housekeeping
Section F: Donations
Section E: Grants Requiring No New Staff Resources
2
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Fiscal Year 2020-21 Budget Amendment #8
Council ApprovedAdministration Proposed
Total of Budget Amendment Items - 2,000,000.00 - - -
Section I: Council Added Items
Section G: Council Consent Agenda -- Grant Awards
3
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Fiscal Year 2020-21 Budget Amendment #8
Council ApprovedAdministration Proposed
Total by Fund Class, Budget Amendment #8:
General Fund GF - 2,000,000.00 - - -
Total of Budget Amendment Items - 2,000,000.00 - - -
4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Fiscal Year 2020-21 Budget Amendment #8
Council ApprovedAdministration Proposed
Current Year Budget Summary, provided for information only
FY 2020-21 Budget, Including Budget Amendments
FY 2020-21
Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total BA #6 Total BA #7 Total BA #8 Total Total To-Date
General Fund (FC 10)326,130,003 288,487.58 6,184,940.00 2,783,685.00 63,673.00 6,582,824.00 2,000,000.00 344,033,613
Curb and Gutter (FC 20)3,000 3,000
DEA Task Force Fund (FC 41)1,763,746 1,763,746
Misc Special Service Districts (FC 46)1,550,000 1,550,000
Street Lighting Enterprise (FC 48)5,379,697 1,500.00 5,038.00 5,386,235
Water Fund (FC 51)126,333,193 296,750.00 1,543,238.00 128,173,181
Sewer Fund (FC 52)212,638,399 108,500.00 241,206.00 212,988,105
Storm Water Fund (FC 53)17,961,860 32,650.00 67,282.00 18,061,792
Airport Fund (FC 54,55,56)302,311,600 - 520,000.00 38,956,452.00 859,674.00 342,647,726
Refuse Fund (FC 57)16,515,438 53,200.00 2,742,500.00 128,084.00 19,439,222
Golf Fund (FC 59)8,484,897 23,667.00 8,508,564
E-911 Fund (FC 60)3,789,270 3,789,270
Fleet Fund (FC 61)19,209,271 93,000.00 97,612.00 19,399,883
IMS Fund (FC 65)18,289,687 237,000.00 453,399.00 93,766.00 19,073,852
County Quarter Cent Sales Tax for
Transportation (FC 69)
7,571,945 1,876.00 7,573,821
CDBG Operating Fund (FC 71)3,509,164 3,063,849.00 6,573,013
Miscellaneous Grants (FC 72)8,261,044 716,764.00 5,925,738.42 5,925,738.00 7,818,505.00 750,000.00 11,223,292.00 40,621,081
Other Special Revenue (FC 73)- 520,150.00 520,150
Donation Fund (FC 77)2,380,172 2,380,172
Housing Loans & Trust (FC 78)23,248,016 - 23,248,016
Debt Service Fund (FC 81)37,519,401 (3,858,955.00) 33,660,446
CIP Fund (FC 83, 84 & 86)24,420,242 36,435,000.00 1,293,732.00 1,361,866.14 63,510,840
Governmental Immunity (FC 85)2,855,203 5,296.00 2,860,499
Risk Fund (FC 87)51,409,025 14,350.00 3,836.00 51,427,211
-
Total of Budget Amendment Items 1,221,534,273 716,764.00 7,463,826.00 45,141,392.00 5,925,738.00 49,091,934.00 2,560,804.00 22,758,707.14 2,000,000.00 1,357,193,438
Budget Manager
Analyst, City Council
Contingent Appropriation
5
Salt Lake City FY 2020-21 Budget Amendment #8
Initiative Number/Name Fund Amount
1
Section A: New Items
A-1: Lateral Class GF $314,899.00
GF -$314,899.00
Department: Police Department / Non-
Departmental
Prepared By: Shellie Dietrich
The Police Department is requesting budget appropriation from the holding account to hire 12 lateral officers.
Lateral Class Hiring:
Lateral officers would go through a complete background and interview process.
Lateral officers have the necessary law enforcement certification from the Peace officer Standards and Training (POST).
SLCPD Training Academy for SLCPD and City specific training
Field Training program – One on one training in the field. Provide for second officer on scene to hand le calls for service
During field training, officers will be scheduled to attend a community council meeting in each district.
The Police Department has been working closely with Human Resources to analyze the departments diversity and
improvements that can be made. In 2020, most of the outreach and recruiting was suspended due to the pandemic and
budget limitations.
Traditionally, hiring a lateral class has not been as recruitment oriented as a new officer class. Currently, due to COVID
restrictions, the Police Department is relying on social media and referrals to attract a pool of candidates for the proposed
lateral hiring class. As the Police Department looks to utilize lateral hiring in the short term, we will refocus efforts on
lateral recruitment and diversity recruitment. This will include analyzing social media announcements of lateral hiring
classes and messages on diversity in the workforce. We will continue to work with Human Resources and the Racial Equity
in Policing (REP) Commission to identify and implement changes and improvements in recruiting which will provide for a
more diverse applicant pool of officers.
A-2: CIT Training GF $117,400.00
GF -$117,400.00
Department: Police Department / Non-
Departmental
Prepared By: Shellie Dietrich
The Police Department is requesting budget appropriation from the holding account to cover CIT training costs. The Police
Department has implemented additional CIT training for all sworn officers. This additional training is in alignment with
the recommendations of the Commission on Racial Equity in Policing. The Police Department has been proactive and
scheduled Certification and Recertification Courses but will need overtime budget to facilitate the increase in training. Th e
overtime will be utilized to facilitate officers attending training on overtime or paying overtime to backfill those positions
for training as well as overtime for the social workers or other CIT instructors that teach the classes.
A-3: Switchpoint Donation GF 1,000,000.00
GF – FOF
Housing
1,000,000.00
Department: Non-Departmental Prepared By: John Vuyk
The administration is proposing issuing a donation of $2,000,000 to a coalition headed by Switchpoint to assist in their
purchase of the winter overflow shelter. Switchpoint, is proposing to purchase the property for extremely low-income
seniors and veterans. The community will provide 100 housing units, with at least 25% reserved for veterans. The monthly
rent will be $415/unit. In addition to housing, Switchpoint will provide access to on site integrated treatment services for
physical and behavioral health. The total cost of purchasing and refurbishing the housing units and common areas will be
about $80,000 per unit, significantly below the new construction costs of about $2 00,000 per unit. Ongoing operating
costs of the project, including professional support for needed services will be fully supported by the rent paid by our
residents. Total cost is $8,500,000 including $6,500,000 to purchase, plus $2,000,000 to renovate. To date, Switchpoint
has secured about $2 million, and is working to secure additional funding from private donors and other entities.
Salt Lake City FY 2020-21 Budget Amendment #8
Initiative Number/Name Fund Amount
2
Section B: Grants for Existing Staff Resources
Section C: Grants for New Staff Resources
Section D: Housekeeping
Section E: Grants Requiring No New Staff Resources
Section F: Donations
Section G: Consent Agenda
Section I: Council Added Items
Signature:
Email:Garrett.Danielson@slcgov.com
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 3/30/2021
Rachel Otto, Chief of Staff
Date Sent to Council: 3/30/2021
TO: Salt Lake City Council DATE: 3/30/20201
Amy Fowler, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Library Board
STAFF CONTACT: Jessi Eagan
jessi.eagan@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Library Board.
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Ronald McClain as a member of
the Library Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
March 30, 2021
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Fowler,
Listed below is my recommendation for membership appointment to the Library board:
Ronald McClain – to be appointed for a three year term starting the date of City Council advice and
consent ending June 30th, 2024.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 3/30/2021
Rachel Otto, Chief of Staff
Date Sent to Council: 3/30/2021
TO: Salt Lake City Council DATE: 3/30/20201
Amy Fowler, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Library Board
STAFF CONTACT: Jessi Eagan
jessi.eagan@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Library Board
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Daniel Cairo as a member of the
Library Board
.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
March 30, 2021
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Fowler,
Listed below is my recommendation for membership appointment to the Library Board:
Daniel Cairo – to be appointed for a three years term starting the date of City Council advice and
consent ending June 30, 2024.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 03/30/2021
Rachel Otto, Chief of Staff
Date Sent to Council: 03/30/2021
TO: Salt Lake City Council DATE: 03/30/2021
Amy Fowler, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Parks, Natural Lands, Urban Forestry, and
Trails Advisory Board.
STAFF CONTACT: Jessi Eagan
jessi.eagan@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Parks, Natural Lands, Urban
Forestry, and Trails Advisory Board.
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Chad Whittaker as a member of
the Parks, Natural Lands, Urban Forestry, and Trails Advisory Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
March 30, 2021
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Fowler,
Listed below is my recommendation for membership appointment to the Parks, Natural Lands,
Urban Forestry, and Trails Advisory Board:
Chad Whittaker – to be appointed for a term ending in three years starting the date of City Council
advice and consent.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 3/30/2021
Rachel Otto, Chief of Staff
Date Sent to Council: 3/30/2021
TO: Salt Lake City Council DATE: 3/30/2021
Amy Fowler, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Parks, Natural Lands, Urban Forestry &
Trails Advisory Board.
STAFF CONTACT: Jessi Eagan
jessi.eagan@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Parks, Natural Lands, Urban
Forestry & Trails Advisory Board.
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Melanie Pehrson as a member
of the Parks, Natural Lands, Urban Forestry & Trails Advisory Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
March 30, 2021
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Fowler,
Listed below is my recommendation for membership appointment to the Parks, Natural Lands,
Urban Forestry & Trails Advisory Board:
Melanie Pehrson – to be appointed for a term ending in three years starting the date of City Council
advice and consent.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 3/30/2021
Rachel Otto, Chief of Staff
Date Sent to Council: 3/30/2021
TO: Salt Lake City Council DATE: 3/30/20201
Amy Fowler, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Parks, Natural Lands, Urban Forestry &
Trails Advisory Board.
STAFF CONTACT: Jessi Eagan
jessi.eagan@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Parks, Natural Lands, Urban
Forestry & Trails Advisory Board.
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Philip Carroll as a member of
the Parks, Natural Lands, Urban Forestry & Trails Advisory Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
March 30, 2021
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Fowler
Listed below is my recommendation for membership appointment to the Parks, Natural Lands,
Urban Forestry & Trails Advisory Board:
Philip Carroll – to be appointed for a term ending in three years starting the date of City Council
advice and consent.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF NOTE
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Russell Weeks
Senior Policy Analyst
DATE:April 21, 2021 at 2:53 PM
RE: Informational Written Briefing: Renewal of Downtown Special Assessment Area
ISSUE AT-A-GLANCE
Goal of the briefing: Inform City Council of preparations to renew the Downtown Special
Assessment Area
The Administration has begun work to renew the Downtown Special Assessment Area. The area
originally was created to promote economic activities in downtown Salt Lake City. The current assessment area,
CBIA-19, expires in April 2022.
According to the Administration transmittal, it plans to initiate another assessment area (CBIA-22) to
continue the collection of assessment funds from downtown commercial properties. Government, ecclesiastical,
and residential properties are exempt from the assessment. Properties valued at $15,000 or less also are exempt.
The proposal for the new assessment area would continue within the current defined downtown
boundary area and allow for the continuation of marketing, promotion, and advocacy of a non-political nature.
Simultaneously, the Administration is preparing a request for proposals from interested parties to manage
economic promotion activities in the assessment area. The City has followed the process since the first
assessment area was created in 1991. All the contracts since then have involved the award of a contract with an
option to renew for another three years. The City has awarded The Downtown Alliance the contract since the
assessment area originally was formed. It might be noted that the Alliance was the sole bidder the last time the
City issued an RFP. It also might be noted that the Alliance merged with the Salt Lake Chamber in 2003.
.
Item Schedule:
Written Briefing: April 20,
2021
Set Date: N/A
Public Hearing: N/A
Potential Action: N/A
Page | 2
According to the Administration, “The creation of the CBIA is a lengthy and complex process that is
governed by State law, has numerous noticing provisions, public hearings, and other requirements that involve a
variety of City Council actions over the next twelve months in order to meet the deadline for continuous funding
from the Area.” The Administration plans to send the Council and updated calendar of steps in the near future to
take advantage of information it had not received before it sent the transmittal to the City Council.
ADDITIONAL & BACKGROUND INFORMATION
The 1988 Regional/Urban Design Assistance Team study noted that an “unfortunate combination of
factors” in years previous to 1988 had “discouraged” the construction of new office and mixed use buildings in
the city’s core. One of the factors the study listed was, “The lack of an organized constituency that promotes
continuous and serious renewal in the downtown in a determined and unrelenting way.”
The original group to create an organized constituency to address downtown issues was led in part by
Snow, Christensen and Martineau partner John E. Gates and the late John Schumann of Schumann Capital
Management. At the time Mr. Schumann was the chair of the Salt Lake City Planning Commission.
Mr. Gates, Mr. Schumann and others sought to establish a broad-based organization to address
downtown issues and “to strengthen our Downtown area by promoting growth, fostering development,
encouraging activities, and improving the general environment of the downtown area through open
communication between property owners, business owners, tenants, residents, and governmental agencies
involved in the downtown district.” The resulting group sought to consolidate the efforts of several organizations
that represented downtown business interests including the Capital City Committee, which had organized to find
a consensus about how to develop what has become the Gallivan Center. The Downtown Merchants Association
and the Salt Lake Chamber of Commerce retained their own organizational structures, but the chair of the Retail
Merchants Association, and the president and CEO of the Chamber of Commerce were made voting trustees of
the Alliance, as was the Mayor of Salt Lake City. Again, the Alliance merged with the Chamber in 2003.
DEPARTMENT of ECONOMIC DEVELOPMENT
ERIN MENDENHALL
MAYOR
BEN KOLENDAR
DIRECTOR
CITY COUNCIL TRANSMITTAL
___________________________________ DATE RECEIVED: _________________
Lisa Schaffer, Chief Administrative Officer DATE SENT TO COUNCIL: __________
______________________________________________________________________________________
TO: Salt Lake City Council DATE: March 12, 2021
Amy Fowler, Chair
FROM:
SUBJECT:
Ben Kolendar, Director, Department of Economic Development
Central Business Improvement Area -22 (CBIA-22)
STAFF CONTACTS:Will Wright, william.wright@slcgov.com
Jolynn Walz, jolynn.walz@slcgov.com
DOCUMENT TYPE: Information Item
RECOMMENDATION: N/A
BUDGET IMPACT: None. The CBIA is funded.
COORDINTATION: Economic Development, Treasurer’s Office, Engineering, Recorders
Office, City Council, Mayor’s Office, Attorney’s Office, Central Business District Business
Community, Bonneville Research Consultant
BACKGROUND/DISCUSSION: The Central Business Improvement Area is an Improvement
District in Downtown Salt Lake City. It is a mechanism to fund marketing, promotion, advocacy,
and other initiatives to encourage and maximize vibrancy and activity in the City’s Central
Business District and is funded by a special assessment on commercial properties within the
designated Central Business District area. The contract is currently held by the Downtown
Alliance and supports The Blocks, The Ambassador Program, and The Farmers Market as well as
other marketing and promotion. A secondary assessment, mandated by State statute, provides
Holiday Lighting for a subsection of the Central Business District and payed for by a secondary
assessment.
Lisa Shaffer (Mar 23, 2021 12:42 MDT)
03/23/2021
03/23/2021
Salt Lake City initially established the Central Business Improvement Area in 1991. The
assessments span three years with the contract awarded through RFP, with the option to renew the
contract every other assessment designation. The Downtown Alliance holds the current contract
which was extended in 2019 and awarded in 2016. The 2022 contract will have to go out to public
RFP and the Downtown Alliance will have the opportunity to submit a proposal. The current
assessment area, CBIA-19, expires in April of 2022. The Administration wishes to initiate another
assessment area (CBIA-22) to continue the collection of assessment funds. The proposal for
CBIA-22 would continue within the current defined downtown boundary area and allow for the
continuation of marketing, promotion, advocacy, The Ambassador Program, and other benefits that
accrue to the City, and downtown property owners and business through services provided by the
RFP recipient contractor. The creation of the CBIA is a lengthy and complex process that is
governed by State law, has numerous noticing provisions, public hearings, and other requirements
that involve a variety of City Council actions over the next twelve months in order to meet the
deadline for continuous funding from the Area.
Council’s Recommended Timeline CBIA-22:
1. May 4, 2021, Resolution of Intent to Designate
2. May 18, 2021, Adoption of Resolution of Intent to Designate
3. July 13, 2021, Public Protest Hearing
4. October 19, 2021, Meeting to Announce Protest Tally
5. October 19, 2021, Adoption of Resolution to Designate & Appoint Board of Equalization
6. January 25, 2022, Board of Equalization report forwarded to City Council
7. March 15, 2022, Approve Board of Equalization Recommendations
8. March 15, 2022, Adopt Assessment Ordinance
ATTACHMENTS:
ATTACHMENT 1: MAP OF CBIA-22 BOUNDARIES (SAME AS CBIA-19)
ATTACHMENT 2: MAP OF CBIA-22 HOLIDAY LIGHTING MAP (SAME AS CBIA-19)
ATTACHMENT 2: ESTIMATED TIME-LINE OF CBIA-22 IMPLEMENTATION
INTERSTATE 15REGENT STEDISON STRICHARDS STVIN
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A
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DQUINCE STALMOND30 0 N
CANYONALAME DA
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QUINCECOTTAGE
STRINGFELLOWGR EGORYWAYNEDELMARPOPLAR A R N O L D
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SHELMERDINEBLAIR STIVERSONCONWAYSOCIAL H ALL
WOODBINEBUTTERWORTHMARGUERITEFLORALPLEASANTTEMPLESOUTH
EAST200EDMONDSARGYLEBLISS CTRENDON CTSEWARD
JACKSON AV
ECCLE S
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GA LL IVAN AVLOMAGRAY EASTHILLSIDE AV CAPITOL STRIO GRANDECTOR CHARD P L
MORTENSENCTWALL50 N
SQUARE SQUARE
LIBRARYWASHINGTON
PIONEER
PARKGATEWAYTHEDANSIE DR
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200 W400 W500 W300 W200 W600 S600 S600 WMAIN ST300 E400 E40 0 S
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20 0 N
200 E300 E400 E700 W600 W500 W400 W(HWY 89)3RD AVE
B STC STD STA ST1ST AVE
600 W500 W200 N
300 N
(HWY 186 )
30 0 S
200 S
10 0 S
700 WINTERSTATE 15WESTTEMPLESTATE STSTATE STWEST TEMPLE300 W200 W400 WWEST TEMPLESal t La ke CityCBIABoundary Ma p 4
50 51
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200 S200 S
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300 S300 S 200 E200 E400 W400 W300 W300 W200 W200 W100 S100 SMain St Main St State St State St So u th Templ e St South Te m p le S t West Temple St West Temple St Rio Grande St Rio Grande St Edison St Edison St Regent St Regent St Exc hange Pl E xc h an ge Pl
Pi e r pont Ave Pier po n t Ave Plum Aly Plum Aly Floral St Floral St Soc ial H all Ave Soci al Hall Ave
Gal livan Av e Gal liva n Ave Poplar Ct Poplar Ct Wayne Ct Wayne Ct Moffatt Ct Moffatt Ct Marguerite Ct Marguerite Ct Shelmerdine Ct Shelmerdine Ct 100 S100 S
Pi e rpont Ave Pie r po n t Av e
CBIA 16: Holiday Lighting Parcels (Preliminary)July 29, 2015Salt Lake City Geographic Information Systems OHoliday Lighting Streets Included Parcels
CBIA Sample Time Line
Step Action Description/Notes Department Dates
1 Technical description of the CBIA provided to
Engineering.
Engineering prepares tax roll based on this data. Consultant 3/12/21
2 Review description of improvements and areas to be
improved.
Provide to bond counsel. DED 3/12/21
3 Develop assessment methodology that conforms to
HB190.
DED 3/24/21
4 Create resolution of intent to designate. Sent to Econ Dev. Bond Counsel 3/24/21
5 Resolution of Intent to Designate and justification
documentation transmitted to Mayor’s Office.
3 weeks prior to date City Council to consider. DED 4/13/21
6 Resolution of Intention to Designate and justification
transmitted to City Council’s office.
2 weeks prior to date City Council to consider. Mayor’s Office 4/20/21
7 Brief City Council by DED DED required to attend. DED 5/4/21
8 Property Owner letter, verbiage of preliminary
estimate, rate, notice of intent to designate, common
question and map finalized.
Send to engineering for printing. DED 5/7/21
9 Tax roll prepared for DED approval. Engineering 5/13/21
10 DED approval of tax roll. DED 5/13/21
11 City Council adopts resolution of intent to Designate
the assessment area.
City Council 5/18/21
12 Begin process to mail Notice of Intent to Designate Engineering 5/21/21
13 Publish 1st notice of intent to designate in Sunday
paper.
1st of 4 over 4 weeks as required by state law. Bond Counsel 6/1/21
14 Mail out Notice of Intent to Designate to go out
within 10 days of 1st notice publication.
One to each owner within the SAA and one to each street
address, post office box, rural route or other mailing address
of property within the SAA addressed to “owner”
DED sends via
State Mail
6/13/21
15 Publish 2nd notice of intent to designate in Sunday
paper.
2nd of 4 over 4 weeks as required by state law. Bond Counsel 6/20/21
16 Publish 3rd notice of intent to designate in Sunday
paper.
3rd of 4 over 4 weeks as required by state law. Bond Counsel 6/27/21
17 Publish 4th notice of intent to designate in Sunday
paper.
4th of 4 over 4 weeks as required by state law. Bond Counsel 7/4/21
18 City Council Protest Hearing Begins 60-day protest period for written protests City Council 7/13/21
19 Draft protest hearing minutes. Distribute to team SAA. Bond Counsel 7/26/21
20 Draft Resolution to Designate the Assessment Area
and appoint the Board of Equalization.
Bond Counsel 9/17/21
21 Transmit Resolution to Designate the Assessment
Area and appoint the Board of Equalization to
Mayor’s Office.
3 weeks prior to date City Council to consider. DED 9/28/21
22 Transmit Resolution to Designate the Assessment
Area and appoint the Board of Equalization to City
Council.
2 weeks prior to date City Council to consider. Mayor’s Office 10/5/21
23 Deadline for filing written protests End of 60-day written protest period. Engineering 10/27/21
24 Compile written protests. Engineering 10/28/21
25 Transmit compilation of protests to City Council. 3 weeks prior to City Council adoption of resolution. Engineering 11/2/21
RFP Public RFP for CBIA-22 contract 11/8/21
26 Publish written protests to City public notice web site
and State public notice web site.
DED 11/19/21
27 Meeting of City Council to announce the protest tally
and if it exceeds 40% threshold.
City Council 11/19/21
28 City Council adopts the Resolution to Designate the
Assessment Area and appoint the Board of
Equalization.
City Council 11/23/21
29 Record Resolution to Designate the Assessment Area
and Notice of Proposed Assessment with Salt Lake
County Recorder.
Finance &
Recorders
12/3/21
30 Verbiage finalized for BOE notice and dates of BOE
meetings.
4 public BOE meetings. 3 to hear protests and 1 to finalize BOE
report.
Bond Counsel 12/3/21
31 Mailing process for the BOE notice. Begins 2 weeks before mailing date. Engineering 12/3/21
RFP RFP Proposals due 12/6/21
32 Mailing due to Recorder’s Office for review. Due 1 week before mailing date. Engineering 12/10/21
33 Publication of time and place of the 3 consecutive
meetings of the BOE hearings.
At least 20 days, but not more than 35 days from the BOE
hearings.
DED 12/17/21
34 Mail preliminary assessment and notice of BOE
hearings to each owner and to each street address.
Must be mailed no later than 10 days from the publication.
One copy to each owner and one to each street address, post
office box, rural route or other mailing address, addressed to
“Owner”
DED 12/30/21
RFP RFP selected and contract awarded 1/10/22
35 BOE hearings 9:00 am to 10:00 am (public meeting). Held on consecutive days by statute. DED 1/18/22
36 BOE hearings 10:00 am to 11:00 am (public meeting). Held on consecutive days by statute. DED 1/19/22
37 BOE hearings 1:00 pm to 2:00 pm (public meeting). Held on consecutive days by statute. DED 1/20/22
38 BOE hearing to finalize BOE report. To finalize the report and approve the minutes of first 3
meetings.
DED 1/24/22
39 BOE report completed, signed and forwarded to City
Council and Bond Counsel.
Doesn’t need to be in transmittal form and Bond Counsel will
use in the Assessment Ordinance.
DED 1/23/22
40 BOE report mailed to objecting property owners. Begins 15-day appeal period. Engineering 1/23/22
41 Draft Assessment Ordinance Bond Counsel 2/11/22
42 Transmit Assessment Ordinance to Mayor’s Office. 3 weeks prior to date City Council to consider. DED 2/22/22
43 Transmit Assessment Ordinance to City Council. 2 weeks prior to date City Council to consider. Mayor’s Office 3/1/22
44 City Council accepts or modifies BOE
recommendations and adopts or rejects Assessment
Ordinance.
City Council 3/15/22
45 Submit budget or budget amendment for CBIA Submit to Finance Budget Team (currently John Vuyk’s division DED 3/17/22
46 Transfer properties into billing status. Engineering 3/17/22
47 Mail assessment ordinances and invoices. Could be as late as April 5. Treasurer 3/18/22
48 Assessment ordinance published in daily newspaper Must be 20 days prior to effective start date Bond Council 3/20/22
49 Invoice payment 30 days after mailing and not a
specific date.
Must be specified in in the Assessment Ordinance Treasurer 4/15/22
50 Sign Certificate of Project Engineer DED 4/22/22
51 Record Notice of Assessment Interest with Salt Lake
County Recorder.
Signed by DED
I note that Utah Code 11-42-404(4)(b)(iii) requires the notice
of assessment interest to “describe the property assessed by
legal description and tax identification number.” Metes and
Bounds legal description provided by Recorder’s Office.
Recorder’s 4/22/22
52 Effective start date of the Assessment Ordinance Must be specified in the Assessment Ordinance 4/22/22
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Sylvia Richards, Budget and Policy Analyst
DATE: April 20, 2021
RE: Written Briefing: Cultural Core Year Three Overview and Year Four Budget and Plan
________________________________________________________________________________
ISSUE AT-A-GLANCE
In August of 2020, the Administration provided a transmittal which include an overview of the City’s Cultural
Core Year 3 and Year 4, including the budget and plan. As Council Members may recall, the City and Salt Lake
County formed a partnership to promote and develop arts and culture in the Cultural Core, and a twenty-year
taxing district was created to fund this effort. The City and County’s Interlocal Agreement for the Cultural Core
is governed by a six-member advisory budget committee, with direct oversight from City and County staff. A
public RFP process resulted in a five-year contract with Downtown SLC Presents which is active through July
2022. The purpose of this briefing is to fulfill the requirement of the Interlocal Agreement which requires a City
Council briefing.
The Council may wish to note that the Cultural Core was recently renamed THE BLOCKS, and management of
the contract is now the responsibility of the Arts Council Division. In prior years, the contract management was
the responsibility of the Mayor’s Office.
BUDGET AND POLICY ISSUES
According to the transmittal, Salt Lake County was unable to make the financial contribution for Year 4 of the
plan as a result of financial distress due to COVID-19, and instead, the County dedicated that funding to the its
Arts and Cultural Facilities budget. Council staff requested the total amount the County was scheduled to
contribute for year 4, and the amount which was contributed to the County’s Arts and Cultural Facilities
budget. Additionally, Council staff asked whether this is allowed per the current contract, and whether the City
was considering a similar approach for Year 4.
In response, the Administration indicated that each entity, (the City and County), contributes $250,000
annually per the Interlocal Agreement. For Year 4, the County’s funds were retained by Salt Lake County Arts &
Culture. The Administration indicated that the contract does allow for this. The City did not consider a similar
approach after discussions with the Administration and the Arts Division. Due to existing carryover funds, each
entity still has a financial stake in the programming, and the Management Agreement was redrafted to reflect
the County’s lesser contribution. In addition, the City and County agreed to a co-chair structure with
representatives from each entity to equally reflect representation on behalf of the Cultural Core Finance
Committee. Clauses from the Interlocal and Management Agreement which address this are included as
Appendix A (attached). As indicated in the transmittal, carryover funding will be used until the County is able
to fulfill its funding commitment.
Project Timeline:
Written Briefing: April 20, 2021
Page | 2
According to the Administration, this issue was re-evaluated by the County in December of 2020, at which time
the County adopted the 2021 budget, including the restoration of the Cultural Core Contribution for 2021 in the
annual amount of $250,000, which will cover program year July 2021-June 2022. (See chart below.)
Below is the sales tax revenue from the collection area through Calendar Year 2020.
Calendar Year 2018 2019 2020
SLC 1% Distribution 6,161,984 6,243,912 3,599,050
SLCO Estimate 1,540,496 1,560,978 899,763
Year Four Operating Budget is included in the chart below.
Year Four Operating Budget for (7/1/20 – 6/30/21)
Personnel and Overhead Expenses
(Program Development and Arts Group Engagement (47%),
Promotions (33%), and Administration (20%)
$214,000
Marketing and Promotion Expenses
(Program Advertising and Content Production)
$195,000
Programming Expenses
(Events, Programs, Projects)
$125,000
Total Expenses $534,000
Marketing and Promotional Efforts:
Marketing and promotion efforts during Year 3 (7/1/19 through 6/30/20) resulted in the growth of public
awareness of cultural events:
THE BLOCKS achieved more than 24,000,000 total campaign impressions with blogs, website
traffic, social media content and ads on mobile, video, radio, and outdoor platforms.
Website traffic increased year-over-year by 65%; new users increased by 66%, and total user
Page | 3
sessions increased by 104%.
Targeted campaigns such as the Stay & Play campaign deployed in Utah, Idaho and Wyoming
drove a 300% increase in website traffic during the third quarter of the 2019/2020 fiscal year.
Main Street Kiosks were used to advertise more than 40 events, programs and arts organizations, which
provided over $80,000 in advertising value to these groups at no charge.
Kiosks also provided $66,000 in direct artist support to 76 artists, makers, and creators creating
content downtown, which represents a 168% increase in direct artist support over the previous year.
The launch of the Public Art and Mural Trail app provided videos, photos and artist information on over
60 pieces of public art and murals within THE BLOCKS.
For Year 4 (July 1, 2020 through June 30, 2021), the transmittal indicates that while programming of THE
BLOCKS has been significantly impacted by COVID-19, continued investment in individuals, organizations,
and venues programming is crucial, not only for the artists, but for Salt Lake City’s, the County’s and the State’s
economies. Though the parameters continue to change during the Pandemic, the Arts Council will continue to
reach out to audiences throughout Salt Lake County and the State with various marketing and promotion
strategies to strengthen the brand an, grow impact. “Programming will continue with innovative and
reimagined projects that take place outdoors and accomplish social distancing.”
Benchmark Study:
Council staff requested a copy of the annual benchmark survey. In response, the Administration provided the
following information:
“Each year the Downtown Alliance contracts with Lighthouse Research to conduct a survey. This is primarily
an internal document that provides feedback from households throughout the state. The Cultural Core
initiative is currently in its 4th year. Starting in 2019, Cultural Core/THE BLOCKS questions were added to
the survey. Significant data, through year to year comparison, will take a few years. As of now we have a
baseline. As THE BLOCKS brand awareness grows we hope that this survey will be an additional resource to
help guide the program and its goals. While this survey is important and will have increasing utility as
additional yearly surveys are completed, it is only one of many tools we use to measure our success.
Additionally, this survey only captures feedback from the general public. We use additional methods and
resources to ensure we are supporting the creative community appropriately.”
*Note: Additional details regarding Year 3 and Year 4 expenses, metrics and programming can be found in the Cultural
Core Year 3 Overview & Year 4 Budget and Plan, which is part of the Administration’s transmittal.
Page | 4
Appendix A Language from the Interlocal:
Language from the Management Agreement:
DEPARTMENT of ECONOMIC DEVELOPMENT
ERIN MENDENHALL
MAYOR
EXECUTIVE DIRECTOR, RDA
BEN KOLENDAR
ACTING DIRECTOR
CITY COUNCIL TRANSMITTAL
_______________________ Date Received: ___________
Rachel Otto, Chief of Staff Date sent to Council: ___________
__________________________________________________________________
TO: Salt Lake City Council DATE: 7/23/2020
Chris Wharton, Chair
FROM: Benjamin Kolendar, Acting Director, Department of Economic Development
SUBJECT: Cultural Core Year 3 Overview and Year 4 Budget and Plan
STAFF CONTACTS: Felicia Baca, Felicia.baca@slcgov.com 385-256-5588
DOCUMENT TYPE: Informational
RECOMMENDATION: n/a
BUDGET IMPACT: n/a
BACKGROUND/DISCUSSION:
In 2010, the City and County of Salt Lake formed a partnership to promote and develop arts and
culture in the Cultural Core and established a taxing district to provide a reliable revenue source
for a 20-year period. In 2011, a series of community conversations with stakeholders established
foundational goals for the plan including creative placemaking - physical development of the
district, and Creative programming - marketing, promotions, and audience development. The City
and County’s Interlocal Agreement for the Cultural Core is governed by a six-member advisory
Budget Committee, with direct oversight from City and County staff. A public RFP process
resulted in a 5-year contract with Downtown SLC Presents which is active through July 2022. This
briefing is a requirement of the Interlocal Agreement.
Of note, due to financial distress due to COVID-19 Salt Lake County was unable to make their
financial contribution to the cultural core for year 4 of the plan, and rather dedicated it to Arts &
Cultural facilities budget, most of which exist in the core. Rollover funds from both the City and
County that are commensurate with the annual contribution exist, allowing the project to continue
until the County is able to re-commit funds. This evaluation will occur in December 2020. The
contract is currently being amended with attorneys from both City and County to reflect this
change. Additionally, the structure of the committee has been re-structured to reflect a co-chair
model where City and County chair representation is equal during this transitionary period.
7/31/2020
8/3/2020
3 YEAR PERFORMANCE AND YEAR 4 PLAN
The Cultural Core Budget Committee has reviewed and approved the plans and budget for Year
Four of the Cultural Core Initiative which is part of the approved FY21 budget. This contract
recently transitioned management in January 2020 to the Arts Division/Salt Lake City Arts
Council, rather than the Mayor’s Office. Below is an executive summary of year-3 performance
and year-4 plans.
The Cultural Core Budget Committee has reviewed and approved the plans and budget for Year
Four of the Cultural Core Initiative. Below is an executive summary of year-3 performance and
year-4 plans.
YEAR-3: July 1, 2019 through June 30, 2020
THE BLOCKS continued to invest in marketing and promoting arts and culture programming in
the cultural core. These efforts resulted in consistent growth of public awareness of cultural
offerings and THE BLOCKS programming.
Success was validated with data collected through our website, media partners and social media
channels as well as feedback from the creative community, the Cultural Core Arts Advisory
Committee, venues, and yearly benchmark survey.
THE BLOCKS achieved more than 24,000,000 total campaign impressions with blogs, website
traffic, social media content and ads on mobile, video, radio, and outdoor platforms.
They increased website traffic year-over-year by 65%, increased new users by 66%, and total user
sessions by 104%.
Targeted campaigns such as our Stay & Play campaign deployed in Utah, Idaho and Wyoming
drove a 300% increase in website traffic during the third quarter of the 2019/2020 fiscal year.
THE BLOCKS invested in placemaking to reinforce downtown as the cultural core of the
intermountain west. They launched THE BLOCKS Public Art and Mural Trail app with videos,
photos and artist information on over 60 pieces of public art and murals within THE BLOCKS.
They invested in street pole banners to promote organizations producing programming within the
cultural core.
In Main Street Kiosks they advertised for more than 40 events, programs and arts organizations.
This provided over $80,000 in advertising value to these groups at no charge. They also provided
$66,000 in direct artist support to 76 artists, makers, and creators creating content downtown.
This represents a 168% increase in direct artist support over the previous year.
They continued their outreach and engagement with arts and culture stakeholders and identified
needs within the creative community so that they may provide targeted marketing and promotion.
This outreach also enabled them to shore up their physical assets so that programmers and
organizations have the needed materials to produce events and programs. These assets help to
offset costs related to their programs and events. They are especially excited about a new
activation platform for our box truck that will enable new programming throughout the core.
They expanded our collaborations with arts groups and THE BLOCKS presence at events with
more than 50 events during year three. Their outreach and engagement have seen a consistent
increase in inquiries and requests for support.
Year-4: July 1, 2020 through June 30, 2021
Though programming within Salt Lake’s Cultural Core has been significantly impacted due to
COVID-19, continued investment in the individuals, organizations, and venues programming in
the core is paramount. Not only is it vital to the creative community and the substantial legacy of
world class offerings, it is crucial to the economic vibrancy of our City, County, and entire state.
The creative community is resilient and continues to innovate and find impactful and meaningful
ways to ensure the rich artistic and cultural heritage of Salt Lake City is maintained. These efforts
can and will be supported by THE BLOCKS in year 4 and beyond. Due to the pandemic, THE
BLOCKS recognizes the ever changing parameters that they must work within, but can and will
continue to reach audiences throughout Salt Lake County, strengthen our brand, grow our impact,
and bring people to the cultural core to experience all that it has to offer.
In year 4 THE BLOCKS will focus on promoting existing arts organizations’ programming and
investing in placemaking throughout the cultural core. Their marketing and promotion strategies
will continue to target audiences across the County, State, and Intermountain west to drive
audiences to the cultural core. THE BLOCKS will work closely with the creative community to
advise best practices during the pandemic. As more and more organizations pivot to online
content and virtual programming they will continue to invest in photographic and video assets.
This will ensure not only a rich asset bank for use in our ongoing promotions and marketing
campaigns but will help THE BLOCKS and the creative community have a greater online
presence.
Programmatic expenses are focused on supplementing existing arts organization programming,
working closely with arts organizations and local health departments to reimagine programming,
audience development and providing opportunities for our creative community to program
through the continuation of various placemaking projects and strategic deployments of the
BLOCKS Truck and assets. A significant investment, both in marketing and programming, will be
allocated to reactivation projects with an emphasis on placemaking. Given the impact of COVID-
19 and the required safety measures needed, they are well positioned to support innovative and
reimagined projects that take place outdoors and/or accomplish social distancing.
The work completed, investments made and overall impact in year three of THE BLOCKS have
had great support from our creative community stakeholders, Cultural Core Budget Committee
Representatives, downtown businesses and audiences. THE BLOCKS reach, brand awareness, and
overall impact continues to grow, and the implementation of the Cultural Core Master Plan is on
target. The partnerships that have been forged will continue to strengthen and grow, creating
exciting opportunities for Arts and Culture to flourish and guide THE BLOCKS over the
coming years.
Attachments:
Year 3 Overview & Year 4 Budget & Plan
Year 4 Proposed Budget
Cultural Core
Year 3 Overview
&
Year 4 Budget and Plan
Year 4 Cultural Core Operating Budget $534,000
Personnel and Overhead Expenses $214,000
Marketing and Promotion Expenses $195,000
Programming Expenses $125,000
*The Cultural Core Budget Committee has reviewed and approved the plans and budget
for Year Four of the Cultural Core Initiative.
Personnel and Overhead Expenses $214,000
PROGRAM DEVELOPMENT & ARTS GROUP ENGAGEMENT: 47%(Planning, placemaking, events operations)
PROMOTIONS: 33%(Advertising, Website, social media, ad agency management)
ADMINISTRATION: 20%(Accounting, budget preparation, meeting management, compliance and contractor management)
Marketing and Promotion Expenses $195,000
Program Advertising $100,500
Display and mobile ads, social media, broadcast media, outdoor/transit advertising
Content Production $94,500
Photographic and Video assetsBenchmark Report and Research Survey
24,310,137 Campaign Impressions
(Year 3)
Website Metrics
4,736,690 Radio Impressions
Radio Ads drove an 18.5% lift in website traffic
Programmatic Expenses $125,000
EVENTS: $21,500
NBA Playoffs 2021, Flash Mobs, Last Hurrah, Urban Plein Air
PROGRAMS: $32,500
Main Street Kiosks and Outdoor Exhibition Gallery, Supplemental Support for Artists and Arts Groups, Artist Payment
Assistance Fund
PROJECTS: $56,400
Reactivation Projects-Emphasis on Placemaking, Public Art and Mural Trail, Busker/Spontaneous Activation, KUAA
Partnership, Social Antidote Partnership
ADDITIONAL SPENDING: $14,600
THE BLOCKS Truck, Cube Activations, Supplies
PLACEMAKING INITIATIVES
Spontaneous Activation
Y3 Overview
➔Supported 100+ busker
performances
Y4 VISION
➔Increase spontaneous performances
➔Install Busker markers
➔Socially distanced performance
option
Launched Public Art and Mural Trail
Y3 Overview
➔65 works featured on the app
➔40 plaques installed
Y4 VISION
➔Complete installation
➔Add new works
➔Increase awareness
Main Street Kiosks
Y3 Overview
➔Advertised 40+ organizations,
events, and programs = $80,000 in
advertising value
Y4 VISION
➔Resume promotion as performance
reactivation takes place
➔Outdoor Exhibition Gallery
Direct Artist Support
Y3 Overview
➔$66,000 in direct payments to 76
artists and start-up arts groups
Y4 VISION
➔Increase direct support to 100+
artists and arts groups
Urban Plein Air
Last Hurrah
NBA Playoffs
Y4: Reimagining Arts and Culture Offerings
THE BLOCKS Radio Hour on KUAA
Live, weekly radio show featuring a
diverse mix of local artists, musicians,
makers and creators. Hosted by Bad Brad
Wheeler
THE BLOCKS truck
Y4 Challenge: Navigating Beyond the Pandemic
Year-Four Cultural Core Operating Budget$534,000
Personnel and Overhead Expenses $214,000
Marketing and Promotion Expenses $195,000
Programming Expenses $125,000
*The Cultural Core Budget Committee has reviewed and approved the plans and budget
for Year-Four of the Cultural Core Initiative.
QUESTIONS?
Cultural Core Action Plan Implementation and Management Services
Contract No. 08-1-17-9279
Downtown SLC Presents Year Four Contractor Services for: July 1, 2020 - June 30, 2021
TOTAL DISBURSEMENT REQUEST: $250,000 Salt Lake City
YEAR 3 CARRYOVER: $284,000 (Salt Lake City and Salt Lake County)
APPROVED YEAR-4 BUDGET: $534,000
PERSONNEL & OVERHEAD EXPENSES: $214,000
Staff salaries and wages are for program development, placemaking, arts group engagement,
promotions, and administration.
PROGRAM DEVELOPMENT & ARTS GROUP ENGAGEMENT: 47%
(Planning, placemaking, events operations)
PROMOTIONS: 33%
(Advertising, Website, social media, ad agency management)
ADMINISTRATION: 20%
(Accounting, budget preparation, meeting management, compliance and contractor management)
MARKETING & PROMOTION EXPENSES: $195,000
Marketing expenses July 1, 2020 - June 30, 2021 are focused on promoting existing arts organization
programming through the continuation of digital, broadcast, print, environmental and outdoor/transit
advertising. The continuation of an innovative arts coverage program is also planned and budgeted. There are
also investments for the continuation of capturing photographic and video assets to build a rich asset bank for
use in our ongoing promotions and marketing campaigns.
PROGRAM ADVERTISING:
A. Digital Advertising (Display & Mobile) - $40,000
B. Social Media - $8,000
C. Reactivation Projects-Emphasis on Placemaking - $12,500
D. Broadcast Media - $10,000
E. Outdoor/Transit Advertising - $10,000
F. Arts Coverage: Previews, Reviews and Articles - $20,000
CONTENT PRODUCTION:
G. Photographic and Video assets - $22,500
a. $12,500 earmarked for Reactivation Projects-Emphasis on Placemaking
H. Benchmark Report and Research Survey - $12,000
I. Agency Fees - $60,000
PROGRAMMATIC EXPENSES: $125,000
Programmatic expenses July 1, 2020 - June 30, 2021 are focused on supplementing existing arts organization
programming and audience development and providing opportunities for our creative community to program in
THE BLOCKS. Funding for direct artist payments and interactions are prioritized.
EVENTS: $21,500.00
A. NBA Playoffs 2021
B. Flash Mob
C. Last Hurrah
D. Urban Plein Air
PROGRAMS: $32,500.00
A. Main Street Kiosks
B. Supplemental Support for Artists and Arts Groups
C. Artist Payment Assistance Fund
PROJECTS: $56,400.00
A. Reactivation Projects-Emphasis on Placemaking
B. Public Art and Mural Trail
C. Busker/Spontaneous Activation
D. KUAA Partnership
E. Social Antidote Partnership
OTHER SPENDING: $14,600.00
A. THE BLOCKS Truck
B. Cube Activations
C. Other expenses