12/14/2021 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
December 14,2021 Tuesday 4:00 PM
Council Work Room
451 South State Street Room 326
Salt Lake City,UT 84111
SLCCouncil.com
4:00 PM Work Session
Or immediately following the 2:00 PM
Redevelopment Agency Meeting
7:00 pm Formal Meeting
Room 326
(See separate agenda)
Welcome and public meeting rules
In accordance with State Statute and City Ordinance,the meeting may be held electronically.After 5:00 p.m.,please enter the
City &County Building through the main east entrance.
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:10:50:54
The Council has returned to a hybrid meeting approach.Hybrid Council meetings
allow people to join online through Webex or in person at the City &County
Building.
Public Comments:The public can give comments to the Council during their 7
p.m.formal meetings online through Webex and in-person in Room 326 of the City
and County Building.For more information,including Webex connection
information,please visit www.slc.gov/council/virtual-meetings.(A phone line will
also be available for people whose only option is to call in.)
What to Expect:The hybrid format allows in-person participation and remains
mindful of existing COVID-19 protocols and gathering limits.A maximum of 24
people,including Council members and City staff,will be permitted in a meeting
room.If the capacity has been reached in the primary meeting room,overflow
space will be provided.Social distancing will be maintained.
Per an executive order signed by Mayor Mendenhall,face coverings are required
for vaccinated and unvaccinated individuals inside Salt Lake City facilities.
Work Session Items
1.Informational:Updates from the Administration ~4:00 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 TENTATIVE
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.Resolution:Local Emergency Declaration Extension (COVID)~4:30 p.m.
10 min.
The Council will receive a briefing about a resolution that would extend the Mayor’s
August 20 proclamation that declared a local emergency related to COVID-19,rising cases,
and resurgence of the Delta variant.If extended,the related emergency order for masks in
K-12 schools,would also be extended.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,September 14,2021;Tuesday,October 12,2021;and Tuesday,
December 14,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,December 14,2021
4.Ordinance:Budget Amendment No.4 for Fiscal Year 2021-22
Follow-up ~4:40 p.m.
15 min.
The Council will receive a follow-up briefing about an ordinance that would amend the
final budget of Salt Lake City,including the employment staffing document,for Fiscal Year
2021-22.Budget amendments happen several times each year to reflect adjustments to the
City’s budgets,including proposed project additions and modifications.This amendment
includes creating a new Community Health Access Team or CHAT program,creating a new
park ranger pilot program,several items to spend American Rescue Plan Act or ARPA
funds including a new Westside perpetual housing fund,one-time community grants for
non-profits and businesses,and additional funding for the Community Commitment
Program,among other items.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,November 9,2021;Tuesday,November 16,2021;Tuesday,December
7,2021;and Tuesday,December 14,2021
Set Public Hearing Date -Tuesday,November 9,2021
Hold hearing to accept public comment -Tuesday,November 16,2021 at 7 p.m.
TENTATIVE Council Action -Tuesday,December 14,2021
5.Board Appointment:Art Design Advisory Board –Michael Mejia ~4:55 p.m.
5 min.
The Council will interview Michael Mejia prior to considering appointment to the Art
Design Advisory Board for a term ending December 14,2024.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,December 14,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,December 14,2021
6.Board Appointment:Business Advisory Board –Andy Robertson ~5:00 p.m.
5 min.
The Council will interview Andy Robertson prior to considering appointment to the
Business Advisory Board for a term ending December 29,2025.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,December 14,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,December 14,2021
7.Dinner Break ~5:05 p.m.
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
Standing Items
8.Report of the Chair and Vice Chair
Report of Chair and Vice Chair.
9.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;
•Confirming 2022 Annual Meeting Calendar
•Scheduling Items.
10.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.
The City &County Building is an accessible facility.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.
Administrative
updates
December 14, 2021
COVID 19
update
Current metrics
24 of 29 counties in the state remain in
the "very high" transmission rate.
COVID ICU utilization is at 37%, with
ICUs 99% full statewide.
Statewide, 22.2% of children aged 5-11
have had their first shot (80,865 kids).
511,249 people statewide have
received their booster shot.
COVID 19
update
Current metrics
920 cases statewide today, down 202 from last
week.
Of those, 148 were school-aged cases.
12 new deaths reported today.
Statewide 7-day average is 1,107 per day.
57.2% of all Utahns are fully vaccinated.
COVID 19
update
Omicron variant
There are 2 cases of
Omicron confirmed in
SLCo, both in
vaccinated but
unboosted people.
Today's figures are the
lowest we've seen on a
Tuesday since August
(excluding Labor Day
weekend).
SLCoHD weekend
vaccine clinics are
running through
January.
Clinics will be open 10 -
4 every Saturday and
Sunday at Redwood
Road and the
Government Center.
COVID 19
update
SLC 14-day
snapshot -
cases are
plateauing
COVID 19 update: Westside vaccination rates
current metrics
October 19 November 9 November 16 December 7 December 14
84101 78.05% full
12.34% partial
78.86% full
13.45% partial
78.77% full
14.44% partial
79.61% full
16.63% partial
79.89% full
17.44% partial
84104 46.99% full
6.68% partial
47.93% full
7.02% partial
48.21% full
7.68% partial
50.02% full
8.76% partial
50.69% full
8.64% partial
84116 49.96% full
6.37% partial
50.83% full
6.73% partial
51.07% full
7.58% partial
53.01%full
9.04% partial
53.84%full
9.09% partial
Citywide average = 67% vaccinated
COVID 19 update: countywide demographics
current metricsOct. 19 Nov. 9 Nov. 16 Dec. 7 Dec. 14
Asian 74%75%75%77%78%
White 71%72%72%75%75%
Black or African
American
59%60%61%63%64%
American Indian or
Alaska Native
67%68%69%72%73%
Native Hawaiian or
Pacific Islander
54%56%57%59%60%
Hispanic ethnicity 45%46%47%48%49%
Other race 47%48%49%49%49%
Homelessness Update:
HRC and Overflow Occupancy
2021 Community
Commitment
Program
Activities
10 Resource Fairs
-31 Service Providers
-400 people attended
-145 adults connected to
services
-84 vaccinations
-183 court cases heard
-20 volunteers
-22 people permanently
housed
2021 Community
Commitment
Program
Activities
Remote Access Courts
-4 Kayak Court Events
-47 cases heard
4 High Utilizer Docket Days
-28 people seen & heard
4517 SLC Mobile requests
-49 camp abatements
-4386 biowaste and trash
removals
H.E.A.R.T.
City Council Update –December 14, 2021
Chief Mike Brown
Update on Response Times
Staffing Update
Staffing Update
Staffing Update: Recruit Class 156
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
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM:City Council Staff
DATE:December 14, 2021
RE:Resolution: Extension of Declaration of Local Emergency: COVID-19
MOTION 1
I move the Council adopts the resolution approving the extension of emergency
declaration Proclamation B of 2021 from the date of this Resolution until March
28, 2022, unless later extended or terminated by subsequent resolution of the
Council or unless terminated pursuant to State law.
MOTION 2
I move that the Council not adopt the resolution.
RESOLUTION NO. ____ OF 2021
Extension of Declaration of Local Emergency: COVID-19
WHEREAS, under Utah Code 53-2a-208, the chief executive of a municipality may
declare a local emergency, which local emergency may remain in effect for up to 30 days.
WHEREAS, under Utah Code 53-2a-208(6), any extension of the local emergency beyond
the initial 30 days must be with the consent of the governing body of the municipality.
WHEREAS, on August 20, 2021, Salt Lake City Mayor Erin Mendenhall issued a
Declaration of Local Emergency and Exercise of Emergency Powers No. B of 2021 in response to
the resurgence of the highly transmissible Delta variant of the COVID-19 virus in Salt Lake City
(“Proclamation B of 2021”).
WHEREAS, the City Council extended Proclamation B of 2021 on September 14, 2021
and on October 12, 2021.
WHEREAS, based on the rising cases of the Delta and Omicron variants of COVID-19,
the increase of hospitalizations and ICU utilization in the State related to COVID-19, and the high
transmissibility of the Delta and Omicron variants, the City Council has determined that extending
the duration of the local emergency again is in the best interest of the health, safety, and welfare
of Salt Lake City’s residents.
NOW THEREFORE, BE IT RESOLVED by the City Council of Salt Lake City, Utah, the
following:
1. The Council approves the extension of Proclamation B of 2021 from the date of
this Resolution until March 28, 2022, unless later extended or terminated by subsequent resolution
of the Council or unless terminated pursuant to State law.
2. Prior to the issuance of any proclamation exercising emergency powers under
Proclamation B of 2021, the Mayor shall provide written notification to the Council of: (a) the
specific powers the Mayor intends to exercise; (b) the justification for exercising such powers in
connection with the local emergency; and (c) the anticipated effect of the exercise of such powers,
including the anticipated cost or lost revenue to the City.
3. At any Council meeting while the local emergency is still in effect, the Council may
seek additional information from the Mayor, including the actual effect of the exercise of any
emergency powers and the actual costs or lost revenue to the City due to such exercise of powers.
4. This Resolution shall be effective immediately upon passage.
Passed by the City Council of Salt Lake City, Utah this 14th day of December, 2021.
SALT LAKE CITY COUNCIL
___________________________________
Amy Fowler, Chair
ATTEST AND COUNTERSIGN:
________________________
Cindy Lou Trishman, City Recorder
Approved as to form:
Salt Lake City Attorney’s Office
__________________________
Katherine Lewis, City Attorney
Item C4
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
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY22Budget
TO:City Council Members
FROM: Ben Luedtke and Sylvia Richards
Budget Analysts
DATE:December 14, 2021
RE: Budget Amendment Number Four FY22
MOTION 1 – PARTIALLY ADOPT
I move that the Council adopt an ordinance amending the Fiscal Year 2021-22 final budget of Salt Lake
City including the employment staffing document only for items as shown on the motion sheet.
Staff note: Council Members do not need to read the individual items below; they are listed for
reference. The Council adopted other items at the November 16 formal meeting. The Budget
Amendment is still open, and the remaining items are held until next year for more information and
discussions.
Items Being Adopted
-A-1: Risk Excess Liability and Cyber Insurance Costs ($128,888 from General Fund Balance and
$294,820 from Enterprise Funds)
-A-2: Department of Air Quality Lawnmower Exchange ($250,000 from General Fund Balance)
-A-3: COVID Safe Building Improvements ($844,000 from General Fund Balance; $131,000 goes to IMS
Fund)
-A-7: Sugar House Special Assessment Area Analysis (SAA) ($60,000 from General Fund Balance)
o Note that per the Council discussion, the analysis will include potential adjustments to
boundaries (to be smaller by removing residential areas) and potential reimbursement to the
General Fund Balance for fronting start-up costs. Both options will return to Council for
consideration.
-A-12: Public Lands Park Ranger Pilot Program ($1,577,291 from General Fund Balance; $195,720 goes
to Fleet Fund; $69,247 from ARPA)
-C-1: ARPA Funding – Public Safety and Homeless Outreach – Public Lands Park Ranger Program
($1,064,368 – Miscellaneous Grants) (See Items A-12, E-3 and E-4.)
-C-2: Community Commitment Program Rapid Intervention Team ($164,750 from ARPA)
-E-1: COVID-19 Local Assistance Matching Grant Program – New Water Reclamation Facility: Influent
Pump Station and Force Mains (Water and Sewer Infrastructure) ($2 million from ARPA)
-E-2: Winter Shelter Public Safety Support ($400,000 from ARPA)
o Note that the Council took a unanimous straw poll (with Council Member Mano absent) that the
remaining $600,000 will be considered for community activities and potentially business
assistance in the area around the temporary emergency winter overflow shelter pending further
discussions. Any use of those funds would be authorized in a future budget opening.
-E-3: Public Safety and Homeless Outreach – Salary Restoration – Public Lands Park Ranger Program
(See Items A-12, C-1, and E-4) ($443,677 from ARPA)
-E-4: Public Safety and Homeless Outreach – Public Lands Park Rangers (See Item A-12, C-1 and E-3)
($69,244 from ARPA)
-E-5: Community Commitment Program Rapid Intervention Team Vehicles ($160,500 from ARPA)
-E-6: Community Commitment Program Additional Police Support ($1,505,920 from ARPA)
-E-8: Community Commitment Program Rapid Intervention Team Cleaning by Advantage Services
($57,000 from ARPA)
-E-9: ARPA Westside Community Initiative (Perpetual Housing Fund) ($4 million from ARPA going to a
New Holding Account in the Grant Fund)
Items Referred to a Future Date (Not Adopted)
The Council identified three items to be held until next calendar year for more information and
discussions. The items are:
-A-8: Sorenson Impact Center Social Investment Study – Phase 2 Funding – ($150,000 from General
Fund Balance)
-D-1: Economic Development Loan Fund Move Housing ($100,000 – Housing and $100,000 – General
Fund)
-E-10: Nonprofit and Business Assistance Community Grants ($4 million from ARPA going to a New
Account in the Grant Fund)
MOTION 2 – NOT ADOPT
I move that the Council proceed to the next agenda item.
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
tinyurl.com/SLCFY22Budget
TO:City Council Members
FROM: Jennifer Bruno, Ben Luedtke, Sylvia Richards,
Allison Rowland, and Kira Luke
Budget and Policy Analysts
DATE:December 14, 2021
RE: Budget Amendment Number Four FY2022
________________________________________________________________________________
NEW INFORMATION
At the December 7 briefing, the Council discussed remaining items which were not appropriated at the November
16 formal meeting. Council staff drafted an adoption motion sheet (Attachment 4) based on the Council’s discussion
for the December 14 formal meeting. The Council may wish to review the draft motion sheet at the follow up
briefing so any requested changes can be made before a vote later that day.
The Council identified three items to be held until next calendar year for more information and discussions. The
items are:
- A-8: Sorenson Impact Center Social Investment Study – Phase 2 Funding – ($150,000 from General Fund
Balance)
- D-1: Economic Development Loan Fund Move Housing ($100,000 – Housing and $100,000 – General Fund)
- E-10: Nonprofit and Business Assistance Community Grants ($4 million from ARPA going to a New Account in
the Grant Fund)
Straw Poll Request
The Administration is requesting the Council take a straw poll to prevent the City returning to the Federal
Government unused CARES Act funding. The Finance Department is confirming the unused amounts with external
entities that received CARES Act funding from the City. At the time of publishing this staff report, the Department
estimates approximately $47,000 for the Downtown Alliance’s Ambassador program is at risk.
The straw poll would be: does the Council support using remaining CARES Act funds for Fire Department
personnel expenses which are presumptively eligible expenses under U.S. Treasury Department guidance? It’s
worth noting that the Council used this approach in Budget Amendment #4 of FY 2021 for the third round of
CARES Act funding because at the time the City did not know an exact amount to be received and needed to
appropriate the funds by fast approaching deadline.
The Council could request that the Administration send a written report when the final amounts are confirmed for
unused CARES Act funds and from which uses.
Project Timeline:
Set Date: Nov. 9, 2021
1st Briefing: Nov. 9, 2021
2nd Briefing: Nov. 16, 2021
Public Hearing & Partial Adoption: Nov. 16, 2021
3rd Briefing: December 7, 2021
4th Briefing: December 14, 2021
Potential Action: December 14, 2021
5th Briefing: TBD in 2022
Page | 2
Responses to Council Follow-up Questions
The Administration provided the below responses to the Council’s follow up questions and policy questions listed in
prior versions of this staff report. Some responses were pending at the time of publishing this staff report and the
Council may wish to ask the Administration for status updates at the briefing.
A-12: Public Lands Park Ranger Pilot Program
See Attachment 5 for park ranger sergeant job description. A park ranger description was pending at the time of
publishing this staff report.
Effectiveness of Civilian Rangers Addressing Criminal Issues in Parks – The Council may wish to discuss with
the Administration the limits of civilian park rangers addressing criminal issues in parks and when rangers
would need to rely on a police officer response. The Administration states the rangers may serve as law
enforcement officers but would not be POST-certified like police officers. The Council may also wish to ask the
Administration how park rangers would coordinate with the Police Department’s parks bike squad.
The Administration has provided the following additional information
Park rangers will not be sworn, certified peace officers. They will be civilians, similar to Compliance
Officers. If there is a desire to allow Park Rangers to write civil citations for items such as off-leash dog
and parking violations, there will likely be some ordinance code changes necessary. As this is a pilot
program, we do not intent to implement a citation component until after the program has been in
practice for six months to one year.
A collaborative partnership between Park Rangers and the Police Department’s bike squad will take a
great deal of cooperation to enhance the safety and security of our parks. The Park Ranger program is
intended to extend their efforts, by seeking voluntary compliance through education of park codes and
rules. Park rangers are an extra set of eyes in the parks who can share observations and monitor
trends. Police can communicate with the rangers about possible threats and give them photos of wanted
individuals to look for.
Communication and cooperation between both groups is crucial. Our hope is that the rangers can relieve
the PD of some of their service calls. The key will be to develop relationships between the rangers and the
park squad so that they help each other when needed. Once the public understands that SLCPD will
respond quickly to ranger calls, the rangers will hold more authority in the parks and can make a
significant impact on the safety and security of park visitors.
Private Security Guards in Parks – The Public Lands Department currently hires private security guards to lock
restrooms in parks and provide security patrols. The Council may wish to ask the Administration for the pros
and cons of creating a park ranger program instead of continuing the current practice of hiring private security
guards.
The Administration has provided the following additional information
Park rangers would be more welcoming than security guards. An inhouse program can allow for more
training and accountability.
People experiencing homelessness are often victims of crimes themselves and security guards are not
trained to be first responders to calls for service, provide medical care or to help connect people to
services.
Rangers will work closely with the Police Department; they’ll know the ins and outs of our parks and
have good relationships with neighbors. The intent is for them to be more approachable than security
guards.
Identifying and Tracking Calls for Service Diversions from Police to CHAT Program – The Council may wish to
ask the Administration if there are plans to track calls for service diverted from a police officer response to park
rangers or other alternative response models. The information could help measure the success and demand for
the City’s civilian response models. The Council may also wish to ask how the 911 Department identifies calls for
Page | 3
service that are good candidates for diversion. The City’s alternative response options include the CHAT
program, Crisis Intervention Team (CIT) and the Social Worker Program (potentially this new Park Ranger
program and police civilian responder program too).
Answer was pending at the time of publishing this staff report.
Growing Structural Deficit for FY23 Budget – The Council may wish to ask the Administration to provide a
mid-year briefing on the estimated structural deficit for FY23 and how ARPA funding this fiscal year creates
ongoing costs that could need ARPA funding next fiscal year.
Answer was pending at the time of publishing this staff report.
Request REP Commission Review – The Council may wish to ask the Administration to present the park ranger
proposal to the REP Commission and share feedback and recommendations.
The Racial Equity in Policing Commission was presented with the Park Ranger proposal at their November
3rd meeting. The Commission was supportive of the program. Their comments were primarily around
concern for ranger safety, and they were curious about training and equipment. They would like another
update in January.
Training and Equipment for Park Rangers – The Council may wish to ask the Administration what training and
equipment would be provided to park rangers. The rangers would not have firearms.
Training:
-Basic CPR, AED, and First Aid training. Possible EMT and Naloxone training for lead rangers
-Pepper Spray Training
-Radio Use training
-SLC Code Training
-Vistelar an online training course program is used by SLC Compliance.
-Management of Aggressive Behavior (MOAB Used by Seattle Parks Dept.)
o De-Escalation
o Conflict management
o Crisis Intervention
o Personal Safety
o Understanding bias and triggers – Implicit Bias Training
o Cultural Sensitivity & Public Relations
o Radio Training
Equipment:
-Light duty truck
-Side by side
-Mountain Bikes
-Uniform
-Cell phone, radio, laptop, flashlight, etc.
Reviewing Staffing Level – The Council may wish to ask the Administration when and how the pilot program’s
staffing level will be reviewed to determine if fewer or more positions are warranted to meet the level of
community need.
Software such as Report Exec. Is available to track incidents that can be analyzed to better understand where
incidents are happening, track daily logs and report incidents. Once created, the pilot program can be
evaluated every six months to determine if fewer or more positions are warranted to meet the level of
community need.
Page | 4
Calls for Service in Foothills – Could you please share the calls for service and on-views from the Foothills and
natural lands for October 1, 2020 to September 30, 2021? This is the same time period analyzed for City parks.
Answer was pending at the time of publishing this staff report.
C-2: Community Commitment Program Rapid Intervention Team
Three New FTEs Sunsetting with ARPA – The Council may wish to ask the Administration whether the three
new FTEs would sunset with ARPA funding availability.
These positions would be solely expensed to ARPA funding and would sunset when the funding expires.
Staffing Level and Community Need – the Council may wish to discuss with the Administration if the three
additional FTEs would meet the level of need in the community and maximize the City’s partnership with the
County Health Department.
The role of this new Rapid Intervention Team would not replace or compete with the County Health
Department abatements, instead this new program will assist individuals in smaller encampments and
decrease the likelihood of smaller encampments becoming larger encampments.
CAN Supervising Sustainability Employees – The Council may wish to ask why the three new employees would
be in the Waste & Recycling Division of Sustainability but be coordinated by a supervisor in CAN?
Because of the duties and responsibilities of these new proposed FTEs, they would require direct supervision
from Sustainability. CAN will coordinate the logistics for all City staff involved with the new Rapid
Intervention Team, such as the Police Department and the Waste and Recycling Division of Sustainability.
On November 16, the Council held a second briefing, public hearing, and then closed the public hearing to adopt
some items including:
- A-5: Community Health Access Team (CHAT) Program Vehicles ($150,000 from $2 Million Holding
Account; $150,000 goes to Fleet Fund)
- A-6: Non-Represented Employees’ Job Salary Survey ($75,000 from General Fund Balance)
- A-10: Community Health Access Team (CHAT) Program Personnel Transfer (Budget Neutral)
- A-11: Rose Park Golf Course Water & Energy Efficiency Grant (Matching Funds) ($1,800,000 from the Golf
Fund
- All items in Section D Housekeeping except D-1
- All items in Section G Consent Agenda for Grant Awards
- I-1: Council Office Reclassifications and Amending FY22 Appointed Pay Plan
The Council is scheduled to continue deliberation of the remaining proposed items at the December 7 work session.
The Council could take a final vote on some items at the formal meeting that same day, at a future formal meeting
or decline to approve a proposed item.
Budget Amendment Number Four includes forty-one proposed amendments and requested changes to thirteen
funds. Total expenditures coming from Fund Balance are $2,884,735, and the Administration is requesting straw
polls for two items which are found in Section A (New Budget Items). Additionally, the Council may wish to note
that the Administration is proposing to add twenty-two ongoing FTE’s paid with one-time grant funding. If all the
items are adopted as proposed, then Fund Balance would be $502,894 below the 13% minimum target established
by the Council in FY 20. Fund Balance would however remain $3 million above 12%.
American Rescue Plan Act (ARPA) Proposed Spending Items
There are several proposed items that would spend nearly $14.5 million of American Rescue Plan Act or ARPA
funding. This is one-time funding from the Federal Government for the City to respond to pandemic-related
impacts and address recovery needs including revenue loss replacement and employee compensation. Many of the
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proposed ARPA-funded items would use one-time funding for one-time uses. However, a few items like the park
ranger pilot program and expanded Community Commitment Program would add new full-time employees (FTEs)
which create new ongoing costs. This is in addition to ongoing costs (FTEs/programs) paid for with ARPA dollars in
the F22 budget, totaling approximately $22.3 million. These would add to the General Fund’s growing structural
budget deficit in future fiscal years.
It’s important to note that approving the items as proposed would also set in motion the need to spend ARPA
dollars in FY23 (or use another funding source or identify budget cuts) to cover some of the new ongoing costs
particularly new FTEs and ongoing police overtime. The Administration’s transmittal includes a summary
spreadsheet showing how the City’s entire $85 million ARPA award has been used to-date, items proposed in this
budget amendment and potential uses in FY23 and FY24. The Council may wish to discuss with the
Administration how the City’s FY23 and FY24 annual budgets could be impacted by ARPA-funded
items proposed in this budget amendment plus the $22.3 million of ongoing expenses in the FY22
annual budget paid for with one-time ARPA funding.
Sales Tax Update (See Attachment 1)
This attachment shows the confirmed sales tax revenues through the end of FY21. The data table shows sales tax in
FY21 was $7.4 million higher than FY20 particularly the months of February through June. June was the highest
sales tax revenue month on record for the City. The wholesale trade increased, and the biggest decline remains
accommodation and food services. Inflation could also be a contributing factor to greater sales tax receipts.
Revenue for FY 2021-22 Budget Adjustments
Because the fiscal year just started the Fiscal Year 2022 projections are at budget. The following chart shows a
current projection of General Fund Revenue for fiscal year 2022. Updated revenue projections are expected to be
available for the next budget amendment and after the Comprehensive Annual Financial Report is completed.
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Fund Balance Update
The Administration is recommending to go below the 13% minimum target established by the Council in FY 20.
This means the Fund Balance would be $502,894 below the target. Fund Balance would however remain $3 million
above 12%. Previously the City has been advised that downward trends in fund balance percentage could have the
potential to impact the City’s bond rating (needed to get desirable interest rates), and the previous minimum
threshold was identified at 10%. Updated Fund Balance projections are expected to be available for the next budget
amendment and after the Comprehensive Annual Financial Report is completed.
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Impact Fees Update
The Administration provided a summary of impact fee tracking, details on refunding amounts and dates and lists of
unfinished projects with impact fee funding. The information is current as of October 29, 2021. An update since the
information was transmitted is that the four police impact fee refunds listed for July through October in FY22 are
not needed based on the adopted annual budget.
As a result, the City is on-track with impact fee budgeting to have no refunds during all FY22.
The Administration reports work is nearing completion to update the fire and parks sections of the impact fee plan.
The transportation section was updated last year. Eligible projects for police impact fees are being identified.
Type Unallocated Cash
“Available to Spend”Next Refund Trigger Date Amount of Expiring
Impact Fees
Fire $1,487,183 More than a year away -
Parks $8,948,216 More than a year away -
Police $415,503 More than a year away -
Transportation $6,101,644 More than a year away -
Note: Encumbrances are an administrative function when impact fees are held under a contract
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$1,583,500 ARPA Holding Account Update
In the FY22 annual budget, the Council placed $1,583,500 into a holding account from 10 items proposed by the
Administration. The Administration indicates that the holding account items are no longer being recommended.
During deliberations in May and June the 10 items were determined to not be eligible for ARPA funding under the
U.S. Treasury’s ARPA guidance. The holding account was created to give the Administration time for exploring
whether any of the 10 items could be modified to be ARPA eligible. The Council could act in this budget
amendment to free these dollars.
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: Risk Excess Liability and Cyber Insurance Costs ($128,888 from General Fund Balance and
$294,820 from Enterprise Funds)
The City has carried both excess liability and cyber security insurance since Fiscal Year 17 (FY17) and has not yet
had to use either. However, premiums for each rose significantly higher than budgeted in the current fiscal year.
Excess liability
The Administration shared the following definition of excess liability insurance:
Excess liability insurance covers judgments and claim settlements in excess of the City's $1,000,000 self-insured
retention. While most claims against the City are subject to judgment limitations under the Governmental
Immunity Act, federal claims, such as civil rights and employment claims, are not.
The Administration attributes the increase to claims in the past year that met thresholds the City is required to
report to the City’s insurance carrier.
Cyber security
The Administration shared the following definition of cyber security insurance:
Cyber insurance covers third-party liability resulting from security breaches. It also covers data recovery, data
breach response and crisis management, cyber-extortion, and ransomware.
In recent years, the City has funded upgraded security resources, including more advanced systems and more
cybersecurity training for City staff. The FY22 budget for the IMS Department also included $50,000 for an audit of
the City’s current network security. Requests in future budgets are likely to continue including hardware and
software upgrades that will improve security, as the City works to keep up with rapidly-advancing technology and
increasing threats. Although these investments ultimately reduce the need to use the insurance, trade publications
for the municipal information technology sector report a large increase in cyberattacks across the board, leading to
higher premiums throughout the industry.
Policy Question: The Council could confirm with the City Attorney's office whether an executive session on
deployment of security and/or pending litigation could allow the Council to learn about any current claims and
the City’s security profile.
A-2: Department of Air Quality Lawnmower Exchange ($250,000 from General Fund Balance)
The Utah Department of Air Quality (UDAQ) administers an annual gas-powered lawnmower and yard equipment
exchange in order to reduce criteria pollutants in the areas of the Wasatch Front that are in non-attainment with the
Clean Air Act air quality standards. Because the Wasatch Front is on track for attainment of wintertime PM2.5,
UDAQ is not running a snowblower exchange this year. Instead, they are focusing on programs to reduce
summertime ozone pollution, for which the Wasatch Front is out of attainment. UDAQ has $900,000 set aside to
continue the exchanges for the foreseeable future. The size of the lawnmower exchange varies each year depending
on the size of financial contributions from partners. UDAQ typically contributes between $300,000 and $400,000.
The Sustainability Department is proposing a budget amendment of $250,000 from General Fund Balance to
partner with UDAQ in FY22 on a gas-powered lawnmower exchange. This would facilitate exchanges for
approximately 1,000 Salt Lake City residents. Salt Lake City participated in 2021, spending nearly $161,000 which
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helped 582 residents participate. In total, 509 gas powered mowers were exchanged (the remaining participants
bought new mowers without exchanging an old one). This is the equivalent of removing 4.02 tons of pollution from
the airshed each year. A majority of residents also opted to participate in the City’s Call 2 Haul program to have
their gas mower picked up curbside and recycled by Salt Lake City Waste and Recycling.
The Administration proposes continuing this program in FY 22 (spring 2022). The goal will be to increase
participation from 582 to 1,000 with a continued focus on our Westside neighborhoods. The Administration
anticipates greater awareness and uptake of the program in the coming year due to increased familiarity with the
program, and plans to work with UDAQ on earlier, targeted outreach given the lessons learned from spring 2021.
UDAQ anticipates the program logistics will change in FY 22 to facilitate easier participation and lower
administrative burden. In particular, they are hoping to develop a phone app that participants will use to sign up
and upload any required receipts.
UDAQ is also envisioning the next program will offer a promotional discount code to be used toward the purchase
of electric lawn equipment and an app would also help separate Salt Lake City residents from other participating
Wasatch Front residents. This will reduce confusion as to who is eligible for curbside pickup of their old mowers.
The Administration also indicates that they also hope the app will help keep the exchange open longer for Salt Lake
City residents instead of opening, closing it, and opening it again while UDAQ verifies addresses.
While the exact amount of the discounts have yet to be determined, the Sustainability Department proposes using
$250,000 in City General Funds to facilitate approximately 1,000 gas-powered mower exchanges. This budget
amendment would also fund temporary staffing expenses to assist with running curbside collection of old mowers
through Call 2 Haul. This benefit was very popular last year and helped make this program more equitable to those
who might not have the ability to haul their own mower to a metal recycler.
Policy Questions:
Expanding Program Beyond Lawnmowers – Council Members recently expressed interest in expanding this
exchange to include other common gas-powered yard maintenance equipment like leaf blowers, chainsaws,
trimmers, etc. The Council may wish to ask the Administration what would be necessary to expand the
exchange program along these lines?
Sustainability Funding Contributions – The Council may wish to ask if the Sustainability Department’s
refuse, energy, or environment dollars could be available to contribute to this program?
Context with the Annual budget – Given that this program is proposed to be funded with General Fund
dollars, the Council could ask that it be included in the annual budget in future years.
A-3: COVID Safe Building Improvements ($844,000 from General Fund Balance; $131,000 goes to
IMS Fund)
The Public Services Department identified several recommended building improvements to provide a safer
environment protecting against the spread of disease. Consultants, health officials and current employees
collaborated to identify these changes. The total cost is estimated at $844,000 and includes the following:
- $250,000 for improved indoor air quality by upgrading existing HVAC systems to better capture airborne
particles and contaminants using needlepoint devices
- $165,000 for enhanced janitorial cleaning five days a week for the rest of the fiscal year. The cleaning
schedule would adjust to COVID case counts and feedback from the public and employees
- $131,000 for teleconferencing and meeting equipment for virtual and hybrid public meetings. This
equipment and training would be available to the Mayor’s Office, Council Office and the City’s two dozen
boards and commissions
- $100,000 for reconfiguring cubicle office spaces
- $100,000 for various personal protective equipment (PPE) and cleaning supplies including facemasks,
hand sanitizer, disposable gloves, etc.
- $44,000 for new chairs, tables, reconfigurations and small digital signs in meeting rooms (potentially
including Room 138, Cannon Room and others)
- $17,000 for one seasonal employee working 40 hours/week for six months except holidays to assist with
visitors to the City & County Building
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- $16,000 for new chairs in the Committee of the Whole room
- $10,000 for a public noticing digital sign within the ADA entrance at the City & County Building and at
Plaza 349
- $6,000 for desks and chairs to create two check-in areas: one on the first floor between elevators, a second
near the east entrance
o CBI guards would cover the check-in desk as part of the City’s existing contract
o Procedures are being developed for this new function
- $5,000 for appointment management software at the entrance of the building which allows IDing and
monitoring building occupancy
Policy Questions:
Equipment for Hybrid Meetings – The Council may wish to ask the Administration what virtual and hybrid
meeting equipment and training would be made available to the City’s two dozen boards and commissions.
The Council may also wish to ask if the Administration has looked into providing hybrid meeting training to
community councils.
Public Access to City & County Building – The Council may wish to ask the Administration if a policy is
being developed to govern public access during the pandemic to the City & County Building and how the
public would make appointments on the new management software. Currently some departments report
offering limited hours for walk-in visitors and other departments are scheduling appointments.
Public Notice Digital Signs – The Council may wish to ask the Administration if public noticing digital signs
are also needed at the Main Library and the Public Safety Building so the same information is available at
multiple locations across the Civic Campus. Many notices are currently posted on doors with paper.
Other Funding Sources for this Project – The Council may wish to ask the Administration if ARPA dollars
could be used for these expenses (note: this is not recommended for ARPA dollar use by the
Administration).
A-4: Pulled prior to Submission
A-5: Community Health Access Team (CHAT) Program Vehicles ($150,000 from $2 Million Holding
Account; $150,000 goes to Fleet Fund) *straw poll requested*
Note this item is related to items A-10 and C-1
In the FY22 annual budget, the Council created a holding account with just over $2 million from “Funding our
Future” public safety dollars, for diversifying public safety civilian response models. This item is requesting
$150,000 which would be the first use of that holding account. Note that the Council carried over into FY22 a
separate almost $2.3 million holding account originally created in FY21 for implementing recommendations from
the Racial Equity in Policing Commission, the Council’s audit of the Police Department, and the public.
The $150,000 would purchase three new hybrid Ford Explorer SUVs to accommodate increased program staffing.
Two of the vehicles will be used by CHAT staff and the third by the Medical Division in the Fire Department
supporting the program. The estimated cost per vehicle is $50,000 including fuel, upgrades, and maintenance.
The CHAT program currently has one vehicle for two paramedics responding as a team. The program is overseen by
a captain. Item A-10 proposes transferring three social worker FTEs from the Police Department to the Fire
Department. This staffing increase and corresponding vehicle increase would allow the CHAT program to operate
two separate teams. The social workers in the CHAT Program would operate out of the Public Safety Building rather
than the Community Connections Center. The Administration stated the CHAT Program would operate
independent of the Social Worker Program.
The paramedic would assess a subject’s medical condition and the social worker would assess their psychological
condition. The Fire Department responds to approximately 24,000 medical assessment calls annually. If the CHAT
program provides better response options to this frequent call type, then the Fire Department may seek to further
expand the program in the future. The Fire Department and 911 Department presented the expanded CHAT
program proposal to the REP Commission in September which was supportive of this proposal.
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An expanded CHAT program with the added skillsets of social workers would respond to calls related to mental
health and homelessness. Some call types are ineligible for CHAT program response including when a weapon is
present or there are threats of violence. This has the potential to divert some calls away from a law enforcement
response so police officers could address other calls for service. The Administration stated the CHAT program
responds to calls for service that (1) do not meet the criteria for emergency service or (2) do not benefit from the
scope of training provided to paramedics and EMTs
Policy Questions:
Identifying and Tracking Calls for Service Diversions from Police to CHAT Program – The Council may
wish to ask the Administration if there are plans to track calls for service diverted from a police officer
response to the CHAT program or other alternative response models. The information could help measure
the success and demand for the City’s civilian response models. The Council may also wish to ask how the
911 Department identifies calls for service that are good candidates for diversion. The City’s alternative
response options include the CHAT program, Crisis Intervention Team (CIT) and the Social Worker
Program (potentially a new Park Ranger program and police civilian responder program too).
Equity in Access to Medical and Mental Health Services – The Council may wish to ask the Administration
how an expanded CHAT program could improve access to medical and mental health services, especially in
communities that historically have disproportionately less access.
Aligning Operating Hours to Mental Health Crisis Call Times – The Council’s operational audit of the Police
Department recommended social worker program and Crisis Intervention Team (CIT) hours change to
include evenings. The Council may wish to ask the Administration if an expanded CHAT program would
have operating hours in the evening. The auditors provided the below graphics showing most mental
health-related calls occur in the evening which is outside the CIT program’s operating hours.
Mental Health-related Calls for Service by Hour of the Day
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Straw Poll Request: Does the Council wish to hold a straw poll for this item? The Administration has requested a
straw poll given the significant delays in receiving vehicle orders during pandemic-related supply shortages.
A-6: Non-Represented Employees’ Job Salary Survey ($75,000 from General Fund Balance)
*straw poll requested*
This request is intended for consultative services to be provided by a qualified third-party consultant or firm to
conduct a compensation survey to assess, evaluate and compare the overall pay structure, including actual base pay
and other job elements, of Salt Lake City’s non-represented employees to other public and private sector entities
with whom the City competes for talent. The recommended survey project includes data collection, analysis, and the
development and presentation of a report with recommendations for the City’s Department of Human Resources,
Citizens Compensation Advisory Committee (CCAC), and elected officials to consider. The survey will be conducted
with a primary focus on cash compensation and rely on the same caliber and methodology as surveys previously
completed for the City's public safety and AFSCME-covered employee groups (as completed by Mercer in early 2019
and 2020, respectively).
Straw Poll Request: Does the Council wish to hold a straw poll for this item? The Administration has requested a
straw poll to allow additional time for selecting a consultant, allowing the CCAC to review at a special meeting in
the spring, and so that results might be available to inform the Mayor’s Recommended Budget for FY2023.
A-7: Sugar House Special Assessment Area Analysis (SAA) ($60,000 from General Fund Balance)
In June, the Sugar House Community Council wrote a letter to the Economic Development Department requesting
the City explore an SAA for economic promotion in the business district. The only existing economic promotion
SAA in the City is for the Downtown. Utah Code defines eligible economic promotion activities as “sponsoring
festivals and markets, promoting business investment or activities, helping to coordinate public and private actions,
and developing and issuing publications designed to improve the economic well-being of the commercial area.”
(Utah Code 11-42-102 Section 19)
The $60,000 of funding would allow the Department to hire consultants and bond counsel to determine specific
rates and revenue estimates, impacted parcels, cost per property owner, legal description of the boundaries and
draft the notice of intent to designate. There is a potential for the assessment to reimburse the General Fund for
those upfront costs.
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There is some flexibility in what method is used to measure the assessment such as property frontage, property
area, taxable value or a combination of these. The Council would need to adopt a resolution designating the rates,
budgets, allowable uses and boundaries. An RFP would be issued to accept bids of interested organizations. The
Sugar House Chamber may submit a bid. A letter would also be sent to all impacted property owners notifying them
of the SAA process. An SAA requires support from at least 61% of property owners (not tenants / businesses leasing
space) and periodic approval such as every three years for the Downtown SAA.
Policy Questions:
SAA Activities – The Council may wish to discuss with the Administration what activities the new SAA
would provide. For example, would an ambassador program be paid for like in the Downtown, North
Temple, and Central Ninth/Ballpark areas?
SAA Reimburse General Fund Balance – The Council may wish to request the Administration include
reimbursement of the General Fund Balance for upfront costs be included in the SAA analysis.
SAA Boundaries – The Council may wish to discuss whether to support the potential boundaries or if
adjustments should be considered. For example, should the residential neighborhood north and south of
Simpson Avenue be included when the SAA is focused on commercial areas and economic promotion?
Council staff created the below map to show the potential boundaries. Note: once notices are sent it is very
expensive to change boundaries, and may cause additional delays.
Context with Annual Budget - Given that this is a new proposal to be funded with General Fund dollars, the
Council could ask that it be evaluated in the context of the annual budget rather than a budget amendment.
Approximate Potential Boundaries for Sugar House SAA
700 East; Interstate 80; 1300 East;
Hollywood Avenue with extension north on 1100 East to Ramona Ave to 1200 East
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A-8: Sorenson Impact Center Social Investment Study – Phase 2 Funding – ($150,000 from General
Fund Balance)
The Administration is requesting $150,000 from General Fund balance to continue the contract with the Sorenson
Impact Center to work on Phase 2 of a Social Impact Investment study. A separate agenda item and staff report is
planned for the larger scope of this topic. The Council may discuss adding the following principles/conditions in
considering allocating the funding for the phase 2 work (note: this may change given the discussion during that
agenda item):
- The Council allocates $150,000 in Budget Amendment #4, for the Sorenson Impact Center to continue
work on this potential program, with the understanding that:
o The goal of the program is generational change, and in order to do that it must be ongoing beyond
the initial investment term.
o The City’s investment will not supplant existing programs and funding, and that assurances are
obtained from partner agencies that this understanding will continue for the duration of any
program created with this seed money.
o The Sorenson Impact Center engage the totality of groups that provide these services and conduct
transparent evaluation processes to determine which partners are best positioned to deliver this
long-term generational change.
o There be strict and transparent metrics to show goals are reached, particularly that the opportunity
index score is improving in areas where it currently lags.
A-9: Pulled prior to Submission
A-10: Community Health Access Team (CHAT) Program Personnel Transfer (Budget Neutral)
Note this item is related to items A-5 and C-1
This item would transfer three FTEs from the Police Department to the Fire Department including two social
workers and one case manager that is a licensed clinical social worker. See A-5 for the full write-up.
A-11: Rose Park Golf Course Water & Energy Efficiency Grant (Matching Funds) ($1,800,000 from
the Golf Fund) *straw poll requested*
The Departments of Public Lands and Public Utilities are working together on a grant application to help fund
installation of an updated landscape irrigation system and other water conservation measures at Rose Park Golf
Course. The grant is sponsored by the federal Bureau of Reclamation and would total $1,889,371. Salt Lake City’s
match for the grant would consist of the following:
Cash
Staff
Labor
Contracted
Services
Department of Public Lands | Golf Division $1,800,000 $61,023 $0
Department of Public Utilities $0 $21,348 $7,000
Subtotal $1,800,000 $82,371 $7,000
Total City Cost-Share $1,889,371
The resulting $3,778,742 would be used to replace the existing irrigation system with new equipment, including
high-efficiency nozzles that allow the watering levels to match turf type. In addition, some areas of fairway grass,
which requires a lot of water, will be removed and re-seeded with drought-tolerant grasses, and the square footage
of out-of-bounds rough areas will increase. The Golf Division estimates that Rose Park’s total irrigated areas can be
reduced by 25% this way without impacting play, leading to significant water savings and furthering the goal of this
grant funding. Note that these changes are distinct from those begun in 2015, under a contract with Siemens, in
which a process was developed and implemented to draw secondary water from the Jordan River. That work
included a new storage vault, pump system and some existing head upgrades, while this grant and the City’s match
would fund the irrigation system itself, as well as the turf changes.
In response to a Council staff question about the potential to access Bureau of Reclamation funds for similar
projects at the City’s other courses, the Golf Division identified two limits:
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1.the challenges the Division faces with setting aside large amounts for matching funds; and
2.the level of competition for these grants. They believe that Rose Park is a particularly attractive candidate
for these funds because of the potential to shift such a large share of fairway turf to be drought tolerant. The
three other courses the Division reports as needing irrigation system replacements are Mountain Dell,
Nibley and Forest Dale. Bonneville and Glendale were upgraded as part of the 2015 Siemens contract.
Straw Poll Request: Does the Council wish to hold a straw poll for this item? The Administration has requested a
straw poll given the timing of the expected grant award and when the City would need to confirm acceptance if
the application is successful.
A-12: Public Lands Park Ranger Pilot Program ($1,577,291 from General Fund Balance; $195,720
goes to Fleet Fund; $69,247 from ARPA)
Note: this item is related to items C-1, E-3 and E-4
The Administration is proposing creation of a pilot program with 19 new FTEs in the Public Lands Department
including two sergeants, 16 rangers and one support position. The total annual cost for a sergeant is estimated at
$138,787 and for a ranger is estimated at $111,400. Job descriptions for the two positions were pending at the time
of publishing this staff report. The Administration stated 12 rangers would be needed at a minimum to launch this
new pilot program. The 19 FTEs are being recommended for a larger program.
The program would operate from 8am to midnight seven days a week. The Administration states the rangers may
serve as law enforcement officers. However, rangers would be unarmed and unlike police officers would not be
Peace Officer Standards and Training (POST) certified. Rangers would operate out of existing City facilities in parks
including the soon to be redeveloped Fisher Mansion Carriage House and possibly temporary trailers. Rangers
would focus on the Jordan River Trail, Pioneer Park, Liberty Park, and Fairmont Park. Rangers are not expected to
operate in the Foothills or outlying natural areas.
The total annual cost is estimated at $2,350,983. The request before the Council is for a half year funding of
$1,175,491 and $401,800 of one-time costs including three trucks and two light response vehicles. The total cost for
the remainder of FY22 is estimated at $1,577,291.
The nearly $1.6 million cost in FY22 is proposed to be paid for from General Fund Balance. This item also proposes
a reimbursement to Fund Balance for salary restorations resulting from the FY21 hiring freeze. ARPA dollars would
provide $1,508,044 to Fund Balance as flexible General Fund dollars available for any use. This is the maximum
salary restoration amount allowed under U.S. Treasury guidance. The remaining gap of $69,247 would come
directly from ARPA for eligible supplies and services such as homeless outreach.
The salary restoration using ARPA dollars in FY23 is estimated at $1,545,746 which creates a funding gap of
$805,237 compared to the program’s annual cost. Creation of this new ongoing pilot program and the limited
available use of one-time ARPA dollars means the structural deficit in the annual budget could be larger in FY23.
The Public Lands Department (formerly Parks Division within Public Services Department) previously paid for
police officer overtime in parks. The table below summarizes these costs from recent fiscal years.
Fiscal Year Police Officer Overtime Cost Notes
FY2018 $63,226 Overtime was paid over a four month period
FY2019 $226,569 Overtime was paid over a seven month period
FY2020 $23,835 Prolonged reduced staffing of police officers resulted in
significantly reduced overtime in parks
FY2021 $9,738 Prolonged reduced staffing of police officers resulted in
significantly reduced overtime in parks
FY2022 $0 Private security firm used to lock park restrooms at
night and provide park security patrols
The pilot program’s purpose and goals include:
- Serving as law enforcement officers in parks (not POST-certified like police officers)
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- Providing services and information to park users
- Assisting with homeless outreach efforts
- Making people feel welcome and safe in parks
- Deterring inappropriate activity
- Gaining voluntary compliance of park codes and rules
- Reducing the number of annual vandalism incidents and associated costs for repair/replacement
Policy Questions:
Effectiveness of Civilian Rangers Addressing Criminal Issues in Parks – The Council may wish to discuss
with the Administration the limits of civilian park rangers addressing criminal issues in parks and when
rangers would need to rely on a police officer response. The Administration states the rangers may serve as
law enforcement officers but would not be POST-certified like police officers. The Council may also wish to
ask the Administration how park rangers would coordinate with the Police Department’s parks bike squad.
Private Security Guards in Parks – The Public Lands Department currently hires private security guards to
lock restrooms in parks and provide security patrols. The Council may wish to ask the Administration for
the pros and cons of creating a park ranger program instead of continuing the current practice of hiring
private security guards.
Identifying and Tracking Calls for Service Diversions from Police to CHAT Program – The Council may
wish to ask the Administration if there are plans to track calls for service diverted from a police officer
response to park rangers or other alternative response models. The information could help measure the
success and demand for the City’s civilian response models. The Council may also wish to ask how the 911
Department identifies calls for service that are good candidates for diversion. The City’s alternative
response options include the CHAT program, Crisis Intervention Team (CIT) and the Social Worker
Program (potentially this new Park Ranger program and police civilian responder program too).
Growing Structural Deficit for FY23 Budget – The Council may wish to ask the Administration to provide a
mid-year briefing on the estimated structural deficit for FY23 and how ARPA funding this fiscal year creates
ongoing costs that could need ARPA funding next fiscal year.
Request REP Commission Review – The Council may wish to ask the Administration to present the park
ranger proposal to the REP Commission and share feedback and recommendations.
Training and Equipment for Park Rangers – The Council may wish to ask the Administration what training
and equipment would be provided to park rangers. The rangers would not have firearms.
Reviewing Staffing Level – The Council may wish to ask the Administration when and how the pilot
program’s staffing level will be reviewed to determine if fewer or more positions are warranted to meet the
level of community need.
A-13: WITHDRAWN BY THE ADMINISTRATION
Section B: Grants for Existing Staff Resources Section
(None)
Section C: Grants for New Staff Resources Section
C-1: ARPA Funding – Public Safety and Homeless Outreach – Public Lands Park Ranger Program
($1,064,368 – Miscellaneous Grants) (See Items A-12, E-3 and E-4.)
Note: this item is related to items A-12, E-3 and E-4. See item A-12 for the full write-up. This item is an accounting
step for transferring funding to the General Fund.
C-2: Community Commitment Program Rapid Intervention Team ($164,750 from ARPA)
Note: this item is related to items E-5, E-6 and E-8
The Administration is requesting the Council approve three new FTEs to work in the Waste & Recycling Division of
the Sustainability Department. The employees would provide a new City cleaning team working with Advantage
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Services and the Homeless Engagement and Response Team coordinator in CAN. Sometimes employees in the
Public Services and Sustainability departments are diverted from regular duties to assist the Community
Commitment Program and Health Department.
The titles and job descriptions for the three new FTEs were pending at the time of publishing this staff report. The
total annual estimated cost per FTE is $87,600 which would be $262,800 for a full fiscal year. This item is
requesting $164,750 to provide seven and a half months of funding in FY22.
The three FTEs would be listed on the grant-funded section of the staffing document. As with the park ranger
program in earlier items, these new FTEs could add to the structural budget deficit by using one-time funding for a
new ongoing cost.
Policy Questions:
Three New FTEs Sunsetting with ARPA – The Council may wish to ask the Administration whether the
three new FTEs would sunset with ARPA funding availability.
Staffing Level and Community Need – the Council may wish to discuss with the Administration if the three
additional FTEs would meet the level of need in the community and maximize the City’s partnership with
the County Health Department.
CAN Supervising Sustainability Employees – The Council may wish to ask why the three new employees
would be in the Waste & Recycling Division of Sustainability but be coordinated by a supervisor in CAN?
Section D: Housekeeping
D-1: Economic Development Loan Fund Move Housing ($100,000 – Housing and $100,000 –
General Fund)
Last March, in Budget Amendment #7 of FY21, the Administration requested, and the Council approved, a
$100,000 appropriation to the Economic Development Loan Fund (EDLF) to assist restaurants and bars by
offering funding to expand outdoor dining as an aid to pandemic recovery. The Department of Economic
Development (DED) stated at that time that its intent in using the EDLF was to ensure that funding would not lapse
due to delays caused by the processes of program development and identification of recipients. As it turned out,
DED did not distribute any of these funds because “forgivable loans are not permitted under the EDLF Loan
guidelines.” Now the Department is requesting the funds be moved from EDLF to a separate account so that these
funds may be distributed as grants, rather than loans.
If the Council chooses to do so, DED would transmit a resolution for consideration to set the guidelines for the
proposed Outdoor Business Activity Grant Program. The program would provide up to $5,000 for outdoor
dining/retail costs or $10,000 for costs incurred in hosting an “Open Streets” event.
The Department noted in the BA #7 discussions that they would prioritize areas of the City using “social justice
datasets,” and reach out directly to businesses located within these areas, as well as work with the diverse Chambers
of Commerce, Community Councils, and other community partners. Since that time, the City’s Chief Equity Officer
has been named and is working on frameworks and measurements to be implemented Citywide. In the meantime,
the Chief Equity Officer provided DED the GARE (Government Alliance on Race and Equity) Racial Equity Toolkit,
and DED is using that framework in all new project creation, including this project.
Policy Question: Would the Council like to consider its support for this program now or after more specific
guidelines are proposed by the Department? If these funds stay in the EDLF they will not drop to fund balance.
D-2: Increase Grant Fund ($0.00 – Miscellaneous Grants)
The annual budget proposed funding from the American Recovery Plan Act (ARPA) for revenue replacement.
During budget adoption, the expense was adjusted based on updated grant guidelines. This increased the expense
side of the grant fund, but recognition of the revenue was not included. This request adjusts the revenue side to
recognize the revenue side of the transaction in the Grant Fund. This proposal will bring the Fund into balance in
accordance with Generally Accepted Accounting Principles.
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D-3: Premium Holiday – Other Funds (Refuse, Golf, Fleet and IMs) ($0.00 – Miscellaneous Grants)
The Premium Holiday was submitted with the budget with the transfer from the Insurance Fund, but the transfer
into other funds was not included. This amendment is to balance the inter-fund transfers.
D-4: GPS Housekeeping ($74,600 – General Fund and Fleet Fund)
For FY22 there is an accounting change to put the GPS fees for vehicles in the Fleet budget. We missed the piece to
move the current budgets over to Fleet. Public Services has a budget of $39,203; Public Lands has a budget of
$26,797; and CAN has a budget $8,600 that we need to move to Fleet.
D-5: Signage FTE Correction ($51,847 – General Fund)
In the Mayor's Recommended Budget, an FTE for Signage for the Planning & Ecological Services Division was
initially approved, but later reduced. However, the funding was again inadvertently reduced at the Council level,
thus doubling the reduction. This housekeeping request is to replace the funding that was inadvertently cut from
the Signage budget.
D-6: General Obligation Series 2021A Bonds ($23,400,000 – CIP Fund, and $200,000 – Debt
Service)
In November 2018, voters authorized the issuance of up to $87 million in general obligation bonds to fund street
construction. The General Obligation Bonds, Series 2021A will be issued in November 2021 as the third issuance of
the authorization. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure
budget to pay for construction of the street projects associated with the bonds. It also creates expenditure budget
to pay the costs of issuance for the bonds.
Bond proceeds will be allocated to five project cost centers in Fund 83 and one cost center in Fund 81 for the costs
of issuance associated with the bond. Two cost centers will receive $6,000,000 each for the 200 South Phase 1 & 2
(400 W to 900 E) projects. A third cost center will receive $6,800,000 for the 1100 East (900 S to Warnock Ave)
project. The fourth cost center will receive $1,600,000 for the 300 North (300 W to 1000 W) project. The fifth cost
center will receive $3,000,000 for local streets. The proceeds to pay the costs of issuance associated with the bonds
will be deposited to the debt service cost center in Fund 81.
D-7: Sales Tax Refunding Revenue Bonds Series 2021A ($10,665,000, $10,400,000 and $4,900,000
– Debt Service)
Sales and Excise Tax Revenue Bonds, Series 2012A, were issued in June 2012 for the purpose of replacing the North
Temple Viaduct and improving North Temple Boulevard. Sales and Excise Tax Revenue Bonds, Series 2013B, were
issued in November 2013 for the purpose of financing a portion of the costs of the Sugarhouse Streetcar and paying
for the portion of various improvements to create a "greenway" within the corridor.
The Series 2012A and 2013B bonds are being refunded with the Sales Tax Refunding Revenue Bonds, Series 2021A.
This budget amendment will create the revenue budget for the receipt of bond proceeds and the expenditure budget
to pay off the old bonds and to pay the costs of issuance for the bonds. Two Local Building Authority bonds will also
be refunded by the Series 2021A bonds. This budget amendment creates the budget for the transfer to the LBA to
pay those off. A separate LBA budget amendment is being submitted to create budget for paying off those bonds.
D-8: Budget Carry Forward ($1,175,000 – General Fund)
In the General Fund there were several budgets that did not have encumbrances at the close of fiscal year 2021 the
Administration would request Council approval to roll budget for the projects into fiscal year 2022. The budgets
requested are listed below:
CC CC Name OC OC Description Amount
0900503 Demographer Contract 2329 Other Professional & Tech Serv $50,000.00
0900925 Financial Risk Assessment 2329 Other Professional & Tech Serv $100,000.00
0900930 Gentrification Mitigation Study 2329 Other Professional & Tech Serv $100,000.00
0900705 Washington DC Contract 2324 Special Consultant $75,000.00
0900513 NW Northpoint Plan Airport 2329 Other Professional & Tech Serv $50,000.00
0900508 Home to Transit Program 2590 Other Expenses $800,000.00
TOTAL $1,175,000.00
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Section E: Grants Requiring No New Staff Resources
E-1: COVID-19 Local Assistance Matching Grant Program – New Water Reclamation Facility:
Influent Pump Station and Force Mains (Water and Sewer Infrastructure) ($2 million from ARPA)
See Attachment 2 for the grant memo and Council staff report
The Mayor‘s Administration has submitted a grant application requesting funding of $10 million from the State of
Utah to help fund the construction of the new Influent Pump Station force mains, (a sub-project of the Water
Reclamation Facility), and replace the existing pump station and force mains which are at the end of their service
life. This budget amendment item proposes to set aside $2 million in ARPA funds for the required match. The
Council may wish to note that as part of the grant application, the City has committed a $40 million dollar match
for the grant to increase the competitiveness of the application. According to the Administration, the source of the
match includes the Department of Public Utilities planned utility revenue bond issuances, and the secured loan
through the Federal Water Infrastructure Financing and Innovation Act.
E-2: Winter Shelter Support ($1 million from ARPA)
This item would provide $1 million of flexible funding for emergency winter shelter support potentially including
shelter operations. The funding is for winter shelter anywhere in Salt Lake County. U.S. Treasury guidance allows
municipalities to spend outside of city limits and/or pool ARPA funding for regional projects and programs for
eligible activities subject to compliance with reporting requirements and showing a benefit is being received for City
residents proportionate to the ARPA funding amount.
Policy Questions
Funding Winter Shelter Outside or Inside City Limits – The Council may wish to ask the Administration if
the funding would go to a winter shelter outside or inside of city limits.
Hotel/Motel Voucher Flexibility – The Council may wish to ask the Administration if the funding could be
used for hotel/motel vouchers instead of costs related to a winter shelter.
E-3: Public Safety and Homeless Outreach – Salary Restoration – Public Lands Park Ranger
Program (See Items A-12, C-1, and E-4) ($443,677 from ARPA)
Note: this item is related to items A-12, C-1, and E-4. See item A-12 for the full write-up. This item is an accounting
step for transferring funding to the General Fund.
E-4: Public Safety and Homeless Outreach – Public Lands Park Rangers (See Item A-12, C-1 and E-3)
($69,244 from ARPA)
Note: this item is related to items A-12, C-1 and E-3. See item A-12 for the full write-up. This item is an accounting
step for using ARPA to directly fund eligible homeless outreach services and supplies in the new program.
E-5: Community Commitment Program Rapid Intervention Team Vehicles ($160,500 from ARPA)
Note: this item is related to items C-2, E-6 and E-8. See the other items for additional info.
This item would purchase two F-350 pickup trucks and a trailer to be used by the three new employees in Waste
and Recycling as part of the expanded Community Commitment Program.
E-6: Community Commitment Program Additional Police Support ($1,505,920 from ARPA)
Note: this item is related to items C-2, E-6 and E-8
The Administration is requesting $1,505,920 of funding for the Police Department to provide staffing to support the
homeless encampment cleanup and camp re-establishment stabilization as requested by the Salt Lake County
Health Department. Police officers working extra overtime shifts will provide security to ensure the cleanups can
proceed in an environment that will be safe for all involved. Staffing numbers will vary depending on the size,
number of cleanups and the location.
Activity # days Officers # hours Rate Amount Requested
Major Cleanups 14 40 10 $65 $364,000
Minor Cleanups*and area stabilization 122 24 6 $65 $1,141,920
Total Requested $1,505,920
*previously utilized on-duty resources that are no longer available
Page | 20
It’s important to note that these overtime shifts are voluntary and there is no guarantee all shifts will be filled. Prior
overtime shifts for the Community Commitment Program were approximately 75% filled.
As of the October 2, the Police Department had spent $859,460 of the $1,741,890 overtime budget which is 49% of
the available budget. If this trend continues, then the Police Department would be projected to go over the available
overtime budget around mid-fiscal year. The Council increased the ongoing overtime budget by $650,000 as part of
the FY22 annual budget.
Policy Questions:
Total Cost of the Community Commitment Program – The Council may wish to ask the Administration
what is the total cost of the Community Commitment Program if Budget Amendment #4 is approved as
requested? This information was requested and was pending at the time of publishing this staff report.
Area Stabilization Examples – The Council may wish to ask the Administration for examples of area
stabilization outside of immediate cleanup sites.
E-7: Pulled prior to Submission to allow for the completion of Phase 2 of the Social Impact
Investment.
E-8: Community Commitment Program Rapid Intervention Team Cleaning by Advantage Services
($57,000 from ARPA)
Note: this item is related to items C-2, E-5, and E-6
This item would provide $57,000 of additional funding for Advantage Services to conduct cleaning services related
to the Community Commitment Program.
Policy Questions:
Public and/or Private Property Cleaning – The Council may wish to ask the Administration if Advantage
Services cleaning is limited to publicly owned property or if private property is ever eligible.
Quintuple Funding Next Fiscal Year – The Administration indicates the use of ARPA for cleaning by
Advantage Services is expected to increase five-fold from $57,000 to $290,000 in FY23. The Council may
wish to ask why the increase is planned and what changes to the cleaning services could the public expect.
E-9: ARPA Westside Community Initiative (Perpetual Housing Fund) ($4 million from ARPA going
to a New Holding Account in the Grant Fund)
See Attachment 3 for the September 14 transmittal with the proposed framework.
The Administration is requesting $4 million from ARPA to seed a perpetual housing fund dedicated to the Westside
of the City defined as west of Interstate 15. The dedicated housing funds from the Inland Port Authority
Jurisdictional Boundary would provide an ongoing revenue stream. The RDA Board received an initial briefing on
this concept at the September 14 meeting. RDA staff are refining the draft policy and will return to the Board for a
follow up discussion in the coming months. The Council could wait to appropriate the $4 million or place it into a
holding account until the policy is adopted by the RDA Board. The draft program goals include:
- Develop land with a long-term approach to continuously serve a community-defined purpose (could use a
ground-lease approach)
- Create opportunities for revenue generation while balancing the implementation of public benefits (revenue
would be reinvested back into the fund)
- Assist the Westside in mitigating gentrification and displacement (the City’s ongoing study to mitigate
gentrification could inform the program policy)
- Give lower income households the opportunity to build wealth through ownership (similar to a community
land trust model aka a shared-equity model)
- Engage community members in development decisions
- Leverage resources for other neighborhood development purposes (such as subsidizing deeply affordable
housing, commercial space, public infrastructure and art)
- Collaborate with other partners to broaden the pool of funding and expertise
Page | 21
- Carry out efforts with a collective impact approach (including measurable results to report back to the RDA
Board and the public)
E-10: Nonprofit and Business Assistance Community Grants ($4 million from ARPA going to a New
Account in the Grant Fund)
The Administration is proposing $4 million for new one-time community grants split into two separate offerings:
$2 million for business assistance managed by the Economic Development Department (EDD) and $2 million for
nonprofit assistance managed by the Community and Neighborhoods (CAN) Department. The grants must be used
for eligible activities under the U.S. Treasury’s ARPA guidance and meet Federal reporting, compliance and
spending deadlines. Meeting these requirements could create a significant workload for the City’s Finance
Department and Attorney’s Office. For example, some potential categories are narrowly eligible only for evidence
based programs and practices which must have published research supporting interventions producing desired
outcomes. The Treasury is also expected to issue updated final guidance in the coming months.
An ad-hoc committee, or two (unclear at time of publishing this report), would be created to review applications,
question applicants, and have delegated final funding authority from the Council to make funding awards. The
committee(s) would include staff from the two departments managing the grants (EDD and CAN), Mayor’s Office,
Council Office, and a to be determined number of volunteers from several City boards and commissions.
The two departments report a request for proposals would be issued with a one-month window for applicants to
submit proposals. Then the committee(s) would score and rank applications over two weeks and make final
decisions. Funding would be distributed the following month.
Policy Questions:
Delegation of Authority for Deciding Funding Awards – The Council may wish to discuss whether to
delegate authority to the ad-hoc committee(s) or use another approach. For example, the Council could
elect to use the established process the City has for the Capital Improvement Program (CIP), annual grants
like CDBG from the U.S. Housing and Urban Development (HUD) Department, and one-time CARES Act
relief grants. Under the existing process, the CDCIP Board reviews applications submitted during the open
and competitive process, asks questions of applicants at public meetings, then provides funding
recommendations to the Mayor who provides a second set of funding recommendations, next the Council
deliberates the proposed recommendations, holds a public hearing and makes final funding awards.
Equity Considerations – The Council may wish to discuss whether funding should have equity
considerations built-in to the framework. For example, during the pandemic Council Members discussed
the following categories in other grant programs: businesses in and nonprofits serving the Westside,
women-owned and/or minority-owned businesses, nonprofits serving low-income residents, programs
bridging the digital divide, food insecurity, increasing access to medical services and vaccines, etc.
Applicant Assistance – The Council may wish to ask the departments what community assistance resources
will be available for interested organizations to fill out applications? For example, where will in-person
computer labs be publicly accessible, in what languages will the applications and instructions be available,
who is the single-point of contact for each of the two grant programs, how will potential applicants learn
about the opportunity, etc.
Framework for the Grants – The Council may wish to ask the departments to return with proposed details
of a grants framework such as the CIP and CDBG processes. This could include information like
recommended grant program categories, funding minimums and/or maximums, required application
information, and public engagement steps.
Section F: Donations
(None)
Section G: Council Consent Agenda
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G-1: Police Department Asset Forfeiture Grant ($1,500 – Miscellaneous Grants)
The Salt Lake City Police Department applied for and received a $1,500 grant award from the State of Utah,
Commission on Criminal and Juvenile Justice (CCJJ), under the State Asset Forfeiture Grant (SAFG) program. The
SAFG program funds crime prevention and law enforcement activities within specific guidelines. CCJJ developed
the SAFG program as a means of evaluating and distributing state forfeiture funds.
The funds will be used for confidential informant funds to enhance investigations in narcotics-related cases. A
public hearing was held 9/7/21 for this grant application.
G-2: Utah Department of Health – Bureau of Emergency Medical Services (EMS) Grant, FY22 Per
Capita Allocation ($10,250 – Miscellaneous Grants)
The Fire Department applied for and was awarded $10,250 of grant funding from the Utah Department of Health,
Bureau of Emergency Medical Services. This funding will be used towards the purchase of a 12-Lead Cardiac
Monitor and medical supplies relating to the provision of Emergency Medical Services as funding permits. A Public
Hearing was held on 2/16/21 for the grant applications on this award.
G-3: State of Utah, CCJJ (Commission on Criminal and Juvenile Justice), Jurisdictions with
Halfway Houses and Parole Violator Center Grant, Law Enforcement Services Account (LESA)
The Police Department has applied for and been awarded a $295,570 grant from the State of Utah, Commission on
Criminal and Juvenile Justice, in support of the Jurisdictions with Halfway Houses and Parole Violator Centers
grant. This grant provides funding for law enforcement agencies that provide services directly to areas with halfway
houses or parole violator centers, or both. The Police Department will use these funds for law enforcement overtime
related to reducing criminal activity including targeted enforcement operations, increased patrol response, and
responding to mental health calls for service. The Department will also utilize funds for case transcription services,
six overt camera units and maintenance/repairs/supplies for units in the Department's camera program. A public
hearing was held 9/7/21 for this grant application.
G-4: Utah State Office for Victims of Crime, 2021-23 VOCA Victims of Crime Act Grant ($364,162 –
Miscellaneous Grants)
The Police Department applied for and received a $364,162.48 grant from the State of Utah, Office for Victims of
Crime under the Victims of Crime Act (VOCA) program, to be used for the continuation of the Victim Advocate
Program. These funds will be used to pay for salary and fringe for 4 existing full-time Victim Advocate positions and
all of the part-time Victim Advocate positions. This grant also covers the costs for Rita, the program's facility dog.
Additionally, there are supplies for the program, emergency funds for assisting victims, and training for Advocate
staff. No match is required by the funding agency.
VOCA funds cover local and national conferences and trainings needed to meet statutory training requirements for
the Victim Advocates. It also provides and emergency fund that can be used when no other victim funding options
are available - these funds can be used for food, clothing, shelter, transportation and 911 phones for victims of
violent crime. Additionally, it provides for supplies such as Victim Advocate brochures, Traumatic Death
Handbooks, cell phone costs, etc. A $109,938.89 match is required which will be satisfied by the salary and
benefits of City funded Victim Advocates and the Program Coordinator. In-kind matching funds are provided by
the student interns/volunteers that participate in the Victim Advocate Program. A Public Hearing was held 9/7/21
on this grant application.
G-5: Department of Workforce Services, Housing & Community Development Division, FY22
Homeless Shelter Cities Mitigation Grant Program ($370,735 – Miscellaneous Grants)
The Community and Neighborhoods Dept. applied for and received State Department of Workforce Services funding
of $370,735 to continue efforts to encourage businesses, residents, Homeless Resource Center (HRC) operators and
guests to participate in constructive community engagement opportunities and encourage service-based
interventions in order to successfully integrate the HRCs into the fabric of their host neighborhoods and ensure the
safety of those neighborhoods.
The SLC Mitigation team currently consists of a SLC Community Engagement Coordinator, VOA Business and
Community Liaison, and VOA Outreach Case Manager. This application requests to continue the current team and
expand the team to include an additional VOA Business and Community Liaison, additional VOA Outreach Case
Manager, and a VOA Outreach Peer Support Specialist, and three new positions as part of the City's existing
Page | 23
Downtown Ambassador program - tailored to the areas surrounding the HRCs (King, Miller, and Youth). A Public
Hearing was held on October 5, 2021.
G-6: Utah State Department of Public Safety – 2021 Emergency Management Performance Grant
(EMPG) ($42,500 – Miscellaneous Grants)
The Emergency Management Services Division received a $42,500 FY2021 EMPG grant from the State of Utah,
Department of Public Safety. This grant is awarded on an annual basis to jurisdictions to help offset costs of
planning and updating emergency preparedness plans, conduct emergency preparedness exercises and produce
materials and other media for public educational outreach and training pertaining to emergency preparedness.
SLC's population increases from 180,000 to an estimated 310,000 each workday. Should a disaster occur during the
workday, employees become a part of the SLC emergency response, but are not trained to assist themselves or
others. These funds will offset costs in providing National Incident Management System (NIMS) training to SLC
staff with emergency response responsibilities during a disaster or other significant event. The funds will be used to
fund community preparedness activities, purchase training materials, supplies and equipment including books,
brochures, handouts, etc. The grant requires a 50% match which will be satisfied with the Community Preparedness
Coordinator's time and budgeted for within Emergency Management’s general fund. A public hearing will be held
for this grant application.
G-7: Cities of Service, Johns Hopkins, Justice for the Jordan Grant – Love your Block – ($100,000 –
Miscellaneous Grants)
The office of the Mayor applied for and received $100,000 in grant funding for the Justice for the Jordan, Love your
Block grant. The grant provides:
1. $60,000 to hire a Love your Block Fellow for 2 years.
2. $40,000 to distribute to the community as mini grants
3. The City is also required to engage 2 AmeriCorps VISTA volunteers, one each year of the grant.
4. The City also receives technical assistance from Cities of Service
The Cities of Service Love Your Block program connects mayor’s offices with community residents to revitalize their
neighborhoods one block at a time. Typically, cities implementing Love Your Block invite community groups to
identify priority projects and award mini-grants to support volunteer-fueled solutions that the community can
implement. The City identifies a problem and then engages with volunteers within the neighborhoods of focus and
engages them early in the project design phase as well as implementation and evaluation. The City identified the
neighborhoods adjacent to the Jordan River in Glendale (census tract 1026, 1027.01, and 1028.01) as the target
area. A public hearing was held October 5, 2021.
G-8: Utah State Office for Victims of Crime, Violence Against Women Act, Domestic Violence Victim
Advocate
The City Prosecutors office applied for and received a $101,039 grant from the State of Utah, Office for Victims of
Crime under the Victims of Crime Act (VOCA) program, to be used for the Violence Against Women’s Act to fund
Salt Lake City Prosecutor Domestic Violence Victim Advocate. The Prosecutor’s Office is requesting a Victim
Advocate to assist and support victims of domestic violence as their cases move to the prosecution and adjudication
phases. The services include information, education and advocacy through the case and prosecution, assistance
with victim impact statements, support and accompaniment to court and meetings with investigators and
prosecutors. The Victim Advocate assists in post release safety planning, preparation for court appearances, and jail
release agreements.
Until this year, Salt Lake County District Attorney Victim Services has provided this support for victims whose cases
are adjudicate in Salt Lake City Justice Court. Funding cutbacks required the county to reassign the advocates to
County prosecutions. Salt Lake City is applying for this new city position to fill the gap in services. The match is
$12,630 each fiscal year, for a total of $25,260 for the two-year performance period of the grant. The match is met
with cash available in the Office of the Attorney’s budget. A Public Hearing was held 6/15/21 on this grant
application.
Page | 24
Section I: Council Added Items
I-1: Council Office Reclassifications and Amending FY22 Appointed Pay Plan
The table below summarizes the reclassifications of six FTE appointed positions in the Council Office. Vacancy
savings will cover the cost difference for the current fiscal year.
Old Title / Grade New Title / Grade
Communications Director / 31x Public Engagement & Communications Specialist III / 31x
Public Engagement & Communications Specialist I / 26x Public Engagement & Communications Specialist II / 28x
Public Policy Analyst II / 31x Senior Public Policy Analyst / 33x
Public Policy Analyst II / 31x Senior Public Policy Analyst / 33x
Associate Deputy Director / 37x Deputy Director / 39x
Senior Public Policy Analyst / 33x Legislative & Policy Manager / 37x
ATTACHMENTS
1. Sales Tax Update and Chart
2. COVID-19 Local Assistance Matching Grant Program – New Water Reclamation Facility: Influent Pump Station
and Force Mains (Memo from Administration and Council staff report)
3. Westside Communities Initiative RDA Transmittal from September 14
4. Draft Motion Sheet for Adopting Some Items
5. Park Ranger Sergeant Job Description
ACRONYMS
ADA – Americans with Disabilities Act
AFSCME – American Federation of State, County and Municipal Employees
ARPA – American Rescue Plan Act
CAN – Community and Neighborhoods Department
CCAC – Citizens Compensation Advisory Committee
CCJJ – Commission on Criminal and Juvenile Justice
CCP – Community Commitment Program
CDBG – Community Development Block Grant
CHAT – Community Health Access Team
CIP – Capital Improvement Program
CIT – Crisis Intervention Team
EDLF – Economic Development Loan Fund
EMPG – Emergency Management Performance Grant
EMT – Emergency Medical Technician
FTE – Full Time Equivalent Position
FY – Fiscal Year
GARE – Government Alliance on Race and Equity
HRC – Homeless Resource Center
HUD – United States Housing and Urban Development Department
HVAC – Heating, Ventilation, and Air Conditioning
PPE – Personal Protective Equipment
RDA – Redevelopment Agency
REP – Racial Equity in Policing Commission
SAA – Special Assessment Area
TBD – To Be Determined
UDAQ – Utah Department of Air Quality
VISTA – Volunteers in Service to America
VOCA – Victims of Crime Act
1Subject:FW: Sales Tax Update Through FY 2021These are the Actuals of the 1% Sales Tax Through FY 2021. The last half of the year was big especially in the last quarter averaging 33.8% higher than the previous year. There are inflationary factors that play into this as well. The last 3 quarters have shown record highs, when you adjust the revenue by cpi the last month of June was the still the highest month on record. 1% sales tax revenue received, not adjusted for inflation Month of Sale 2019 2020 diff 20‐19 % Change 2021 diff 21‐20 %Change Note July 5,166,159 5,509,305 343,146 6.6% 5,506,282 (3,023) ‐0.1% August 5,494,943 5,453,557 (41,386) ‐0.8% 5,363,921 (89,636) ‐1.6% September 5,990,942 5,979,661 (11,281) ‐0.2% 6,506,479 526,818 8.8% October 4,966,702 5,463,847 497,146 10.0% 5,190,694 (273,154) ‐5.0% November 5,186,889 5,461,007 274,119 5.3% 5,880,648 419,640 7.7% December 6,321,763 6,883,312 561,549 8.9% 7,020,529 137,217 2.0% January 4,901,735 5,697,416 795,681 16.2% 5,255,105 (442,311) ‐7.8% February 4,925,841 4,468,260 (457,581) ‐9.3% 5,280,150 811,890 18.2% March 5,739,003 5,980,157 241,154 4.2% 7,133,537 1,153,380 19.3% April 4,743,045 4,607,410 (135,635) ‐2.9% 6,304,088 1,696,678 36.8% May 5,480,257 4,834,144 (646,112) ‐11.8% 6,319,024 1,484,880 30.7% June 5,980,148 5,986,060 5,912 0.1% 8,017,577 2,031,517 33.9% Total 64,897,427 66,324,138 1,426,711 73,778,034 7,453,896 Accommodation and Food Services is still slow because of the pandemic. 2020 to 2021 ‐ Sale Tax Actuals 2020 2021 Sector Name sales_credit Diff FY Y/Y % Ch % of Total sales_credit Diff FY Y/Y % Ch % of Total Retail Trade 37,076,952 1,471,251 4% 41.4% 36,696,900 (380,052) ‐1% 42.4% Wholesale Trade 11,887,403 523,932 5% 13.3% 12,281,114 393,711 3% 14.2% Accommodation and Food Services 10,358,167 (2,386,736) ‐19% 11.6% 7,629,468 (2,728,698) ‐26% 8.8% Manufacturing 5,846,937 496,178 9% 6.5% 5,755,063 (91,874) ‐2% 6.7% Real Estate and Rental and Leasing 4,261,171 (610,243) ‐13% 4.8% 3,810,664 (450,508) ‐11% 4.4% Attachment 1 - Sales Tax Revenues Update through End of Fiscal Year 2021
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
www.slccouncil.com/city-budget
TO: City Council Members
FROM: Sylvia Richards, Budget Analyst
DATE: November 16, 2021
RE: PUBLIC HEARING FOR GRANT
APPLICATION SUBMISSION
PROJECT TIMELINE:
Briefing: Not required.
Set Date: Not required.
Public Hearing: Nov. 16, 2021
Potential Action: TBD
_________________________________________________________________
ISSUE AT-A-GLANCE
The Administration has submitted seven grant applications. In an effort to ensure that the City
Council, Council staff and the public has adequate opportunity to see and comment on them, the
grant application notifications will be included in the Council meeting agendas under Public
Hearings. There won’t be a set date since this is not a required hearing.
2. New Water Reclamation Facility: Influent Pump Station and Force Mains –
COVID-19 Local Assistance Matching Grant Program
Purpose/Goal of the Grant: If awarded, the grant monies will be used to help fund the
construction of the new Influent Pump Station Force Mains, (a sub-project of the Water
Reclamation Facility), and replace the existing pump station and force mains that are at the end
of their service life.
Grant Amount: $10 million dollars
Requested by: Department of Public Utilities
Funding Agency: Utah’s Governor’s Office for Policy and Budget in conjunction with
Utah Division of Water Quality
Match Requirement: $40 million dollars – Sources: The Department of Public Utilities
planned utility revenue bond issuances, and the secured loan through the Federal Water
Infrastructure Financing and Innovation Act. The City committed a $40 million dollar
match for this project to increase the competitiveness of the application. Note: There is a
request in Budget Amendment #4 to set aside $2 million in miscellaneous grant funds
towards the $40 million required match.
Staff Recommendation: Please refer to motion sheet.
Grant Application Submission Notification Memo
TO: Jennifer Bruno, Cindy Gust-Jenson, Rachel Otto, Lisa Shaffer, Mary Beth Thompson
CC: Sarah Behrens, Laura Briefer, Jaysen Oldroyd, Melyn Osmond, Sylvia Richards, Linda Sanchez, Recorders
(All), Jordan Smith, Jesse Stewart, Lehua Weaver
FROM: Elizabeth Gerhart eg
DATE: September 17, 2021
SUBJECT: COVID-19 Local Assistance Matching Grant Program – New Water Reclamation Facility: Influent Pump
Station and Force Mains
FUNDING AGENCY: Utah Governor’s Office for Policy & Budget
GRANT PROGRAM: COVID-19 Local Assistance Matching Grant Program
REQUESTED GRANT AMOUNT: $10,000,000
DEPARTMENT: Department of Public Utilities
COLLABORATING AGENCIES: Utah Division of Water Quality
DATE SUBMITTED: September 15, 2021
SPECIFICS:
□ Equipment/Supplies Only
□ Technical Assistance
□ Provides FTE
□ Existing □ New □ Overtime □ Requires Funding After Grant
Explanation:
□ Match Required □ In-Kind and □ Cash
GRANT DETAILS:
Salt Lake City Department of Public Utilities requested $10,000,000 for the New Water Reclamation Facility:
Influent Pump Station and Force Mains project.
The Influent Pump Station and Force Mains is a sub-project of the new Water Reclamation Facility and replaces
the existing pump station and force mains that are at the end of their service life.
Salt Lake City Department of Public Utilities committed a $40 million match for the influent pump station and
force mains construction from its planned utility revenue bond issuances and from the secured loan through
federal Water Infrastructure Financing and Innovation Act for the new Water Reclamation Facility to increase
the competitiveness of the application.
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 118 WWW.SLC.GOV · WWW.SLCRDA.COM
P.O. BOX 145518, SALT LAKE CITY, UTAH 84114-5518 TEL 801-535-7240 · FAX 801-535-7245
MAYOR ERIN MENDENHALL
Executive Director
DANNY WALZ
Director
REDEVELOPMENT AGENCY of SALT LAKE CITY
STAFF MEMO
DATE: August 26, 2021
PREPARED BY: Tammy Hunsaker
RE: Westside Community Initiative – Initial Briefing
REQUESTED ACTION: Briefing on the framework for a new program intended to utilize Inland
Port Housing Funds to advance development activities on the City’s
Westside.
POLICY ITEM: Affordable housing; 9 Line and North Temple project area
development.
BUDGET IMPACTS: Inland Port Housing Funds.
EXECUTIVE SUMMARY: Earlier this year, the Board of Directors of the Redevelopment Agency
of Salt Lake City (“RDA”) directed staff to develop a proposed program for the utilization of funds
received by the RDA from the Inland Port Authority. These funds are received pursuant to Utah
Code Title 11-58 Utah Inland Port Authority Act, which provides that a portion of tax differential
generated within Inland Port Authority Jurisdictional Land shall be paid to the RDA to be utilized for
housing. As such, RDA staff is working to develop a new program, tentatively called the Westside
Community Initiative (“WCI”). While the proposed WCI is based on community land trust and
cooperative-style housing development, it is broader in nature to carry out other project types for a
collective impact.
As proposed, the WCI shall facilitate the implementation of transformative housing and mixed-use
projects with a focus on affordable homeownership as a way of building community cohesion and
personal wealth. The geographic scope of the initiative is proposed to be the City’s Westside defined
as west of I-15. The RDA’s 9 Line and North Temple project areas are included in this larger
geographic area. Affordable and mixed-income housing projects will be leveraged with additional
public benefits including neighborhood services, economic opportunity, and transit-oriented
development. By taking a long-term approach to development projects, the WCI will balance the
implementation of public benefits with the ability to generate revenue to be reinvested back into the
community.
Inland Port Housing Funds are required to be utilized for the purposes outlined in Utah 17C -
Community Reinvestment Agency Act, section 17-C-1-412 – Use of Housing Allocation, which
generally limits eligible activities to the development and preservation of housing targeted to
households at or below 80% of the area median income (“AMI”). Under the statute, funds can be
utilized to implement mixed-income projects, mixed-use projects, and related improvements. As
such, funds can be leveraged as part of housing projects for a broad array of other public benefits,
including infrastructure improvements, economic development, sustainable building practices, and
the redevelopment of undesirable land uses. While the primary source of revenue for the initiative is
anticipated to be Inland Port Housing Funds, the Board would be able to allocate other revenue
sources to the WCI. In addition, the RDA would actively work to acquire outside funding sources
and resources to collaborate on projects and activities. This could broaden the eligible uses of
funding dedicated to the WCI.
This memorandum includes initial information on the proposed framework for the WCI , including
the budget and policy structure, goals, and activities. RDA staff will incorporate the Board’s
feedback as specific details of the initiative are developed for the Board’s consideration at a future
date.
ANALYSIS & ISSUES: Additional details on the proposed framework of the WCI are as follows:
I. Budget & Policy Structure: To implement the WCI, the following efforts would need to be
carried out by the Board:
1. Update the RDA Housing Allocation Funds Policy, resolution R-4-2021, to earmark
the Inland Port Housing Funds for the WCI and to allow for allocations from other
revenue sources. This would be a minor change to the existing policy.
2. Create a new policy for the WCI that establishes the purpose, goals, activities,
metrics, and reporting requirements for the initiative. If the Board is supportive, this
policy would be based on the information contained herein.
While the WCI policy would identify the purposes, goals, and activities of the initiative,
projects would be administered pursuant to existing RDA programs and tools. Additionally, a
new policy would be developed for a Shared Equity Development program. Programs and
tools the WCI would be administered pursuant to are as follows:
• RDA Loan Program Policy: Resolution R-37-2016
• Tax Increment Reimbursement Program Policy: Resolution R-9-2017
• RDA Real Property Disposition Policy: Resolution R-6-2021
• Housing Development Loan Program: Resolution R-7-2021
• Shared Equity Housing Program: Resolution Forthcoming
Refer to Attachment A for a chart depicting the proposed structure of the WCI.
II. Goals: The goals for the WCI are proposed as follows:
• Develop Land with a Long-Term Approach to Continuously Serve a Community-
Defined Purpose
WCI will take a long-term approach to land development and community building so that the
RDA may retain the fee ownership to and a reversionary interest in the property. By ground
leasing to development partners, the RDA will provide an opportunity to receive revenue
generation to serve other public benefits.
• Create Opportunities for Revenue Generation while Balancing the Implementation of
Public Benefits
WCI will strive to balance the development of property with the incorporation of public
benefits. Benefits such as affordable housing and below-market commercial space which
generate limited or no cash flow would potentially be subsidized with land uses that generate
positive cash flow. Revenue generated by projects and received by the RDA will then be
reinvested back into the WCI with the goal of furthering shared prosperity.
• Assist the Westside in Mitigating Gentrification and Displacement
WCI will acquire land with the goal of holding it for the community in perpetuity, thereby
removing land from the speculative market so that it serves low and moderate -income
residents in perpetuity. Housing will remain affordable even as neighborhood change occurs
and gentrification pressures mount, which protects families from displacement.
• Give Lower Income Households the Opportunity to Build Wealth Through Ownership
WCI will create opportunities for families to buy homes at affordable prices by focusing on a
shared-equity model. A shared equity model offers an alternative form of ownership that
provides benefits traditional markets cannot, such as long-term housing affordability and the
ability for low and moderate-income families to build equity. When families decide to sell,
they will receive their portion of the appreciation but the RDA remains as the land owner and
is in the position to continue to sell the home at a below-market price, making it affordable to
another family of limited means. Keeping the home affordable, from family to family, will
benefit future generations by acting as a steppingstone for low-income families to go from
renting to building wealth.
• Engage Community Members in Development Decisions
The RDA will involve the community in the planning and goals regarding long term land use
and housing development. This can translate into residents actively involved in creating
positive change within their communities and projects that reflect the value of its residents.
The result will be projects that incorporate a shared mission and vision with the community.
• Leverage Resources for Other Neighborhood Development Purposes
Revenues acquired through ground leases or partnerships could contribute to other purposes,
including subsidizing deeply affordable housing, below-market commercial space,
infrastructure, public art, etc.
• Collaborate with Other Partners to Broaden the Pool of Funding and Expertise
The RDA would actively work to acquire outside funding sources and professional resources
by bringing together financial institutions, the private sector, nonprofits, public officials,
other government agencies, researchers, and practitioners to collaborate on community and
economic development activities.
• Carry Out Efforts with a “Collective Impact” Approach
The RDA will continuously evaluate how projects work together to address common goals
through a “collective impact” approach that produces measurable results. These measurable
results will be tracked and reported on to promote data-driven and outcome-based decisions.
III. Activities: The activities of the WCI are proposed as follows:
• Strategic Acquisitions
Strategic property acquisitions that may include distressed properties characterized by high
crime rates, properties that are located at target locations, and other opportunities that align
with the City’s objectives and meet predefined policy priorities. Properties will be
redeveloped as elevated real estate development projects that have profound impacts on
people, particularly low-income and vulnerable populations, in order to uplift others, create
economic opportunities, improve health outcomes, and influence the physical and
socioeconomic landscape of Salt Lake City.
• Shared Equity Models of Development
o Land Trust Development
The RDA will retain ownership of land and provide for the sale or rental of housing
to lower-income households. To make certain would-be homeowners and renters
benefit from the arrangement for years to come, the resale prices and rents of the
housing will be capped, maintaining affordability for the next family.
o Multifamily Cooperative Housing Development
The RDA will facilitate the development of cooperative housing projects to provide a
framework for homeownership by bringing people together to own the building in
which they live. A housing cooperative or "co-op" is a type of residential housing
option that is a corporation whereby the owners do not own their units outright.
Instead, each resident is a shareholder in the corporation based in part on the relative
size of the unit that they live in. The co-op housing model provides low-income
households with a way to accumulate personal wealth, through equity accumulation
and mortgage interest deductions.
• Residential and Mixed-Use Rental Housing Development
The RDA will facilitate the development of rental mixed-income and mixed-use projects that
are part of a larger coordinated effort to co-locate housing with the services and resources to
increase a person’s likelihood for upward mobility.
• Other Public Benefits
While it is anticipated that the WCI will focus on affordable housing due to certain funding
source restrictions, there is opportunity to leverage housing projects with broader public
benefits. Furthermore, there is opportunity to broaden the WCI’s funding sources, with both
internal and external sources, to expand the eligible activities funded through the WCI. Other
public benefits could include infrastructure improvements (both street and green
infrastructure), housing for a broad array of AMIs, job creation, small-business development,
street activation, publicly visible art, historic preservation, adaptive reuse, neighborhood
services, among others.
IV. Next Steps
RDA staff will incorporate the Board’s feedback on the information contained herein and
will return to the Board with the following:
1. Revisions to the RDA Housing Allocation Funds Policy, resolution R-4-2021, to
earmark Inland Port Funds for the WCI. The policy will also be revised to allow for
allocations of other sources of revenue to the initiative.
2. A new policy resolution for the WCI that establishes the purpose, goals, activities,
metrics, and reporting requirements for the initiative.
3. A new policy for a Shared Equity Housing Development program that provides for
homeownership by bringing people together to own the building in which they live
while the land is owned by the RDA, or another entity, to preserve affordability in
perpetuity.
PREVIOUS BOARD ACTION:
• May 2021 – The RDA Board directed RDA staff to develop a proposed program for a
community land trust type program for the City’s Westside that utilizes Inland Port funds.
ATTACHMENTS:
• A – Westside Community Initiative: Proposed Framework Chart
WESTSIDE COMMUNITY INITIATIVE (WCI)
PROPOSED FRAMEWORK
Note: The Initiative’s activities shall be administered pursuant to the following policies:
RDA Loan Program Policy: Resolution R-37-2016
Tax Increment Reimbursement Program Policy: Resolution R-9-2017
RDA Real Property Disposition Policy: Resolution R-6-2021
Housing Development Loan Program: Resolution R-7-2021
Shared Equity Housing Program: Resolution Forthcoming
• Develop Land with a Long-Term Approach to Continuously Serve a Community-Defined Purpose
• Create Opportunities for Revenue Generation while Balancing the Implementation of Public Benefits
• Assist the Westside in Mitigating Gentrification and Displacement
• Give Lower Income Households the Opportunity to Build Wealth Through Ownership
• Engage Community Members in Development Decisions
• Leverage Resources for Other Neighborhood Development Purposes
• Collaborate with Other Partners to Broaden the Pool of Funding and Expertise
• Carry Out Efforts with a “Collective Impact” Approach
GOALS
PURPOSE
The implementation of transformative housing and mixed-use projects with a focus
on homeownership and affordability as a way of building community cohesion and personal wealth.
Housing projects will be leveraged with additional public benets including
neighborhood services, economic opportunities, and transit-oriented development.
A Westside Community Initiative policy will be created that identies the purpose, goals, and activities of the initiative.
Projects will align with the intent of the WCI and will be administered through RDA programs and polices.
INLAND PORT
HOUSING
DIFFERENTIAL
OTHER
SOURCES
ALLOCATED BY
BOARD
WCI
REVENUE
WCI
HOUSING
FUND
FUNDING SOURCES
(revenues)
ACTIVITIES
(expenses)
STRATEGIC
ACQUISITION
SHARED
EQUITY
DEVELOPMENT
OTHER
PUBLIC
BENEFITS
RESIDENTIAL
&
MIXED-USE
DEVELOPMENT
Note: The RDA Housing Allocation Funds
policy, resolution R-4-2021, will be updated
to provide for the earmarking of Inland Port
Housing Funds, WCI revenue, and other funds
as determined by the BOD for the WCI. As the
Policy currently stands, there is a NWQ Housing
Fund that receives Inland Port Housing revenue.
This fund would be renamed to the WCI Housing
Fund.
(Insert Agenda Item # Here)
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
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY22Budget
TO:City Council Members
FROM: Ben Luedtke and Sylvia Richards
Budget Analysts
DATE:December 14, 2021
RE: Budget Amendment Number Four FY22
MOTION 1 – PARTIALLY ADOPT
I move that the Council adopt an ordinance amending the Fiscal Year 2021-22 final budget of Salt Lake
City including the employment staffing document only for items as shown on the motion sheet.
Staff note: Council Members do not need to read the individual items below; they are listed for
reference. The Council adopted other items at the November 16 formal meeting. The Budget
Amendment is still open, and the remaining items are held until next year for more information and
discussions.
-A-1: Risk Excess Liability and Cyber Insurance Costs ($128,888 from General Fund Balance and
$294,820 from Enterprise Funds)
-A-2: Department of Air Quality Lawnmower Exchange ($250,000 from General Fund Balance)
-A-3: COVID Safe Building Improvements ($844,000 from General Fund Balance; $131,000 goes to IMS
Fund)
-A-7: Sugar House Special Assessment Area Analysis (SAA) ($60,000 from General Fund Balance)
o Note that per the Council discussion, the analysis will include potential adjustments to
boundaries (to be smaller by removing residential areas) and potential reimbursement to the
General Fund Balance for fronting start-up costs. Both options will return to Council for
consideration.
-A-12: Public Lands Park Ranger Pilot Program ($1,577,291 from General Fund Balance; $195,720 goes
to Fleet Fund; $69,247 from ARPA)
-C-1: ARPA Funding – Public Safety and Homeless Outreach – Public Lands Park Ranger Program
($1,064,368 – Miscellaneous Grants) (See Items A-12, E-3 and E-4.)
-C-2: Community Commitment Program Rapid Intervention Team ($164,750 from ARPA)
-E-1: COVID-19 Local Assistance Matching Grant Program – New Water Reclamation Facility: Influent
Pump Station and Force Mains (Water and Sewer Infrastructure) ($2 million from ARPA)
-E-2: Winter Shelter Public Safety Support ($400,000 from ARPA)
o Note that the Council took a unanimous straw poll (with Council Member Mano absent) that the
remaining $600,000 will be considered for community activities and potentially business
assistance in the area around the temporary emergency winter overflow shelter pending further
discussions. Any use of those funds would be authorized in a future budget opening.
-E-3: Public Safety and Homeless Outreach – Salary Restoration – Public Lands Park Ranger Program
(See Items A-12, C-1, and E-4) ($443,677 from ARPA)
-E-4: Public Safety and Homeless Outreach – Public Lands Park Rangers (See Item A-12, C-1 and E-3)
($69,244 from ARPA)
-E-5: Community Commitment Program Rapid Intervention Team Vehicles ($160,500 from ARPA)
-E-6: Community Commitment Program Additional Police Support ($1,505,920 from ARPA)
-E-8: Community Commitment Program Rapid Intervention Team Cleaning by Advantage Services
($57,000 from ARPA)
-E-9: ARPA Westside Community Initiative (Perpetual Housing Fund) ($4 million from ARPA going to a
New Holding Account in the Grant Fund)
MOTION 2 – NOT ADOPT
I move that the Council proceed to the next agenda item.
Salt Lake City Corporation, Human Resources Department
Job Title: Park Ranger Supervisor
Job Code Number: FLSA:
Pay Level: EEO Code:
Bargaining Unit: Benchmark:
JOB SUMMARY:
Directs and oversees the work of Park Rangers patrolling and enforcing park rules and regulations. Under
the direction of Public Lands Department Director, incumbent performs supervisory duties over Park
Rangers involved in performing a variety of advisory, scheduling, public relations, policies and procedures
enforcement work at various Park facilities in the Salt Lake City area parks and natural lands.
ESSENTIAL DUTIES:
1. Supervises employees involved in enforcing rules and regulations in park facilities, natural lands and
trails.
2. Conducts performance evaluations and training on a regular basis. Counsels and directs employees.
Coordinates outside training and development for assigned staff and conducts formal training.
Recommends corrective and/or disciplinary action. Disseminates all information and directions from
administration.
3. Investigates complaints of ranger behavior and makes formal recommendations. Manages assigned
budget and purchases needed services and goods per city rules. May develop standard operating
procedures and make formal recommendations.
4. Assists in preparation of the budget, and ensures program operates within appropriated budget.
Prepares technical and activity reports. Issues and monitors equipment for assigned staff (radios,
bikes, uniforms, etc.).
5. Develops and coordinates strategies for rule compliance and education in areas of responsibility.
5. Acts as a liaison with other government entities and community groups. Coordinate’s information
exchange with local, state, and federal agencies.
6. Plans, assigns, and evaluates the work of staff members, provides technical expertise to staff, and
establishes unit and staff work goals and objectives.
7. Works with various internal and external customers to resolve complaints and/or problems and
answers a variety of questions/concerns. Coordinates with other departments (i.e. DPD, Safety, Fleet)
as assigned regarding operational efficiencies.
8. Reviews, develops, and/or modifies work plans, methods, and procedures, determines work priorities,
and develops work schedules to provide adequate staff coverage.
9. Provides work instruction, assists employees with difficult and/or unusual assignments, and
encourages innovation.
10. Resolves difficult situations involving citizen complaints, mediates conflicts encountered during daily
operations, determines appropriate solutions, and promotes teamwork. Encourages regular
communication and informs staff of relevant business issues and their impact on the organization.
11. Ensures quality, effectiveness, and efficiency of unit activities and safety measures.
12. Conducts hiring interviews and selects candidate(s) for job opening(s).
13. Documents causes for disciplinary action, initiates letters of reprimand, and makes formal
recommendations for disciplinary action. Responds to formal and informal employee grievances and
prepares written responses
14. Performs other duties as assigned.
MINIMUM QUALIFICATIONS:
1. Graduation with a Bachelor’s degree from an accredited college or university in park/recreation
management, criminal justice, emergency management, or closely related field, OR 5 years of full time
experience in park/recreation management, law enforcement, security management, emergency
management, OR an equivalent combination of education and experience.
2. Must be either a U.S. Citizen or a lawful resident of the United States for at least five years and
have legal authorization to work in the United States as of the date of the first examination.
3. Considerable human relations and communications skills.
4. Ability to work independently, make critical decisions, and use initiative and common sense.
5. Must have valid state driver’s license or Utah driving privilege card (or the ability to obtain one
within 30 days of employment).
DESIRED QUALIFICATIONS:
1. Experience supervising responders during emergency situations or special events is preferred.
WORKING CONDITIONS:
1. Moderately heavy physical activity. Required to push, pull or lift medium heavy weights. Difficult
working positions. Must stand, walk or sit uncomfortably for extended periods. Moderate exposure to
elements such as heat, cold, dampness, fumes, noise, dust or grease. Exposure to hostile, life-
threatening situations. May be required to use physical force in course of assigned duties.
2. Considerable exposure to stressful situations as a result of human behavior. In field operations,
exposure to stress as well as occupational hazards is of considerable magnitude.
3. Required to work irregular hours in addition to regularly scheduled shift on an as needed basis.
The above statements are intended to describe the general nature and level of work being performed by
persons assigned to this job. They are not intended to be an exhaustive list of all duties, responsibilities
and skills required of personnel so classified.
All requirements are subject to possible modification to reasonably accommodate individuals with
disabilities.
DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET, ROOM 238
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 TEL 801-535-6394
ERIN MENDENHALL
Mayor
MARY BETH THOMPSON
Chief Financial Officer
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: ________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: ___________
______________________________________________________________________________
TO: Salt Lake City Council DATE: October 25, 2021
Amy Fowler, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: Budget Amendment #4 - Revised
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 2021-22 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $ 1,772,794.00 $ 4,657,529.00
WATER FUND 0.00 18,118.00
SEWER FUND 0.00 7,941.00
STORM WATER FUND 0.00 2,278.00
AIRPORT FUND 0.00 39,790.00
REFUSE FUND 24,907.00 4,109.00
GOLF FUND 14,310.00 1,802,257.00
FLEET FUND 438,905.00 423,258.00
IMS FUND 161,380.00 135,492.00
MISCELLANEOUS GRANT FUND 17,497,861.48 15,751,215.48
DEBT SERVICE FUND 26,165,000.00 26,165,000.00
CIP FUND 23,400,000.00 23,400,000.00
RISK FUND 212,897.00 212,897.00
TOTAL $ 69,688,054.48 $ 72,619,884.48
Lisa Shaffer (Oct 25, 2021 17:23 MDT)
BACKGROUND/DISCUSSION:
Revenue for FY 2021-22 Budget Adjustments
Because the fiscal year just started the Fiscal Year 2022 projections are at budget. The following
chart shows a current projection of General Fund Revenue for fiscal year 2022.
Projections for fiscal year 2021 are coming in better than expected, more detail will be shared as
the audit progresses.
Given the available information fund balance would be projected as follows:
With the current use of fund balance from this budget amendment fund balance drops to 12.86%.
FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 6,625,050 82,617,126 89,242,176 7,018,483 50,124,619 57,143,102
Budgeted Change in Fund Balance 2,924,682 (7,810,302) (4,885,620) (4,759,137) (19,471,917) (24,231,054)
Prior Year Encumbrances (3,733,743) (6,165,453) (9,899,196) - - -
Estimated Beginning Fund Balance 5,815,989 68,641,371 74,457,360 2,259,346 30,652,702 32,912,048
Beginning Fund Balance Percent 16.62%23.32%22.61%5.60%9.64%9.18%
Year End CAFR Adjustments
Revenue Changes - - - - - -
Expense Changes (Prepaids, Receivable, Etc.) - (5,676,583) (5,676,583) 5,759,137 7,652,037 13,411,174
Fund Balance w/ CAFR Changes 5,815,989 62,964,788 68,780,777 8,018,483 38,304,739 46,323,222
Final Fund Balance Percent 16.62%21.39%20.88%19.87%12.05%12.93%
Budget Amendment Use of Fund Balance
BA#1 Revenue Adjustment - - - - - -
BA#1 Expense Adjustment - - - - 5,138,235 5,138,235
BA#2 Revenue Adjustment - - - - 490,847 490,847
BA#2 Expense Adjustment - (288,488) (288,488) - (986,298) (986,298)
BA#3 Revenue Adjustment - - - - - -
BA#3 Expense Adjustment - (6,239,940) (6,239,940) (1,000,000) (1,000,000) (2,000,000)
BA#4 Revenue Adjustment - - - - 1,772,794 1,772,794
BA#4 Expense Adjustment - - - - (4,657,529) (4,657,529)
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) - - -
BA#9 Revenue Adjustment - 439,809 439,809 - - -
BA#9 Expense Adjustment - 362,532 1,555,532 - - -
Change in Revenue 2,202,494 3,018,144 5,220,638 - - -
Fund Balance Budgeted Increase - - - - - -
- - Adjusted Fund Balance 7,018,483 50,124,619 58,336,102 7,018,483 39,062,788 46,081,271
Adjusted Fund Balance Percent 20.05%17.03%17.71%17.39%12.28%12.86%
Projected Revenue 35,000,000 294,345,168 329,345,168 40,359,137 317,980,599 358,339,736
2021 Projection 2022 Projection
The Administration is requesting a budget amendment totaling $69,688,054.48 of revenue and
expense of $72,619,884.48. The amendment proposes changes in thirteen funds, with
$2,884,735.00 from the General Fund fund balance. The proposal includes forty-one initiatives
for Council review. Including the addition of 22 FTEs in the General Fund supported by grant
funding.
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 revision corrects numbering issues in section E of the Detail Document.
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
Fourth amendment to the Final Budget of Salt Lake City, including
the employment staffing document, for Fiscal Year 2021-2022
In June of 2021, 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,
2021 and ending June 30, 2022, 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. 32 of 2021.
SECTION 2. Adoption of Amendments. The budget amendments, including
amendments to the employment staffing document necessary to effectuate the staffing changes
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
2
July 1, 2021 and ending June 30, 2022, 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
Senior City Attorney
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 Risk Excess Liability and Cyber Insurance
Costs
Risk 212,897.00 212,897.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
GF 128,888.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Water 18,118.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Sewer 7,941.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Storm Water 2,278.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Airport 39,790.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Refuse 4,109.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Golf 2,257.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Fleet 2,938.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
IMS 4,492.00 - - One-time -
2 Department of Air Quality Lawnmower
Exchange
GF - 250,000.00 - - One-time -
3 COVID Safe Building Improvements GF - 844,000.00 - - One-time -
3 COVID Safe Building Improvements IMS 131,000.00 131,000.00 - - One-time -
4 Pulled Prior to Submission - - - -
5 Community Health Access Team Vehicles GF - 150,000.00 - - One-time -
5 Community Health Access Team Vehicles Fleet 150,000.00 150,000.00 - - One-time -
6 Non Represented Employee Job Salary
Survey
GF - 75,000.00 - - One-time -
7 Sugar House SAA GF - 60,000.00 - - One-time -
8 Sorenson Impact Center Social Investment GF - 150,000.00 - - One-time -
9 Pulled Prior to Submission - - - - -
10 Community Health Access Team (CHAT)
FTE Transfer
GF - - - - Ongoing -
11 Rose Park Golf Course Water & Energy
Efficiency Grant (Matching Funds)
Golf - 1,800,000.00 - - One-time -
Fiscal Year 2021-22 Budget Amendment #4
Council ApprovedAdministration Proposed
Section A: New Items
1
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
(Continued)
12 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (see Item C-1 & E-3 & E-4)
GF 1,064,368.00 1,064,368.00 - - Ongoing 19.00
12 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (see Item C-1 & E-3 & E-4)
GF 443,676.00 443,676.00 - - One-time -
12 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (see Item C-1 & E-3 & E-4)
Fleet 195,720.00 195,720.00 - - One-time -
13 ARPA Funding – Housing & Homelessness -
CCP Rapid Intervention Teams (See Item C-
2 & E-5)
GF 164,750.00 164,750.00 - - Ongoing 3.00
1 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (See Item A-12 & E-3 &
E4)
Misc Grants 1,064,368.00 1,064,368.00 - - Ongoing -
2 ARPA Funding – Housing & Homelessness -
CCP Rapid Intervention Team (See Item A-
13 & E-5)
Misc Grants 164,750.00 164,750.00 - - Ongoing -
Council Approved
Section C: Grants for New Staff Resources
Section B: Grants for Existing Staff Resources
Administration Proposed
Section A: New Items
2
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 Economic Development Loan Fund Move Housing - (100,000.00) - - One-time -
1 Economic Development Loan Fund Move Housing 100,000.00 - - One-time -
1 Economic Development Loan Fund Move GF 100,000.00 100,000.00 - - One-time -
2 Increase Grant Fund Misc Grants 1,746,646.00 - - - Ongoing -
3 Premium Holiday - Other Funds Refuse 24,907.00 - - - One-time
3 Premium Holiday - Other Funds Golf 14,310.00 - - - One-time
3 Premium Holiday - Other Funds Fleet 18,585.00 - - - One-time
3 Premium Holiday - Other Funds IMS 30,380.00 - - - One-time
4 GPS Housekeeping GF - (74,600.00) - - One-time -
4 GPS Housekeeping GF - 74,600.00 - - One-time -
4 GPS Housekeeping Fleet 74,600.00 74,600.00 - - One-time -
5 Signage FTE Correction GF - 51,847.00 - - Ongoing -
6 General Obligation Series 2021A Bonds CIP 23,400,000.00 23,400,000.00 - - One-time -
6 General Obligation Series 2021A Bonds Debt Service 200,000.00 200,000.00 - - One-time -
7 Sales Tax Refunding Revenue Bonds, Series
2021A
Debt Service 10,665,000.00 10,665,000.00 - - One-time -
7 Sales Tax Refunding Revenue Bonds, Series
2021A
Debt Service 10,400,000.00 10,400,000.00 - - One-time -
7 Sales Tax Refunding Revenue Bonds, Series
2021A
Debt Service 4,900,000.00 4,900,000.00 - - One-time -
8 Budget Carry Forward GF - 1,175,000.00 One-time -
Council Approved
Section D: Housekeeping
Administration Proposed
3
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 ARPA Funding - Water and Sewer
Infrastructure Projects
Misc Grants 2,000,000.00 2,000,000.00 - - One-time -
2 ARPA Funding - Housing & Homelessness -
Winter Shelter Support
Misc Grants 1,000,000.00 1,000,000.00 - - One-time -
3 ARPA Funding - Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (See Item A-12, C-1 & E4)
Misc Grants 443,676.00 443,676.00 - - Ongoing -
4 ARPA Funding - Housing & Homelessness -
Public Lands Park Ranger program (See
Item A-12, C-1 & E-3)
Misc Grants 69,244.00 69,244.00 - - Ongoing -
5 ARPA Funding – Housing & Homelessness
– CCP Rapid Intervention Team (See Item
A-13 & C-2)
Misc Grants 160,500.00 160,500.00 - - One-time -
6 ARPA Funding - Housing & Homelessness -
CCP Rapid Intervention Team (Police
Support)
Misc Grants 1,505,920.00 1,505,920.00 - - One-time -
7 Pulled Prior to Submission to allow for the
completion of phase 2 of the Social Impact
Investment
Misc Grants - - - - -
8 ARPA Funding - Housing and
Homelessness - HEART Rapid Intervention
Team (Advantage Services)
Misc Grants 57,000.00 57,000.00 - - One-time -
9 ARPA Funding – Building the lifeboat with
Urban Land Fund
Misc Grants 4,000,000.00 4,000,000.00 - - One-time -
10 ARPA Funding – Community Grants Misc Grants 4,000,000.00 4,000,000.00 - - One-time -
-
Section F: Donations
Section E: Grants Requiring No New Staff Resources
Administration Proposed Council Approved
4
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Consent Agenda #2
1 Police Department State Asset Forfeiture
Grant
Misc Grants 1,500.00 1,500.00 - - One-time -
2 Utah Department of Health - Bureau of
Emergency Medical Services (EMS)grant,
FY22 Per Capita Allocation
Misc Grants 10,250.00 10,250.00 - - One-time -
3 State of Utah, CCJJ (Commission on
Criminal and Juvenile Justice),
Jurisdictions with Halfway Houses and
Parole Violator Centers Grant, Law
Enforcement Services Account (LESA)
Misc Grants 295,571.00 295,571.00 - - One-time -
4 Utah State Office for Victims of Crime, 2021-
2023 VOCA Victims of Crime Act Grant
Misc Grants 364,162.48 364,162.48 - - One-time -
5 Department of Workforce Services,
Housing & Community Development
Division, FY22 Homeless Shelter Cities
Mitigation Grant Program
Misc Grants 370,735.00 370,735.00 - - One-time -
6 Utah State Department of Public Safety -
2021 Emergency Management Performance
Grant (EMPG)
Misc Grants 42,500.00 42,500.00 - - One-time -
7 Cities of Service, Johns Hopkins, Justice for
the Jordan Grant, Love Your Block
Misc Grants 100,000.00 100,000.00 - - One-time -
8 Utah State Office for Victims of Crime,
Violence Against Women Act, Domestic
Violence Victim Advocate
Misc Grants 101,039.00 101,039.00 - - One-time -
Total of Budget Amendment Items 69,688,054.48 72,619,884.48 - - 22.00
Administration Proposed Council Approved
Section I: Council Added Items
Section G: Council Consent Agenda -- Grant Awards
5
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Total by Fund Class, Budget Amendment #4:
General Fund GF 1,772,794.00 4,657,529.00 - - 22.00
Water Fund Water - 18,118.00 - - -
Sewer Fund Sewer - 7,941.00 - - -
Storm Water Fund Storm Water - 2,278.00 - - -
Airport Fund Airport - 39,790.00 - - -
Refuse Fund Refuse 24,907.00 4,109.00 - - -
Golf Fund Golf 14,310.00 1,802,257.00 - - -
Fleet Fund Fleet 438,905.00 423,258.00 - - -
IMS Fund IMS 161,380.00 135,492.00 - - -
Miscellaneous Grants Fund Misc Grants 17,497,861.48 15,751,215.48 - - -
Housing Fund Housing - - - - -
Debt Service Fund Debt Service 26,165,000.00 26,165,000.00 - - -
CIP Fund CIP 23,400,000.00 23,400,000.00
Risk Fund Risk 212,897.00 212,897.00 - - -
- - -
Total of Budget Amendment Items 69,688,054.48 72,619,884.48 - - 22.00
Administration Proposed Council Approved
6
Fiscal Year 2021-22 Budget Amendment #4
Current Year Budget Summary, provided for information only
FY 2021-22 Budget, Including Budget Amendments
FY 2021-22
Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total
^^ Total Through
BA#5 ^^
General Fund (FC 10)367,582,070 (5,138,235.00) 986,298.00 2,000,000.00 4,657,529.00 370,087,662.00
Curb and Gutter (FC 20)3,000 3,000.00
DEA Task Force Fund (FC 41)2,033,573 2,033,573.00
Misc Special Service Districts (FC 46)1,550,000 1,550,000.00
Street Lighting Enterprise (FC 48)5,699,663 7,098.00 5,706,761.00
Water Fund (FC 51)127,365,555 460,716.00 18,118.00 127,844,389.00
Sewer Fund (FC 52)268,213,796 221,826.00 7,941.00 268,443,563.00
Storm Water Fund (FC 53)19,201,013 19,705.00 2,278.00 19,222,996.00
Airport Fund (FC 54,55,56)706,792,500 1,350,949.00 39,790.00 708,183,239.00
Refuse Fund (FC 57)24,713,505 36,538.00 4,109.00 24,754,152.00
Golf Fund (FC 59)9,697,417 19,649.00 88,749.00 1,802,257.00 11,608,072.00
E-911 Fund (FC 60)4,056,856 4,056,856.00
Fleet Fund (FC 61)28,090,576 18,999.00 112,646.00 423,258.00 28,645,479.00
IMS Fund (FC 65)24,302,487 219,193.00 135,492.00 24,657,172.00
County Quarter Cent Sales Tax for
Transportation (FC 69)
5,307,142 5,307,142.00
CDBG Operating Fund (FC 71)5,341,332 5,341,332.00
Miscellaneous Grants (FC 72)18,684,617 10,427,551.76 1,522,743.00 15,751,215.48 46,386,127.24
Other Special Revenue (FC 73)273,797 273,797.00
Donation Fund (FC 77)2,752,565 2,752,565.00
Housing Loans & Trust (FC 78)16,121,000 - 16,121,000.00
Debt Service Fund (FC 81)31,850,423 26,165,000.00 58,015,423.00
CIP Fund (FC 83, 84 & 86)29,503,216 (150,753.00) 23,400,000.00 52,752,463.00
Governmental Immunity (FC 85)2,933,913 24,843.00 2,958,756.00
Risk Fund (FC 87)52,939,489 19,705.00 212,897.00 53,172,091.00
Total of Budget Amendment Items 1,755,009,505 7,688,537.76 2,559,683.00 2,000,000.00 72,619,884.48 - 1,839,877,610.24
Budget Manager
Analyst, City Council
Contingent Appropriation
7
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
1
Section A: New Items
A-1: Risk Excess Liability and Cyber Insurance Costs Risk $212,897.00
GF $128,888.00
Water $18,118.00
Sewer $7,941.00
Storm Water $2,278.00
Airport $39,790.00
Refuse $4,109.00
Golf $2,257.00
Fleet $2,938.00
IMS $4,492.00
Department: Attorney - Risk Prepared By: Tamra Turpin
For Questions Please Include: Tamra Turpin, Sandee Moore, Katherine Lewis, Aaron Bentley
(1) The cost of excess liability insurance increased significantly for FY22 – more than a 65% increase in premium cost over
the previous policy period. The bulk of this is driven by recent claim development.
Last year’s premium was $267,278. The renewal premium cost is $443,112.54. We had projected a 15% increase and the
actual cost is more than we could cover with our allocated budget.
The City’s insurance brokers were able to arrange for us to pay the premium in two installments with the second half
($221,556.27) being due by 1/1/2022 to give us time to request a budget amendment.
(2) The cost of cyber liability insurance also increased significantly for FY22 -- 320%. Last year’s premium was $45,490.
The renewal premium cost is $190,887.60. Although we had projected an increase, the actual cost is far more than we could
have anticipated. There are a number of reasons for this; particularly the fact that public agencies are becoming frequent
targets, and the number and cost of claim payouts have increased exponentially. After conferring with the City's Chief
Information Officer and City Attorney, it was agreed that allowing the City's cyber coverage to lapse would be too risky.
The City’s insurance brokers were able to arrange a 45-day extension and then a 90-day premium payment deferral in
order to get a budget amendment in place. The cost will be allocated to all funds as shown in the amendment.
A-2: Department of Air Quality Lawnmower Exchange GF $250,000.00
Department: Sustainability Prepared By: Gregg Evans
For Questions Please Include: Debbie Lyons, Sophia Nicholas, Gregg Evans
The Utah Department of Air Quality (UDAQ) administers an annual gas-powered lawnmower and yard equipment
exchange in order to reduce criteria pollutants in the areas of the Wasatch Front that are in non-attainment with the Clean
Air Act air quality standards. Because the Wasatch Front is on track for attainment of wintertime PM2.5, UDAQ is not
running a snowblower exchange this year. Instead, they are focusing on programs to reduce summertime ozone pollution,
for which the Wasatch Front is out of attainment .
UDAQ has $900,000 set aside to continue the exchanges for the foreseeable future. The size of the lawnmower exchange
varies each year depending on the size of financial contributions from partners. Typically, UDAQ contributes between
$300,000 and $400,000 per exchange.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
2
The Sustainability Department is proposing a budget amendment of $250,000 General Funds to partner with UDAQ in
FY22 on a gas-powered lawnmower exchange. This would facilitate exchanges for approximately 1,000 Salt Lake City
residents
Salt Lake City participated in 2021, spending nearly $161,000 which helped 582 residents participate. In total, 509 gas -
powered mowers were exchanged (the remaining participants bought new mowers without exchanging an old one). This is
the equivalent of removing 4.02 tons of pollution from the airshed each year. A majority of residents also opted to
participate in our Call 2 Haul program to have their gas mower picked up curbside and recycled by Salt Lake City Waste
and Recycling.
The Administration proposes continuing this program in FY 22 (spring 2022). The goal will be to increase participation
from 582 to 1,000 with a continued focus on our Westside neighborhoods. The Administration anticipates greater
awareness and uptake of the program in the comin g year due to increased familiarity with the program, and plans to work
with UDAQ on earlier, targeted outreach given the lessons learned from spring 2021. UDAQ anticipates the program
logistics will change in FY 22 to facilitate easier participation and lower administrative burden. In particular, they are
hoping to develop a phone app that participants will use to sign up and upload any required receipts.
UDAQ is also envisioning the next program will offer a promotional discount code to be used towar d the purchase of
electric lawn equipment and an app would also help separate Salt Lake City residents from other participating Wasatch
Front residents. This will reduce confusion as to who is eligible for curbside pickup of their old mowers. We also hope the
app will help us keep the exchange open for longer for Salt Lake City residents instead of opening, closing it, and opening i t
again while UDAQ verifies addresses.
While the exact amount of the discounts have yet to be determined, the Sustainability D epartment proposes using
$250,000 in City General Funds to facilitate approximately 1,000 gas-powered mower exchanges. This budget amendment
would also fund temporary staffing expenses to assist with running curbside collection of old mowers through Call 2 Haul.
This benefit was very popular last year and helped make this program more equitable to those who might not have the
ability to haul their own mower to a metal recycler.
A-3: COVID Safe Building Improvements GF $844,000.00
IMS $131,000.00
Department: Public Services Prepared By: Dawn Valente
For Questions Please Include: Lorna Vogt, Dawn Valente
At the beginning of the year, and in anticipation of the reopening of the City and County Building, the Public Services
Department identified a series of critical improvements to minimize the spread of diseases such as COVID -19. Following
recommendations from hired consultants (see attached COVID annex) as well as health officials, changes include a multi -
level approach to keeping building occupants safe, from controlled access through a check-in desk and appointment
management software, to improved indoor air quality. The Department has been informed previously that the following list
of items are likely eligible to be covered under ARPA:
* Needlepoint Devices. When installed in the air handling system of a building, indoor air quality improves reducing
airborne contaminants $250,000 (CCB)
* Open and Public Meeting Rooms: Redesign public meeting rooms for spacing and cleaning considerations. This i ncludes
replacing chairs for disinfecting purposes. $60,000
* Lobby Appointment management software to be installed at the entrance to the building, allowing for IDing and
occupancy control. $5,000
* Entrance furniture. Desk and chairs to be installed at the entrance to the building, creating a check-in area $6,000
* Noticing Board outside of the City & County and Plaza 349 Buildings: Due to State noticing adjustments and the building
access being limited, public notices are not addressing the community in the various accessible options (walking public,
visitors to the building, etc.). Hybrid meetings and other noticing requirements are required to be completed and are
currently being posted on the doors that are frequently accessed. $10,000
* Staffing Entrance. Customer service-oriented staff, under seasonal status, to welcome and direct visitors to the building.
$17,000
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
3
* Enhanced Janitorial. Adjusting the cleaning schedule of all areas of the building from 3 to 5 days a week. (9 months)
$165,000
* Cubicle Pieces. To accommodate office reconfigurations. $100,000
* COVID Supplies/PPE. These supplies are being made available throughout buildings, including facemasks, hand sanitizer
and disposable gloves. $100,000
* Teleconference and Recording Meeting Equipment. Required to accommodate virtual and hybrid public meetings, and
training/orientation including those for Mayor's Board & Commissions, and City Council. $131,000
$844,000 TOTAL
A-4: Pulled Prior to Submission
A-5: Community Health Access Team Vehicles GF $150,000.00
Fleet $150,000.00
Department: Fire/Public Services Prepared By: John Vuyk
For Questions Please Include: Karl Lieb, Chris Milne, Clint Rasmussen, Lorna Vogt, Nancy Bean, Dawn
Valente
Community Health Access Team, CHAT (formerly known as the Community Healthcare Paramedic Team) was initially
established in 2013, comprised of one SLCFD paramedic. It quickly grew to include a SLCFD Captain and then another
paramedic. The two Paramedics responded as a team to patients that were identified by fire EMS crews as: (1) not meeting
the criteria for emergency service, or (2) not benefitting from the scope of training provided to fire department Paramedics
and EMTs. The CHAT initiative proposes adding two (2) social workers to increase the team’s scope and the ability of the
team to address the overall needs of their patients particularly pertaining to the challenges of mental health and
homelessness.
Currently, the Community Heath team operates with one vehicle. The addition of two social workers will create the need
for two vehicles as two teams will be operating simultaneously. This budget amendment will allow the fire department to
replace the current vehicle, a larger inefficient Chevy Tahoe with a fuel-efficient hybrid Ford Explorer. Additionally, a
second vehicle of the same kind will be purchased for the additional team. The third purchased fuel -efficient hybrid Ford
Explorer will replace an additional Chevy Tahoe in the Medical Division which will be used to support the CHAT initiative
immediately and provide for the anticipated rapid expansion of the CHAT program.
The three hybrid Ford Explorers will need to be outfitted with graphics, radios, tablets, etc. The $50,000 cost pe r vehicle is
the fully loaded cost.
Cost of Vehicle 42,500 127,500
Make ready 2,500 7,500
GPS 316 948
Fuel 2,950 8,850
Maintenance 1,734 5,202
TOTAL 50,000 150,000
A-6: Non-Represented Employees' Job Salary Survey GF $75,000.00
Department: Human Resources Prepared By: David Salazar
For Questions Please Include: Debra Alexander, David Salazar, John Vuyk
This request is intended for consultative services to be provided by a qualified third -party consultant or firm to conduct a
compensation survey to assess, evaluate and compare the overall pay structure, including actual base pay and other job
elements, of SLC’s non-represented employees to other public and private sector entities with whom the city competes for
talent. The recommended survey project includes data collection, analysis, and the development and presentation of a
report with recommendations for the City’s Department of Human Resources, Citizens Compensation Advisory Committee
(CCAC), and elected officials to consider. The survey will be conducted with a primary focus on cash compensation and rely
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
4
on the same caliber and methodology as surveys previously completed for the City's public safety and AFSCME-covered
employee groups (as completed by Mercer in early 2019 and 2020, respectively).
A-7: Sugar House SAA GF $60,000.00
Department: Economic Development Prepared By: Ben Kolendar
For Questions Please Include: Ben Kolendar
The City received a request from the Sugar House Community Council regarding the creation of an economic promotion
special assessment area (SAA) for the Sugar House for roughly west/east boundaries of 700 East to 1300 East and
north/south of Hollywood Avenue (possibly extending north on 1100 East to Ramona Avenue to include supporters in that
area) to I-80. The Department of Economic Development would run the Initial phases of the assessment and present
considerations to Council prior to formal action.
The funding request will provide consulting services for shape files, tax revenue estimates. The funding will also provide
bond counsel for the language in the draft notice of Intent to designate.
A-8: Sorenson Impact Center Social Investment GF $150,000.00
Department: Economic Development Prepared By: Ben Kolendar
For Questions Please Include: Ben Kolendar
The Administration would like to request $150,000 for the completion of Phase II of the Sorenson Social Impact
investment project.
A-9: Pulled Prior to Submission
A-10: Community Health Access Team (CHAT)
Personnel Transfer
GF $0.00
Department: Fire Development Prepared By: Clint Rasmussen
For Questions Please Include: Karl Lieb, Clint Rasmussen
CHAT (formerly known as the Community Healthcare Paramedic Team) was initially established in 2013, comprised of one
SLCFD paramedic. It quickly grew to include a SLCFD Captain and then another paramedic. The two Paramedics
responded as a team to patients that were identified by fire EMS crews as: (1) not meeting the criteria for emergency
service, or (2) not benefitting from the scope of training provided to fire department Paramedics and EMTs. The CHAT
initiative proposes transferring two (2) social workers and one (1) case manager (LCSW) from the Police Department to
increase the team’s scope and the ability of the team to address the overall needs of their patients particularly pertaining to
the challenges of mental health and homelessness.
This amendment would transfer three (3) PCNs from the Police Department to the Fire Department and adjust the staffing
document. The funding for these positions remains in Non-Departmental.
A-11: Rose Park Golf Course Water & Energy Efficiency
Grant (Matching Funds)
Golf $1,800,000.00
Department: Public Lands Prepared By: Bryce Lindeman
Dawn Valente
For Questions Please Include: Kristen Riker, Bryce Lindeman, Dawn Valente, Laura Briefer
The Administration is recommending recognizing $1.8 million in Golf revenue as matching funds for a potential grant. The
grant funds and cash match will be used for the installation of water conservation landscape irrigation measures for the
Rose Park Golf Course. The existing simple grid irrigation system will be replaced with a head-to-head system with high
efficiency nozzles that enable watering to match turf type. Turf removal will reduce square footage of high -water fairway
grass types and increase square footage of out of bounds rough areas re -seeded with low water grass types.
The project is a shared priority for the City's Department of Public Utilities and Department of Public Lands. Department
of Public Utilities is the project lead for the grant application. Any additional match committed at the time of application
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
5
that is over and above $1.8 million requested in this budget amendment will be in the form of the cash value of the
dedication of effort by existing full-time position(s) in the Department of Public Utilities and/or Department of Public
Lands to the project.
A-12: ARPA Funding -Public Safety and Homelessness
Outreach - Salary Restoration - Public Lands Park
Ranger program (see Item C-1, E-3 & E-4)
GF $1,064,368.00
GF $443,676.00
Fleet $195,720.00
Department: Mayor’s Office & Public Lands Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, Kristen Riker, John
Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increase in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city-wide responsibilities and
is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet the
following program success indicators:
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Ranger program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen employees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
uniforms, training and operational costs is $2,350,983. The amendment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and two light response vehicles. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be established through a capture of funding for salary restoration from the current fiscal year.
A-13: ARPA Funding – Housing & Homelessness - Salary
Restoration – CCP Rapid Intervention Team – (See Item
C-2 & E-5)
GF $164,750.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson and John Vuyk
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
6
In September 2020, Mayor Mendenhall launched the Community Commitment Program through the Homeless
Engagement and Response Team. The CCP prioritizes outreach to indi viduals experiencing homelessness while also
emphasizing the need to keep public spaces safe, clean, and accessible to all. The first phase of the CCP was a 12 -week
enhanced neighborhood cleaning program based on neighborhood hot spots reported in CitySour ced via the SLC Mobile
app. The second phase, which has transitioned into an ongoing partnership with Salt Lake County and over a dozen service
providers, focused on intensive encampment outreach of varying lengths of time depending on the size and other
characteristics of camps. After approximately 9 months of this second phase, the City and our partners have been in a
maintenance stage, during which the City has fewer large encampments but is still attempting to handle the nearly 6,000
CitySourced reports over this past year. This figure is triple the number of complaints reported in the app in years past.
To more effectively and rapidly address these complaints from residents and businesses, the Mayor is proposing the
creation of a Rapid Intervention Team coordinated through HEART. The HEART coordinator (via a position that was
funded by the Council in the FY23 budget) will ensure that complaints are responded to with the appropriate level of
outreach through the SLCPD’s CCC or VOA, SLCPD officers to standby if necessary, as well as a City cleaning team working
with Advantage Services. By having a dedicated team to respond, Public Services and Waste & Recycling employees will not
be pulled away from their regular duties, as they are currently when the Cou nty Health Department requires camp
abatement support. The Public Services and Waste and Recycling employees will also be available to respond to illegal
dumping complaints throughout the City.
The program will add three FTE’s for the Rapid Intervention Team. These employees will be covered in part the first year.
This funding will be established through a capture of funding for salary restoration from the current fiscal year.
Section B: Grants for Existing Staff Resources
Section C: Grants for New Staff Resources
C-1: ARPA Funding – Public Safety and Homeless
Outreach – Public Lands Park Ranger program (See Item
A-12, E-3 & E-4)
Misc Grants $1,064,368.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increas e in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city -wide responsibilities
and is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet th e
following program success indicators:
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
•
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
7
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Ranger program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen employees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
uniforms, training and operational costs is $2,350,983. The amen dment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and one light response vehicle. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be established through a capture of funding for salary restoration from the current and future fiscal years.
C-2: ARPA Funding – Housing & Homelessness– CCP
Rapid Intervention Team (See Item A-13 & E-5)
Misc Grants $164,750.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
In September 2020, Mayor Mendenhall launched the Community Commitment Program through the Homeless
Engagement and Response Team. The CCP prioritizes outreach to individuals experiencing homelessness while also
emphasizing the need to keep public spaces saf e, clean, and accessible to all. The first phase of the CCP was a 12-week
enhanced neighborhood cleaning program based on neighborhood hot spots reported in CitySourced via the SLC Mobile
app. The second phase, which has transitioned into an ongoing partne rship with Salt Lake County and over a dozen service
providers, focused on intensive encampment outreach of varying lengths of time depending on the size and other
characteristics of camps. After approximately 9 months of this second phase, the City and ou r partners have been in a
maintenance stage, during which the City has fewer large encampments but is still attempting to handle the nearly 6,000
CitySourced reports over this past year. This figure is triple the number of complaints reported in the app in years past.
To more effectively and rapidly address these complaints from residents and businesses, the Mayor is proposing the
creation of a Rapid Intervention Team coordinated through HEART. The HEART coordinator (via a position that was
funded by the Council in the FY23 budget) will ensure that complaints are responded to with the appropriate level of
outreach through the SLCPD’s CCC or VOA, SLCPD officers to standby if necessary, as well as a City cleaning team working
with Advantage Services. By having a dedicated team to respond, Public Services and Waste & Recycling employees will not
be pulled away from their regular duties, as they are currently when the County Health Department requires camp
abatement support. The Public Services and Waste and Recycling employees will also be available to respond to illegal
dumping complaints throughout the City.
The program will add three FTE’s for the Rapid Intervention Team. These employees will be covered in part the first year.
Section D: Housekeeping
D-1: Economic Development Loan Fund Move Housing -$100,000.00
Housing $100,000.00
GF $100,000.00
Department: Economic Development Prepared By: Jolynn Walz / Randy Hillier
For Questions Please Include: Ben Kolendar, Loreno Riffo Jensen, Jolynn Walz, Randy Hillier
Under Budget Amendment #7 of FY 2021, $100,000 was appropriated to the Economic Development Loan Fund (EDLF)
within the Housing Fund (FC78) to provide funding for outdoor dining activities and events in the form of forgivable lo ans.
The purpose of these loans is to assist restaurants and bars recover from the financial effects of the pandemic by offering
funding to expand outdoor dining.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
8
After further examination of the EDLF guidelines, DED was unable to provide forgivable loans . DED has determined that a
traditional grant program is the best way to distribute these funds to businesses and is proposing the $100,000 be moved
to a separate account, allowing DED to administer the grant program.
D-2: Increase Grant Fund Misc Grants $0.00
Department: Finance Prepared By: John Vuyk
For Questions Please Include: Mary Beth Thompson, John Vuyk
The annual budget proposed funding from the American Recovery Plan Act (ARPA) for revenue replacement. During
budget adoption, the expense was adjusted based on updated grant guidelines. This increased the expense side of the grant
fund, but recognition of the revenue was not included. This request adjusts the revenue side to recognize the revenue side
of the transaction in the Grant Fund.
This proposal will bring the Fund into balance in accordance with Generally Accepted Accounting Principles.
D-3: Premium Holiday – Other Funds Refuse $0.00
Golf $0.00
Fleet $0.00
IMS $0.00
Department: Finance Prepared By: John Vuyk
For Questions Please Include: Mary Beth Thompson, John Vuyk
The Premium Holiday was submitted with the budget with the transfer from the Insurance Fund, but the transfer into
other funds was not included. This amendment is to balance the inter-fund transfers.
D-4: GPS Housekeeping GF -$74,600.00
GF $74,600.00
Fleet $74,600.00
Department: Public Services Prepared By: Dawn Valente
For Questions Please Include: Mary Beth Thompson, John Vuyk, Dawn Valente
For FY22 there is an accounting change to put the GPS fees for vehicles in the Fleet budget. We missed the piece to move
the current budgets over to Fleet. Public Services has a budget of $39,203; Public Lands has a budget of $26,797; and CAN
has a budget $8,600 that we need to move to Fleet.
D-5: Signage FTE Correction GF $51,847.00
Department: Public Services Prepared By: Dawn Valente
For Questions Please Include: Lorna Vogt, Dawn Valente, John Vuyk
In the Mayor's Recommended Budget, an FTE for Signage for the Planning & Ecological Services Division was initially
approved, but later reduced . However, the funding was again inadvertently reduced at the Council level, thus doubling the
reduction. This housekeeping request is to replace the funding that was inadvertently cut from the Signage budget.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
9
D-6: General Obligation Series 2021A Bonds CIP $23,400,000.00
Debt Service $200,000.00
Department: Finance Prepared By: Brandon Bagley / Marina Scott
For Questions Please Include: Brandon Bagley, Marina Scott, Mary Beth Thompson, John Vuyk
In November 2018, voters authorized the issuance of up to $87 million in general obligation bonds to fund street
construction. The General Obligation Bonds, Series 2021A will be issued in November 2021 as the third issuance of the
authorization. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure budget to
pay for construction of the street projects associated with the bonds. It also creates expenditure budget to pay the costs of
issuance for the bonds.
Bond proceeds will be allocated to five project cost centers in Fund 83 and one cost center in Fund 81 for the costs of
issuance associated with the bond. Two cost centers will receive $6,000,000 each for the 200 South Phase 1 & 2 (400 W to
900 E) projects. A third cost center will receive $6,800,000 for the 1100 East (900 S to Warnock Ave) project. The fourth
cost center will receive $1,600,000 for the 300 North (300 W to 1000 W) project. The fifth cost ce nter will receive
$3,000,000 for local streets. The proceeds to pay the costs of issuance associated with the bonds will be deposited to the
debt service cost center in Fund 81.
D-7: Sales Tax Refunding Revenue Bonds, Series 2021A Debt Service $10,665,000.00
Debt Service $10,400,000.00
Debt Service $4,900,000.00
Department: Finance Prepared By: Brandon Bagley / Marina Scott
For Questions Please Include: Brandon Bagley, Marina Scott, Mary Beth Thompson, John Vuyk
Sales and Excise Tax Revenue Bonds, Series 2012A, were issued in June 2012 for the purpose of replacing the North
Temple Viaduct and improving North Temple Boulevard.
Sales and Excise Tax Revenue Bonds, Series 2013B, were issued in November 2013 for the purpose of financing a portion of
the costs of the Sugarhouse Streetcar and paying for the portion of various improvements to create a "greenway" within the
corridor.
The Series 2012A and 2013B bonds are being refunded with the Sales Tax Refunding Revenu e Bonds, Series 2021A. This
budget amendment will create the revenue budget for the receipt of bond proceeds and the expenditure budget to pay off
the old bonds and to pay the costs of issuance for the bonds. Two Local Building Authority bonds will also b e refunded by
the Series 2021A bonds. This budget amendment creates the budget for the transfer to the LBA to pay those off. A separate
budget amendment for the LBA is being submitted to create budget for the payoff of those bonds.
D-8: Budget Carry Forward GF $1,175,000.00
Department: Finance Prepared By: John Vuyk
For Questions Please Include: Mary Beth Thompson, John Vuyk, Teresa Beckstrand
In the General Fund there were a number of budgets that did not have encumbrances at the close of fiscal year 2021 the
Administration would request Council approval to roll budget for the projects into fiscal year 2022. The budgets requested
are listed below:
CC CC Name OC OC Description Amount
0900503 Demographer Contract 2329 Other Professional & Tech Serv $50,000.00
0900925 Financial Risk Assessment 2329 Other Professional & Tech Serv $100,000.00
0900930 Gentrification Mitigation Study 2329 Other Professional & Tech Serv $100,000.00
0900705 Washington DC Contract 2324 Special Consultant $75,000.00
0900513 NW Northpoint Plan Airport 2329 Other Professional & Tech Serv $50,000.00
0900508 Home to Transit Program 2590 Other Expenses $800,000.00
TOTAL $1,175,000.00
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
10
Section E: Grants Requiring No New Staff Resources
E-1: ARPA Funding – Water and Sewer Infrastructure
Projects Misc Grants $2,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Laura Briefer, Mary Beth Thompson, John
Vuyk
The Mayor proposes to set aside $2 million for required matching funding as we prepare to apply for State funds for water
and sewer infrastructure projects.
E-2: ARPA Funding – Housing & Homelessness –Winter
Shelter Support Misc Grants $1,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Mayor Mendenhall is proposing that the Council set aside approximately $1 million of the City’s Rescue Plan allocation for
emergency shelter needs. Such funds could be used to assist the shelter operator with operations costs or go toward other
expenses such as public safety or neighborhood mitigation.
E-3: ARPA Funding – Public Safety and Homeless
Outreach – Salary Restoration - Public Lands Park
Ranger program (See Item A-12, C-1 & E-4)
Misc Grants $443,677.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increase in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city -wide responsibilities
and is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet t he
following program success indicators:
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Ranger program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen employees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
11
uniforms, training and operational costs is $2,350,983. The amendment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and one light response vehicle. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be established through a capture of funding for salary restoration from the curren t fiscal year.
E-4: ARPA Funding – Public Safety and Homeless
Outreach – Public Lands Park Rangers (See Item A12, C-1
& E3)
Misc Grants $69,244.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increase in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city -wide responsibilities
and is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet t he
following program success indicators:
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Ranger program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen empl oyees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
uniforms, training and operational costs is $2,350,983. The amendment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and one light response vehicle. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be a direct charge to the ARPA grant..
E-5: ARPA Funding – Housing & Homelessness – CCP
Rapid Intervention Team (See Item A-13 & C-2) Misc Grants $160,500.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
12
In September 2020, Mayor Mendenhall launched the Community Commitment Program through the Homeless
Engagement and Response Team. The CCP prioritizes outreach to individuals experiencing homelessness while also
emphasizing the need to keep public spaces saf e, clean, and accessible to all. The first phase of the CCP was a 12-week
enhanced neighborhood cleaning program based on neighborhood hot spots reported in CitySourced via the SLC Mobile
app. The second phase, which has transitioned into an ongoing partne rship with Salt Lake County and over a dozen service
providers, focused on intensive encampment outreach of varying lengths of time depending on the size and other
characteristics of camps. After approximately 9 months of this second phase, the City and ou r partners have been in a
maintenance stage, during which the City has fewer large encampments but is still attempting to handle the nearly 6,000
CitySourced reports over this past year. This figure is triple the number of complaints reported in the app in years past.
To more effectively and rapidly address these complaints from residents and businesses, the Mayor is proposing the
creation of a Rapid Intervention Team coordinated through HEART. The HEART coordinator (via a position that was
funded by the Council in the FY23 budget) will ensure that complaints are responded to with the appropriate level of
outreach through the SLCPD’s CCC or VOA, SLCPD officers to standby if necessary, as well as a City cleaning team working
with Advantage Services. By having a dedicated team to respond, Public Services and Waste & Recycling employees will not
be pulled away from their regular duties, as they are currently when the County Health Department requires camp
abatement support. The Public Services and Waste and Recycling employees will also be available to respond to illegal
dumping complaints throughout the City.
The program will add three FTE’s for the Rapid Intervention Team. These employees will be covered in part the first year.
This funding will be established through a capture of funding for salary restoration from the current fiscal year.
E-6: ARPA Funding – Housing & Homelessness – CCP
Rapid Intervention Team (Police Support) Misc Grants $1,505,920.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
The Administration is requesting $1,505,920 of funding, to provide funding for Clean Neighborhoods Teams for the Police
Department to provide staffing to support the homeless encampment cleanup and camp re -establishment stabilization as
requested by the Salt Lake County Health Department. Police of ficers working extra overtime shifts will provide security to
ensure the cleanups can proceed in an environment that will be safe for all involved. Staffing numbers will vary depending
on the size, number of cleanups and the location.
Activity # days Officers # hours Rate Amount Requested
Major Cleanups 14 40 10 $65 $364,000
Minor Cleanups* 122 24 6 $65 $1,141,920
And area stabilization
Total Requested $1,505,920
*previously utilized on-duty resources that are no longer available
E-7: Pulled Prior to Submission to allow for the completion of
phase 2 of the Social Impact Investment
In Budget Amendment 4, Mayor Mendenhall proposes to allocate $150,000 in General Fund money to complete Phase 2 of
this study (Item A-9). Mayor Mendenhall further proposes that the City Council hold approximately $10 million of the
City’s Rescue Plan appropriation until the completion of Phase 2, when the City and Sorenson Impact Center have fully
completed a recommendation on the financial structure of the investment, including but not limited to the contributions of
private investors and the long-term financial viability of these programs. Because Rescue Plan funds need not be spent
until the end of 2024, Mayor respectfully requests that the Council leave a portion of the City’s funds un -allocated until the
completion of Phase 2, which is anticipated to t ake 6-9 months, at which point the Administration and Council can make
an informed decision on seed funding for this initiative. During this time, the Administration will also be working with
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
13
potential investment partners with the ultimate goal of funding a $100 million social impact project on the two
interventions Sorenson has identified as the most impactful to the long -term economic health of City residents.
E-8: ARPA Funding – CCP HEART Rapid Intervention Team Misc Grants $57,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk, Michelle
Hoon
To more effectively and rapidly address these complaints from residents and businesses, the Mayor is proposing the
creation of a Rapid Intervention Team coordinated through HEART. The HEART coordinator (via a position that was
funded by the Council in the FY23 budget) will ensure that complaints are responded to with the appropriate level of
outreach through the SLCPD’s CCC or VOA, SLCPD officers to standby if necessary, as well as a City cleaning team working
with Advantage Services. By having a dedicated team to respond, Public Services and Waste & Recycling employees will not
be pulled away from their regular duties, as they are currently when the County Health Department requires camp
abatement support. The Public Services and Waste and Recycling employees will also be available to respond to illegal
dumping complaints throughout the City.
Work will be coordinated with Advantage Services. The program will be monitored for the first six months to evaluate the
effectiveness of the service.
E-9: ARPA Funding – Westside Community Initiative Misc Grants $4,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Ben Kolendar, Danny Walz, Mary Beth
Thompson, John Vuyk
As a function of utilizing the tax differential collected by the Inland Port Authority and allocated to the RDA for affordabl e
housing, the RDA Board has endorsed the creation of an Urban Land Fund in order to develop and secure perpetual
housing affordability on the City’s west side. Under the direction of the RDA, the fund would look to maximize
opportunities for affordability in both rental housing and home ownership as well as limited commercial uses
within mixed use developments. RDA staff is currently working on potential options for the structure of the land fund. This
process includes the evaluation of opportunities for community wealth building and cooperative housing models within a
perpetual housing fund. The allocation of this funding source is intended to offset the impacts on the west side from the
Inland Port development. The opportunity of this program is to strengthen the commun ity by providing a mechanism to
help reverse the historical impacts of disinvestment and inequality on the residents in this area of the City. Mayor
Mendenhall proposes the allocation of $4 million in seed funds for implementing the policy proposals that emerge from
the current study, including the following goals:
Develop Land with a Long-Term Approach to Continuously Serve a Community-Defined Purpose
WCI will take a long-term approach to land development and community building so that the RDA may retain the
fee ownership to and a reversionary interest in the property. By ground leasing to development partners, the RDA
will provide an opportunity to receive revenue generation to serve other public benefits.
Create Opportunities for Revenue Generation while Balancing the Implementation of Public
Benefits
WCI will strive to balance the development of property with the incorporation of public benefits. Benefits such as
affordable housing and below-market commercial space which generate limited or no cash flow would potentially
be subsidized with land uses that generate positive cash flow. Revenue generated by projects and received by the
RDA will then be reinvested back into the WCI with the goal of furthering shared prosperity.
Assist the Westside in Mitigating Gentrification and Displacement
WCI will acquire land with the goal of holding it for the community in perpetuity, thereby removing land from the
speculative market so that it serves low and moderate-income residents in perpetuity. Housing will remain
affordable even as neighborhood change occurs and gentrification pressures mount, which protects families from
displacement.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
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Give Lower Income Households the Opportunity to Build Wealth Through Ownership
WCI will create opportunities for families to buy homes at affordable prices by focusing on a shared-equity model.
A shared equity model offers an alternative form of ownership that provides benefits traditional markets cannot,
such as long-term housing affordability and the ability for low and moderate -income families to build
equity. When families decide to sell, they will receive their portion of the appreciation but the RDA remains as the
land owner and is in the position to continue to sell the home at a below-market price, making it affordable to
another family of limited means. Keeping the home affordable, from family to family, will benefit future
generations by acting as a steppingstone for low-income families to go from renting to building wealth.
Engage Community Members in Development Decisions
The RDA will involve the community in the planning and goals regarding long term land use and housing
development. This can translate into residents actively involved in creating positive change within their
communities and projects that reflect the value of its residents. The result will be projects that incorporate a
shared mission and vision with the community.
Leverage Resources for Other Neighborhood Development Purposes
Revenues acquired through ground leases or partnerships could contribute to othe r purposes, including
subsidizing deeply affordable housing, below-market commercial space, infrastructure, public art, etc.
Collaborate with Other Partners to Broaden the Pool of Funding and Expertise
The RDA would actively work to acquire outside funding sources and professional resources by bringing together
financial institutions, the private sector, nonprofits, public officials, other government agencies, researchers, and
practitioners to collaborate on community and economic development activities.
Carry Out Efforts with a “Collective Impact” Approach
The RDA will continuously evaluate how projects work together to address common goals through a “collective
impact” approach that produces measurable results. These measurable results will be tracked and reported on to
promote data-driven and outcome-based decisions.
E-10: ARPA Funding – Community Grants Misc Grants $4,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Ben Kolendar, Blake Thomas, Mary Beth
Thompson, John Vuyk
Community grants
Mayor Mendenhall proposes an allocation of $ 4 million toward community grants. These grants will give community
organizations and local businesses the opportunity to propose to the City what COVID -related problems they are trying to
solve City staff and volunteers from relevant City boards and commissions would select grantees at the conclusion of an
open solicitation process. The Administration proposes to split these grant funds into two categories, with half of the
allocation going to Economic Development and half to Community and Neighborhoods. These departments will scope the
challenge facing residents and businesses, and launch two solicitations seeking proposals on the COVID -related problem
that the applicant desires to address under the following broad categories:
o CAN grants -- Nonprofit support (to be further refined by CAN): This could include programs like
retraining of displaced workers, nonprofit legal services for eviction assistance, expanded educational
opportunities, resources to mitigate the digital divide, access to healthcare for underserved populations,
mental health assistance, etc.
o DED grants -- Business assistance (to be further refined by DED): This could include grants for
businesses not included in other government programs during the pandemic, especially small and local
businesses, and support for artist/artisan businesses.
Section F: Donations
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
15
Section G: Consent Agenda
Consent Agenda #2
G-1: Police Department Asset Forfeiture Grant Misc. Grants $1,500.00
Department: Police Department Prepared By: Jordan Smith / Melyn Osmond
For Questions Please Include: Melyn Osmond, Jordan Smith, Shellie Dietrich
The Salt Lake City Police Department applied for and received a $1,500 grant award from the State of Utah, Commission
on Criminal and Juvenile Justice (CCJJ), under the State Asset For feiture Grant (SAFG) program. The SAFG program
funds crime prevention and law enforcement activities within specific guidelines. CCJJ developed the SAFG program as a
means of evaluating and distributing state forfeiture funds.
The funds will be used for confidential informant funds to enhance investigations in narcotics-related cases.
A public hearing was held 9/7/21 for this grant application.
G-2: Utah Department of Health - Bureau of Emergency Medical
Services (EMS)grant, FY22 Per Capita Allocation Misc. Grants $10,250.00
Department: Emergency Management Prepared By: Brittany Blair/ Melyn Osmond
For Questions Please Include: Melyn Osmond, Clint Rasmussen, Brittany Blair
The Fire Department applied for and was awarded $10,250 of grant funding from the Utah Department of Health, Bureau
of Emergency Medical Services. This funding will be used towards the purchase of a 12 -Lead Cardiac Monitor and medical
supplies relating to the provision of Emergency Medical Services as funding permits.
A Public Hearing was held on 2/16/21 for the grant applications on this award.
G-3: State of Utah, CCJJ (Commission on Criminal and Juvenile
Justice), Jurisdictions with Halfway Houses and Parole Violator
Centers Grant, Law Enforcement Services Account (LESA)
Misc. Grants $295,571.00
Department: Police Department Prepared By: Jordan Smith / Melyn Osmond
For Questions Please Include: Melyn Osmond, Clint Rasmussen, Brittany Blair
The Police Department has applied for and been awarded a $295,570 grant from the State of Utah, Commission on
Criminal and Juvenile Justice, in support of the Jurisdictions with Halfway Houses and Parole Violator Centers grant.
This grant provides funding for law enforcement agencies that provide services directly to areas with halfwa y houses or
parole violator centers, or both. The Police Department will use these funds for law enforcement overtime related to
reducing criminal activity including targeted enforcement operations, increased patrol response, and responding to mental
health calls for service. The Department will also utilize funds for case transcription services, six overt camera units and
maintenance/repairs/supplies for units in the Department's camera program.
A public hearing was held 9/7/21 for this grant application.
G-4: Utah State Office for Victims of Crime, 2021-2023 VOCA Victims
of Crime Act Grant Misc. Grants $364,162.48
Department: Police Department Prepared By: Wendy Isom/ Melyn Osmond
For Questions Please Include: Melyn Osmond, Wendy Isom, Jordan Smith, Shellie Dietrich
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
16
The Police Department applied for and received a $364,162.48 grant from the State of Utah, Office for Victims of Crime
under the Victims of Crime Act (VOCA) program, to be used for the continuation of the Victim Advocate Program. These
funds will be used to pay for salary and fringe for 4 existing full-time Victim Advocate positions and all of the part-time
Victim Advocate positions. This grant also covers the costs for Rita, the program's facility dog. Additionally, there are
supplies for the program, emergency funds for assisting victims, and training for Advocate staff.
No match is required by the funding agency.
VOCA funds cover local and national conferences and trainings needed to meet statutory training requirements for the
Victim Advocates. It also provides and emergency fund that can be used when no other victim funding options are available
- these funds can be used for food, clothing, shelter, transportation and 911 phones for victims of violent crime.
Additionally, it provides for supplies such as Victim Advocate brochures, Traumatic Death Handbooks, cell phone costs,
etc.
A $109,938.89 match is required which will be satisfied by the salary and benefits of City funded Victim Advocates and the
Program Coordinator. In-kind matching funds are provided by the student interns/volunteers that participate in the
Victim Advocate Program.
A Public Hearing was held 9/7/21 on this grant application.
G-5: Department of Workforce Services, Housing & Community
Development Division, FY22 Homeless Shelter Cities Mitigation
Grant Program
Misc. Grants $370,735.00
Department: Community and Neighborhoods Prepared By: Michelle Hoon / Melyn Osmond
For Questions Please Include: Melyn Osmond, Michelle Hoon, Brent Beck
The Community and Neighborhoods Dept. applied for and received State Department of Workforce Services funding of
$370,735 to continue efforts to encourage businesses, residents, Homeless Resource Center (HRC) operators and guests to
participate in constructive community engagement opportunities and encourage service-based interventions in order to
successfully integrate the HRCs into the fabric of their host neighborhoods and ensure the safety of those
neighborhoods.
The SLC Mitigation team currently consists of a SLC Community Engagement Coordinator, VOA Business and Community
Liaison, and VOA Outreach Case Manager. This application requests to continue the current team and expand the team to
include an additional VOA Business and Community Liaison, additional VOA Outreach Case Manager, and a VOA
Outreach Peer Support Specialist, and three new positions as part of the City's existing Downtown Ambassador program -
tailored to the areas surrounding the HRCs (King, Miller, and Youth).
A Public Hearing will be scheduled for the application on this grant.
G-6: Utah State Department of Public Safety - 2021 Emergency
Management Performance Grant (EMPG) Misc. Grants $42,500.00
Department: Emergency Management Services Prepared By: Audrey Pierce / Melyn Osmond
For Questions Please Include: Melyn Osmond, Audrey Pierce, Clint Rasmussen
The Emergency Management Services Division received a $42,500 FY2021 EMPG grant from the State of Utah,
Department of Public Safety. This grant is awarded on an annual basis to ju risdictions to help offset costs of planning and
updating emergency preparedness plans, conduct emergency preparedness exercises and produce materials and other
media for public educational outreach and training pertaining to emergency preparedness.
SLC's population increases from 180,000 to an estimated 310,000 each workday. Should a disaster occur during the
workday, employees become a part of the SLC emergency response, but are not trained to assist themselves or others.
These funds will offset costs in providing National Incident Management System (NIMS) training to SLC staff with
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
17
emergency response responsibilities during a disaster or other significant event. The funds will be used to fund community
preparedness activities, purchase training materials, supplies and equipment including books, brochures, handouts, etc.
The grant requires a 50% match which will be satisfied with the Community Preparedness Coordinator's time and
budgeted for within Emergency Managements general fund.
A public hearing will be held for this grant application.
G-7: Cities of Service, Johns Hopkins, Justice for the Jordan Grant,
Love Your Block Misc. Grants $100,000.00
Department: Office of the Mayor Prepared By: Hailey Leek / Melyn Osmond
For Questions Please Include: Melyn Osmond, Hailey Leek
The office of the Mayor applied for and received $100,000 in grant funding for the Justice for the Jordan, Love your Block
grant.
The grant provides:
1. $60,000 to hire a Love your Block Fellow for 2 years.
2. $40,000 to distribute to the community as mini grants
3. The City is also required to engage 2 AmeriCorps VISTA volunteers, one each year of the grant.
4. The City also receives technical assistance from Cities of Service
The Cities of Service Love Your Block program connects mayor’s offices with community residents to revitalize their
neighborhoods one block at a time. Typically, cities implementing Love Your Block invite community groups to identify
priority projects and award mini-grants to support volunteer-fueled solutions that the community can implement. The City
identifies a problem and then engages with volunteers within the neighborhoods of focus and engages them early in the
project design phase as well as implementation and evaluation. The City identified the neighborhoods adjacent to the
Jordan River in Glendale (census tract 1026, 1027.01, & 1028.01) as the target area.
A public hearing will be held for this grant application.
G-8: Utah State Office for Victims of Crime, Violence Against Women
Act, Domestic Violence Victim Advocate Misc. Grants $101,039.00
Department: Attorney’s Office Prepared By: Scott Fisher / Melyn Osmond
For Questions Please Include: Melyn Osmond, Katherine Lewis, Scott Fisher
The City Prosecutors office applied for and received a $101,039 grant from the State of Utah, Office for Victims of Crime
under the Victims of Crime Act (VOCA) program, to be used for the Violence Against Women’s Act to fund Salt Lake City
Prosecutor Domestic Violence Victim Advocate.
The Prosecutor’s Office is requesting a Victim Advocate to assist and support victims of domestic violence as their cases
move to the prosecution and adjudication phases. The services include information, education and advocacy through the
case and prosecution, assistance with victim impact statements, support and accompaniment to court and meetings with
investigators and prosecutors. The Victim Advocate assist in post release safety planning, preparation for court
appearances, and jail release agreements.
Until this year, Salt Lake County District Attorney Victim Services has provided this support for victims whose cases are
adjudicate in Salt Lake City Justice Court. Funding cutbacks required the county to reassign the advocates to County
prosecutions. Salt Lake City is applying for this new city position to fill the gap in services.
The match is $12,630 each fiscal year, for a total of $25,260 for the two-year performance period of the
grant. The match is met with cash available in the Office of the Attorney’s budget.
A Public Hearing was held 6/15/21 on this grant application
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
18
Section I: Council Added Items
FY2021 FY2022 FY2023 FY2024 TOTAL
Taking Care of the City:
Revenue Loss (Based on Calendar Year Calculations)11,432,646$ 34,372,399$ -$ 45,805,045$ 1
Salary: Bonus 1,193,000$ 1,193,000$
Salary: Police Retention and Recruitment 7,798,233$ 7,798,233$
Council Adopted ARP Allocation
- Special Projects Assistant for Community Commitment Program (CAN)93,829$ 93,829$
- Youth & Family Community and Program Manager (from BA#2) (CAN)90,633$ 90,633$
- Youth & Family COVID Programming Continuation (CAN)711,350$ 711,350$
- Economic Development Strategic Plan (Economic Development)50,000$ 50,000$
- Economic Development Staff (Economic Development)290,000$ 290,000$
- Grant Administrator (Finance)101,020$ 101,020$
- Grant Manager (Finance)95,000$ 95,000$
- Apprenticeship Program (All Departments)1,000,000$ 1,000,000$
- MRT Expansion [6 Months] (Fire)136,762$ 136,762$
- MRT Expansion [One-Time $46,700] (Fire)46,700$ 46,700$
Water and Sewer Infrastructure 2,000,000$ 2,000,000$
Council Added BA2 - Annex Building Renovation for Odyssey House 500,000$ 500,000$
Homelessness and Public Safety: the City's Greatest Current Need
Clean Neighborhoods teams 1,505,920$ 1,505,920$
Public Lands Park Rangers (from Salary Restoration)1,508,044$ 1,545,746$ 792,195$ 3,845,985$ 2
Public Lands Park Rangers (One-time directly from ARPA funding)69,247$
CCP clean-up 325,250$ 329,500$ 164,750$ 819,500$
HEART 57,000$ 290,000$ 290,000$ 637,000$
Advantage Services Contract -$
Emergency Shelter Set Aside 1,000,000$ 1,000,000$
Building Community Resilience
Social Impact Investment 10,000,000$ 10,000,000$ 3
Urban Land Fund 4,000,000$ 4,000,000$
Community Grants
Community Grants 4,000,000$ 4,000,000$
TOTAL 1,193,000$ 36,811,634$ 46,537,645$ 1,246,945$ 85,719,977$
Amount of Distibution 85,411,572$
Salt Lake City
ARPA Budgeted Funding
FY2021 FY2022 FY2023 FY2024 TOTAL
Salt Lake City
ARPA Budgeted Funding
Items listed in Blue are new proposals.
1 Projected Amount. This funding is not allocated to projects, creates flexible spending dollars.
Revenue Loss Dollars can potentially cover all or a portion of these expenses in FY2023 and FY2024
Police Retention and Recruitment (Salary Enhancements)7,993,189$ 4,096,509$ 12,089,698$
Special Projects Assistant for Community Commitment Program (CAN)96,175$ 49,290$ 145,464$
Youth & Family Community and Program Manager (from BA#2) (CAN)92,899$ 47,611$ 140,509$
Youth & Family COVID Programming Continuation (CAN)729,134$ 373,681$ 1,102,815$
Economic Development Strategic Plan (Economic Development)51,250$ 26,266$ 77,516$
Economic Development Staff (Economic Development)297,250$ 152,341$ 449,591$
Grant Administrator (Finance)103,546$ 53,067$ 156,613$
Grant Manager (Finance)97,375$ 49,905$ 147,280$
Apprenticeship Program (All Departments)1,025,000$ 525,313$ 1,550,313$
MRT Expansion [6 Months] (Fire)140,181$ 71,843$ 212,024$
Park Ranger Program 805,237$ 383,297$ 1,188,534$
Fiscal Year 2022 One-Time Revenues
ARPA Revenue Loss 11,432,646$ 11,432,646$
One Time Use of General Fund Balance 15,335,334$ 15,335,334$
One Time Use of General Fund Balance (FOF)2,129,483$ 2,129,483$
46,157,818$
2 Park Ranger Program
Annual Costs 1,175,491$ 2,350,983$ 1,175,492$
One-Time Costs 401,800$
TOTAL 1,577,291$ 2,350,983$ 1,175,492$
Available Salary Restoration Funding 1,508,044$ 1,545,746$ 792,195$
Difference (Another Funding Source is needed, possibly revenue loss)(805,237)$ (383,297)$
3 Social Impact Investment
Focus will be on two specific interventions -- early childhood education and workforce training -- that will increase residents’ access to opportunity and
economic mobility.
Request to hold allocation of approximately $10 mil until the completion of Phase 2. Can be adjusted based on actual spending.
Impact Fees ‐ Summary Confidential
Data pulled 7/27/2021
Unallocated Budget Amounts: by Major Area
Area Cost Center UnAllocated
Cash Notes:
Impact fee - Police 8484001 525,991$ A
Impact fee - Fire 8484002 1,084,253$ B
Impact fee - Parks 8484003 9,384,420$ C
Impact fee - Streets 8484005 5,571,233$ D
16,565,896$
Expiring Amounts: by Major Area, by Month
202007 (Jul2020)2021Q1 -$ -$ -$ -$ -$
202008 (Aug2020)2021Q1 -$ -$ -$ -$ -$
202009 (Sep2020)2021Q1 -$ -$ -$ -$ -$
202010 (Oct2020)2021Q2 -$ -$ -$ -$ -$
202011 (Nov2020)2021Q2 -$ -$ -$ -$ -$
202012 (Dec2020)2021Q2 -$ -$ -$ -$ -$
202101 (Jan2021)2021Q3 -$ -$ -$ -$ -$
202102 (Feb2021)2021Q3 16,273$ -$ -$ -$ 16,273$
202103 (Mar2021)2021Q3 16,105$ -$ -$ -$ 16,105$
202104 (Apr2021)2021Q4 1,836$ -$ -$ -$ 1,836$
202105 (May2021)2021Q4 14,542$ -$ -$ -$ 14,542$
202106 (Jun2021)2021Q4 30,017$ -$ -$ -$ 30,017$ Current Month
202107 (Jul2021)2022Q1 10,107$ -$ -$ -$ 10,107$
202108 (Aug2021)2022Q1 6,804$ ^ 1 -$ -$ -$ 6,804$
202109 (Sep2021)2022Q1 5,554$ ^ 1 -$ -$ -$ 5,554$
202110 (Oct2021)2022Q2 3,106$ ^ 1 -$ -$ -$ 3,106$
202111 (Nov2021)2022Q2 -$ -$ -$ -$ -$
202112 (Dec2021)2022Q2 -$ -$ -$ -$ -$
202201 (Jan2022)2022Q3 -$ -$ -$ -$ -$
202202 (Feb2022)2022Q3 -$ -$ -$ -$ -$
202203 (Mar2022)2022Q3 -$ -$ -$ -$ -$
202204 (Apr2022)2022Q4 -$ -$ -$ -$ -$
202205 (May2022)2022Q4 -$ -$ -$ -$ -$
202206 (Jun2022)2022Q4 -$ -$ -$ -$ -$
202207 (Jul2022)2023Q1 -$ -$ -$ -$ -$
202208 (Aug2022)2023Q1 -$ -$ -$ -$ -$
202209 (Sep2022)2023Q1 -$ -$ -$ -$ -$
202210 (Oct2022)2023Q2 -$ -$ -$ -$ -$
202211 (Nov2022)2023Q2 -$ -$ -$ -$ -$
202212 (Dec2022)2023Q2 -$ -$ -$ -$ -$
202301 (Jan2023)2023Q3 -$ -$ -$ -$ -$
202302 (Feb2023)2023Q3 -$ -$ -$ -$ -$
202303 (Mar2023)2023Q3 -$ -$ -$ -$ -$
202304 (Apr2023)2023Q4 118$ -$ -$ -$ 118$
202305 (May2023)2023Q4 469$ -$ -$ -$ 469$
202306 (Jun2023)2023Q4 276$ -$ -$ -$ 276$
Total, Currently Expiring through June 2021 78,774$ -$ -$ -$ 78,774$
Notes
^1 FY 2023Calendar
Month
7/27/21: We are currently in a refund situation. We will refund $15k in the next 3 months without offsetting expendituresFiscal Year 2021FY 2022Fiscal
Quarter
E = A + B + C + D
Police Fire Parks Streets
Total
Impact Fees Confidential
Data pulled 7/27/2021 AAA BBB CCC DDD = AAA - BBB - CCC
Police
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Police Allocation
Budget Amended
Sum of Police Allocation
Encumbrances Sum of Police Allocation YTD Expenditures
Sum of Police Allocation
Remaining Appropriation
Impact fee - Streets Westside 8484005 -$ -$ -$ -$
Police'sConsultant'sContract 8419205 5,520$ 3,507$ 1,955$ 58$
Police Impact Fee Refunds 8421102 438,897$ -$ -$ 438,897$
Police Refunds 8418013 539,687$ -$ 69,291$ 470,396$ A
PolicePrecinctLandAquisition 8419011 1,410,243$ 239,836$ -$ 1,170,407$
Grand Total 2,440,385$ 289,381$ 71,246$ 2,079,759$
Fire
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Fire refunds 8416007 82,831$ -$ -$ 82,831$
Fire Station #14 8415001 6,650$ 6,083$ 567$ -$
Fire Station #14 8416006 52,040$ -$ 7,428$ 44,612$
Fire Station #3 8415002 1,568$ -$ -$ 1,568$
Fire Station #3 8416009 1,050$ 96$ 485$ 469$
Impact fee - Fire 8484002 -$ -$ -$ -$
Impact fee - Streets Westside 8484005 -$ -$ -$ -$
Study for Fire House #3 8413001 15,700$ -$ -$ 15,700$ B
FireTrainingCenter 8419012 46,550$ -$ 46,550$ -$
Fire'sConsultant'sContract 8419202 10,965$ 4,883$ 6,024$ 58$
FY20 FireTrainingFac. 8420431 66,546$ -$ 10,516$ 56,031$
Fire Station #3 Debt Service 8421200 541,106$ -$ 541,106$ -$
Fire Station #14 Debt Service 8421201 339,172$ -$ 339,172$ -$
Grand Total 1,164,177$ 11,063$ 951,846$ 201,268$
Parks
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Impact fee - Parks 8484003 -$ -$ -$ -$
JR Boat Ram 8420144 125,605$ 15,561$ 110,044$ -$
Three Creeks Confluence 8419101 173,017$ -$ 173,017$ -$
Cnty #2 Match 3 Creek Confluen 8420426 515,245$ 88$ 515,157$ -$
Park'sConsultant'sContract 8419204 7,643$ 4,815$ 2,786$ 42$
Folsom Trail/City Creek Daylig 8417010 766$ -$ 620$ 146$
Cwide Dog Lease Imp 8418002 24,056$ 23,000$ 526$ 530$ C
Rosewood Dog Park 8417013 16,087$ -$ 14,977$ 1,110$
Jordan R 3 Creeks Confluence 8417018 11,856$ -$ 10,287$ 1,570$
9line park 8416005 86,322$ 19,702$ 64,364$ 2,256$
Jordan R Trail Land Acquisitn 8417017 2,946$ -$ -$ 2,946$
Warm Springs Off Leash 8420132 27,000$ 15,811$ 6,589$ 4,600$
Fairmont Park Lighting Impr 8418004 50,356$ 43,597$ 605$ 6,155$
FY Parks and Public Lands Compreh 8417008 7,500$ -$ -$ 7,500$
Rich Prk Comm Garden 8420138 27,478$ 4,328$ 14,683$ 8,467$
Redwood Meadows Park Dev 8417014 15,939$ -$ 6,589$ 9,350$
ImperialParkShadeAcct'g 8419103 10,830$ -$ -$ 10,830$
Park refunds 8416008 11,796$ -$ -$ 11,796$
IF Prop Acquisition 3 Creeks 8420406 350,000$ 1,905$ 291,986$ 56,109$
Parks Impact Fees 8418015 102,256$ -$ 875$ 101,381$
UTGov Ph2 Foothill Trails 8420420 200,000$ 22,524$ 64,916$ 112,560$
FY20 Bridge to Backman 8420430 727,000$ 574,709$ 4,080$ 148,211$
9Line Orchard 8420136 195,045$ -$ -$ 195,045$
Waterpark Redevelopment Plan 8421402 225,000$ -$ 753$ 224,247$
Trailhead Prop Acquisition 8421403 275,000$ -$ -$ 275,000$
Bridge to Backman 8418005 350,250$ 10,285$ 59,974$ 279,990$
Parley's Trail Design & Constr 8417012 327,678$ -$ -$ 327,678$
Cnty #1 Match 3 Creek Confluen 8420424 400,000$ 7,790$ 11,523$ 380,688$
Jordan Prk Event Grounds 8420134 431,000$ -$ -$ 431,000$
Wasatch Hollow Improvements 8420142 490,830$ -$ 1,142$ 489,688$
Fisher House Exploration Ctr 8421401 540,732$ 1,883$ 16,843$ 522,007$
Marmalade Park Block Phase II 8417011 1,145,394$ 34,222$ 50,965$ 1,060,208$
Fisher Carriage House 8420130 1,098,764$ -$ -$ 1,098,764$
Pioneer Park 8419150 3,442,199$ 229,022$ 98,295$ 3,114,882$
Grand Total 11,415,591$ 1,009,242$ 1,521,594$ 8,884,756$
Streets
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
9 Line Central Ninth 8418011 152,500$ 152,500$ -$ -$
IF Roundabout 2000 E Parleys 8420122 455,000$ -$ 455,000$ -$
Impact fee - Streets Westside 8484005 -$ -$ -$ -$
500/700 S Street Reconstructio 8412001 41,027$ 32,718$ 8,309$ -$
Transportation Safety Imp 8418007 147,912$ -$ 147,912$ -$
500 to 700 S 8418016 575,000$ 96,637$ 478,363$ -$
Trans Master Plan 8419006 13,000$ 13,000$ -$ -$
700 South Reconstruction 8414001 310,032$ -$ 310,032$ -$ D
700 South Reconstruction 8415004 1,157,506$ 2,449$ 1,155,057$ -$
LifeOnState Imp Fee 8419009 124,605$ -$ 124,605$ -$
Transportation Safety Improvem 8417007 22,360$ -$ 20,916$ 1,444$
Gladiola Street 8406001 16,544$ 13,865$ 435$ 2,244$
Trans Safety Improvements 8419007 210,752$ 87,472$ 115,100$ 8,180$
Street'sConsultant'sContract 8419203 39,176$ 17,442$ 9,360$ 12,374$
Complete Street Enhancements 8420120 125,000$ -$ 89,608$ 35,392$
Transp Safety Improvements 8420110 250,000$ 20,697$ 191,220$ 38,083$
1300 S Bicycle Bypass (pedestr 8416004 42,833$ -$ -$ 42,833$
Indiana Ave/900 S Rehab Design 8412002 124,593$ -$ -$ 124,593$
Bikeway Urban Trails 8418003 200,000$ -$ -$ 200,000$
TransportationSafetyImprov IF 8421500 375,000$ -$ 72,947$ 302,053$
IF Complete Street Enhancement 8421502 625,000$ -$ -$ 625,000$
Street Improve Reconstruc 20 8420125 2,858,090$ 1,469,774$ 607,870$ 780,446$
Traffic Signal Upgrades 8419008 251,316$ -$ 29,628$ 221,688$
Traffic Signal Upgrades 8420105 300,000$ 300,000$ -$ -$
Traffic Signal Upgrades 8421501 875,000$ -$ -$ 875,000$
Grand Total 9,292,247$ 2,206,554$ 3,816,363$ 3,269,330$
Total 24,312,401$ 3,516,240$ 6,361,049$ 14,435,112$
E = A + B + C + D
TRUE TRUE TRUE TRUE
9,384,420$
5,571,233$
16,565,896$
8484002
8484003
8484005
525,991$
$1,084,253
8484001
UnAllocated
Budget
Amount
DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET, ROOM 238
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 TEL 801-535-6394
ERIN MENDENHALL
Mayor
MARY BETH THOMPSON
Chief Financial Officer
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: ________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: ___________
______________________________________________________________________________
TO: Salt Lake City Council DATE: December 3, 2021
Amy Fowler, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: Budget Amendment #4 - Revised
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 2021-22 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $ 1,772,794.00 $ 4,657,529.00
WATER FUND 0.00 18,118.00
SEWER FUND 0.00 7,941.00
STORM WATER FUND 0.00 2,278.00
AIRPORT FUND 0.00 39,790.00
REFUSE FUND 24,907.00 4,109.00
GOLF FUND 14,310.00 1,802,257.00
FLEET FUND 438,905.00 423,258.00
IMS FUND 161,380.00 135,492.00
MISCELLANEOUS GRANT FUND 17,497,861.48 15,751,215.48
DEBT SERVICE FUND 26,165,000.00 26,165,000.00
CIP FUND 23,400,000.00 23,400,000.00
RISK FUND 212,897.00 212,897.00
TOTAL $ 69,688,054.48 $ 72,619,884.48
Lisa Shaffer (Dec 3, 2021 17:11 MST)
BACKGROUND/DISCUSSION:
Revenue for FY 2021-22 Budget Adjustments
Because the fiscal year just started the Fiscal Year 2022 projections are at budget. The following
chart shows a current projection of General Fund Revenue for fiscal year 2022.
Projections for fiscal year 2021 are coming in better than expected, more detail will be shared as
the audit progresses.
Given the available information fund balance would be projected as follows:
With the current use of fund balance from this budget amendment fund balance drops to 12.86%.
FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 6,625,050 82,617,126 89,242,176 7,018,483 50,124,619 57,143,102
Budgeted Change in Fund Balance 2,924,682 (7,810,302) (4,885,620) (4,759,137) (19,471,917) (24,231,054)
Prior Year Encumbrances (3,733,743) (6,165,453) (9,899,196) - - -
Estimated Beginning Fund Balance 5,815,989 68,641,371 74,457,360 2,259,346 30,652,702 32,912,048
Beginning Fund Balance Percent 16.62%23.32%22.61%5.60%9.64%9.18%
Year End CAFR Adjustments
Revenue Changes - - - - - -
Expense Changes (Prepaids, Receivable, Etc.) - (5,676,583) (5,676,583) 5,759,137 7,652,037 13,411,174
Fund Balance w/ CAFR Changes 5,815,989 62,964,788 68,780,777 8,018,483 38,304,739 46,323,222
Final Fund Balance Percent 16.62%21.39%20.88%19.87%12.05%12.93%
Budget Amendment Use of Fund Balance
BA#1 Revenue Adjustment - - - - - -
BA#1 Expense Adjustment - - - - 5,138,235 5,138,235
BA#2 Revenue Adjustment - - - - 490,847 490,847
BA#2 Expense Adjustment - (288,488) (288,488) - (986,298) (986,298)
BA#3 Revenue Adjustment - - - - - -
BA#3 Expense Adjustment - (6,239,940) (6,239,940) (1,000,000) (1,000,000) (2,000,000)
BA#4 Revenue Adjustment - - - - 1,772,794 1,772,794
BA#4 Expense Adjustment - - - - (4,657,529) (4,657,529)
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) - - -
BA#9 Revenue Adjustment - 439,809 439,809 - - -
BA#9 Expense Adjustment - 362,532 1,555,532 - - -
Change in Revenue 2,202,494 3,018,144 5,220,638 - - -
Fund Balance Budgeted Increase - - - - - -
- - Adjusted Fund Balance 7,018,483 50,124,619 58,336,102 7,018,483 39,062,788 46,081,271
Adjusted Fund Balance Percent 20.05%17.03%17.71%17.39%12.28%12.86%
Projected Revenue 35,000,000 294,345,168 329,345,168 40,359,137 317,980,599 358,339,736
2021 Projection 2022 Projection
The Administration is requesting a budget amendment totaling $69,688,054.48 of revenue and
expense of $72,619,884.48. The amendment proposes changes in thirteen funds, with
$2,884,735.00 from the General Fund fund balance. The proposal includes forty-one initiatives
for Council review. Including the addition of 22 FTEs in the General Fund supported by grant
funding.
The revision from December 3rd includes detail for police spending around the homeless
resource centers in two attached documents.
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 revision corrects numbering issues in section E of the Detail Document.
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
Fourth amendment to the Final Budget of Salt Lake City, including
the employment staffing document, for Fiscal Year 2021-2022
In June of 2021, 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,
2021 and ending June 30, 2022, 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. 32 of 2021.
SECTION 2. Adoption of Amendments. The budget amendments, including
amendments to the employment staffing document necessary to effectuate the staffing changes
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
2
July 1, 2021 and ending June 30, 2022, 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
Senior City Attorney
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 Risk Excess Liability and Cyber Insurance
Costs
Risk 212,897.00 212,897.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
GF 128,888.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Water 18,118.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Sewer 7,941.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Storm Water 2,278.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Airport 39,790.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Refuse 4,109.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Golf 2,257.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
Fleet 2,938.00 - - One-time -
1 Risk Excess Liability and Cyber Insurance
Costs
IMS 4,492.00 - - One-time -
2 Department of Air Quality Lawnmower
Exchange
GF - 250,000.00 - - One-time -
3 COVID Safe Building Improvements GF - 844,000.00 - - One-time -
3 COVID Safe Building Improvements IMS 131,000.00 131,000.00 - - One-time -
4 Pulled Prior to Submission - - - -
5 Community Health Access Team Vehicles GF - 150,000.00 - 150,000.00 One-time -
5 Community Health Access Team Vehicles Fleet 150,000.00 150,000.00 150,000.00 150,000.00 One-time -
6 Non Represented Employee Job Salary
Survey
GF - 75,000.00 - 75,000.00 One-time -
7 Sugar House SAA GF - 60,000.00 - - One-time -
8 Sorenson Impact Center Social Investment GF - 150,000.00 - - One-time -
9 Pulled Prior to Submission - - - - -
10 Community Health Access Team (CHAT)
FTE Transfer
GF - - - - Ongoing -
11 Rose Park Golf Course Water & Energy
Efficiency Grant (Matching Funds)
Golf - 1,800,000.00 - 1,800,000.00 One-time -
Fiscal Year 2021-22 Budget Amendment #4
Council ApprovedAdministration Proposed
Section A: New Items
1
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
(Continued)
12 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (see Item C-1 & E-3 & E-4)
GF 1,064,368.00 1,064,368.00 - - Ongoing 19.00
12 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (see Item C-1 & E-3 & E-4)
GF 443,676.00 443,676.00 - - One-time -
12 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (see Item C-1 & E-3 & E-4)
Fleet 195,720.00 195,720.00 - - One-time -
13 Withdrawn GF - - - - -
1 ARPA Funding -Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (See Item A-12 & E-3 &
E4)
Misc Grants 1,064,368.00 1,064,368.00 - - Ongoing -
2 ARPA Funding – Housing & Homelessness -
CCP Rapid Intervention Team (See Item A-
13 & E-5)
Misc Grants 164,750.00 164,750.00 - - Ongoing 3.00
Council Approved
Section C: Grants for New Staff Resources
Section B: Grants for Existing Staff Resources
Administration Proposed
Section A: New Items
2
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 Economic Development Loan Fund Move Housing - (100,000.00) - - One-time -
1 Economic Development Loan Fund Move Housing 100,000.00 - - One-time -
1 Economic Development Loan Fund Move GF 100,000.00 100,000.00 - - One-time -
2 Increase Grant Fund Misc Grants 1,746,646.00 - 1,746,646.00 - Ongoing -
3 Premium Holiday - Other Funds Refuse 24,907.00 - 24,907.00 - One-time
3 Premium Holiday - Other Funds Golf 14,310.00 - 14,310.00 - One-time
3 Premium Holiday - Other Funds Fleet 18,585.00 - 18,585.00 - One-time
3 Premium Holiday - Other Funds IMS 30,380.00 - 30,380.00 - One-time
4 GPS Housekeeping GF - (74,600.00) - (74,600.00)One-time -
4 GPS Housekeeping GF - 74,600.00 - 74,600.00 One-time -
4 GPS Housekeeping Fleet 74,600.00 74,600.00 74,600.00 74,600.00 One-time -
5 Signage FTE Correction GF - 51,847.00 - 51,847.00 Ongoing -
6 General Obligation Series 2021A Bonds CIP 23,400,000.00 23,400,000.00 23,400,000.00 23,400,000.00 One-time -
6 General Obligation Series 2021A Bonds Debt Service 200,000.00 200,000.00 200,000.00 200,000.00 One-time -
7 Sales Tax Refunding Revenue Bonds, Series
2021A
Debt Service 10,665,000.00 10,665,000.00 10,665,000.00 10,665,000.00 One-time -
7 Sales Tax Refunding Revenue Bonds, Series
2021A
Debt Service 10,400,000.00 10,400,000.00 10,400,000.00 10,400,000.00 One-time -
7 Sales Tax Refunding Revenue Bonds, Series
2021A
Debt Service 4,900,000.00 4,900,000.00 4,900,000.00 4,900,000.00 One-time -
8 Budget Carry Forward GF - 1,175,000.00 - 1,175,000.00 One-time -
Council Approved
Section D: Housekeeping
Administration Proposed
3
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 ARPA Funding - Water and Sewer
Infrastructure Projects
Misc Grants 2,000,000.00 2,000,000.00 - - One-time -
2 ARPA Funding - Housing & Homelessness -
Winter Shelter Support
Misc Grants 1,000,000.00 1,000,000.00 - - One-time -
3 ARPA Funding - Housing & Homelessness -
Salary Restoration - Public Lands Park
Ranger program (See Item A-12, C-1 & E4)
Misc Grants 443,676.00 443,676.00 - - Ongoing -
4 ARPA Funding - Housing & Homelessness -
Public Lands Park Ranger program (See
Item A-12, C-1 & E-3)
Misc Grants 69,244.00 69,244.00 - - Ongoing -
5 ARPA Funding – Housing & Homelessness
– CCP Rapid Intervention Team (See Item
A-13 & C-2)
Misc Grants 160,500.00 160,500.00 - - One-time -
6 ARPA Funding - Housing & Homelessness -
CCP Rapid Intervention Team (Police
Support)
Misc Grants 1,505,920.00 1,505,920.00 - - One-time -
7 Pulled Prior to Submission to allow for the
completion of phase 2 of the Social Impact
Investment
Misc Grants - - - - -
8 ARPA Funding - Housing and
Homelessness - HEART Rapid Intervention
Team (Advantage Services)
Misc Grants 57,000.00 57,000.00 - - One-time -
9 ARPA Funding – Building the lifeboat with
Urban Land Fund
Misc Grants 4,000,000.00 4,000,000.00 - - One-time -
10 ARPA Funding – Community Grants Misc Grants 4,000,000.00 4,000,000.00 - - One-time -
-
Section F: Donations
Section E: Grants Requiring No New Staff Resources
Administration Proposed Council Approved
4
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Consent Agenda #2
1 Police Department State Asset Forfeiture
Grant
Misc Grants 1,500.00 1,500.00 1,500.00 1,500.00 One-time -
2 Utah Department of Health - Bureau of
Emergency Medical Services (EMS)grant,
FY22 Per Capita Allocation
Misc Grants 10,250.00 10,250.00 10,250.00 10,250.00 One-time -
3 State of Utah, CCJJ (Commission on
Criminal and Juvenile Justice),
Jurisdictions with Halfway Houses and
Parole Violator Centers Grant, Law
Enforcement Services Account (LESA)
Misc Grants 295,571.00 295,571.00 295,571.00 295,571.00 One-time -
4 Utah State Office for Victims of Crime, 2021-
2023 VOCA Victims of Crime Act Grant
Misc Grants 364,162.48 364,162.48 364,162.48 364,162.48 One-time -
5 Department of Workforce Services,
Housing & Community Development
Division, FY22 Homeless Shelter Cities
Mitigation Grant Program
Misc Grants 370,735.00 370,735.00 370,735.00 370,735.00 One-time -
6 Utah State Department of Public Safety -
2021 Emergency Management Performance
Grant (EMPG)
Misc Grants 42,500.00 42,500.00 42,500.00 42,500.00 One-time -
7 Cities of Service, Johns Hopkins, Justice for
the Jordan Grant, Love Your Block
Misc Grants 100,000.00 100,000.00 100,000.00 100,000.00 One-time -
8 Utah State Office for Victims of Crime,
Violence Against Women Act, Domestic
Violence Victim Advocate
Misc Grants 101,039.00 101,039.00 101,039.00 101,039.00 One-time -
1 Council Office Reclassifications GF - - - - On-Going
Total of Budget Amendment Items 69,523,304.48 72,455,134.48 52,910,185.48 54,327,204.48 22.00
Administration Proposed Council Approved
Section I: Council Added Items
Section G: Council Consent Agenda -- Grant Awards
5
Fiscal Year 2021-22 Budget Amendment #4
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Total by Fund Class, Budget Amendment #4:
General Fund GF 1,608,044.00 4,492,779.00 - 1,451,847.00 19.00
Water Fund Water - 18,118.00 - - -
Sewer Fund Sewer - 7,941.00 - - -
Storm Water Fund Storm Water - 2,278.00 - - -
Airport Fund Airport - 39,790.00 - - -
Refuse Fund Refuse 24,907.00 4,109.00 24,907.00 - -
Golf Fund Golf 14,310.00 1,802,257.00 14,310.00 1,800,000.00 -
Fleet Fund Fleet 438,905.00 423,258.00 243,185.00 224,600.00 -
IMS Fund IMS 161,380.00 135,492.00 30,380.00 - -
Miscellaneous Grants Fund Misc Grants 17,497,861.48 15,751,215.48 3,032,403.48 1,285,757.48 3.00
Housing Fund Housing - - - - -
Debt Service Fund Debt Service 26,165,000.00 26,165,000.00 26,165,000.00 26,165,000.00 -
CIP Fund CIP 23,400,000.00 23,400,000.00 23,400,000.00 23,400,000.00
Risk Fund Risk 212,897.00 212,897.00 - - -
- - -
Total of Budget Amendment Items 69,523,304.48 72,455,134.48 52,910,185.48 54,327,204.48 22.00
Administration Proposed Council Approved
6
Fiscal Year 2021-22 Budget Amendment #4
Current Year Budget Summary, provided for information only
FY 2021-22 Budget, Including Budget Amendments
FY 2021-22
Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total
^^ Total Through
BA#5 ^^
General Fund (FC 10)367,582,070 (5,138,235.00) 986,298.00 2,000,000.00 1,451,847.00 366,881,980.00
Curb and Gutter (FC 20)3,000 3,000.00
DEA Task Force Fund (FC 41)2,033,573 2,033,573.00
Misc Special Service Districts (FC 46)1,550,000 1,550,000.00
Street Lighting Enterprise (FC 48)5,699,663 7,098.00 5,706,761.00
Water Fund (FC 51)127,365,555 460,716.00 - 127,826,271.00
Sewer Fund (FC 52)268,213,796 221,826.00 - 268,435,622.00
Storm Water Fund (FC 53)19,201,013 19,705.00 - 19,220,718.00
Airport Fund (FC 54,55,56)706,792,500 1,350,949.00 - 708,143,449.00
Refuse Fund (FC 57)24,713,505 36,538.00 - 24,750,043.00
Golf Fund (FC 59)9,697,417 19,649.00 88,749.00 1,800,000.00 11,605,815.00
E-911 Fund (FC 60)4,056,856 4,056,856.00
Fleet Fund (FC 61)28,090,576 18,999.00 112,646.00 224,600.00 28,446,821.00
IMS Fund (FC 65)24,302,487 219,193.00 - 24,521,680.00
County Quarter Cent Sales Tax for
Transportation (FC 69)5,307,142 5,307,142.00
CDBG Operating Fund (FC 71)5,341,332 5,341,332.00
Miscellaneous Grants (FC 72)18,684,617 10,427,551.76 1,522,743.00 1,285,757.48 31,920,669.24
Other Special Revenue (FC 73)273,797 273,797.00
Donation Fund (FC 77)2,752,565 2,752,565.00
Housing Loans & Trust (FC 78)16,121,000 - 16,121,000.00
Debt Service Fund (FC 81)31,850,423 26,165,000.00 58,015,423.00
CIP Fund (FC 83, 84 & 86)29,503,216 (150,753.00) 23,400,000.00 52,752,463.00
Governmental Immunity (FC 85)2,933,913 24,843.00 2,958,756.00
Risk Fund (FC 87)52,939,489 19,705.00 - 52,959,194.00
Total of Budget Amendment Items 1,755,009,505 7,688,537.76 2,559,683.00 2,000,000.00 54,327,204.48 - 1,821,584,930.24
Budget Manager
Analyst, City Council
Contingent Appropriation
The Council adopted the items highlighted in yellow at the Council meeting on November 16th.
7
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
1
Section A: New Items
A-1: Risk Excess Liability and Cyber Insurance Costs Risk $212,897.00
GF $128,888.00
Water $18,118.00
Sewer $7,941.00
Storm Water $2,278.00
Airport $39,790.00
Refuse $4,109.00
Golf $2,257.00
Fleet $2,938.00
IMS $4,492.00
Department: Attorney - Risk Prepared By: Tamra Turpin
For Questions Please Include: Tamra Turpin, Sandee Moore, Katherine Lewis, Aaron Bentley
(1) The cost of excess liability insurance increased significantly for FY22 – more than a 65% increase in premium cost over
the previous policy period. The bulk of this is driven by recent claim development.
Last year’s premium was $267,278. The renewal premium cost is $443,112.54. We had projected a 15% increase and the
actual cost is more than we could cover with our allocated budget.
The City’s insurance brokers were able to arrange for us to pay the premium in two installments with the second half
($221,556.27) being due by 1/1/2022 to give us time to request a budget amendment.
(2) The cost of cyber liability insurance also increased significantly for FY22 -- 320%. Last year’s premium was $45,490.
The renewal premium cost is $190,887.60. Although we had projected an increase, the actual cost is far more than we could
have anticipated. There are a number of reasons for this; particularly the fact that public agencies are becoming frequent
targets, and the number and cost of claim payouts have increased exponentially. After conferring with the City's Chief
Information Officer and City Attorney, it was agreed that allowing the City's cyber coverage to lapse would be too risky.
The City’s insurance brokers were able to arrange a 45-day extension and then a 90-day premium payment deferral in
order to get a budget amendment in place. The cost will be allocated to all funds as shown in the amendment.
A-2: Department of Air Quality Lawnmower Exchange GF $250,000.00
Department: Sustainability Prepared By: Gregg Evans
For Questions Please Include: Debbie Lyons, Sophia Nicholas, Gregg Evans
The Utah Department of Air Quality (UDAQ) administers an annual gas-powered lawnmower and yard equipment
exchange in order to reduce criteria pollutants in the areas of the Wasatch Front that are in non-attainment with the Clean
Air Act air quality standards. Because the Wasatch Front is on track for attainment of wintertime PM2.5, UDAQ is not
running a snowblower exchange this year. Instead, they are focusing on programs to reduce summertime ozone pollution,
for which the Wasatch Front is out of attainment.
UDAQ has $900,000 set aside to continue the exchanges for the foreseeable future. The size of the lawnmower exchange
varies each year depending on the size of financial contributions from partners. Typically, UDAQ contributes between
$300,000 and $400,000 per exchange.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
2
The Sustainability Department is proposing a budget amendment of $250,000 General Funds to partner with UDA Q in
FY22 on a gas-powered lawnmower exchange. This would facilitate exchanges for approximately 1,000 Salt Lake City
residents
Salt Lake City participated in 2021, spending nearly $161,000 which helped 582 residents participate. In total, 509 gas -
powered mowers were exchanged (the remaining participants bought new mowers without exchanging an old one). This is
the equivalent of removing 4.02 tons of pollution from the airshed each year. A majority of residents also opted to
participate in our Call 2 Haul program to have their gas mower picked up curbside and recycled by Salt Lake City Waste
and Recycling.
The Administration proposes continuing this program in FY 22 (spring 2022). The goal will be to increase participation
from 582 to 1,000 with a continued focus on our Westside neighborhoods. The Administration anticipates greater
awareness and uptake of the program in the comin g year due to increased familiarity with the program, and plans to work
with UDAQ on earlier, targeted outreach given the lessons learned from spring 2021. UDAQ anticipates the program
logistics will change in FY 22 to facilitate easier participation and lower administrative burden. In particular, they are
hoping to develop a phone app that participants will use to sign up and upload any required receipts.
UDAQ is also envisioning the next program will offer a promotional discount code to be used towar d the purchase of
electric lawn equipment and an app would also help separate Salt Lake City residents from other participating Wasatch
Front residents. This will reduce confusion as to who is eligible for curbside pickup of their old mowers. We also hope the
app will help us keep the exchange open for longer for Salt Lake City residents instead of opening, closing it, and opening i t
again while UDAQ verifies addresses.
While the exact amount of the discounts have yet to be determined, the Sustainability D epartment proposes using
$250,000 in City General Funds to facilitate approximately 1,000 gas-powered mower exchanges. This budget amendment
would also fund temporary staffing expenses to assist with running curbside collection of old mowers through Call 2 Haul.
This benefit was very popular last year and helped make this program more equitable to those who might not have the
ability to haul their own mower to a metal recycler.
A-3: COVID Safe Building Improvements GF $844,000.00
IMS $131,000.00
Department: Public Services Prepared By: Dawn Valente
For Questions Please Include: Lorna Vogt, Dawn Valente
At the beginning of the year, and in anticipation of the reopening of the City and County Building, the Public Services
Department identified a series of critical improvements to minimize the spread of diseases such as COVID -19. Following
recommendations from hired consultants (see attached COVID annex) as well as health officials, changes include a multi -
level approach to keeping building occupants safe, from controlled access through a check-in desk and appointment
management software, to improved indoor air quality. The Department has been informed previously that the following list
of items are likely eligible to be covered under ARPA:
* Needlepoint Devices. When installed in the air handling system of a building, indoor air quality improves reducing
airborne contaminants $250,000 (CCB)
* Open and Public Meeting Rooms: Redesign public meeting rooms for spacing and cleaning considerations. This i ncludes
replacing chairs for disinfecting purposes. $60,000
* Lobby Appointment management software to be installed at the entrance to the building, allowing for IDing and
occupancy control. $5,000
* Entrance furniture. Desk and chairs to be installed at the entrance to the building, creating a check-in area $6,000
* Noticing Board outside of the City & County and Plaza 349 Buildings: Due to State noticing adjustments and the building
access being limited, public notices are not addressing the community in the various accessible options (walking public,
visitors to the building, etc.). Hybrid meetings and other noticing requirements are required to be completed and are
currently being posted on the doors that are frequently accessed. $10,000
* Staffing Entrance. Customer service-oriented staff, under seasonal status, to welcome and direct visitors to the building.
$17,000
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
3
* Enhanced Janitorial. Adjusting the cleaning schedule of all areas of the building from 3 to 5 days a week. (9 months)
$165,000
* Cubicle Pieces. To accommodate office reconfigurations. $100,000
* COVID Supplies/PPE. These supplies are being made available throughout buildings, including facemasks, hand sanitizer
and disposable gloves. $100,000
* Teleconference and Recording Meeting Equipment. Required to accommodate virtual and hybrid public meetings, and
training/orientation including those for Mayor's Board & Commissions, and City Council. $131,000
$844,000 TOTAL
A-4: Pulled Prior to Submission
A-5: Community Health Access Team Vehicles GF $150,000.00
Fleet $150,000.00
Department: Fire/Public Services Prepared By: John Vuyk
For Questions Please Include: Karl Lieb, Chris Milne, Clint Rasmussen, Lorna Vogt, Nancy Bean, Dawn
Valente
Community Health Access Team, CHAT (formerly known as the Community Healthcare Paramedic Team) was initially
established in 2013, comprised of one SLCFD paramedic. It quickly grew to include a SLCFD Captain and then another
paramedic. The two Paramedics responded as a team to patients that were identified by fire EMS crews as: (1) not meeting
the criteria for emergency service, or (2) not benefitting from the scope of training provided to fire department Paramedics
and EMTs. The CHAT initiative proposes adding two (2) social workers to increase the team’s scope and the ability of the
team to address the overall needs of their patients particularly pertaining to the challenges of mental health and
homelessness.
Currently, the Community Heath team operates with one vehicle. The addition of two social workers will create the need
for two vehicles as two teams will be operating simultaneously. This budget amendment will allow the fire department to
replace the current vehicle, a larger inefficient Chevy Tahoe with a fuel-efficient hybrid Ford Explorer. Additionally, a
second vehicle of the same kind will be purchased for the additional team. The third purchased fuel -efficient hybrid Ford
Explorer will replace an additional Chevy Tahoe in the Medical Division which will be used to support the CHAT initiative
immediately and provide for the anticipated rapid expansion of the CHAT program.
The three hybrid Ford Explorers will need to be outfitted with graphics, radios, tablets, etc. The $50,000 cost pe r vehicle is
the fully loaded cost.
Cost of Vehicle 42,500 127,500
Make ready 2,500 7,500
GPS 316 948
Fuel 2,950 8,850
Maintenance 1,734 5,202
TOTAL 50,000 150,000
A-6: Non-Represented Employees' Job Salary Survey GF $75,000.00
Department: Human Resources Prepared By: David Salazar
For Questions Please Include: Debra Alexander, David Salazar, John Vuyk
This request is intended for consultative services to be provided by a qualified third -party consultant or firm to conduct a
compensation survey to assess, evaluate and compare the overall pay structure, including actual base pay and other job
elements, of SLC’s non-represented employees to other public and private sector entities with whom the city competes for
talent. The recommended survey project includes data collection, analysis, and the development and presentation of a
report with recommendations for the City’s Department of Human Resources, Citizens Compensation Advisory Committee
(CCAC), and elected officials to consider. The survey will be conducted with a primary focus on cash compensation and rely
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
4
on the same caliber and methodology as surveys previously completed for the City's public safety and AFSCME-covered
employee groups (as completed by Mercer in early 2019 and 2020, respectively).
A-7: Sugar House SAA GF $60,000.00
Department: Economic Development Prepared By: Ben Kolendar
For Questions Please Include: Ben Kolendar
The City received a request from the Sugar House Community Council regarding the creation of an economic promotion
special assessment area (SAA) for the Sugar House for roughly west/east boundaries of 700 East to 1300 East and
north/south of Hollywood Avenue (possibly extending north on 1100 East to Ramona Avenue to include supporters in that
area) to I-80. The Department of Economic Development would run the Initial phases of the assessment and present
considerations to Council prior to formal action.
The funding request will provide consulting services for shape files, tax revenue estimates. The funding will also provide
bond counsel for the language in the draft notice of Intent to designate.
A-8: Sorenson Impact Center Social Investment GF $150,000.00
Department: Economic Development Prepared By: Ben Kolendar
For Questions Please Include: Ben Kolendar
The Administration would like to request $150,000 for the completion of Phase II of the Sorenson Social Impact
investment project.
A-9: Pulled Prior to Submission
A-10: Community Health Access Team (CHAT)
Personnel Transfer
GF $0.00
Department: Fire Development Prepared By: Clint Rasmussen
For Questions Please Include: Karl Lieb, Clint Rasmussen
CHAT (formerly known as the Community Healthcare Paramedic Team) was initially established in 2013, comprised of one
SLCFD paramedic. It quickly grew to include a SLCFD Captain and then another paramedic. The two Paramedics
responded as a team to patients that were identified by fire EMS crews as: (1) not meeting the criteria for emergency
service, or (2) not benefitting from the scope of training provided to fire department Paramedics and EMTs. The CHAT
initiative proposes transferring two (2) social workers and one (1) case manager (LCSW) from the Police Department to
increase the team’s scope and the ability of the team to address the overall needs of their patients particularly pertaining to
the challenges of mental health and homelessness.
This amendment would transfer three (3) PCNs from the Police Department to the Fire Department and adjust the staffing
document. The funding for these positions remains in Non-Departmental.
A-11: Rose Park Golf Course Water & Energy Efficiency
Grant (Matching Funds)
Golf $1,800,000.00
Department: Public Lands Prepared By: Bryce Lindeman
Dawn Valente
For Questions Please Include: Kristen Riker, Bryce Lindeman, Dawn Valente, Laura Briefer
The Administration is recommending recognizing $1.8 million in Golf revenue as matching funds for a potential grant. The
grant funds and cash match will be used for the installation of water conservation landscape irrigation measures for the
Rose Park Golf Course. The existing simple grid irrigation system will be replaced with a head-to-head system with high
efficiency nozzles that enable watering to match turf type. Turf removal will reduce square footage of high -water fairway
grass types and increase square footage of out of bounds rough areas re -seeded with low water grass types.
The project is a shared priority for the City's Department of Public Utilities and Department of Public Lands. Department
of Public Utilities is the project lead for the grant application. Any additional match committed at the time of application
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
5
that is over and above $1.8 million requested in this budget amendment will be in the form of the cash value of the
dedication of effort by existing full-time position(s) in the Department of Public Utilities and/or Department of Public
Lands to the project.
A-12: ARPA Funding -Public Safety and Homelessness
Outreach - Salary Restoration - Public Lands Park
Ranger program (see Item C-1, E-3 & E-4)
GF $1,064,368.00
GF $443,676.00
Fleet $195,720.00
Department: Mayor’s Office & Public Lands Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, Kristen Riker, John
Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increase in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city-wide responsibilities and
is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet the
following program success indicators:
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Ranger program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen employees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
uniforms, training and operational costs is $2,350,983. The amendment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and two light response vehicles. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be established through a capture of funding for salary restoration from the current fiscal year.
A-13: Pulled Prior to Submission
Section B: Grants for Existing Staff Resources
Section C: Grants for New Staff Resources
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
6
C-1: ARPA Funding – Public Safety and Homeless
Outreach – Public Lands Park Ranger program (See Item
A-12, E-3 & E-4)
Misc Grants $1,064,368.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increase in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city -wide responsibilities
and is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet t he
following program success indicators:
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
•
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Range r program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen employees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
uniforms, training and operational costs is $2,350,983. The amendment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and one light response vehicle. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be established through a capture of funding for salary restoration from the current and future fiscal years.
C-2: ARPA Funding – Housing & Homelessness– CCP
Rapid Intervention Team (See Item A-13 & E-5)
Misc Grants $164,750.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
In September 2020, Mayor Mendenhall launched the Community Commitment Program through the Homeless
Engagement and Response Team. The CCP prioritizes outreach to individuals experiencing homelessness while also
emphasizing the need to keep public spaces safe, clean, and accessible to all. The first phase of the CCP was a 12-week
enhanced neighborhood cleaning program based on neighborhood hot spots reported in CitySourced via the SLC Mobile
app. The second phase, which has transitioned into an ongoing partnership with Salt Lake County and over a dozen service
providers, focused on intensive encampment outreach of varying lengths of time depending on the size and other
characteristics of camps. After approximately 9 months of this sec ond phase, the City and our partners have been in a
maintenance stage, during which the City has fewer large encampments but is still attempting to handle the nearly 6,000
CitySourced reports over this past year. This figure is triple the number of complai nts reported in the app in years past.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
7
To more effectively and rapidly address these complaints from residents and businesses, the Mayor is proposing the
creation of a Rapid Intervention Team coordinated through HEART. The HEART coordinator (via a positi on that was
funded by the Council in the FY23 budget) will ensure that complaints are responded to with the appropriate level of
outreach through the SLCPD’s CCC or VOA, SLCPD officers to standby if necessary, as well as a City cleaning team working
with Advantage Services. By having a dedicated team to respond, Public Services and Waste & Recycling employees will not
be pulled away from their regular duties, as they are currently when the County Health Department requires camp
abatement support. The Public Services and Waste and Recycling employees will also be available to respond to illegal
dumping complaints throughout the City.
The program will add three FTE’s for the Rapid Intervention Team. These employees will be covered in part the first year.
Section D: Housekeeping
D-1: Economic Development Loan Fund Move Housing -$100,000.00
Housing $100,000.00
GF $100,000.00
Department: Economic Development Prepared By: Jolynn Walz / Randy Hillier
For Questions Please Include: Ben Kolendar, Loreno Riffo Jensen, Jolynn Walz, Randy Hillier
Under Budget Amendment #7 of FY 2021, $100,000 was appropriated to the Economic Development Loan Fund (EDLF)
within the Housing Fund (FC78) to provide funding for outdoor dining activities and events in the form o f forgivable loans.
The purpose of these loans is to assist restaurants and bars recover from the financial effects of the pandemic by offering
funding to expand outdoor dining.
After further examination of the EDLF guidelines, DED was unable to provide forgivable loans. DED has determined that a
traditional grant program is the best way to distribute these funds to businesses and is proposing the $100,000 be moved
to a separate account, allowing DED to administer the grant program.
D-2: Increase Grant Fund Misc Grants $0.00
Department: Finance Prepared By: John Vuyk
For Questions Please Include: Mary Beth Thompson, John Vuyk
The annual budget proposed funding from the American Recovery Plan Act (ARPA) for revenue replacement. During
budget adoption, the expense was adjusted based on updated grant guidelines. This increased the expense side of the grant
fund, but recognition of the revenue was not included. This request adjusts the revenue side to recognize the revenue side
of the transaction in the Grant Fund.
This proposal will bring the Fund into balance in accordance with Generally Accepted Accounting Principles.
D-3: Premium Holiday – Other Funds Refuse $0.00
Golf $0.00
Fleet $0.00
IMS $0.00
Department: Finance Prepared By: John Vuyk
For Questions Please Include: Mary Beth Thompson, John Vuyk
The Premium Holiday was submitted with the budget with the transfer from the Insurance Fund, but the transfer into
other funds was not included. This amendment is to balance the inter-fund transfers.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
8
D-4: GPS Housekeeping GF -$74,600.00
GF $74,600.00
Fleet $74,600.00
Department: Public Services Prepared By: Dawn Valente
For Questions Please Include: Mary Beth Thompson, John Vuyk, Dawn Valente
For FY22 there is an accounting change to put the GPS fees for vehicles in the Fleet budget. We missed the piece to move
the current budgets over to Fleet. Public Services has a budget of $39,203; Public Lands has a budget of $26,797; and CAN
has a budget $8,600 that we need to move to Fleet.
D-5: Signage FTE Correction GF $51,847.00
Department: Public Services Prepared By: Dawn Valente
For Questions Please Include: Lorna Vogt, Dawn Valente, John Vuyk
In the Mayor's Recommended Budget, an FTE for Signage for the Planning & Ecological Services Division was initially
approved, but later reduced . However, the funding was again inadvertently reduced at the Council level, thus doubling the
reduction. This housekeeping request is to replace the funding that was inadvertently cut from the Signage budget.
D-6: General Obligation Series 2021A Bonds CIP $23,400,000.00
Debt Service $200,000.00
Department: Finance Prepared By: Brandon Bagley / Marina Scott
For Questions Please Include: Brandon Bagley, Marina Scott, Mary Beth Thompson, John Vuyk
In November 2018, voters authorized the issuance of up to $87 million in general obligation bonds to fund street
construction. The General Obligation Bonds, Series 2021A will be issued in November 2021 as the third issuance of the
authorization. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure budget to
pay for construction of the street projects associated with the bonds. It also creates expenditure budget to pay the costs of
issuance for the bonds.
Bond proceeds will be allocated to five project cost centers in Fund 83 and one cost center in Fund 81 for the costs of
issuance associated with the bond. Two cost centers will receive $6,000,000 each for the 200 South Phase 1 & 2 (400 W to
900 E) projects. A third cost center will receive $6,800,000 for the 1100 East (900 S to Warnock Ave) project. The fourth
cost center will receive $1,600,000 for the 300 North (300 W to 1000 W) project. The fifth cost ce nter will receive
$3,000,000 for local streets. The proceeds to pay the costs of issuance associated with the bonds will be deposited to the
debt service cost center in Fund 81.
D-7: Sales Tax Refunding Revenue Bonds, Series 2021A Debt Service $10,665,000.00
Debt Service $10,400,000.00
Debt Service $4,900,000.00
Department: Finance Prepared By: Brandon Bagley / Marina Scott
For Questions Please Include: Brandon Bagley, Marina Scott, Mary Beth Thompson, John Vuyk
Sales and Excise Tax Revenue Bonds, Series 2012A, were issued in June 2012 for the purpose of replacing the North
Temple Viaduct and improving North Temple Boulevard.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
9
Sales and Excise Tax Revenue Bonds, Series 2013B, were issued in November 2013 for the purpose of financing a portion of
the costs of the Sugarhouse Streetcar and paying for the portion of various improvements to create a "greenway" within the
corridor.
The Series 2012A and 2013B bonds are being refunded with the Sales Tax Refunding Revenu e Bonds, Series 2021A. This
budget amendment will create the revenue budget for the receipt of bond proceeds and the expenditure budget to pay off
the old bonds and to pay the costs of issuance for the bonds. Two Local Building Authority bonds will also b e refunded by
the Series 2021A bonds. This budget amendment creates the budget for the transfer to the LBA to pay those off. A separate
budget amendment for the LBA is being submitted to create budget for the payoff of those bonds.
D-8: Budget Carry Forward GF $1,175,000.00
Department: Finance Prepared By: John Vuyk
For Questions Please Include: Mary Beth Thompson, John Vuyk, Teresa Beckstrand
In the General Fund there were a number of budgets that did not have encumbrances at the close of fiscal year 2021 the
Administration would request Council approval to roll budget for the projects into fiscal year 2022. The budgets requested
are listed below:
CC CC Name OC OC Description Amount
0900503 Demographer Contract 2329 Other Professional & Tech Serv $50,000.00
0900925 Financial Risk Assessment 2329 Other Professional & Tech Serv $100,000.00
0900930 Gentrification Mitigation Study 2329 Other Professional & Tech Serv $100,000.00
0900705 Washington DC Contract 2324 Special Consultant $75,000.00
0900513 NW Northpoint Plan Airport 2329 Other Professional & Tech Serv $50,000.00
0900508 Home to Transit Program 2590 Other Expenses $800,000.00
TOTAL $1,175,000.00
Section E: Grants Requiring No New Staff Resources
E-1: ARPA Funding – Water and Sewer Infrastructure
Projects Misc Grants $2,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Laura Briefer, Mary Beth Thompson, John
Vuyk
The Mayor proposes to set aside $2 million for required matching funding as we prepare to apply for State funds for water
and sewer infrastructure projects.
E-2: ARPA Funding – Housing & Homelessness –Winter
Shelter Support Misc Grants $1,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Mayor Mendenhall is proposing that the Council set aside approximately $1 million of the City’s Rescue Plan allocation for
emergency shelter needs. Such funds could be used to assist the shelter operator with operations costs or go toward other
expenses such as public safety or neighborhood mitigation.
Under the revised transmittal the Administration is recommending $400,000 for Public Safety, Police, needs associated
with homeless shelters. Two documents outlining the expenses are attached to the revised transmittal as backup
information.
E-3: ARPA Funding – Public Safety and Homeless
Outreach – Salary Restoration - Public Lands Park
Ranger program (See Item A-12, C-1 & E-4)
Misc Grants $443,677.00
Department: Mayor’s Office Prepared By: John Vuyk
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
10
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increase in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city -wide responsibilities
and is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet t he
following program success indicators:
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Ra nger program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen employees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
uniforms, training and operational costs is $2,350,983. The amend ment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and one light response vehicle. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be established through a capture of funding for salary restoration from the current fiscal year.
E-4: ARPA Funding – Public Safety and Homeless
Outreach – Public Lands Park Rangers (See Item A12, C-1
& E3)
Misc Grants $69,244.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
Over the past few years, Public Lands has experienced a dramatic increase of individuals experiencing homelessness using
the parks for overnight camping. This vulnerable population also attracts an increase in people who prey upon them and
impact other park users with drug use, drug sales, and other crime. Public Lands employees have found themselves in the
middle of this extremely complex community crisis, without training or resources to work in this new environment. Public
Lands relies on the SLCPD to enforce camping and anti-loitering ordinances, to assist in clearing areas so staff can
complete their duties, and to respond to calls for public safety in parks. However, SLCPD has city -wide responsibilities
and is not always available for non-urgent park safety needs.
SLC Public Lands is proposing a Park Ranger program to maximize public safety, protect park resources, and to provide
services and information to park visitors. Park rangers may serve as law enforcement officers, environmental experts,
interpreter of cultural and historical points of interest or a combination of the three. This proposal is intended to meet t he
following program success indicators:
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
11
Making people feel welcome and safe in our parks
Deterring inappropriate activity
Gaining voluntary compliance of park codes and rules
Reducing the number of annual vandalism incidents
Reducing annual costs to repair/replace damaged landscape & infrastructure
The Mayor is proposing to allocate $5.1 million toward a Public Lands Park Ranger program. Funding for the program will
be partially supported through the use of eligible salary restoration dollars. The program will help ensure park safety,
including homeless outreach in the parks.
The Program will include the addition of nineteen empl oyees in the Public Lands Department. The positions are two Park
Ranger Sergeants, sixteen Park Ranger Officers and one support person. The projected annual cost for personnel including
uniforms, training and operational costs is $2,350,983. The amendment proposes to add these positions on January 1 at a
cost of $1,175,491 for the current fiscal year.
The proposed funding will also support one-time costs to implement the program of $401,800, including the purchase of
three trucks and one light response vehicle. Funding for personnel and ongoing costs will be transferred to the General
Fund while funding for the vehicles will be transferred to Fleet.
This funding will be a direct charge to the ARPA grant..
E-5: ARPA Funding – Housing & Homelessness – CCP
Rapid Intervention Team (See Item A-13 & C-2) Misc Grants $160,500.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
In September 2020, Mayor Mendenhall launched the Community Commitment Program through the Homeless
Engagement and Response Team. The CCP prioritizes outreach to individuals experiencing homelessness while also
emphasizing the need to keep public spaces saf e, clean, and accessible to all. The first phase of the CCP was a 12-week
enhanced neighborhood cleaning program based on neighborhood hot spots reported in CitySourced via the SLC Mobile
app. The second phase, which has transitioned into an ongoing partne rship with Salt Lake County and over a dozen service
providers, focused on intensive encampment outreach of varying lengths of time depending on the size and other
characteristics of camps. After approximately 9 months of this second phase, the City and ou r partners have been in a
maintenance stage, during which the City has fewer large encampments but is still attempting to handle the nearly 6,000
CitySourced reports over this past year. This figure is triple the number of complaints reported in the app in years past.
To more effectively and rapidly address these complaints from residents and businesses, the Mayor is proposing the
creation of a Rapid Intervention Team coordinated through HEART. The HEART coordinator (via a position that was
funded by the Council in the FY23 budget) will ensure that complaints are responded to with the appropriate level of
outreach through the SLCPD’s CCC or VOA, SLCPD officers to standby if necessary, as well as a City cleaning team working
with Advantage Services. By having a dedicated team to respond, Public Services and Waste & Recycling employees will not
be pulled away from their regular duties, as they are currently when the County Health Department requires camp
abatement support. The Public Services and Waste and Recycling employees will also be available to respond to illegal
dumping complaints throughout the City.
The program will add three FTE’s for the Rapid Intervention Team. These employees will be covered in part the first year.
This funding will be established through a capture of funding for salary restoration from the current fiscal year.
E-6: ARPA Funding – Housing & Homelessness – CCP
Rapid Intervention Team (Police Support) Misc Grants $1,505,920.00
Department: Mayor’s Office Prepared By: John Vuyk
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
12
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk
The Administration is requesting $1,505,920 of funding, to provide funding for Clean Neighborhoods Teams for the Police
Department to provide staffing to support the homeless encampment cleanup and camp re -establishment stabilization as
requested by the Salt Lake County Health Department. Police of ficers working extra overtime shifts will provide security to
ensure the cleanups can proceed in an environment that will be safe for all involved. Staffing numbers will vary depending
on the size, number of cleanups and the location.
Activity # days Officers # hours Rate Amount Requested
Major Cleanups 14 40 10 $65 $364,000
Minor Cleanups* 122 24 6 $65 $1,141,920
And area stabilization
Total Requested $1,505,920
*previously utilized on-duty resources that are no longer available
E-7: Pulled Prior to Submission to allow for the completion of
phase 2 of the Social Impact Investment
In Budget Amendment 4, Mayor Mendenhall proposes to allocate $150,000 in General Fund money to complete Phase 2 of
this study (Item A-9). Mayor Mendenhall further proposes that the City Council hold approximately $10 million of the
City’s Rescue Plan appropriation until the completion of Phase 2, when the City and Sorenson Impact Center have fully
completed a recommendation on the financial structure of the investment, including but not limited to the contributions of
private investors and the long-term financial viability of these programs. Because Rescue Plan funds need not be spent
until the end of 2024, Mayor respectfully requests that the Council leave a portion of the City’s funds un -allocated until the
completion of Phase 2, which is anticipated to t ake 6-9 months, at which point the Administration and Council can make
an informed decision on seed funding for this initiative. During this time, the Administration will also be working with
potential investment partners with the ultimate goal of funding a $100 million social impact project on the two
interventions Sorenson has identified as the most impactful to the long -term economic health of City residents.
E-8: ARPA Funding – CCP HEART Rapid Intervention Team Misc Grants $57,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Mary Beth Thompson, John Vuyk, Michelle
Hoon
To more effectively and rapidly address these complaints from residents and businesses, the Mayor is proposing the
creation of a Rapid Intervention Team coordinated through HEART. The HEART coordinator (via a position that was
funded by the Council in the FY23 budget) will ensure that complaints are responded t o with the appropriate level of
outreach through the SLCPD’s CCC or VOA, SLCPD officers to standby if necessary, as well as a City cleaning team working
with Advantage Services. By having a dedicated team to respond, Public Services and Waste & Recycling e mployees will not
be pulled away from their regular duties, as they are currently when the County Health Department requires camp
abatement support. The Public Services and Waste and Recycling employees will also be available to respond to illegal
dumping complaints throughout the City.
Work will be coordinated with Advantage Services. The program will be monitored for the first six months to evaluate the
effectiveness of the service.
E-9: ARPA Funding – Westside Community Initiative Misc Grants $4,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Ben Kolendar, Danny Walz, Mary Beth
Thompson, John Vuyk
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
13
As a function of utilizing the tax differential collected by the Inland Port Authority and allocated to the RDA for affordabl e
housing, the RDA Board has endorsed the creation of an Urban Land Fund in order to develop and secure perpetual
housing affordability on the City’s west side. Under the direction of the RDA, the fund would look to maximize
opportunities for affordability in both rental housing and home ownership as well as limited commercial uses
within mixed use developments. RDA staff is currently working on potential options for the structure of the land fund. This
process includes the evaluation of opportunities for community wealth building and cooperative housing models within a
perpetual housing fund. The allocation of this funding source is i ntended to offset the impacts on the west side from the
Inland Port development. The opportunity of this program is to strengthen the community by providing a mechanism to
help reverse the historical impacts of disinvestment and inequality on the residents in this area of the City. Mayor
Mendenhall proposes the allocation of $4 million in seed funds for implementing the policy proposals that emerge from
the current study, including the following goals:
Develop Land with a Long-Term Approach to Continuously Serve a Community-Defined Purpose
WCI will take a long-term approach to land development and community building so that the RDA may retain the
fee ownership to and a reversionary interest in the property. By ground leasing to development partners, the RD A
will provide an opportunity to receive revenue generation to serve other public benefits.
Create Opportunities for Revenue Generation while Balancing the Implementation of Public
Benefits
WCI will strive to balance the development of property with the incorporation of public benefits. Benefits such as
affordable housing and below-market commercial space which generate limited or no cash flow would potentially
be subsidized with land uses that generate positive cash flow. Revenue generated by projects and received by the
RDA will then be reinvested back into the WCI with the goal of furthering shared prosperity.
Assist the Westside in Mitigating Gentrification and Displacement
WCI will acquire land with the goal of holding it for the community in perpetuity, thereby removing land from the
speculative market so that it serves low and moderate-income residents in perpetuity. Housing will remain
affordable even as neighborhood change occurs and gentrification pressures mount, which protects families from
displacement.
Give Lower Income Households the Opportunity to Build Wealth Through Ownership
WCI will create opportunities for families to buy homes at affordable prices by focusing on a sh ared-equity model.
A shared equity model offers an alternative form of ownership that provides benefits traditional markets cannot,
such as long-term housing affordability and the ability for low and moderate -income families to build
equity. When families decide to sell, they will receive their portion of the appreciation but the RDA remains as the
land owner and is in the position to continue to sell the home at a below-market price, making it affordable to
another family of limited means. Keeping the home affordable, from family to family, will benefit future
generations by acting as a steppingstone for low-income families to go from renting to building wealth.
Engage Community Members in Development Decisions
The RDA will involve the community in the planning and goals regarding long term land use and housing
development. This can translate into residents actively involved in creating positive change within their
communities and projects that reflect the value of its residents. The result will be projects that incorporate a
shared mission and vision with the community.
Leverage Resources for Other Neighborhood Development Purposes
Revenues acquired through ground leases or partnerships could contribute to other purposes, including
subsidizing deeply affordable housing, below-market commercial space, infrastructure, public art, etc.
Collaborate with Other Partners to Broaden the Pool of Funding and Expertise
The RDA would actively work to acquire outside funding sources and professional resour ces by bringing together
financial institutions, the private sector, nonprofits, public officials, other government agencies, researchers, and
practitioners to collaborate on community and economic development activities.
Carry Out Efforts with a “Collective Impact” Approach
The RDA will continuously evaluate how projects work together to address common goals through a “collective
impact” approach that produces measurable results. These measurable results will be tracked and reported on to
promote data-driven and outcome-based decisions.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
14
E-10: ARPA Funding – Community Grants Misc Grants $4,000,000.00
Department: Mayor’s Office Prepared By: John Vuyk
For Questions Please Include: Rachel Otto, Lisa Shaffer, Ben Kolendar, Blake Thomas, Mary Beth
Thompson, John Vuyk
Community grants
Mayor Mendenhall proposes an allocation of $ 4 million toward community grants. These grants will give community
organizations and local businesses the opportunity to propose to the City what COVID -related problems they are trying to
solve City staff and volunteers from relevant City boards and commissions would select grantees at the conclusion of an
open solicitation process. The Administration proposes to split these grant funds into two categories, with half of the
allocation going to Economic Development and half to Community and Neighborhoods. These departments will scope the
challenge facing residents and businesses, and launch two solicitations seeking proposals on the COVID -related problem
that the applicant desires to address under the following broad categories:
o CAN grants -- Nonprofit support (to be further refined by CAN): This could include programs like
retraining of displaced workers, nonprofit legal services for eviction assistance, expanded educational
opportunities, resources to mitigate the digital divide, access to healthcare for underserved populations,
mental health assistance, etc.
o DED grants -- Business assistance (to be further refined by DED): This could include grants for
businesses not included in other government programs during the pandemic, especially small and local
businesses, and support for artist/artisan businesses.
Section F: Donations
Section G: Consent Agenda
Consent Agenda #2
G-1: Police Department Asset Forfeiture Grant Misc. Grants $1,500.00
Department: Police Department Prepared By: Jordan Smith / Melyn Osmond
For Questions Please Include: Melyn Osmond, Jordan Smith, Shellie Dietrich
The Salt Lake City Police Department applied for and received a $1,500 grant award from the State of Utah, Commission
on Criminal and Juvenile Justice (CCJJ), under the State Asset Forfeiture Grant (SAFG) program. The SAFG program
funds crime prevention and law enforcement activities within specific guidelines. CCJJ de veloped the SAFG program as a
means of evaluating and distributing state forfeiture funds.
The funds will be used for confidential informant funds to enhance investigations in narcotics -related cases.
A public hearing was held 9/7/21 for this grant application.
G-2: Utah Department of Health - Bureau of Emergency Medical
Services (EMS)grant, FY22 Per Capita Allocation Misc. Grants $10,250.00
Department: Emergency Management Prepared By: Brittany Blair/ Melyn Osmond
For Questions Please Include: Melyn Osmond, Clint Rasmussen, Brittany Blair
The Fire Department applied for and was awarded $10,250 of grant funding from the Utah Department of Health, Bureau
of Emergency Medical Services. This funding will be used towards the purchase of a 12 -Lead Cardiac Monitor and medical
supplies relating to the provision of Emergency Medical Services as funding permits.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
15
A Public Hearing was held on 2/16/21 for the grant applications on this award.
G-3: State of Utah, CCJJ (Commission on Criminal and Juvenile
Justice), Jurisdictions with Halfway Houses and Parole Violator
Centers Grant, Law Enforcement Services Account (LESA)
Misc. Grants $295,571.00
Department: Police Department Prepared By: Jordan Smith / Melyn Osmond
For Questions Please Include: Melyn Osmond, Clint Rasmussen, Brittany Blair
The Police Department has applied for and been awarded a $295,570 grant from the State of Utah, Commission on
Criminal and Juvenile Justice, in support of the Jurisdictions with Halfway Houses and Parole Violator Centers grant.
This grant provides funding for law enforcement agencies that provide services directly to areas with halfway houses or
parole violator centers, or both. The Police Department will use these funds for law enforcement overtime related to
reducing criminal activity including targeted enforcement operations, increased patrol response, and responding to mental
health calls for service. The Department will also utilize funds for case transcription services, six overt camera units and
maintenance/repairs/supplies for units in the Department's camera program.
A public hearing was held 9/7/21 for this grant application.
G-4: Utah State Office for Victims of Crime, 2021-2023 VOCA Victims
of Crime Act Grant Misc. Grants $364,162.48
Department: Police Department Prepared By: Wendy Isom/ Melyn Osmond
For Questions Please Include: Melyn Osmond, Wendy Isom, Jordan Smith, Shellie Dietrich
The Police Department applied for and received a $364,162.48 grant from the State of Utah, Office for Victims of Crime
under the Victims of Crime Act (VOCA) program, to be used for the continuation of the Victim Advocate Program. These
funds will be used to pay for salary and fringe for 4 existing full-time Victim Advocate positions and all of the part-time
Victim Advocate positions. This grant also covers the costs for Rita, the program's facility dog. Additionally, there are
supplies for the program, emergency funds for assisting victims, and training for Advocate staff.
No match is required by the funding agency.
VOCA funds cover local and national conferences and trainings needed to meet statutory training requirements for the
Victim Advocates. It also provides and emergency fund that can be used when no other victim funding options are available
- these funds can be used for food, clothing, shelter, transportation and 911 phones for victims of violent crime.
Additionally, it provides for supplies such as Victim Advocate brochures, Traumatic Death Handbooks, cell phone costs,
etc.
A $109,938.89 match is required which will be satisfied by the salary and benefits of City funded Victim Advocates and the
Program Coordinator. In-kind matching funds are provided by the student interns/volunteers that participate in the
Victim Advocate Program.
A Public Hearing was held 9/7/21 on this grant application.
G-5: Department of Workforce Services, Housing & Community
Development Division, FY22 Homeless Shelter Cities Mitigation
Grant Program
Misc. Grants $370,735.00
Department: Community and Neighborhoods Prepared By: Michelle Hoon / Melyn Osmond
For Questions Please Include: Melyn Osmond, Michelle Hoon, Brent Beck
The Community and Neighborhoods Dept. applied for and received State Department of Workforce Services funding of
$370,735 to continue efforts to encourage businesses, residents, Homeless Resource Center (HRC) operators and guests to
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
16
participate in constructive community engagement opportunities and encourage service-based interventions in order to
successfully integrate the HRCs into the fabric of their host neighborhoods and ensure the safety of those
neighborhoods.
The SLC Mitigation team currently consists of a SLC Community Engagement Coordinator, VOA Business and Community
Liaison, and VOA Outreach Case Manager. This application requests to continue the current team and expand the team to
include an additional VOA Business and Community Liaison, additional VOA Outreach Case Manager, and a VOA
Outreach Peer Support Specialist, and three new positions as part of the City's existing Downtown Ambassador program -
tailored to the areas surrounding the HRCs (King, Miller, and Youth).
A Public Hearing will be scheduled for the application on this grant.
G-6: Utah State Department of Public Safety - 2021 Emergency
Management Performance Grant (EMPG) Misc. Grants $42,500.00
Department: Emergency Management Services Prepared By: Audrey Pierce / Melyn Osmond
For Questions Please Include: Melyn Osmond, Audrey Pierce, Clint Rasmussen
The Emergency Management Services Division received a $42,500 FY2021 EMPG grant from the State of Utah,
Department of Public Safety. This grant is awarded on an annual basis to jurisdictions to help offset costs of planning and
updating emergency preparedness plans, conduct emergency preparedness exercises and produce materials and other
media for public educational outreach and training pertaining to emergency preparedn ess.
SLC's population increases from 180,000 to an estimated 310,000 each workday. Should a disaster occur during the
workday, employees become a part of the SLC emergency response, but are not trained to assist themselves or others.
These funds will offset costs in providing National Incident Management System (NIMS) training to SLC staff with
emergency response responsibilities during a disaster or other significant event. The funds will be used to fund community
preparedness activities, purchase training materials, supplies and equipment including books, brochures, handouts, etc.
The grant requires a 50% match which will be satisfied with the Community Preparedness Coordinator's time and
budgeted for within Emergency Managements general fund.
A public hearing will be held for this grant application.
G-7: Cities of Service, Johns Hopkins, Justice for the Jordan Grant,
Love Your Block Misc. Grants $100,000.00
Department: Office of the Mayor Prepared By: Hailey Leek / Melyn Osmond
For Questions Please Include: Melyn Osmond, Hailey Leek
The office of the Mayor applied for and received $100,000 in grant funding for the Justice for the Jordan, Love your Block
grant.
The grant provides:
1. $60,000 to hire a Love your Block Fellow for 2 years.
2. $40,000 to distribute to the community as mini grants
3. The City is also required to engage 2 AmeriCorps VISTA volunteers, one each year of the grant.
4. The City also receives technical assistance from Cities of Service
The Cities of Service Love Your Block program connects mayor’s offices with community residents to revitalize their
neighborhoods one block at a time. Typically, cities implementing Love Your Block invite community groups to identify
priority projects and award mini-grants to support volunteer-fueled solutions that the community can implement. The City
identifies a problem and then engages with volunteers within the neighborhoods of focus and engages them early in the
project design phase as well as implementation and evaluation. The City i dentified the neighborhoods adjacent to the
Jordan River in Glendale (census tract 1026, 1027.01, & 1028.01) as the target area.
A public hearing will be held for this grant application.
Salt Lake City FY 2021-22 Budget Amendment #4
Initiative Number/Name Fund Amount
17
G-8: Utah State Office for Victims of Crime, Violence Against Women
Act, Domestic Violence Victim Advocate Misc. Grants $101,039.00
Department: Attorney’s Office Prepared By: Scott Fisher / Melyn Osmond
For Questions Please Include: Melyn Osmond, Katherine Lewis, Scott Fisher
The City Prosecutors office applied for and received a $101,039 grant from the State of Utah, Office for Victims of Crime
under the Victims of Crime Act (VOCA) program, to be used for the Violence Against Women’s Act to fund Salt Lake City
Prosecutor Domestic Violence Victim Advocate.
The Prosecutor’s Office is requesting a Victim Advocate to assist and support victims of domestic violence as their cases
move to the prosecution and adjudication phases. The services include information, education and advocacy through the
case and prosecution, assistance with victim impact statements, support and accompaniment to court and meetings with
investigators and prosecutors. The Victim Advocate assist in post release safety planning, preparation for court
appearances, and jail release agreements.
Until this year, Salt Lake County District Attorney Victim Services has provided this support for victims whose cases are
adjudicate in Salt Lake City Justice Court. Funding cutbacks required the county to reassign the advocates to County
prosecutions. Salt Lake City is applying for this new city position to fill the gap in services.
The match is $12,630 each fiscal year, for a total of $25,260 for the two-year performance period of the
grant. The match is met with cash available in the Office of the Attorney’s budget.
A Public Hearing was held 6/15/21 on this grant application
Section I: Council Added Items
Impact Fees ‐ Summary Confidential
Data pulled 10/29/2021
Unallocated Budget Amounts: by Major Area
Area Cost Center UnAllocated
Cash Notes:
Impact fee - Police 8484001 415,503$ A
Impact fee - Fire 8484002 1,487,183$ B
Impact fee - Parks 8484003 8,948,216$ C
Impact fee - Streets 8484005 6,101,644$ D
16,952,545$
Expiring Amounts: by Major Area, by Month
202007 (Jul2020)2021Q1 -$ -$ -$ -$ -$
202008 (Aug2020)2021Q1 -$ -$ -$ -$ -$
202009 (Sep2020)2021Q1 -$ -$ -$ -$ -$
202010 (Oct2020)2021Q2 -$ -$ -$ -$ -$
202011 (Nov2020)2021Q2 -$ -$ -$ -$ -$
202012 (Dec2020)2021Q2 -$ -$ -$ -$ -$
202101 (Jan2021)2021Q3 -$ -$ -$ -$ -$
202102 (Feb2021)2021Q3 -$ -$ -$ -$ -$
202103 (Mar2021)2021Q3 -$ -$ -$ -$ -$
202104 (Apr2021)2021Q4 -$ -$ -$ -$ -$
202105 (May2021)2021Q4 -$ -$ -$ -$ -$
202106 (Jun2021)2021Q4 -$ -$ -$ -$ -$
202107 (Jul2021)2022Q1 (0)$ -$ -$ -$ (0)$
202108 (Aug2021)2022Q1 -$ -$ -$ -$ -$
202109 (Sep2021)2022Q1 -$ -$ -$ -$ -$ Current Month
202110 (Oct2021)2022Q2 -$ -$ -$ -$ -$
202111 (Nov2021)2022Q2 -$ -$ -$ -$ -$
202112 (Dec2021)2022Q2 -$ -$ -$ -$ -$
202201 (Jan2022)2022Q3 -$ -$ -$ -$ -$
202202 (Feb2022)2022Q3 -$ -$ -$ -$ -$
202203 (Mar2022)2022Q3 -$ -$ -$ -$ -$
202204 (Apr2022)2022Q4 -$ -$ -$ -$ -$
202205 (May2022)2022Q4 -$ -$ -$ -$ -$
202206 (Jun2022)2022Q4 -$ -$ -$ -$ -$
202207 (Jul2022)2023Q1 -$ -$ -$ -$ -$
202208 (Aug2022)2023Q1 -$ -$ -$ -$ -$
202209 (Sep2022)2023Q1 -$ -$ -$ -$ -$
202210 (Oct2022)2023Q2 -$ -$ -$ -$ -$
202211 (Nov2022)2023Q2 -$ -$ -$ -$ -$
202212 (Dec2022)2023Q2 -$ -$ -$ -$ -$
202301 (Jan2023)2023Q3 -$ -$ -$ -$ -$
202302 (Feb2023)2023Q3 -$ -$ -$ -$ -$
202303 (Mar2023)2023Q3 -$ -$ -$ -$ -$
202304 (Apr2023)2023Q4 -$ -$ -$ -$ -$
202305 (May2023)2023Q4 -$ -$ -$ -$ -$
202306 (Jun2023)2023Q4 -$ -$ -$ -$ -$
Total, Currently Expiring through June 2021 0$ -$ -$ -$ 0$ FY 2023Calendar
Month
Fiscal Year 2021FY 2022Fiscal
Quarter
E = A + B + C + D
Police Fire Parks Streets
Total
Impact Fees Confidential
Data pulled 10/29/2021 AAA BBB CCC DDD = AAA - BBB - CCC
Police
Allocation Budget
Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Police Allocation
Budget Amended
Sum of Police Allocation
Encumbrances Sum of Police Allocation YTD Expenditures
Sum of Police Allocation
Remaining Appropriation
Public Safety Building Replcmn 8405005 14,068$ 14,068$ -$ 0$
Police Impact Fee Refunds 8421102 338,448$ -$ 60,722$ 277,727$
Sugarhouse Police Precinct 8417016 10,331$ 10,331$ -$ -$
Police Refunds 8418013 -$ -$ (3,588)$ 3,588$
PolicePrecinctLandAquisition 8419011 239,836$ 239,836$ -$ -$
Eastside Precint 8419201 21,639$ 21,639$ -$ -$
Police'sConsultant'sContract 8419205 3,565$ -$ 3,565$ -$
ReimbExcessPoliceCapacity IF 8422800 1,898,497$ -$ 1,898,497$ -$ A
Grand Total 2,526,385$ 285,875$ 1,959,195$ 281,315$
Fire
Allocation Budget
Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Study for Fire House #3 8413001 15,700$ -$ -$ 15,700$
Fire Station #3 8415002 1,568$ -$ -$ 1,568$
Fire Station #3 8416009 565$ 96$ -$ 469$
Fire Station #14 8415001 6,083$ 6,083$ -$ -$
Fire Station #14 8416006 44,612$ -$ -$ 44,612$
Fire refunds 8416007 82,831$ -$ -$ 82,831$
Fire'sConsultant'sContract 8419202 4,941$ 3,021$ 1,862$ 58$
FY20 FireTrainingFac. 8420431 56,031$ -$ -$ 56,031$ B
Grand Total 212,331$ 9,200$ 1,862$ 201,268$
Parks
Allocation Budget
Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
9line park 8416005 21,958$ 19,702$ -$ 2,256$
Park refunds 8416008 11,796$ -$ -$ 11,796$
Parks and Public Lands Compreh 8417008 7,500$ -$ -$ 7,500$
Marmalade Park Block Phase II 8417011 1,094,430$ 9,402$ 24,821$ 1,060,208$
Parley's Trail Design & Constr 8417012 327,678$ -$ -$ 327,678$
Rosewood Dog Park 8417013 1,110$ -$ -$ 1,110$ C
Redwood Meadows Park Dev 8417014 9,350$ -$ -$ 9,350$
Jordan R Trail Land Acquisitn 8417017 2,946$ -$ -$ 2,946$
Jordan R 3 Creeks Confluence 8417018 1,570$ -$ -$ 1,570$
Cwide Dog Lease Imp 8418002 23,530$ 23,000$ -$ 530$
Fairmont Park Lighting Impr 8418004 49,752$ 6,000$ 37,597$ 6,155$
Bridge to Backman 8418005 290,276$ 10,285$ 4,515$ 275,475$
ImperialParkShadeAcct'g 8419103 10,830$ -$ -$ 10,830$
Park'sConsultant'sContract 8419204 4,857$ 2,596$ 2,219$ 42$
Fisher Carriage House 8420130 1,098,764$ 1,038,968$ 59,796$ -$
Warm Springs Off Leash 8420132 20,411$ -$ 20,411$ -$
Jordan Prk Event Grounds 8420134 431,000$ -$ -$ 431,000$
9Line Orchard 8420136 195,045$ 32,650$ -$ 162,395$
Rich Prk Comm Garden 8420138 12,795$ 4,328$ -$ 8,467$
JR Boat Ram 8420144 15,561$ 6,378$ -$ 9,183$
Wasatch Hollow Improvements 8420142 489,688$ 64,333$ -$ 425,355$
Pioneer Park 8419150 3,343,904$ 169,077$ 59,946$ 3,114,882$
UTGov Ph2 Foothill Trails 8420420 135,084$ 21,169$ 1,355$ 112,560$
Cnty #1 Match 3 Creek Confluen 8420424 388,477$ 92,174$ 30,958$ 265,346$
Cnty #2 Match 3 Creek Confluen 8420426 88$ -$ 88$ -$
FY20 Bridge to Backman 8420430 722,920$ 571,809$ 3,343$ 147,769$
IF Prop Acquisition 3 Creeks 8420406 58,014$ 1,905$ -$ 56,109$
Fisher House Exploration Ctr 8421401 523,889$ 287,290$ 8,852$ 227,746$
Waterpark Redevelopment Plan 8421402 224,247$ 173,467$ 34,134$ 16,646$
Trailhead Prop Acquisition 8421403 275,000$ -$ -$ 275,000$
Parks Impact Fee Refunds 8418015 101,381$ -$ -$ 101,381$
Three Creeks West Bank NewPark 8422403 150,736$ -$ -$ 150,736$
GlendaleWtrprk MstrPln&Rehab 8422406 3,200,000$ -$ -$ 3,200,000$
Green loop 200 E Design 8422408 610,000$ -$ -$ 610,000$
Historic Renovation AllenParK 8422410 420,000$ -$ -$ 420,000$
SLCFoothillsTrailheadDevelpmnt 8422412 1,304,682$ -$ -$ 1,304,682$
SLC Foothills Land Acquisition 8422413 425,000$ -$ -$ 425,000$
Jordan Park Pedestrian Pathway 8422414 510,000$ -$ -$ 510,000$
RAC Playground with ShadeSails 8422415 180,032$ -$ -$ 180,032$
Grand Total 16,694,447$ 2,534,534$ 288,033$ 13,871,881$
Streets
Allocation Budget
Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Gladiola Street 8406001 16,109$ 13,865$ -$ 2,244$
500/700 S Street Reconstructio 8412001 32,718$ 16,691$ 16,027$ -$
Indiana Ave/900 S Rehab Design 8412002 124,593$ -$ -$ 124,593$
700 South Reconstruction 8415004 2,449$ -$ 2,449$ -$
1300 S Bicycle Bypass (pedestr 8416004 42,833$ -$ -$ 42,833$
Transportation Safety Improvem 8417007 1,444$ -$ -$ 1,444$
500 to 700 S 8418016 96,637$ 22,744$ 73,893$ -$
9 Line Central Ninth 8418011 152,500$ 139,280$ 13,220$ -$ D
Bikeway Urban Trails 8418003 200,000$ -$ 12,484$ 187,516$
Complete Street Enhancements 8420120 35,392$ -$ -$ 35,392$
Trans Safety Improvements 8419007 95,653$ 44,088$ 50,864$ 700$
Trans Master Plan 8419006 13,000$ 13,000$ -$ -$
Street'sConsultant'sContract 8419203 29,817$ 17,442$ -$ 12,374$
Traffic Signal Upgrades 8419008 221,688$ 10,244$ 7,033$ 204,411$
Traffic Signal Upgrades 8420105 300,000$ 300,000$ -$ -$
Traffic Signal Upgrades 8421501 875,000$ -$ -$ 875,000$
Transp Safety Improvements 8420110 58,780$ 20,697$ -$ 38,083$
Street Improve Reconstruc 20 8420125 2,250,220$ 290,460$ 1,216,451$ 743,309$
TransportationSafetyImprov IF 8421500 302,053$ -$ -$ 302,053$
IF Complete Street Enhancement 8421502 625,000$ -$ -$ 625,000$
200S TransitCmpltStrtSuppl IF 8422602 37,422$ -$ -$ 37,422$
900 South 9Line RR Cross IF 8422604 28,000$ -$ -$ 28,000$
Local Link Construction IF 8422606 50,000$ -$ -$ 50,000$
Corridor Transformations IF 8422608 25,398$ -$ -$ 25,398$
400 South Viaduct Trail IF 8422611 90,000$ -$ -$ 90,000$
Neighborhood Byways IF 8422614 104,500$ -$ -$ 104,500$
900 S Signal Improvements IF 8422615 70,000$ -$ -$ 70,000$
Urban Trails FY22 IF 8422619 6,500$ -$ -$ 6,500$
Transportatn Safety Imprvmt IF 8422620 44,400$ -$ -$ 44,400$
1700S Corridor Transfrmtn IF 8422622 35,300$ -$ -$ 35,300$
Grand Total 5,967,404$ 888,511$ 1,392,421$ 3,686,472$
Total 25,400,567$ 3,718,120$ 3,641,511$ 18,040,936$
E = A + B + C + D
TRUE TRUE TRUE TRUE
8,948,216$
6,101,644$
16,952,545$
8484002
8484003
8484005
415,503$
$1,487,183
8484001
UnAllocated
Budget
Amount
FY2021 FY2022 FY2023 FY2024 TOTAL
Taking Care of the City:
Revenue Loss (Based on Calendar Year Calculations)11,432,646$ 34,372,399$ -$ 45,805,045$ 1
Salary: Bonus 1,193,000$ 1,193,000$
Salary: Police Retention and Recruitment 7,798,233$ 7,798,233$
Council Adopted ARP Allocation
- Special Projects Assistant for Community Commitment Program (CAN)93,829$ 93,829$
- Youth & Family Community and Program Manager (from BA#2) (CAN)90,633$ 90,633$
- Youth & Family COVID Programming Continuation (CAN)711,350$ 711,350$
- Economic Development Strategic Plan (Economic Development)50,000$ 50,000$
- Economic Development Staff (Economic Development)290,000$ 290,000$
- Grant Administrator (Finance)101,020$ 101,020$
- Grant Manager (Finance)95,000$ 95,000$
- Apprenticeship Program (All Departments)1,000,000$ 1,000,000$
- MRT Expansion [6 Months] (Fire)136,762$ 136,762$
- MRT Expansion [One-Time $46,700] (Fire)46,700$ 46,700$
Water and Sewer Infrastructure 2,000,000$ 2,000,000$
Council Added BA2 - Annex Building Renovation for Odyssey House 500,000$ 500,000$
Homelessness and Public Safety: the City's Greatest Current Need
Clean Neighborhoods teams 1,505,920$ 1,505,920$
Public Lands Park Rangers (from Salary Restoration)1,508,044$ 1,545,746$ 792,195$ 3,845,985$ 2
Public Lands Park Rangers (One-time directly from ARPA funding)69,247$
CCP clean-up 325,250$ 329,500$ 164,750$ 819,500$
HEART 57,000$ 290,000$ 290,000$ 637,000$
Advantage Services Contract -$
Emergency Shelter Set Aside 1,000,000$ 1,000,000$
Building Community Resilience
Social Impact Investment 10,000,000$ 10,000,000$ 3
Urban Land Fund 4,000,000$ 4,000,000$
Community Grants
Community Grants 4,000,000$ 4,000,000$
TOTAL 1,193,000$ 36,811,634$ 46,537,645$ 1,246,945$ 85,719,977$
Amount of Distibution 85,411,572$
Salt Lake City
ARPA Budgeted Funding
FY2021 FY2022 FY2023 FY2024 TOTAL
Salt Lake City
ARPA Budgeted Funding
Items listed in Blue are new proposals.
1 Projected Amount. This funding is not allocated to projects, creates flexible spending dollars.
Revenue Loss Dollars can potentially cover all or a portion of these expenses in FY2023 and FY2024
Police Retention and Recruitment (Salary Enhancements)7,993,189$ 4,096,509$ 12,089,698$
Special Projects Assistant for Community Commitment Program (CAN)96,175$ 49,290$ 145,464$
Youth & Family Community and Program Manager (from BA#2) (CAN)92,899$ 47,611$ 140,509$
Youth & Family COVID Programming Continuation (CAN)729,134$ 373,681$ 1,102,815$
Economic Development Strategic Plan (Economic Development)51,250$ 26,266$ 77,516$
Economic Development Staff (Economic Development)297,250$ 152,341$ 449,591$
Grant Administrator (Finance)103,546$ 53,067$ 156,613$
Grant Manager (Finance)97,375$ 49,905$ 147,280$
Apprenticeship Program (All Departments)1,025,000$ 525,313$ 1,550,313$
MRT Expansion [6 Months] (Fire)140,181$ 71,843$ 212,024$
Park Ranger Program 805,237$ 383,297$ 1,188,534$
Fiscal Year 2022 One-Time Revenues
ARPA Revenue Loss 11,432,646$ 11,432,646$
One Time Use of General Fund Balance 15,335,334$ 15,335,334$
One Time Use of General Fund Balance (FOF)2,129,483$ 2,129,483$
46,157,818$
2 Park Ranger Program
Annual Costs 1,175,491$ 2,350,983$ 1,175,492$
One-Time Costs 401,800$
TOTAL 1,577,291$ 2,350,983$ 1,175,492$
Available Salary Restoration Funding 1,508,044$ 1,545,746$ 792,195$
Difference (Another Funding Source is needed, possibly revenue loss)(805,237)$ (383,297)$
3 Social Impact Investment
Focus will be on two specific interventions -- early childhood education and workforce training -- that will increase residents’ access to opportunity and
economic mobility.
Request to hold allocation of approximately $10 mil until the completion of Phase 2. Can be adjusted based on actual spending.
1
Weisberg, Brent
From:Brown, Mike
Sent:Wednesday, December 1, 2021 03:56 PM
To:'rruso@ch.utah.gov'; 'j.eining@draper.ut.us'; Troy D. Carr; 'cburnett@murray.utah.gov';
'dhutson@rivertonpd.org'; 'gseverso@sandy.ut.gov'; 'Jeff Carr';
'dcarruth@southsaltlakecity.com'; 'btcottam@taylorsvilleut.gov'; 'fross@rideuta.com';
Ken Wallentine; 'colleen.jacobs@wvc-ut.gov'; Sheriff Rosie Rivera; 'dcarruth@sslc.com';
'ken.wallentine@westjordan.utah.gov'
Cc:Brown, Mike; VanDongen, Lance; Zayas, Yvette; Weisberg, Brent; Ewell, Lamar; Purvis,
Brian
Subject:Winter Shelter Outside Agencies
Chiefs and Sheriff:
As you may know, after many months of effort to find a location for a temporary winter emergency homeless
shelter, the Salt Lake Valley Coalition to End Homelessness has requested the use of a motel within Salt Lake
City for winter overflow shelter. The intent of this facility is to allow access to indoor beds through this winter
to adults in the county experiencing homelessness. Salt Lake City has agreed to allow this use. However, the
city needs support to ensure the safety and security of those accessing shelter, as well as for the surrounding
neighborhood.
I understand that all of our departments are experiencing staffing shortages. SLCPD is not immune to this
reality as well. Hosting this county-wide service requires all of us to share some level of responsibility for its
support to allow all to benefit from the services. Below is a proposed plan and a request of each of you, as our
partner agencies, to assist in making this winter service available as soon as possible.
SLCPD will contribute four officers and a supervisor. The city would be responsible for coordinating the
schedule.
Our ask is that at least three other agencies, or a combination of agencies, contribute four officers (on
overtime) to fill the four, five-hour shifts each day.
The hourly rate is $80 with $15 going back to the agency for vehicle, fuel, and maintenance
reimbursement.
The remaining $65 is paid in overtime to the officer.
Shifts will be scheduled starting as soon as the program can open in December and will last until the
end of the winter program in April.
As this is both a county and state involved program, Unified PD and the State Department of Public Safety
have been contacted and invited to provide support as well.
Please review this draft and let me know how your department will be able to contribute to this multi-
jurisdictional approach.
I will be reaching out to all of you by phone in the very near future to have additional conversations.
2
Thank you,
Mike
MIKE BROWN
Chief of Police
Salt Lake City Police Department
801.799.3801 | mike.brown@slcgov.com
www.slcpd.com | @slcpdPAGE 1
UTAH EMERGENCY WINTER HOUSING SHELTER
dATE RANGE FOR OPERATION: DECEMBER 15, 2021 - APRIL 15, 2022 (120 d AYS)
www.slcpd.com | @slcpd
LAW ENFORCEMENT BUDGET AND STAFFING
4 OFFICERS A DAY 5 HOUR SHIFTS $80 AN HOUR
$15 goes to
the agency as
a vehicle, fuel,
maintenance
reimbursement.
$65 goes to
the officer as
overtime pay.
= $1600 DAILY RATE X 120 DAYS (Estimated shelter operating period.) = $192,000
SHIFT 1
SHIFT 3
SHIFT 4
SHIFT 2
AGENCY AGENCY AGENCY
SLCPD A B C
SLCPD WILL PROVIDE 1 SUPERVISOR PER DAY
SUPERVISOR 5 HOUR SHIFTS
= $400 DAILY RATE X 120 DAYS = $48,000
THE TOTAL OVERTIME COST FOR THE SAFETY PLAN IS $816,000.
FUNDING SOURCES FOR PARTICIPATING AGENCIES ARE
STILL BEING IDENTIFIED AT THIS TIME
AND WILL BE DETERMINED AT A LATER DATE.
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: 10/19/2021
Rachel Otto, Chief of Staff
Date Sent to Council: 10/19/2021
TO: Salt Lake City Council DATE: 10/19/2021
Amy Fowler, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Art Design Advisory Board.
STAFF CONTACT: Jessi Eagan
jessi.eagan@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Art Design Advisory Board.
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Michael Mejia as a member of
the Art Design 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
October 19, 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 Art Design Advisory
Board.
Michael Mejia - to be appointed for a three year term starting from 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: 11/2/2021
Rachel Otto, Chief of Staff
Date Sent to Council: 11/2/2021
TO: Salt Lake City Council DATE: 11/2/2021
Amy Fowler, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Business Advisory Board
STAFF CONTACT: Jessi Eagan
jessi.eagan@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Business Advisory Board.
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Andy Robertson as a member of
the Business Advisory Board.
/
( )
,,,,,,,11111 ,,.,,,'
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
November 2, 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 Business Advisory Board.
Andy Robertson - to be appointed for a four year term ending December 29, 2025 starting from the
date of City Council advice and consent.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
.. Ji. ..
'•
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trfj
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,,,,, u111 ,v·'
DEPARTMENT of ECONOMIC DEVELOPMENT
ERIN MENDENHALL
MAYOR
BEN KOLENDAR
DIRECTOR
TO: Mayor Mendenhall
FROM: Roberta Reichgelt, Salt Lake City Economic Development
RE: Business Advisory Board Appointment Recommendation
Dear Mayor Mendenhall:
The Department of Economic Development would like to recommend Andy Robertson, Vice President of
Business Development at IONIQ Sciences/Prolung, Inc. for a nonvoting/ex-oficio member position on the
Business Advisory Board. The reason we are requesting ex-oficio position is because Mr. Robertson is not
the owner of the company as required in the BAB ordinance. As the Tech/Life Sciences Industry has
become a priority for the Mayor’s Office it is integral that there this industry representation on the BAB as
he would bring a unique perspective on this industry. Andy has been in the Life Sciences industry most of
his career and is poised to represent the other Life Sciences companies located in Northgate Business
Center, SLC’s hub for the Life Sciences community. This supports the efforts of the Economic Development
Department and Mayor’s 2021 goals to drive forward Tech Lake City and BioHive initiatives and pursue
additional partnership opportunities to further grow and expand the life sciences industry.
He is willing to give extra time on the Board to attend City Council meetings and understand what issues
coming through the Council may impact the business community and will lend his voice in relevant public
meetings.
We strongly support Andy’s application to the Business Advisory Board. Please find enclosed his
application and resume. Please feel free to reach out if you have any further questions.
Sincerely,
Roberta Reichgelt
Director of Business Development
Liaison to the Business Advisory Board
Salt Lake City Department of Economic Development
801-535-7694
Roberta.reichgelt@slcgov.com
.......... ,
..............
,
-:,.,,, ,_.,$
,,,,,,,,,,,.11,,,,,,, ........
City Council Announcements
Tuesday, December 14, 2021
Information Needed by Council Staff
A. Confirming Final Draft of 2022 Annual Calendar (attached)
The 2022 annual meeting calendar is attached. Each year, an annual calendar of
the Council meeting dates must be posted for the public on the State’s website. The
annual calendar is posted ahead of time, however times or meetings may change
throughout the year as unexpected needs arise.
The attached has the changes made by the Council last week - does the
Council approve of the 2022 Annual Meeting Calendar?
2022 MEETING SCHEDULE FOR SALT LAKE CITY COUNCIL,
REDEVELOPMENT AGENCY (RDA), & LOCAL BUILDING AUTHORITY (LBA)
12/08/21
1
Until further notice, all City Council meetings will be electronic meetings pursuant to the
determination of the City Council and Redevelopment Chair. The listed City Council,
Redevelopment Agency (RDA), and Board of Canvassers meetings will not have a physical
location at the City and County Building. However, all attendees will connect remotely via
Webex or by phone. Members of the public are encouraged to participate in meetings.
Interested members of the public may access the meetings by phone or online. Please visit
www.slccouncil.com for information on how to watch and participate in virtual meetings.
Public Notice is hereby given that the 2022 Annual Meeting Schedule of the City Council,
Redevelopment Agency (RDA) & Local Building Authority
(LBA) of Salt Lake City, Utah, shall be as follows:
The Board of Directors will hold regular meetings from time to time as the Board deems necessary.
When held, regular meetings will be on the same dates and at the same times and places as regular
meetings of the City Council of Salt Lake City, Utah.
Council Meetings generally include a 2 p.m. WORK SESSION and a 7 p.m. FORMAL SESSION
All meetings of the City Council are open to the public unless closed pursuant to Sections 52-4-204,
52-4-205 and 78B-1-137, Utah Code Annotated. Notice of each meeting is given at least 24 hours in
advance of the meeting as required by State law. An agenda of each meeting is posted at:
• Salt Lake City Council website www.slccouncil.com
• State of Utah Public Notice website www.utah.gov/pmn/index.html
Meetings in addition to those listed below may be held or canceled as circumstances may require,
subject to applicable public notice requirements.
Notice:
• Applicable when in-person meetings resume due to COVID-19 safety precautions:
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.
• In accordance with State statute, City ordinance, and Council policy, one or more Council
Members may be connected via speakerphone.
2022 MEETING SCHEDULE FOR SALT LAKE CITY COUNCIL,
REDEVELOPMENT AGENCY (RDA), & LOCAL BUILDING AUTHORITY (LBA)
12/08/21
2
January Meetings
• Monday, January 3
Oath of Office Ceremony
• Tuesday, January 4 Council Work Session & Formal Meeting
• Tuesday, January 11 Council Work Session Only
• Tuesday, January 18 RDA Meeting, Council Work Session & Formal Meeting
February Meetings
• Tuesday, February 1 Council Work Session & Formal Meeting
• Tuesday, February 8 RDA Meeting & Council Work Session
• Tuesday, February 15 Council Work Session & Formal Meeting
March Meetings
• Tuesday, March 1 Council Work Session & Formal Meeting
• Tuesday, March 8 RDA Meeting & Council Work Session
• Tuesday, March 22
Council Work Session & Formal Meeting
April Meetings
• Tuesday, April 5 Council Work Session & Formal Meeting
• Tuesday, April 12 RDA Meeting & Council Work Session
• Tuesday, April 19
Council Work Session & Formal Meeting
May Meetings
• Tuesday, May 3
Council Work Session & Formal Meeting
• TENTATIVE - Thursday, May 5
Council Work Session Only (as needed for
budget)
• Tuesday, May 10
RDA Meeting & Council Work Session
• TENTATIVE - Thursday, May 12
Council Work Session Only (as needed for
budget)
• Tuesday, May 17
Council Work Session & Formal Meeting
• TENTATIVE - Thursday, May 19
Council Work Session Only (as needed for
budget)
• Tuesday, May 24
Council Work Session Only
• TENTATIVE - Thursday, May 26
Council Work Session Only (as needed for
budget)
• Tuesday, May 31
Council Work Session only
June Meetings
• TENTATIVE - Thursday, June 2
Council Work Session Only (as needed for
budget)
• Tuesday, June 7
Council Work Session & Formal Meeting
• TENTATIVE - Thursday, June 9
Council Work Session Only (as needed for
budget)
• Tuesday, June 14
RDA Meeting, Council Work Session &
Formal Meeting
2022 MEETING SCHEDULE FOR SALT LAKE CITY COUNCIL,
REDEVELOPMENT AGENCY (RDA), & LOCAL BUILDING AUTHORITY (LBA)
12/08/21
3
June Meetings Cont.
• TENTATIVE - Tuesday, June 21
Formal (as needed for budget)
July Meetings
• Tuesday, July 12
RDA Meeting, Council Work Session &
Formal Meeting
• Tuesday, July 19
Council Work Session & Formal Meeting
August Meetings
• Tuesday, August 9
RDA Meeting, Council Work Session &
Formal Meeting
• Tuesday, August 16 Council Work Session, Formal Meeting,
September Meetings
• Tuesday, September 6 Council Work Session & Formal Meeting
• Tuesday, September 13 RDA Meeting & Council Work Session
• Tuesday, September 20 Council Work Session & Formal Meeting
October Meetings
• Tuesday, October 4 Council Work Session & Formal Meeting
• Tuesday, October 11 RDA Meeting & Council Work Session
• Tuesday, October 18
Council Work Session & Formal Meeting
November Meetings
• Tuesday, November 8
RDA Meeting, Council Work Session &
Formal Meeting
• Tuesday, November 15
Council Work Session, Formal Meeting,
December Meetings
• Tuesday, December 6 Council Work Session & Formal Meeting
• Tuesday, December 13
RDA Meeting, Council Work Session &
Formal Meeting
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
January 2022
Sunday Monday Tuesday Wednesda
Thursday Friday Saturday
26 27 28 29 30 31 1
New Year’s
Eve
New Year’s
Day
2 3 4 5 6 7 8
Oath of
Office
Ceremony
Work
Session,
Formal
9 10 11 12 13 14 15
Work
Session only
16 17 18
19 20 21 22
Martin
Luther King
Jr. Day
RDA, Work
Session,
Formal
(tentative:
Mayor’s
Address)
*Legislative
session
23 24 26 26 27 28 29
30 31 1 2 3 4 5
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• *Legislative session begins Tuesday, January 18th. *This could change
due to Utah Constitutional Amendment F and subsequent bills.
• Tentative: Mayor’s State of the City Address during January 18th
formal meeting.
• RDA meeting on the 18th was requested by RDA staff
School dates at the end of this doc
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
30 31 1 2 3 4 5
Work
Session,
Formal
6 7 8 9 10 11 12
RDA, Work
Session
13 14 15 16 17 18 19
Work
Session,
Formal
20 21
22 23 24 25 26
President’s
Day
27 28 1 2 3 4 5
6 7 8 9 10 11 12
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Council retreat generally held this month – Council prefers a Tuesday
since those days are blocked off already. Deferring date choice to
2022 Chair and Vice Chair.
February 2022
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
March 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
27 28 1 2 3 4 5
Work
Session,
Formal
*Legislative
session
ends
6 7 8 9 10 11 12
RDA, Work
Session
13 14 15 16 17 18 19
NLC NLC NLC
20 21 22 23 24 25 26
Work
Session,
Formal
27 28 29 30 31 1 2
NAHRO
NAHRO
NAHRO
3 4 5 6 7 8 9
Notes:
• Our office is closed on Federal & State Holidays. These closures are indicated in
gray.
• National League of Cities Congressional City Conference March 14-16, 2022
• *Legislative session ends Friday, March 4th.
• National Association of Housing & Redevelopment Officials Washington
Conference (NAHRO): originally scheduled for March 28-30 in D.C.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
April 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
27 28 29 30 31 1 2
3 4 5 6 7 8 9
Work
Session,
Formal
10 11 12 13 14 15 16
RDA, Work
Session
17 18 19 20 21 22 23
Work
Session,
Formal
ULCT ULCT ULCT
24 25 26 27 28 29 30
APA
1 2 3 4 5 6 7
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Utah Leagues of Cities and Towns (ULCT) Midyear Conference – April
20-22
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
May 2022
Sunday Monday Tuesday Wednesda
Thursday Friday Saturday
24 25 26 27 28 29 30
APA
1 2 3 4 5 6 7
APA APA
Work
Session,
Formal
APA
Work Session
(tentative - as
needed for
budget)
8 9 10 11 12 13 14
RDA, Work
Session
Work Session
(tentative - as
needed for
budget)
15 16 17 18 19 20 21
Work
Session,
Formal
Work Session
(tentative - as
needed for
budget)
22 23 24 25 26 27 28
Work
Session
Only
Work Session
(tentative - as
needed for
budget)
29 30 31 1 2 3 4
Memorial
Day
Work
Session
only
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• American Planning Association (APA) originally scheduled for April 30-
May 3
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
June 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
29 30 31 1 2 3 4
Work Session
(tentative - as
needed for
budget)
5 6 7 8 9 10 11
Work Session,
Formal
Work Session
(tentative - as
needed for
budget)
12 13 14 15 16 17 18
RDA, Work
Session &
Formal
19 20 21 22 23 24 25
Formal
(tentative - as
needed for
budget)
26 27 28 29 30 1 2
.
Budget
adoption
deadline
3 4 5 6 7 8 9
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Legal deadline to adopt the annual budget is June 30.
• Downtown Alliance Urban Exploration – dates not posted yet
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
July 2022
Sunday Monday Tuesday Wednesd
Thursday Friday Saturday
26 27 28 29 30 1 2
3 4 5 6 7 8 9
Independence
Day
10 11 12 13 14 15 16
RDA, Work
Session,
Formal
17 18 19 20 21 22 23
Work
Session,
Formal
24 25 26 27 28 29 30
Pioneer Day
Pioneer Day
Observed
31 1 2 3 4 5 6
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Pioneer Day Observed is July 25th as Pioneer Day is July 24th.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
August 2022
Sunday Monday Tuesday Wednesd
Thursday Friday Saturday
31 1 2 3 4 5 6
Night Out
Against
Crime events
7 8 9 10 11 12 13
RDA, Work
Session,
Formal
14 15 16 17 18 19 20
Work
Session,
Formal,
21 22 23 24 25 26 27
28 29 30 31 1 2 3
4 5 6 7 8 9 10
Notes:
• Our office is closed on Federal & State Holidays. These closures are indicated
in gray.
• Night Out Against Crime events.
• Legal Deadline: Truth in Taxation hearing, if needed, by September 1.
• Legal Deadline: CIP needs to be adopted by September 1.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
September 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
28 29 30 31 1 2 3
CIP
adoption
+ Truth
in Tax
Hearing
4 5 6 7 8 9 10
Labor Day
Work
Session,
Formal
11 12 13 14 15 16 17
RDA, Work
Session
18 19 20 21 22 23 24
Work
Session,
Formal
25 26 27 28 29 30 1
2 3 4 5 6 7 8
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• **Legal Deadline: Truth in Tax public hearing, if need, must be held by
September 1.
• **Legal Deadline: CIP must be adopted by September 1.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
October 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
25 26 27 28 29 30 1
2 3 4 5 6 7 8
Work
Session,
Formal
ULCT ULCT ULCT
9 10 11 12 13 14 15
RDA, Work
Session
16 17 18 19 20 21 22
Work
Session,
Formal
23 24 25 26 27 28 29
30 31 1 2 3 4 5
Rail~Volution
Rail~Volution
Rail~Volution
Rail~Volution
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• ULCT Annual Convention – Oct 5-7
• Rail~Volution: October 30-November 2 in Florida
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
November 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
30 31 1 2 3 4 5
Rail~Volution Rail~Volution
Rail~Volution Rail~Volution
6 7 8 9 10 11 12
RDA, Work
Session,
Formal
Veteran’s
Day
13 14 15 16 17 18 19
Work
Session,
Formal
NLC NLC NLC NLC
20 21 22 23 24 25 26
Thanks-
giving Day
Day after
Thanks-
giving
27 28 29 30 1 2 3
4 5 6 7 8 9 10
Notes:
• Our office is closed on Federal & State Holidays. These closures are indicated
in gray. Our Office is also closed the Friday following Thanksgiving.
• Board of Canvassers meeting needed two weeks following the election.
• NLC City Summit - November 16-19
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
December 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
27 28 29 30 1 2 3
4 5 6 7 8 9 10
Work
Session,
Formal
11 12 13 14 15 16 17
RDA, Work
Session,
Formal
18 19 20 21 22 23 24
Christmas
Eve
25 26 27 28 29 30 31
Christma
s Day
Christmas
Day
Observed
New Year’s
Eve
1 2 3 4 5 6 7
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 12.02.21
School Dates:
• SLC school district
o 2021-22 School Year Winter Recess December 20 – January 2
o Spring Recess March 28-April 1
o Classes end June 3
o 2022-23 School Year Classes begin Aug. 30
o Fall Recess Oct. 13-14
o Winter Recess begins Dec. 26 – Jan. 6
• U of U
o 2021-22 School Year Winter break Dec. 18–Jan. 9
o Classes begin Jan. 10
o Spring break scheduled for March 6-13
o Classes end Aug. 3
o 2022-23 School Year Classes begin Aug. 22
o Fall break Oct. 9-16
o Winter break Dec. 17- Jan. 8
• Westminster
o 2021-22 School Year Winter break Dec. 24- Jan. 3
o Classes begin Jan. 10
o Spring break March 7-11
o Classes end Aug. 1
o 2022-23 School Year Classes begin Aug. 24
o Fall Break Oct. 17-21
o Winter break Dec. 26-30
• SLCC
o 2021-22 School Year Classes begin Jan. 10
o Spring break March 7-11
o Classes end Aug. 3
o 2022-23 School Year Classes begin Aug. 24
o Fall break Oct. 14-16
o Classes end Dec. 9