05/10/2022 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
May 10,2022 Tuesday 3:00 PM
Council Work Room
451 South State Street Room 326
Salt Lake City,UT 84111
SLCCouncil.com
3:00 PM Work Session
Or immediately following the 2:00 PM
Redevelopment Agency Meeting
7 p.m.limited formal meeting or immediately following the work session
Please note:A general public comment period will not be held this day.
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:12:57:25
The Council has returned to a hybrid meeting approach.The hybrid meeting
enables people joining remotely or in-person to listen to the Council meeting and
participate during public comment items.
Agenda &Registration Information: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.)
Public Health Information:Masks are no longer required in City Facilities,but
are welcome for any attendees who prefer to continue using them.We will continue
to monitor the situation take any reasonable precautions for the public and staff.
Work Session Items
Click Here for the Mayor’s Recommended Budget for Fiscal Year 2022-23
1.Informational:Updates from the Administration ~3:15 p.m.
30 min.
The Council will receive information from the Administration on major items or projects in
progress.Topics may relate to major events or emergencies (if needed),services and
resources related to people experiencing homelessness,active public engagement efforts,
and projects or staffing updates from City Departments,or other items as appropriate.
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.Fiscal Year 2022-23 Budget:Administration’s Overview and Revenue
Update ~3:45 p.m.
60 min
The Council will receive a revenue update and an overview from the Administration of the
Mayor’s Recommended Budget for Salt Lake City for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 10,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 17,2022 and June 7,2022 at 7 p.m.
TENTATIVE Council Action -TBD
3.Informational:Overview of Program Based Budgeting ~4:45 pm
30 min.
The Council will receive a briefing from the Administration on a decision making tool they
used this year to help the City and Mayor's priorities guide budget decisions,particularly in
the Finance and Police Departments.It is the City's goal that the new Enterprise Resource
Planning (ERP)system will help the City move towards using this tool for all City budget
decisions.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 10,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
4.Fiscal Year 2022-23 Budget:Council Staff Overview ~5:15 p.m.
60 min
The Council will receive an overview from Council Staff of the Mayor’s Recommended
Budget for Salt Lake City for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 10,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 17,2022 and June 7,2022 at 7 p.m.
TENTATIVE Council Action -TBD
5.Dinner Break ~6:15 p.m.
30 min
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -n/a
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
6.Fiscal Year 2022-23 Budget:Office of the City Attorney ~6:45 p.m.
30 min.
The Council will receive a briefing about the proposed Attorney’s Office budget for Fiscal
Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 10,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 17,2022 and June 7,2022 at 7 p.m.
TENTATIVE Council Action -TBD
7.Ordinance:Protecting Patient Privacy and Rights Near Healthcare
Facilities ~7:15 p.m.
20 min.
The Council will receive a briefing about an ordinance that would help protect the privacy
and security of patients utilizing or visiting healthcare facilities in Salt Lake City.The
proposed ordinance would set clearer guidelines for the proper place for,and the manner of,
the exercise of free speech in the vicinity of patients and patient access points of all medical
facilities.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 10,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,May 17,2022
8.Ordinance:20 MPH Default Speed Limit on City Streets Follow-up TENTATIVE
-
The Council will receive a follow-up briefing about a proposal to change the City speed
limit to 20 mph on all streets in 25 mph zones,whether posted or not.The City's default
speed limit is set in City Code.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,March 1,2022 and Tuesday,May 10,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,May 10,2022
Standing Items
9.Report of the Chair and Vice Chair
Report of Chair and Vice Chair.
10.Report and Announcements from the Executive Director -
-
Report of the Executive Director,including a review of Council information items and
announcements.The Council may give feedback or staff direction on any item related to
City Council business,including but not limited to scheduling items.
11.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 May 6,2022,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.
Budget Discussion
FY 2023
Source: Salt Lake City Finance Department
FY2023 Budget Priorities
Our Growth-Harnessing our growth for the good of all residents.
Our Environment-Leading the way on resilience and stewardship.
Our Community -Crating inclusive and equitable opportunities for all.
Our City Family-Supporting employees’ physical, mental, and economic
well-being.
FY2023Budget
General Fund
Revenue
Overview Major Category
FY22 Adopted
Budget
FY23
Recommended
Budget Change
Property Taxes 114,288,085 124,536,781 10,248,696
Sales and Use Taxes 125,156,473 149,414,487 24,258,014
Franchise Taxes 12,102,129 11,657,128 (445,001)
Licenses and Permits 29,904,360 40,347,218 10,442,858
Intergovernmental Revenue 4,644,018 4,644,620 602
Charges, Fees, and Rentals 3,934,570 4,412,464 477,894
Fines 3,474,455 3,765,184 290,729
Parking Meter Collections 2,693,555 2,629,819 (63,736)
Interest Income 1,271,153 2,071,153 800,000
Miscellaneous Revenue 3,372,272 3,438,711 66,439
Interfund Reimbursement 22,032,892 24,431,718 2,398,826
Transfers 21,079,600 27,622,000 6,542,400
Use of Cash Reserves 23,628,508 25,135,631 1,507,123
367,582,070 424,106,914 45,273,792
Property Taxes,
112,514,864
Sales and Use Taxes,
100,797,099
Franchise Taxes,
26,812,125
Licenses and
Permits,
28,601,482
All Other Revenue,
54,455,275
FY23 Recommended Budget
FY2023
Budget
General Fund
Revenue Changes
Property Tax includes an increase of $4.3 million
(rate increase of 4.9%), $2.0 million in stabilization
and RDA increase
Sales Tax is budgeted to increase by $24.1 million
due to robust retail spending, including online sales
Building Permit revenue increase of $7.2 million as
the construction industry continues to flourish
Regulatory License Fees are up $3.1 millon as travel
related business taxes (Airport Parking and
Innkeeper’s) rebound
Transfers increase due to additional American
Rescue Plan dollars.
History of Property Tax
By Minor Category
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
$110,000,000
$120,000,000
Budget Actual Budget Actuals Budget Actual Budget Actuals Budget
Projected
Budget
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Real Property Tax Real Property Prior Personal Property Motor Vehicle Fees Judgment Levy RDA Funding Recognition
GIS Value by Council DistrictFinal Assessed Value
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021MLLIONS District 1
District 2
District 3
District 4
District 5
District 6
District 7
History of Sales Tax Revenue
-
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Budget Actuals
Projected
Gross Point of Sales Tax Receipts
- 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000
Agriculture, Forestry, Fishing and Hunting
Public Administration
Management of Companies and Enterprises
Health Care and Social Assistance
Mining, Quarrying, and Oil and Gas Extraction
Special Events
Transportation and Warehousing
Educational Services
Finance and Insurance
Motor Vehicle
Construction
Admin and Support and Waste Mgmt and Rem Serv
Arts, Entertainment, and Recreation
Professional, Scientific, and Technical Services
Other Services (except Public Administration)
Utilities
Information
Real Estate and Rental and Leasing
Manufacturing
Accommodation and Food Services
Wholesale Trade
Retail Trade
FY22 Est Revenue FY21 Revenue
History of Building Permits
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
2017 2018 2019 2020 2021 2022 2023
Budget Actuals
FY2023 Budget
The Budget Committee Decision Matrix
Mandate Reliance Community
Benefiting Equity Air Quality Mayor Goals
0 There is no
mandate
Other Public
Sector entities
provide this
service
Less than 25% of
the community
is served
Benefits No
Stake Holders
Decreases Air
Quality
Does not meet
any of the
Mayor's Goals
2 Self Mandate
Other Private
Sector entities
provide this
service
26%-50% of the
community is
served
Benefits Some
Stakeholders
No impact on air
Quality
Meets 1-2 of the
Mayor's Goals
4 State or Federal
Mandate
The City is the
sole provider of
this service
Greater than
50% of the
community is
served
Benefits all
stakeholders
Improves Air
Quality
Meets 3 or more
of the Mayors's
Goals
FY2023Budget
Total Expense Overview
Fund Type FY21 Adopted
Budget
FY22 Adopted
Budget
FY23 Recommended
Budget
General Fund 326,130,003 367,582,070 424,106,914
Airport Enterprise Fund 302,311,600 706,792,500 413,124,942
Public Utilities Enterprise Fund 362,313,149 420,480,027 384,681,671
Other Enterprise Funds 112,232,037 113,280,261 130,461,840
Internal Service Funds 91,841,896 108,266,465 118,806,966
Capital Improvement Fund 25,093,221 31,401,713 35,460,387
All Other Funds 63,030,996 68,266,732 81,660,527
TOTAL 1,282,952,902 1,816,069,768 1,588,303,247
FY2023 Expense Major Changes
All Funds –Personnel Expenses
6.0% increase in insurance costs.
GF -$1,494,140
All Funds -$2,419,592
Merit Increases
GF -$1,672,334
All Funds -$2,153,872
Salary Increases
GF -$8,257,989
All Funds -$13,349,792
*** Police Union Negotiations are still ongoing ***
FY2023 Expense Major Changes
All Funds –New Employees
Personnel by Fund FY2021 FY2022 FY2023 Difference
General Fund (FC10)1,972.50 2,022.35 2,133.95 111.60
Public Utilities: Street Lighting (FC48)1.52 2.72 2.72 -
Public Utilities: Water (FC51)276.65 283.16 288.16 5.00
Public Utilities: Sewer (FC52)122.01 126.55 127.65 1.10
Public Utilities: Strom Water (FC53)34.82 39.57 40.47 0.90
Airport (FC54)610.80 610.80 619.30 8.50
Sustainability (FC57)63.00 63.00 63.00 -
Golf (FC59)34.65 33.65 33.65 -
Fleet (FC61)45.00 45.00 46.00 1.00
Information Management Services [IMS] (FC65)69.00 84.00 92.00 8.00
Transportation (FC69)3.00 3.00 - (3.00)
Governmental Immunity (FC85)9.00 9.00 9.00 -
Insurance and Risk (FC87)6.10 7.75 7.40 (0.35)
Redevelopment Agency [RDA]32.00 32.00 32.00 -
TOTAL 3,280.05 3,362.55 3,495.30 132.75
46 Positions were added through budget amendment in FY2022.
FY2023 Expense Major Changes
American Rescue Plan
Revenue Replacement
$18.5 million
Salary Restoration
$1.5 million
Direct Funding
Grant Administrator
HEART
FY2023 Expense Major Changes
General Fund –Funding Our Future
Housing
$2.6 MM Housing Plan transfer to RDA
$2.6 MM Housing Assistance
Transportation
$6.6 MM Frequent Transit Network (FTN)
$1.9 MM On-Demand Ride Service
Infrastructure
$2.0 MM Streets Equipment and Vehicle Replacement
$2.3 MM for Infrastructure Projects
Public Safety
$4.3 MM Public Safety Vehicles
Over 50 Personnel including Police Officers and Mental Health Responders
Parks Maintenance (New Initiative)
$2.0 MM Ongoing funding stream to maintain parks and trails
FY2023 General Fund
Fund Balance Projection
TOTAL FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 89,242,176 6,625,050 109,660,920 116,285,970 12,906,520 99,464,558 112,371,078 Budgeted Change in Fund Balance (4,885,620) (2,879,483) (15,335,334) (18,214,817) (2,100,608) (23,035,023) (25,135,631) Prior Year Encumbrances (9,899,196) (1,879,654) (10,259,789) (12,139,443) (1,800,000) (8,000,000) (9,800,000) Estimated Beginning Fund Balance 74,457,360 1,865,913 84,065,797 85,931,710 9,005,912 68,429,535 77,435,447
Beginning Fund Balance Percent 22.13%3.62%23.89%21.30%19.07%18.16%18.26%Year End CAFR AdjustmentsExpense Changes (Prepaids, Receivable, Etc.) (5,676,583) - (7,535,897) (7,535,897) - (7,535,897) (7,535,897) Fund Balance w/ CAFR Changes 68,780,777 1,865,913 76,529,900 78,395,813 9,005,912 60,893,638 69,899,550
Final Fund Balance Percent 20.44%3.62%21.75%19.43%19.07%16.16%16.48%Budget Amendment Use of Fund Balance (16,858,313) 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 - - (986,298) (986,298) - - - BA#3 Revenue Adjustment - - - - - - - BA#3 Expense Adjustment - (1,000,000) (1,000,000) (2,000,000) - - - BA#4 Revenue Adjustment - - 1,508,044 1,508,044 - - - BA#4 Expense Adjustment - - (4,242,779) (4,242,779) - - - BA#5 Revenue Adjustment - - 400,000 400,000 - - - BA#5 Expense Adjustment - - (400,000) (400,000) - - - BA#6 Revenue Adjustment - - - - - - - BA#6 Expense Adjustment - - (1,553,938) (1,553,938) - - - BA#7 Revenue Adjustment - - (794,641) (794,641) - - - BA#7 Expense Adjustment - (1,200,000) (10,843,298) (12,043,298) - - - Change in Revenue 17,686,799 11,139,999 23,083,587 34,223,586 - - - Change in Expense - 2,100,608 12,134,899 14,235,507 Adjusted Fund Balance 69,609,263 12,906,520 99,464,558 112,371,078 9,005,912 60,893,638 69,899,550
Adjusted Fund Balance Percent 20.69%25.06%28.26%27.86%19.07%16.16%16.48%
Projected Revenue 336,518,601 51,499,136 351,910,770 403,409,906 47,215,097 376,891,817 424,106,914
FY2021 FY2023 BudgetFY2022 Projection
MAYOR AND COUNCIL MESSAGES Page:
MAYOR’S MESSAGE 1
SALT LAKE CITY PROFILE
SALT LAKE CITY CORPORATION ORGANIZATION 5
SALT LAKE CITY AT A GLANCE 7
SALT LAKE COMMUNITY PROFILE 8
SALT LAKE CITY BUDGET-IN-BRIEF 9
MAYOR'S RECOMMENDED BUDGET
BUDGET SUMMARY AND RECOMMENDATIONS 17
FY 2022-23 CAPITAL AND OPERATING BUDGET 22
GENERAL FUND KEY CHANGES 33
OTHER FUND KEY CHANGES 52
LBA KEY CHANGES 72
RDA KEY CHANGES 73
Multi-Agency Drug Task Force Key Changes 85
FINANCIAL POLICIES
DEBT POLICIES 89
DEBT STRUCTURE 91
REVENUE 94
FY 2021-22 LEGISLATIVE INTENTS 109
CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT OVERVIEW 121
CAPITAL IMPROVEMENT FY 2022-23 PROJECTS LIST 125
DEPARTMENT BUDGETS
OFFICE OF THE CITY COUNCIL 135
OFFICE OF THE MAYOR 139
DEPARTMENT OF AIRPORTS 143
OFFICE OF THE CITY ATTORNEY 147
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS 153
DEPARTMENT OF ECONOMIC DEVELOPMENT 159
DEPARTMENT OF FINANCE 165
FIRE DEPARTMENT 171
DEPARTMENT OF HUMAN RESOURCES 177
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES 183
JUSTICE COURT 191
POLICE DEPARTMENT 197
MAYOR'S RECOMMENDEDBUDGET
Fiscal Year 2022-23 TABLE OF CONTENTS
DEPARTMENT OF PUBLIC LANDS 203
DEPARTMENT OF PUBLIC SERVICES 211
DEPARTMENT OF PUBLIC UTILITIES 219
REDEVELOPMENT AGENCY 223
DEPARTMENT OF SUSTAINABILITY 227
911 COMMUNICATIONS BUREAU 231
NON-DEPARTMENTAL 237
STAFFING DOCUMENT
STAFFING DOCUMENT INTRODUCTION 247
STAFFING DOCUMENT SUMMARY 249
STAFFING DOCUMENT DETAIL 250
APPENDIX
APPENDIX A: LIBRARY 293
APPENDIX B: HEALTH INSURANCE PREMIUMS & RETIREMENT CONTRIBUTIONS 313
MAYOR'S RECOMMENDEDBUDGET
Fiscal Year 2022-23 TABLE OF CONTENTS
This page intentionally left blank
This page has been intentionally left blank
Dear Salt Lake City,
I’m so fortunate to be Mayor of our beautiful capital city at this specific time in our history. From the grit and generosity of our residents, to our incredible City employee team, it’s an honor to live, work, and help guide the City into the future.
As we face another year of marked growth for Salt Lake City, my team and I have looked outward, to the perspectives and experiences of our residents, to determine the focus and priorities the Fiscal Year 2023 budget should embody.
Despite the crises of the past few years, the highest priorities for our residents have remained quite consistent. Residents want us to support local business, invest in affordable housing programs, expand opportunities to support our environment, and increase investment in parks and public lands.
What follows is a balanced, multi-faceted budget that does just that. It responds to the needs and requests of our residents while planning for the future. It is prudent in its focus on transitioning ongoing costs paid for with one-time revenues to ongoing revenue streams. And it’s the first of its kind to weigh each program and position in the City against my administration’s overarching goals of equity and sustainability.
This budget, like the two that came before it, continues to focus on my administration’s four priorities:
•Prioritizing growth that equitably benefits ALL city residents;•Making our city more environmentally resilient and sustainable;•Bolstering our communities with inclusive and equitable opportunities for all; and•Supporting City employees’ physical, mental and economic well being, because our City team is what makes everything possible.
I want to give special thanks to this year’s budget committee. Public Services Deputy Director Jorge Chamorro, Fire Chief Karl Lieb, Human Resources Director Debra Alexander, and IMS Director Aaron Bentley each brought expertise and passion for our City to this work. And, of course, special thanks to our Chief Financial Officer, Mary Beth Thompson, and the entire Finance Department team, who work incredibly hard each year to ensure that our City’s budget is balanced, responsible, and reflective of our City’s goals. Thanks so much to each of you for your dedication and commitment to this budget process.
Mayor Erin Mendenhall
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S MESSAGE
1
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S MESSAGE
2
This page has been intentionally left blank
SALT LAKE CITY ELECTED OFFICIALS
Fiscal Year 2022-23
Mayor
Erin Mendenhall
City Council
Victoria Petro-Eschler
District 1
Alejandro Puy
District 2
Chris Wharton
District 3
Ana ValdemorosDistrict 4 Darin Mano (Vice-Chair)District 5 Dan Dugan (Chair)District 6 Amy FowlerDistrict 7
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE
5
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE
6
Salt Lake City at a Glance
DATE FOUNDEDJuly 24, 1847 AVE. ANNUAL SNOWFALL16.5 in. (419mm)
DATE INCORPORATEDJanuary 19, 1851 AVE. ANNUAL RAINFALL58.5 in. (1,486mm)
FORM OF GOVERNMENTMayor/Council since 1980 AVE. DAILY TEMPS52.1 F. (11.2 C) Mean28.2 F. (-1.6 C) January77.0 F. (25.0 C) July
TOTAL CITY AREA111.1 Sq. Mi.AVE. ELEVATION4,327 ft. (1,319 m.)
2020 EST. POPULATION200,567
COUNCIL DISTRICTS
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE
7
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE
8
CITYWIDE EXPENDITURES
Fund Type FY 21 Adopted Budget FY 22 Adopted Budget FY 23 Rec'd Budget Increase/ Decrease Percent Change
General Fund 326,130,003 367,582,070 424,044,607 56,462,537 15.36 %
Airport Enterprise Fund 302,311,600 706,792,500 384,681,671 (322,110,829) (45.57) %
Public Utilities Enterprise Funds 362,313,149 420,480,027 413,124,942 (7,355,085) (1.75) %
Other Enterprise Funds 102,480,970 112,441,729 103,806,169 (8,635,560) (7.68) %
Internal Service Funds 91,763,186 108,266,464 118,806,965 10,540,501 9.74 %
Capital Improvement Program (CIP) Funds 25,093,221 31,401,713 35,460,387 4,058,674 12.93 %
All Other Funds 64,583,994 69,819,732 108,378,505 38,558,773 55.23 %
Total 1,274,676,123 1,816,784,235 1,588,303,246 (228,480,989) (12.58) %
FY 2021 and 2022 Adopted Budgets and FY 2023 Recommended Budget
FY 21 Adopted Budget FY 22 Adopted Budget FY 23 Rec'd Budget
G eneral F
u
n
d
A irport Ent
e
r
p
ri
s
e
F
u
n
d
P ublic Utiliti
e
s
E
n
t
e
r
p
ri
s
…
O ther Ente
r
p
ri
s
e
F
u
n
d
s
*Internal S
e
r
vi
c
e
F
u
n
d
s
C apital Im
p
r
o
v
e
m
e
n
t
P
r
…
A ll Other Fu
n
d
s
0 100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 600,000,000 700,000,000 800,000,000 900,000,000 1,000,000,000 1,100,000,000
* Redevelopment Agency Included in the Other Enterprise Fund Amount. salt Lake City’s budget is comprised of several different types of funds, including General Fund,
Enterprise Funds, and Internal Service Funds. Enterprise funds, unlike the General Fund, are not
supported by property or sales taxes. Revenues in these funds come primarily from fees charged for
services provided. For instance, the Airport derives a large portion of its revenues from landing fees. It is
worth noting that the Airport expenditures have increased dramatically due to the Terminal
Redevelopment Program.
The City also has a number of internal service funds such as Fleet and Information Management Services.
Internal service funds exist to account for the financing of goods and services provided by one City
agency or department to another.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
9
General Fund Expenditures
General Fund Departments FY 21 Adopted Budget FY 22 Adopted Budget FY 23 Rec'd Budget Increase/ Decrease Percentage Change
Economic Development 2,388,562 2,714,915 3,731,754 1,016,839 37.45 %
Human Resources 2,629,008 3,267,669 4,259,402 991,733 30.35 %
Council Office 4,516,175 4,551,159 5,433,376 882,217 19.38 %
Justice Courts 4,726,866 4,850,906 5,204,990 354,084 7.30 %
Mayor's Office 3,883,065 4,761,780 6,687,989 1,926,209 40.45 %
Attorney's Office 7,123,638 8,029,302 9,074,133 1,044,831 13.01 %
Finance Department 8,387,673 8,767,757 10,829,925 2,062,168 23.52 %
911 Communications Bureau
8,260,571 9,016,380 10,873,902 1,857,522 20.60 %
Public Lands — 18,751,871 24,241,781 5,489,910 29.30 %
Community & Neighborhoods 24,318,570 24,003,823 28,837,887 4,834,064 20.14 %
Public Services 46,655,226 34,341,928 39,490,510 5,148,582 14.99 %
Fire Department 42,737,520 45,587,400 48,597,009 3,009,609 6.60 %
Police Department 79,097,332 83,370,502 103,944,583 20,574,081 24.68 %
Non Departmental 91,405,797 115,566,677 122,899,673 7,332,996 6.35 %
Total 326,130,003 367,582,069 424,106,914 56,524,845 15.38 %
General Fund Expenditures
Economic Development Human Resources Council Office
Justice Courts Mayor's Office Attorney's Office
Finance Department 911 Communications Bureau Public Lands
Community & Neighborhoods Public Services Fire Department
Police Department Non Departmental
FY 22 Adopted Budget
FY 23 Rec'd Budget
—20,000,000 40,000,000 60,000,000 80,000,000 100,000,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
10
General Fund Revenues by Type - 2015-2022
FY 2016 Actuals FY 2017 Actuals FY 2018 Actuals FY 2019 Actuals FY 2020 Actuals FY 2021 Actuals FY 2022 Budget FY 2023 Budget
Property Taxes w/ PILOT 85,025,403 89,071,896 90,414,308 94,654,243 99,342,715 99,474,985 100,266,945 109,079,863
Sales and Use Taxes 59,927,247 62,776,248 67,940,454 99,403,846 116,199,002 122,654,953 125,156,473 149,414,487
Franchise Taxes 27,972,665 28,418,423 28,418,423 27,238,435 26,863,146 23,952,168 12,102,129 11,657,128
Licenses & Permits 28,689,152 35,004,151 30,608,768 36,960,240 32,637,293 36,428,067 29,904,360 40,347,223
Fines & Forfeitures 6,477,606 6,728,836 5,567,814 3,316,215 3,753,706 3,539,471 3,474,455 3,765,184
Intergovernmental 5,453,584 6,855,998 5,791,774 6,066,496 5,086,254 4,781,753 4,644,018 4,644,620
Charges & Fees 4,063,532 5,358,872 5,671,710 5,573,679 4,283,760 4,842,902 3,934,570 4,412,465
Parking 3,324,616 3,436,592 3,404,582 3,509,898 2,771,331 1,915,888 2,693,555 2,629,819
Other Revenue 44,399,610 36,270,649 39,643,865 38,231,125 49,561,874 51,980,733 85,405,565 98,156,125
Total Operating Revenue 265,333,415 273,921,665 277,461,698 314,954,177 340,499,081 340,499,081 367,582,070 424,106,914 ThousandsOther Revenue
Parking
Charges & Fees
Intergovernmental
Fines & Forfeitures
Licenses & Permits
Franchise Taxes
Sales and Use Taxes
Property Taxes w/ PILOT
FY 2016 ActualsFY 2017 ActualsFY 2018 ActualsFY 2019 ActualsFY 2020 ActualsFY 2021 ActualsFY 2022 BudgetFY 2023 BudgetThis stacked bar graph depicts the various types of revenue collected for the Salt Lake City General Fund
and how some of these revenues have fluctuated over the years. It is worth noting that sales tax
revenues have increased markedly starting in FY 2019 due to the recently implemented Funding Our
Future 0.5% increase in Salt Lake City’s sales tax rate. The Other Revenue category has also been
impacted by American Recover Act grant funds.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
11
GENERAL FUND REVENUE - FY 2022 Adopted V. 2023 Rec'd Budgets
General Fund Revenue
FY 2022 Adopted Budget FY 2023 Rec'd Budget Increase/ Decrease Percentage Change
Property Tax 98,704,904 107,366,139 8,661,235 8.77 %
RDA Related Property Tax 14,021,140 15,532,420 1,511,280 10.78 %
Sales and Use Tax 125,156,473 149,414,487 24,258,014 19.38 %
Franchise Tax 12,102,129 11,657,128 -445,001 (3.68) %
Payment in Lieu of Taxes 1,562,041 1,638,222 76,181 4.88 %
Intergovernmental Revenue 4,644,018 4,644,620 602 0.01 %
Charges for Services 3,934,570 4,412,465 477,895 12.15 %
Other Revenue 61,795,395 79,874,085 18,078,690 29.26 %
Interfund Transfers In 22,032,892 24,431,718 2,398,826 10.89 %
Available Fund Balance/Cash Reserves 23,628,508 25,135,630 1,507,122 6.38 %
Total 367,582,070 424,106,914 56,524,844 15.38 %
FY 2023 GF Revenue
Property Tax
107,366,139
25.3%
RDA Related Property Tax
15,532,420
3.7%
Sales and Use Tax
149,414,487
35.2%Franchise Tax
11,657,128
2.7%
Intergovernmental Revenue
4,644,620
1.1%
Other Revenue
79,874,085
18.8%
Interfund Transfers In
24,431,718
5.8%
Available Fund
Balance/Cash Reserves
25,135,630
5.9%
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
12
General Operations
Interest & Sinking Fund Library Total
FY 2011 0.00337 0.001076 0.000766 0.005212
FY 2012 0.003451 0.001124 0.000783 0.005358
FY 2013 0.003574 0.001097 0.000846 0.005517
FY 2014 0.003465 0.001064 0.00082 0.005349
FY 2015 0.003787 0.001066 0.000783 0.005636
FY 2016 0.003619 0.000989 0.000747 0.005355
FY 2017 0.003617 0.000941 0.000705 0.005263
FY 2018 0.003482 0.000772 0.00083 0.005084
FY 2019 0.003285 0.000692 0.000791 0.004768
FY 2020 0.003205 0.000648 0.000741 0.004594
FY 2021 0.002942 0.000713 0.000683 0.004338
FY 2022 0.002868 0.000556 0.000652 0.004076
History of Total Property Tax Rate
2010-2021
FY 2012FY 2013FY 2014FY 2015FY 2016FY 2017FY 2018FY 2019FY 2020FY 2021FY 20220.0030
0.0035
0.0040
0.0045
0.0050
0.0055
0.0060
Property Tax Rates
in Salt Lake City
According to Utah State Code, municipalities cannot assess properties for more property tax revenue
than was generated in the previous year, with the exception of new growth. As property values generally
increase or decrease, property tax rates fluctuate accordingly. The accompanying graph (above)
demonstrates how the boom in property values in the City affected the property tax rates that were
assessed during the earlier years shown on the table above. It is also apparent in recent years as well.
Sales Tax Revenues in Salt Lake City
The table shown below demonstrates a steady increase in sales tax revenues in Salt Lake City over the
past several years. A sharp increase came with the implementation of the additional one-half-percent
sales tax increase that is used for funding our future. The anticipated drop in revenue from FY2020 to
FY2021 was the result of the economic downturn brought on by the COVID 19 pandemic. In FY2022, the
City anticipates sales and use tax revenues to increase well beyond the FY2021 amount as the economy
recovers. Further healthy sales tax growth is expected in FY2023
Fiscal Year Sales & Use Tax Receipts % Increase
FY 2014 Actual 55,380,938 2.98 %
FY 2015 Actual 57,873,243 4.50 %
FY 2016 Actual 59,927,247 3.55 %
FY 2017 Actual 62,776,248 4.75 %
FY 2018 Actual 67,940,454 8.23 %
FY 2019 Actual 99,403,846 46.31 %
FY 2020 Actual 116,199,002 16.90 %
FY 2021 Actual 122,654,953 5.56 %
FY 2022 Budget 125,156,473 2.04 %
FY 2023 Budget 149,414,487 19.38 %
Average Increase 10.37 %
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
13
FY 2022-23 Related Ordinance Changes and Other
Budgetary Actions
Revenue Related Ordinances
Consolidated Fee Schedule Adoption and Changes – An ordinance amending the Salt Lake City
Consolidated Fee Schedule to modify various fees included therein in accordance with the changes
presented in the budget. The changes include adjustments to the CPI; Water, Sewer and Storm Water
rates; Amending delivery of Business Licensing Documents; and change in Refuse rates.
Budget Adoption – An ordinance adopting the City budget, excluding the budget for the Library Fund
which is separately adopted, and the employment staffing document of Salt Lake City for Fiscal Year
2022-23.
Budget Adoption of the Salt Lake City Library – An ordinance adopting the budget and staffing
document for the Library Fund of Salt Lake City for Fiscal Year 2022-23.
Tax Rate of Salt Lake City and the City Library, including the Judgement Levy – An ordinance
adopting the rate of tax levy, including the levy for the Library Fund, upon all real and personal property
within Salt Lake City made taxable by law for Fiscal Year 2022-23.
Adopting the Mayor’s Recommended Budget as the Tentative Budget of Salt Lake City – An
ordinance adopting the Tentative Budgets of Salt Lake City, including the Tentative Budget of the Library
Fund, for Fiscal Year 2022-23.
Budget Resolutions
Budget Adoption of the Local Building Authority (LBA) - A resolution adopting the final budget for the
Capital Projects Fund of the Local Building Authority of Salt Lake City for Fiscal Year 2022-23.
Adopting the Mayor’s Recommended Budget as the Tentative Budget of the Local Building
Authority – A resolution adopting the Tentative Budgets for the Capital Projects Fund of the Local
Building Authority of Salt Lake City, for Fiscal Year 2022-23.
Budget Adoption of the Redevelopment Agency (RDA) - A resolution adopting the final budget for the
Redevelopment Agency of Salt Lake City for Fiscal Year 2022-23.
Adopting the Mayor’s Recommended Budget as the Tentative Budget of the Redevelopment
Agency of Salt Lake City – A resolution adopting the Tentative Budgets of the Redevelopment Agency of
Salt Lake City, for Fiscal Year 2022-23.
Human Resources Issues
Compensation Plan Ordinances – Ordinances adopting the compensation plan as ordinance for all
appointed and non-represented employees of Salt Lake City.
Memorandum of Understanding (MOU) Adoption Ordinance(s) – Ordinance(s) approving the
Memorandum of Understanding(s) and wage agreements between Salt Lake City Corporation and the
American Federation of State, County, and Municipal Employees, Local 1004; the International Police
Association’s Local 75; and the International Association of Firefighters Local 81.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
14
This page intentionally left blank
Budget Summary
As the City began planning for fiscal year 2023, a three-year plan was developed to move the City forward. As part of the three-year plan, the City considered the influx of one-time funding and the immediate help those funds provided against the ongoing needs the use of those funds created. The budget would need to plan not only for ongoing costs to provide services, but for future costs to maintain the resources and staff paid for with the one-time revenues. Transitioning ongoing costs paid for with one-time revenues to ongoing revenue streams was the goal of the plan.
The challenge facing the City was not about immediate funding options but about creating ongoing revenue streams to meet the future needs of the City. Salt Lake City has been experiencing strong growth in spite of the challenges of the past few years. The City needs to continue to build and invest so future growth will continue.
One positive ongoing revenue stream for the City has been sales tax. Sales tax revenues over the past two years have performed much better than budget. Those revenues have allowed the City to add to its fund balance and put the City in good stead for the current fiscal year. The question that faced the mayor, her administrative team and the City budget committee was how to spend wisely and build for the future of Salt Lake City.
The Mayor and her team looked at current revenues streams, one-time sources including the use of the City’s healthy fund balance and potential new revenue streams. The three-year outlook helped to provide a long-term strategy to carry the City forward. The budget put forth today provides the City with a balance between each of these options that will move the City forward to meet the challenges that lie ahead.
As the budget committee considered initiatives brought by City departments the committee implemented a decision matrix to assist in comparing the initiatives. The matrix looked at why the City was performing each service and whether there were options to have the program provided through a different means. It also measured who would benefit from the program, with special consideration for those who have typically been left behind in the past. Finally, the matrix considered whether the initiative would improve air quality and meet other goals outlined by the Mayor for 2022. The matrix allowed the budget committee to have a different view of each proposal and how dissimilar programs measured against each other.
Because of this matrix, the initiatives brought forth in this budget have been carefully weighed against the Mayor’s priorities of
•Our Growth: Harnessing our growth for the good of all residents:•Our Environment: Leading the way on environmental resilience and stewardship;•Our Communities: Creating inclusive, safe, and equitable opportunities for all: and •Our City Family: Supporting employees’ physical, mental, and economic well-being.
The Mayor’s recommended budget provides a roadmap for Salt Lake City to continue to grow and prosper. It has elements to take advantage of the economic success of today and outlines a course to keep the City healthy. This includes efforts to meet future needs for service through the careful addition of needed personnel and the use of one-time funds to build needed resources to allow the City to continue to attract business and tourism and provide needed services for its citizens.
REVENUES
Salt Lake City revenue across all funds for fiscal year 2023 are $1,404,352,644. This represents an increase of 3.33% over fiscal year 2022 budgeted revenues. The increase is the result of a wide variety of issues. Sales tax revenue continues to be a strong contributor and the airport has been bolstered by a return of passengers after the COVID pandemic. The City will also recognize a portion of the revenues it received from the American Rescue Plan. However, in an effort to continue the growth it has seen
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
17
recently and meet the regulatory and other needs the City will institute rate increases at public utilities and refuse, a new governmental immunity tax and a property tax increase.
The largest contributors to City revenues are the Airport, Public Utilities and General Fund. Airport revenues are budgeted at $302.3 million while Public Utilities total revenue across all funds is $322.6 million. The General Fund FY2023 budget is $424.1 million including use of fund balance.
The City uses conservative projections and maintains adequate reserves in each fund to insure long-term financial stability. For the general fund, Salt Lake City creates its annual budget based on historical trend average of on-going revenues. From these averages the City then projects future growth, one-time revenues and potential new revenues to establish a final revenue projection. This projection becomes the basis of the budget for the Mayor and administration to create a balanced budget.
GENERAL FUND REVENUE
For fiscal year 2023, total general fund revenue increased by 13.33%. The increase is associated with a 4.9% property increase, projected increases in sales tax, recognition of one-time revenue from the ARPA, and the use of $25.1 million of fund balance. For FY2023, the City projected significant increases in sales tax, permits and interfund reimbursements. The City also budgeted $8.2 million in additional revenue as a result of policy and ordinance changes.
The proposed property tax increase will generate $4.4 million of ongoing revenue for Salt Lake City. This revenue will provide a base for the City to continue meet the ongoing needs. The City has also budgeted to use fund balance reserves to help cover projected deficits. The budget uses $25.1 million of fund balance representing 5.92% of total City revenue. While fund balance reserves were used the amount used still allowed the City to maintain a projected 13% fund balance for fiscal year 2022.
Sales Tax is budgeted to increase by $24.3 million. Other notable increases in revenue are Licenses and Permits are budgeted to increase by $9.3 million, interfund reimbursement is up $2.4 million and Interest Income is budgeted to increase by $800,000.
Noteworthy decreases in revenue are Franchises taxes are down $445K due to lower water consumption and ongoing telephone tax decreases. Transfers are budgeted $406K below fiscal year 2022 budget.
Lastly, the budget includes a new tax for governmental immunity. The tax will be set at $4.0 million annually to establish a reserve fund to meet potential claims against the City. Governmental immunity was previously funded through a contribution from the City general fund.
EXPENSES
Total expense for Salt Lake City is budgeted at $1,526,764.908 across all funds. This represents a decrease of $219.7 million from last fiscal year, or a 14.4% decrease. Total Airport budget is set at $384.7 million, while Public Utilities is budgeted at $413.1 million and the General Fund at $424.1 million.
The budget includes the addition of 131.75 full-time positions (FTEs) across all funds. The largest increase is in the General Fund where staffing will increase by 110.60 FTEs, with 46 positions having been added through budget amendment. The Airport (8.5), Public Utilities (7) and IMS (8) also saw significant staffing increases.
GENERAL FUND EXPENSE
General Fund expense increased by $56.5 million an increase of 13.3% from FY2022. Major changes to expense include salary, pension and benefit changes totaling $14.3 million. The budget also includes the addition of 110.60 FTEs at an anticipated cost of approximately $9.4 million. 45 of those positions were added through budget amendment with an annual cost of $4.3 million.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
18
The positions include the creation of a Park Ranger program (19 FTEs) to enhance user experience within City parks and along trails. 13 FTE’s to form a Civilian Response Team within the Police Department. This team will work with City police officers to mitigate issues throughout the City without the threat of force. The addition of 6 new firefighters to assist the Fire Department with staffing issues and 8 additional firefighters to add two additional Medical Response Teams in the City to assist with medical calls throughout the City.
The budget also provides additional staff to support youth programs through Youth City, and staff within the planning department to assist businesses. Staffing is increased in Human Resources, Finance and IMS to meet the expanded needs in those departments as the City continues to grow.
Support staff within the Police Department is being added to the Victim Advocate Program, the Promising Youth Program and the Special Victims Unit. Positions added in Public Services will help meet the challenges of maintaining City streets and buildings. Public Lands increased staffing will provide services throughout the City parks and byways and will also continue the oversight and expansion of the City’s urban forest.
Other notable increases in the General Fund are the creation of a unified budget for language access within across City services at a cost of $300k. Funding to continue the expanded Downtown Street Ambassador Program on $1.2 million. Continuation of construction mitigation funding to assist businesses affected by City works projects. Funding to ensure City IT resources are protected from external threats, enhancements to city emergency response dispatch systems and funding to meet the general cost increases experienced across all City departments.
Salary, Benefit and Compensation Costs
The largest portion of the general fund budget is personnel costs. The total cost for compensation included in the budget is $258.1 million. This represents a 12.67% increase over FY2021. Budgeted salary, pension and benefit increases totaled $11.4 million for general fund employees.
Health Insurance
Salt Lake City continues to offer one medical plan this year: Summit STAR - a High Deductible Health Plan
(HDHP). The medical plan is administered through Public Employees Health Plan (PEHP).
The city has realized significant savings - largely because of implementing the high deductible health plan
and front-loading half the annual deductible into a health savings plan or flex account for employees. The
implementation of a single provider network in 2011 has also been a significant source of savings for
employees and the City.
Utah Retirement Systems (URS) requires the city’s medical plan reserve be maintained at a level to cover
claims for a minimum of 55 days and a maximum of 100 days of premiums. The medical plan reserve
balance has increased and has continued to maintain a positive balance since 2011. On February 1, 2022,
the reserve balance was 95 days. The reserve balance is expected to end with a positive balance, in
relation to the required minimums, on June 30, 2022.
This year the budget includes a small premium increase of 6.0 % to the Summit STAR plan. The increase is
needed to keep up with trend (newly developed, expensive drugs, increased cost of services and new
technology). Also included in the budget this year, as in prior years, is a proposal to front-load employee’s
Health Savings Accounts (HSA). The city HSA contribution will fund one-half of the deductible for the plan
- $750 for singles and $1500 for doubles and families. The contribution will be placed into a health
savings account or health reimbursement account. As before, the city will continue to pay 95% of the total
Summit Star medical premium.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
19
The budget also includes the addition of a City sponsored Long Term Disability (LTD) program. In fiscal
year 2023, the City will pick up the cost of the plan. The anticipated cost for all employees is $1.25 million
with $750,000 from the City's general fund.
Compensation
The budget includes a compensation package for employees which totals approximately $242.1 million for the General Fund and $385.9 million for the entire City. Increases to the City's compensation package are comprised of the following:
Represented Employees
The budget includes honoring merit increases scheduled for award throughout FY2023 to all represented employees (AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees). The projected cost for these step increases (awarded on employee anniversary / compensation dates) is approximately $1.7 million.
Additionally, although only wage negotiations with SLPA will be ongoing at the time the FY2023 budget is submitted to the City Council, the Administration has included an amount necessary to fund a 4.5% general increase to the base wages for AFSCME-represented employees. Similarly, the Administration recommends funding for a 3% general base pay increase, as previously negotiated in 2021, for employees represented by the Firefighters’ union. The distribution of actual employee pay increases is subject to negotiations resulting in either tentative or previously ratified agreements, according to the city’s Collective Bargaining Resolution. The projected cost for these pay increases is approximately $4.6 million for the general fund and $6.9 million across the City.
Non-Represented Employees
Non-Represented employees, including those in 000, 300, 600, 800 and 900 (but not 901) series bargaining units will receive a 4.5% general increase to their base salary. The projected cost for all pay increases for non-represented employees is approximately $3.6 million to the general fund and $6.4 million citywide.
Market Adjustments
As recommended by the Citizens’ Compensation Advisory Committee and based upon results of the specialized market survey conducted by NFP for non-represented employees, the budget includes market adjustments for certain benchmarked employee groups in the City who lag either slightly or significantly behind market pay rates by more than 2%. The projected costs for market adjustments are approximately $2.3 million for the general fund and $4.5 million across all funds.
Capital Improvement Program
The Capital Improvement Fund is used for payment of sales tax bond debt service and other infrastructure improvements including streets, sidewalks, city buildings, curb, gutter, street lighting, parks, open space, trails and bicycle facilities. More information on the specific projects funded this year will be available in the Capital Improvement Book which will be published shortly. The summary of proposed projects is included later in the budget book.
The budget includes a General Fund contribution to the Capital Improvement Fund of $30.2 million including funding from the Funding Our Future sales tax. The contribution for new projects is at $10.2 million for fiscal year 2023. This amount will be added to potential bond funding and other funding to continue to enhance the capital assets of the City. General Fund CIP contribution includes dedicated funding from prior years for repairs from the earthquake and to begin the installation of a new citywide radio system.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
20
The total FY2021 CIP exceeds $345.9 million with the inclusion of various projects funded by the Redevelopment Agency of Salt Lake City, the Department of Airports, Public Utilities, Sustainability, Golf, federal and state partnerships, Class “C” Funds, Impact Fees and the General Fund. Most of this funding is from Airport CIP projects ($41.8 million), Public Utility improvements ($252.8 million) and $4.9 million in golf improvements to improve the golf experience on City owned courses and continue the positive trends golf has seen over the past two years.
Funding Our Future Sales Tax
To maintain our commitment to transparency, we have once again separated the Funding Our Future budget $47.2 million dollars to show use in the priority areas of housing, transit, streets, and public safety along with the expanded area of parks maintenance. This expanded area will allow the City to have needed funding to maintain City parks enhanced through Funding Our Future. Funding supports a total of 144 FTE’s as well as setting aside funding for CIP.
Housing - The budget allocates $5.2 million toward affordable housing through land discounts and financing, incentivized rent assistance and service to the most vulnerable.
Transit –$6.6 million is budgeted for the frequent transit network (FTN), with an additional $1.9 million in funding for an on-demand ride service to help residents reach transit networks.
Streets - The budget includes continuing funding for the new streets team funded last year and additional equipment to expand the reach of that team. Additionally, the budget includes $3.1 million for new infrastructure CIP projects.
Public Safety – The budget allocates funding for police officers, a Fire Department MRT as well as mental health workers in both the Police and Fire Departments. This year the new Civilian Response Team and the Park Ranger Program are proposed to be funded through Funding Our Future dollars.
City Park Maintenance - $2.0 million is set aside to maintain City parks. This funding will allow the City to maintain the new projects made possible through Funding Our Future dollars and other places.
OTHER NOTABLE ITEMS
The budget also includes the proposal of two bonds. The Mayor is proposing a sales tax bond of approximately $63.4 million that will include projects to help the City move closer to meeting many of the goals she outlined for 2022. The budget transmittal also includes information for a General Obligation bond to be presented to the voters. The bond will place a priority on parks and other amenities to improve the quality of life for Salt Lake City residents.
CONCLUSION
The FY2022-2023 budget was prepared with the intent to maintain Salt Lake City’s prosperity over the past couple of years. The budget sets forth a plan to help the City meet ongoing costs with ongoing revenues. The budget will build on the solid base the City has experienced. The budget will help lead Salt Lake City into a continued prosperous future. The budget supports the core values and services of the City and will allow City residents to continue to enjoy a safe, healthy, and vibrant Salt Lake City.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
21
Revenue and Other Sources
GENERAL FUND (FC 10):
Property Taxes 94,415,689 96,643,851 107,366,139
RDA Related Property Tax 16,092,908 16,082,193 15,532,420
Sale and Use Taxes 122,654,953 125,156,473 149,414,487
Franchise Taxes 23,952,168 12,102,129 11,657,128
Payment in Lieu of Taxes 1,493,264 1,562,041 1,638,222
TOTAL TAXES 258,608,982 251,546,687 285,608,396
Intergovernmental Revenue 4,781,753 4,644,018 4,644,620
Charges for Services 4,842,902 3,934,570 4,412,465
Other Revenue 55,480,314 61,795,395 79,874,084
Interfund Transfers In 20,971,348 22,032,892 24,431,718
TOTAL OTHER REVENUES 86,076,317 92,406,875 113,362,887
SUBTOTAL GENERAL FUND REVENUES 344,685,299 343,953,562 398,971,283
Fund Balance/Cash Reserves Used — 23,628,508 25,135,630
TOTAL GENERAL FUND SOURCES 344,685,299 367,582,070 424,106,913
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
22
CAPITAL PROJECTS FUND (FC 83, 84 & 86):
Intergovernmental Revenue 7,170,889 3,492,211 3,870,505
Sale of Land 404,018 200,000 222,554
Other Revenue 13,975,069 5,122,554
Bond Proceeds 20,454,886 — 11,360,193
Interfund Transfers In 7,170,889 12,047,658 20,007,135
Interfund Transfers In-Impact fees — 8,276,103 —
Impact fees 11,226,305 — —
TOTAL CAPITAL PROJECTS FUND REVENUES 60,402,056 29,138,526 35,460,387
Fund Balance/Cash Reserves Used — 622,384
TOTAL CAPITAL PROJECTS FUND 60,402,056 29,760,910 35,460,387
ENTERPRISE FUNDS:
AIRPORT (FC 54, 55 & 56)
Intergovernmental Revenue 133,106,915 2,950,500 4,799,500
Charges for Services 175,959,433 244,960,200 288,322,100
Other Revenue 12,927,319 10,078,899 9,147,000
TOTAL AIRPORT FUND REVENUES 321,993,667 257,989,599 302,268,600
Fund Balance/Cash Reserves Used 462,620,999 448,802,901 82,413,071
TOTAL AIRPORT FUND SOURCES 784,614,666 706,792,500 384,681,671
GOLF (FC 59)
Charges for Services 11,783,516 7,761,704 9,496,327
Other Revenue (407,536) 768,500 11,675
Interfund Transfers In 306,420 1,869,909 2,052,674
TOTAL GOLF FUND REVENUES 11,682,400 10,400,113 11,560,676
Fund Balance/Cash Reserves Used — — 3,165,340
TOTAL GOLF FUND SOURCES 11,682,400 10,400,113 14,726,016
RDA (FC 92)
Charges for Services 1,227,045 1,458,035 1,459,035
Other Revenue 36,011,517 39,517,586 43,738,998
Interfund Transfers In 52,989,928 19,890,935 18,102,866
TOTAL RDA FUND REVENUES 90,228,490 60,866,556 63,300,899
Fund Balance/Cash Reserves Used — 1,043,252 —
TOTAL RDA FUND SOURCES 90,228,490 61,909,808 63,300,899
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
23
REFUSE COLLECTION (FC 57)
Charges for Services 11,783,516 12,940,410 14,952,577
Other Revenue 624,516 7,277,904 6,505,526
TOTAL REFUSE COLLECTION FUND REVENUES 12,408,032 20,218,314 21,458,104
Fund Balance/Cash Reserves Used 3,713,757 4,495,190 3,494,568
TOTAL REFUSE COLLECTION FUND SOURCES 16,121,789 24,713,504 24,952,672
SEWER UTILITY (FC 52)
Charges for Services 50,823,100 58,128,437 66,833,500
Other Revenue 4,711,923 220,599,323 129,797,407
TOTAL SEWER UTILITY FUND REVENUES 55,535,023 278,727,760 196,630,907
Fund Balance/Cash Reserves Used 54,846,323 — 59,283,673
TOTAL SEWER UTILITY FUND SOURCES 110,381,346 278,727,760 255,914,580
STORM WATER UTILITY (FC 53)
Charges for Services 10,703,273 10,716,550 12,331,733
Other Revenue 2,594,098 7,082,200 1,145,000
TOTAL STORM WATER UTILITY FUND REVENUES 13,297,371 17,798,750 13,476,733
Fund Balance/Cash Reserves Used — 1,402,263 5,222,989
TOTAL STORM WATER UTILITY FUND SOURCES 13,297,371 19,201,013 18,699,722
WATER UTILITY (FC 51)
Charges for Services 83,050,489 86,838,106 99,642,660
Other Revenue 11,813,941 33,709,402 8,553,708
TOTAL WATER UTILITY FUND REVENUES 94,864,430 120,547,508 108,196,368
Fund Balance/Cash Reserves Used 15,768,615 6,818,047 24,556,447
TOTAL WATER UTILITY FUND SOURCES 110,633,045 127,365,555 132,752,815
STREET LIGHTING DISTRICT (FC 48)
Charges for Services 4,230,395 4,101,769 4,174,622
Other Revenue 39,675 89,000 127,600
TOTAL STREET LIGHTING DISTRICT FUND REVENUES 4,270,070 4,190,769 4,302,222
Fund Balance/Cash Reserves Used 449,462 1,508,894 1,455,603
TOTAL STREET LIGHTING DISTRICT FUND SOURCES 4,719,532 5,699,663 5,757,825
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
24
HOUSING LOANS & TRUST (FC 78)
Intergovernmental Revenue — 890,000 —
Charges for Services 17,185 4,000 4,000
Other Revenue 7,315,641 10,985,000 16,213,000
Interfund Transfers In 3,884,059 1,250,000 —
TOTAL HOUSING LOANS & TRUST FUND REVENUES 11,216,885 13,129,000 16,217,000
Fund Balance/Cash Reserves Used — 2,992,000 9,562,254
TOTAL HOUSING LOANS & TRUST FUND SOURCES 11,216,885 16,121,000 25,779,254
INTERNAL SERVICE FUNDS:
FLEET MANAGEMENT (FC 61)
Charges for Services 93,551 2,400 2,400
Other Revenue 14,180,324 17,665,894 18,097,137
Interfund Transfers In 5,299,781 10,269,716 10,727,455
TOTAL FLEET MANAGEMENT FUND REVENUES 19,573,656 27,938,010 28,826,992
Fund Balance/Cash Reserves Used — 152,565 1,599,039
TOTAL FLEET MANAGEMENT FUND SOURCES 19,573,656 28,090,575 30,426,031
GOVERNMENTAL IMMUNITY (FC 85)
Other Revenue 338,673 20,000 4,020,000
Interfund Transfers In 2,773,259 2,767,963 —
TOTAL GOVERNMENTAL IMMUNITY FUND REVENUES 3,111,932 2,787,963 4,020,000
Fund Balance/Cash Reserves Used — 145,950 —
TOTAL GOVERNMENTAL IMMUNITY FUND SOURCES 3,111,932 2,933,913 4,020,000
INFORMATION MANAGEMENT SERVICES (FC 65)
Charges for Services 16,541,123 24,250,240 30,332,167
Other Revenue 27,089 — —
Interfund Transfers In 557,354 — —
TOTAL INFORMATION MGMT. FUND REVENUES 17,125,566 24,250,240 30,332,167
Fund Balance/Cash Reserves Used — 52,247 200,000
TOTAL INFORMATION MGMT. FUND SOURCES 17,125,566 24,302,487 30,532,167
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
25
INSURANCE & RISK MANAGEMENT (FC 87)
Charges for Services 50,196,233 51,305,318 53,229,000
Other Revenue 204,319 1,638,025 1,450,000
TOTAL INSURANCE AND RISK MGMT. FUND REVENUES 50,400,552 52,943,343 54,679,000
Fund Balance/Cash Reserves Used 438,824 — —
TOTAL INSURANCE AND RISK MGMT. FUND SOURCES 50,839,376 52,943,343 54,679,000
SPECIAL ASSESSMENT FUNDS:
CURB/GUTTER (FC 20)
Special Assessment Taxes 14,878 — —
Other Revenue 15,454 3,000 3,000
TOTAL CURB /GUTTER S.A. FUND REVENUES 30,332 3,000 3,000
Fund Balance/Cash Reserves Used — — —
TOTAL CURB /GUTTER S.A. FUND SOURCES 30,332 3,000 3,000
SPECIAL REVENUE FUNDS:
CDBG OPERATING (FC 71)
Intergovernmental Revenue 2,730,135 5,341,332 4,670,517
Interfund Transfers In 955,914 — —
TOTAL CDBG FUND REVENUES 3,686,049 5,341,332 4,670,517
Fund Balance/Cash Reserves Used — — 287,916
TOTAL CDBG FUND SOURCES 3,686,049 5,341,332 4,958,433
EMERGENCY 911 DISPATCH (FC 60)
E911 Telephone Surcharges 4,672,158 3,850,000 3,850,000
Other Revenue 21,994 75,000 75,000
TOTAL E911 FUND REVENUES 4,694,152 3,925,000 3,925,000
Fund Balance/Cash Reserves Used — 131,856 —
TOTAL E911 FUND SOURCES 4,694,152 4,056,856 3,925,000
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
26
MISC. GRANTS OPERATING (FC 72)
Intergovernmental Revenue 22,577,782 16,517,971 34,158,918
Other Revenue 80,681 420,000 —
Interfund Transfers In — — —
TOTAL MISC. GRANTS OPERATING FUND REVENUES 22,658,463 16,937,971 34,158,918
Fund Balance/Cash Reserves Used — 1,746,646 —
TOTAL MISC. GRANTS OPERATING FUND SOURCES 22,658,463 18,684,617 34,158,918
MISC. SPEC. SERV. DISTRICTS (FC 46)
Special Assessment Taxes 2,367,853 1,550,000 1,700,000
Other Revenue 9,508 — —
Interfund Transfers In — — —
TOTAL MISC. SPEC. SERV. DISTRICTS FUND REVENUES 2,377,361 1,550,000 1,700,000
Fund Balance/Cash Reserves Used — — —
TOTAL MISC. SPEC. SERV. DISTRICTS FUND SOURCES 2,377,361 1,550,000 1,700,000
OTHER SPECIAL REVENUE FUNDS (FC 73)
Special Assessment Taxes — — —
Charges for Services 100,304 — —
Other Revenue 216,500 273,797 —
Interfund Transfers In — — 300,000
TOTAL OTHER SPECIAL REVENUE FUND REVENUES 316,804 273,797 300,000
Fund Balance/Cash Reserves Used — — —
TOTAL OTHER SPECIAL REVENUE FUND SOURCES 316,804 273,797 300,000
SALT LAKE CITY DONATION FUND (FC 77)
Contributions 473,673 527,000 563,500
Other Revenue 1,543,437 2,225,565 2,356,750
Interfund Transfers In — — —
TOTAL DONATION FUND REVENUES 2,017,110 2,752,565 2,920,250
Fund Balance/Cash Reserves Used — — —
TOTAL DONATION FUND SOURCES 2,017,110 2,752,565 2,920,250
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
27
QUARTER CENT SALES TAX FOR TRANSPORTATION (FC 69)
Transfer from Salt Lake County — — —
Other Revenue 8,855,333 7,700,000 9,600,000
TOTAL QUARTER CENT REVENUES 8,855,333 7,700,000 9,600,000
Fund Balance/Cash Reserves Used 207,245 — —
TOTAL QUARTER CENT SOURCES 9,062,578 7,700,000 9,600,000
DEBT SERVICE FUNDS:
DEBT SERVICE (FC 81)
Property Taxes 17,337,705 17,315,863 17,368,652
Intergovernmental Revenue 4,488,730 2,463,923 2,187,367
Bond proceeds — — —
Other Revenue 27,380 — 318,608
Interfund Transfers In 11,502,169 10,335,637 12,163,362
TOTAL DEBT SERVICE FUND REVENUES 33,355,984 30,115,423 32,037,989
Fund Balance/Cash Reserves Used 302,706 1,735,000 1,620,569
TOTAL DEBT SERVICE FUND SOURCES 33,658,690 32,516,241 33,658,558
TOTAL REVENUE BUDGET 1,188,787,017 1,333,479,102 1,379,017,012
TOTAL USE OF FUND BALANCE 538,347,931 495,277,702 217,997,099
GRAND TOTAL OF SOURCES 1,727,134,948 1,828,756,805 1,597,014,111
Expenses and Other Uses
GENERAL FUND RESERVES
CITY COUNCIL OFFICE
General Fund 3,895,648 4,551,159 5,433,376
CITY COUNCIL OFFICE TOTAL EXPENDITURES 3,895,648 4,551,159 5,433,376
OFFICE OF THE MAYOR
General Fund 3,485,045 4,761,780 6,687,989
OFFICE OF THE MAYOR TOTAL EXPENDITURES 3,485,045 4,761,780 6,687,989
DEPARTMENT OF AIRPORTS
Airport Fund 784,614,666 706,792,500 384,681,671
Increase Fund Balance/Cash Reserves — — —
DEPARTMENT OF AIRPORTS TOTAL EXPENDITURES 784,614,666 706,792,500 384,681,671
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
28
SALT LAKE CITY ATTORNEY
General Fund 6,813,233 8,029,302 9,074,133
Governmental Immunity Internal Svc. Fund 1,460,608 2,933,913 3,169,767
Increase Fund Balance/Cash Reserves 1,651,324 — 850,233
Insurance & Risk Mgmt. Internal Svc. Fund 4,113,406 4,627,849
Increase Fund Balance/Cash Reserves — — —
SALT LAKE CITY ATTORNEY TOTAL EXPENDITURES 12,094,283 15,076,621 16,871,748
DEPT OF COMMUNITY AND NEIGHBORHOODS
General Fund 23,556,363 24,003,824 28,837,887
Quarter Cent Sales Tax for Transportation 9,062,578 5,307,142 9,458,748
Increase Fund Balance/Cash Reserves — 2,392,858 141,252
DEPT OF COMMUNITY AND NEIGHBORHOODS TOTAL EXPENDITURES 32,618,941 29,310,966 38,296,635
DEPARTMENT OF ECONOMIC DEVELOPMENT
General Fund 2,238,674 2,714,915 3,731,754
Redevelopment Agency Fund 71,804,657 — —
Increase Fund Balance/Cash Reserves 18,423,833 — —
DEPARTMENT OF ECONOMIC DEVELOPMENT TOTAL EXPENDITURES 74,043,331 2,714,915 3,731,754
DEPARTMENT OF FINANCE
General Fund 7,819,634 8,767,757 10,829,925
IMS - IFAS 5,086,937 5,156,937
Increase Fund Balance/Cash Reserves — — —
Risk 35,562 35,562
Increase Fund Balance/Cash Reserves — — —
DEPARTMENT OF FINANCE TOTAL EXPENDITURES 9,061,691 13,890,256 16,022,424
FIRE DEPARTMENT
General Fund 40,219,561 45,587,400 48,597,009
FIRE DEPARTMENT TOTAL EXPENDITURES 40,219,561 45,587,400 48,597,009
HUMAN RESOURCES
General Fund 2,676,008 3,267,669 4,259,402
Insurance & Risk Mgmt. Internal Svc. Fund 47,018,934 48,790,521 50,015,589
Increase Fund Balance/Cash Reserves — 3,854 —
HUMAN RESOURCES TOTAL EXPENDITURES 49,694,942 52,058,190 54,091,880
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
29
INFORMATION MANAGEMENT SERVICES
Information Management Service Fund 15,850,697 19,215,550 25,375,230
Increase Fund Balance/Cash Reserves 68,374 — —
INFO. MGMT. SERVICES INTERNAL SERVICES FUND TOTAL EXPENDITURES 19,215,550 25,375,230
JUSTICE COURT
General Fund 4,317,939 4,850,906 5,204,990
JUSTICE COURT TOTAL EXPENDITURES 4,317,939 4,850,906 5,204,990
POLICE DEPARTMENT
General Fund 82,941,054 83,370,502 103,944,583
POLICE DEPARTMENT TOTAL EXPENDITURES 82,941,054 83,370,502 103,944,583
PUBLIC LANDS
General Fund — 18,751,871 24,241,781
Golf Enterprise Fund — 9,697,417 14,726,016
Increase Fund Balance/Cash Reserves — 702,696 —
PUBLIC LANDS TOTAL EXPENDITURES — 28,449,288 38,967,797
PUBLIC SERVICES DEPARTMENT
General Fund 44,117,192 34,341,928 39,490,510
Golf Enterprise Fund 7,918,935 — —
Increase Fund Balance/Cash Reserves 3,763,464 — —
Fleet Management Internal Service Fund 19,392,264 28,090,575 30,426,030
Increase Fund Balance/Cash Reserves 181,392 — —
PUBLIC SERVICES DEPARTMENT TOTAL EXPENDITURES 71,428,391 62,432,503 69,916,540
911 COMMUNICATION BUREAU
General Fund 7,533,197 9,016,380 10,873,902
911 COMMUNICATIONS BUREAU TOTAL EXPENDITURES 7,533,197 9,016,380 10,873,902
PUBLIC UTILITIES DEPARTMENT
Sewer Utility Enterprise Fund 110,381,346 268,213,796 255,914,580
Increase Fund Balance/Cash Reserves — 10,513,964 —
Storm Water Utility Enterprise Fund 10,523,685 19,201,013 18,699,722
Increase Fund Balance/Cash Reserves 2,773,686 — —
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
30
Water Utility Enterprise Fund 110,633,045 127,365,555 132,752,815
Increase Fund Balance/Cash Reserves — — —
Street Lighting Enterprise Funds 4,719,532 5,699,663 5,757,825
Increase Fund Balance/Cash Reserves — — —
PUBLIC UTILITIES DEPARTMENT TOTAL EXPENDITURES 236,257,608 420,480,027 413,124,942
SUSTAINABILITY DEPARTMENT
Refuse Fund 16,121,789 24,713,504 24,952,672
Increase Fund Balance/Cash Reserves — — —
SUSTAINABILITY DEPARTMENT TOTAL EXPENDITURES 16,121,789 24,713,504 24,952,672
REDEVELOPMENT AGENCY
Redevelopment Agency Fund — 61,909,808 63,300,899
Increase Fund Balance/Cash Reserves — — —
REDEVELOPMENT AGANCY TOTAL EXPENDITURES — 61,909,808 63,300,899
NON DEPARTMENTAL
General Fund 90,154,011 115,566,677 122,899,673
Curb/Gutter Special Assessment Fund 1,043 3,000 3,000
Increase Fund Balance/Cash Reserves 29,289 — —
Street Lighting Special Assessment Fund — — —
Increase Fund Balance/Cash Reserves — — —
CDBG Operating Special Revenue Fund 3,570,175 5,341,332 4,958,433
Increase Fund Balance/Cash Reserves 115,874 — —
Emergency 911 Dispatch Special Rev. Fund 3,789,270 4,056,856 3,800,385
Increase Fund Balance/Cash Reserves 603,852 — 124,615
Housing Loans & Trust Special Rev. Fund 6,337,443 16,121,000 25,779,254
Increase Fund Balance/Cash Reserves 4,879,442 — —
Misc. Grants Operating Special Rev. Fund 22,586,883 18,684,617 26,614,153
Increase Fund Balance/Cash Reserves 71,580 — 7,544,765
Misc. Spec. Svc. Districts Special Rev. Fund 1,500,510 1,550,000 1,700,000
Increase Fund Balance/Cash Reserves 876,851 — —
Other Special Revenue Funds 213,296 273,797 300,000
Increase Fund Balance/Cash Reserves 103,507 — —
Salt Lake City Donation Fund 1,711,630 2,752,565 2,870,250
Increase Fund Balance/Cash Reserves 305,481 — 50,000
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
31
Debt Service Funds 33,658,690 31,850,423 33,658,558
Increase Fund Balance/Cash Reserves — — —
Capital Projects Fund 35,360,538 29,760,910 35,460,387
Increase Fund Balance/Cash Reserves 25,041,519 — —
NON DEPARTMENTAL TOTAL EXPENDITURES 198,883,489 225,961,177 246,014,780
GEN FUND BAL/CASH RESERVES
TOTAL EXPENSE BUDGET 1,643,062,272 1,815,143,432 1,588,120,135
TOTAL INC TO FUND BALANCE 86,343,776 13,613,372 8,710,865
GRAND TOTAL OF USES 1,729,406,048 1,828,756,804 1,597,014,111
NET CHANGE TO FUND BALANCE (452,004,155) (481,664,330) (209,286,234)
Governmental Fund Type:
TOTAL GENERAL FUND: 319,767,559 367,582,070 424,106,914
CITY COUNCIL OFFICE 3,895,648 4,551,159 5,433,376
OFFICE OF THE MAYOR 3,485,045 4,761,780 6,687,989
SALT LAKE CITY ATTORNEY 6,813,233 8,029,302 9,074,133
COMMUNITY AND NEIGHBORHOODS 23,556,363 24,003,824 28,837,887
DEPT OF ECONOMIC DEVELOPMENT 2,238,674 2,714,915 3,731,754
DEPARTMENT OF FINANCE 7,819,634 8,767,757 10,829,925
FIRE DEPARTMENT 40,219,561 45,587,400 48,597,009
HUMAN RESOURCES 2,676,008 3,267,669 4,259,402
JUSTICE COURTS 4,317,939 4,850,906 5,204,990
POLICE DEPARTMENT 82,941,054 83,370,502 103,944,583
PUBLIC LANDS — — 24,241,781
PUBLIC SERVICES DEPARTMENT 44,117,192 34,341,928 39,490,510
911 COMMUNICATIONS BUREAU 7,533,197 9,016,380 10,873,902
NON DEPARTMENTAL 90,154,011 115,566,677 122,899,673
TOTAL SPECIAL REVENUE FUNDS 42,434,342 37,966,309 49,701,969
TOTAL DEBT SERVICE FUNDS 33,659,733 31,853,423 33,661,558
TOTAL CAPITAL PROJECTS FUNDS 35,360,538 29,760,910 35,460,387
Proprietary Fund Type:
TOTAL INTERNAL SERVICE FUNDS 88,785,002 108,266,464 118,623,853
TOTAL ENTERPRISE FUNDS 1,123,055,098 1,239,714,256 926,565,454
TOTAL EXPENSE BUDGET 1,643,062,272 1,815,143,431 1,588,120,135
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2022-23
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2020-21 FY 2021-22 FY 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
32
Revenue
Prior Year Adopted Budget 327,222,933 40,359,137 367,582,070
Changes to FY2022 Base Revenue
Taxes —
Sales Tax —
General Fund (FOF represents 1/2 Percent) 15,493,525 8,764,489 24,258,014
Property Tax —
Anticipated Increase 1,422,445 1,422,445
RDA Tax Increment 1,435,778 1,435,778
Increment from Inland port area 959,161 959,161
Franchise Taxes (445,001) (445,001)
PILOT 76,181 76,181
Licenses and Permits —
Licenses 2,838,309 2,838,309
Permits 6,486,478 6,486,478
Intergovernmental Revenue 602 602
Charges, Fees and Rentals 272,775 272,775
Fines 290,729 290,729
Parking Meter Collections (80,000) (80,000)
Interest Income 800,000 800,000
Miscellaneous Revenue 581,439 581,439
Interfund Reimbursement 2,398,826 2,398,826
Transfers (406,260) (406,260)
TOTAL Base Changes 32,124,987 8,764,489 40,889,476
Proposed Changes in Revenue Resulting from Policy and Ordinance Changes —
Taxes —
Property Tax —
Property Tax Increase of 4.9% 4,355,131 4,355,131
Property Tax Stabilization 2,000,000 2,000,000
CPI (FY2023 4.6%) 1,192,797 1,192,797
Transfer from Transportation Fund ( see CAN) 358,748 358,748
Dispatch Changes —
Additional Transfer from E911 Fund 150,385 150,385
Additional Revenue from Sandy City 146,665 146,665
TOTAL Proposed Policy and Ordinance Changes 8,203,726 — 8,203,726
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
33
Change in One-Time Revenue —
FY2023 One-Time Revenues —
ARPA Revenue Replacement 19,890,111 19,890,111
ARPA Available Salary Restoration 1,545,746 1,545,746
Use of Fund Balance 14,900,124 14,900,124
Use of Fund Balance (City County Building Repair) 2,000,000 2,000,000
FY2022 Civilian Response Team Recapture 2,100,608 2,100,608
FY2022 Bond Delay Payment Recapture 3,700,000 3,700,000
Racial Equity in Policing Recapture 2,284,899 2,284,899
Racial Equity in Policing Training for Police Recapture 150,000 150,000
Remove FY2022 One-Time Revenues —
ARPA Revenue Replacement (11,432,646) (11,432,646)
One Time Use of General Fund Balance (15,335,334) (15,335,334)
Health Insurance Premium (915,195) (915,195)
Police Impact Fee Reimbursement to General Fund (1,898,497) (1,898,497)
REP Funding from FY2021 (remaining) (2,614,899) (2,614,899)
One Time Use of Fund Balance from Underserved Neighborhood Holding Account (1,669,138) (1,669,138)
Fire Reimbursement for Deployments (515,000) (515,000)
Reallocated prior year Housing Plan funding (750,000) (750,000)
Use of Funding Our Future Fund Balance (2,129,483) (2,129,483)
Use of Funding Our Future Transit Key Routes Holding Account (1,879,654) (1,879,654)
TOTAL One-Time Changes 9,340,171 (1,908,529) 7,431,642
Proposed Revenue 376,891,817 47,215,097 424,106,914
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
34
Expense
Department
City Council 4,551,159 35.00 — — 4,551,159 35.00
Personal Services Base to Base Changes 110,568 110,568 —
Pension Changes 3,088 3,088 —
Insurance Rate Changes 20,088 20,088 —
Salary Proposal 151,885 151,885 —
NFP & CCAC Cost Projections [17 Impacted Employees] 182,677 182,677 —
Budget Amendment #2 - Salary Changes 113,911 113,911 —
Constituent Liaison/Policy Analyst (Grade 27) 117,500 1.00 117,500 1.00
Council Outreach and Communications 70,000 70,000 —
Part-time/Intern Assistants 112,500 112,500 —
TOTAL City Council 5,433,376 36.00 — — 5,433,376 36.00
Legislative Non Departmental 350,100 350,100 —
No New Proposals — —
TOTAL Legislative Non Departmental 350,100 — — — 350,100 —
Mayor's Office 4,761,780 30.00 — — 4,761,780 30.00
Personal Services Base to Base Changes (41,962) (41,962) —
Pension Changes 11,075 11,075 —
Insurance Rate Changes 22,384 22,384 —
Salary Proposal 92,588 92,588 —
NFP & CCAC Cost Projections [23 Impacted Employees] 250,152 250,152 —
Budget Amendment #2 - Salary Changes 122,663 122,663 —
Budget Amendment #6 - Executive Assistant 94,208 1.00 94,208 1.00
Deputy CAO (Grade 39) (10 Months) 183,031 1.00 183,031 1.00
Move REP Commission Senior Staff Position Funding [from Non-Departmental] 190,000 190,000 —
City County Building Police Presence 177,800 177,800 —
Remove Sponsorship Awards [One Time] (5,000) (5,000) —
Remove Cultural Ambassador Pilot Program [One Time] (9,850) (9,850) —
Art under the bypass [One Time] 60,000 60,000 —
Language Access unified budget 300,000 300,000 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
35
Mayor's Office (Continued)
Stipends for Boards and Commissions 119,120 119,120 —
Fleet Block Engagement [One-Time] 100,000 100,000 —
City Staff Appreciation 60,000 60,000 —
Citywide Promotional Branding 200,000 200,000 —
TOTAL Mayor's Office 6,687,989 32.00 — — 6,687,989 32.00
Attorney's Office 8,029,302 55.25 — — 8,029,302 55.25
Personal Services Base to Base Changes (385,016) (385,016) —
Annualization of partially funded positions 17,870 17,870 —
Pension Changes 3,976 3,976 —
Insurance Rate Changes 35,948 35,948 —
Salary Proposal 262,272 262,272 —
NFP & CCAC Cost Projections [55 Impacted Employees] 266,000 266,000 —
Budget Amendment #2 - Salary Changes 215,323 215,323 —
Budget Amendment #2 - Minutes and Records Clerk 87,740 1.00 87,740 1.00
Remove Office Victim Advocate - Grant Funding Match [One Time] (18,500) (18,500) —
Retention, Classification (6 positions; Recorders Office) 111,921 111,921 —
Reclassify City Recorder Position (Grade 33 to Grade 35) 50,357 50,357 —
Special Consultant - Union Negotiations, CRB outside counsel 111,600 111,600 —
eDiscovery Tech Contract Increases (Westlaw Contract) 10,908 10,908 —
Primegov - Admin (Transmittals, Laserfiche Connection & OMPA practice. 50,000 50,000 —
Election Costs (SL County & Communication Prep) (Contractual) 15,000 15,000 —
Legal Secretary III (Attorney's Office) (Grade 18) (10 Months) 69,230 1.00 69,230 1.00
Boards & Commissions Recognized Org Liaison (Grade 23) (10 Months) 83,175 1.00 83,175 1.00
Archive Clerk PT to FT (Grade 21) (10 Months) 57,027 0.25 57,027 0.25
TOTAL Attorney's Office 9,074,133 58.50 — — 9,074,133 58.50
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
36
Community and Neighborhoods 20,957,425 170.00 3,046,398 6.00 24,003,823 176.00
Personal Services Base to Base Changes (67,416) 54,400 (13,016) —
Annualization of partially funded positions 109,492 — 109,492 —
Pension Changes 22,215 (916) 21,299 —
Insurance Rate Changes 114,736 4,000 118,736 —
Merit Changes 78,173 — 78,173 —
Salary Proposal 741,745 32,668 774,413 —
NFP & CCAC Cost Projections [100 Impacted Employees] 240,944 240,944 —
Budget Amendment #2 - Salary Changes 537,287 20,156 557,443 —
Transfer Youth and Family Community and Program Manager from Grant Funding (BA#2) 92,899 1.00 92,899 1.00
Transfer Special Projects Coordinator for the Community Connections Program from ARPA Funding (BA#4)
96,175 1.00 96,175 1.00
Fleet Fuel Cost Increase 23,100 23,100 —
Transfer 3 Employees from the transportation fund (Revenue Offset) 368,336 3.00 368,336 3.00
Youth & Family Pay Increases 150,254 150,254 —
Transportation Planner III (Grade 28) (10 Months) 203,747 2.00 203,747 2.00
Program Expenses [One-Time $8,800] 11,000 11,000 —
Civil Enforcement Officer (Grade 17) (10 Months) 66,060 1.00 66,060 1.00
Program Expenses 1,100 1,100 —
Building Inspector I (Grade 19) (10 Months) 143,213 2.00 143,213 2.00
Program Expenses [One-Time $9,400] 11,600 11,600 —
NWQ Liaison (Grade 29) (10 Months) 106,175 1.00 106,175 1.00
Program Expenses [One-Time $4,400] 5,500 5,500 —
Planning - Historic Preservation Survey 75,000 75,000 —
Youth & Family - My Brother's Keeper FTE (Grade 26) (10 Months) 93,815 1.00 93,815 1.00
Program Expenses 8,505 8,505 —
CCC Lease / CAM / Utilities 300,000 300,000 —
Homeless - Increased Landfill Fees Associated with Camp Abatements 17,000 17,000 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
37
Community and Neighborhoods (Continued)
Downtown Street Ambassador Program 1,288,101 1,288,101 —
CCC & Green Team 6 Month Reduction (115,000) (115,000) —
TOTAL Community and Neighborhoods 25,466,434 180.00 3,371,453 8.00 28,837,887 188.00
Economic Development 2,714,915 18.00 2,714,915 18.00
Personal Services Base to Base Changes 27,752 27,752 —
Transfer position from RDA 81,572 1.00 81,572 1.00
Insurance Rate Changes 35,948 35,948 —
Salary Proposal 102,272 102,272 —
NFP & CCAC Cost Projections [13 Impacted Employees] 144,536 144,536 —
Budget Amendment #2 - Salary Changes 69,935 69,935 —
Budget Amendment #6 - Arts Council Staffing 309,824 3.00 309,824 3.00
Arts Council Division Operating Expenses 45,000 45,000 —
Construction Mitigation Funding 200,000 200,000 —
TOTAL Economic Development 3,731,754 22.00 — — 3,731,754 22.00
Finance Department 8,767,757 71.70 — — 8,767,757 71.70
Personal Services Base to Base Changes 204,206 204,206 —
Annualization of partially funded positions 28,721 28,721 —
Pension Changes 5,096 5,096 —
Insurance Rate Changes 53,184 53,184 —
Merit Changes 9,999 9,999 —
Salary Proposal 323,906 323,906 —
NFP & CCAC Cost Projections [44 Impacted Employees] 480,312 480,312 —
Budget Amendment #2 - Salary Changes 238,180 238,180 —
Budget Amendment #6 - Grants Manager 131,888 1.00 131,888 1.00
Purchasing Deputy Director - (Grade 33) (10 Months) 125,689 1.00 125,689 1.00
Program Expenses 5,000 5,000 —
Purchasing Outreach for Diversity & Local Business ($30,000 One-time) 40,000 40,000 —
Financial Analyst for Budget Division - (Grade 32) (10 Months) 120,437 1.00 120,437 1.00
Program Expenses 5,000 5,000 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
38
Finance Department (Continued)
Financial Analyst - (Grade 32) (10 Months) 120,437 1.00 120,437 1.00
Program Expenses 5,000 5,000 —
Good Landlord Unit Position - (Grade 16) (10 months) 64,113 1.00 64,113 1.00
Program Expenses 1,000 1,000 —
External Audit for IT 75,000 75,000 —
Resource X Program Budgeting Software 25,000 25,000 —
TOTAL Finance Department 10,829,925 76.70 — — 10,829,925 76.70
Fire Department 45,350,952 372.00 236,448 2.00 45,587,400 374.00
Personal Services Base to Base Changes (1,500,186) 25,846 (1,474,340) —
Annualization of partially funded positions 33,397 33,397 —
Pension Changes (190,556) (1,264) (191,820) —
Insurance Rate Changes 292,192 1,648 293,840 —
Merit Changes 583,357 — 583,357 —
Salary Proposal 1,124,633 6,696 1,131,329 —
NFP & CCAC Cost Projections [12 Impacted Employees] 42,071 42,071 —
Budget Amendment #2 - Salary Changes 1,625,043 1,625,043 —
Budget Amendment #4 - CHAT (3 FTEs from Police, Funding from Non Departmental) 316,092 3.00 316,092 3.00
Fleet Fuel Cost Increase 116,009 116,009 —
Remove FD Deployment Expense Reimbursement [One Time] (515,000) (515,000) —
Remove Emergency Management Phase 2 [One Time] (36,066) (36,066) —
Transfer MRT from ARPA Funding 288,262 4.00 288,262 4.00
Firefighter Turnout Gear ($12,000 One-time) 82,000 82,000 —
Office Facilitator - Emergency Management - (Grade 19) (10 Months) 71,607 1.00 71,607 1.00
Program Expenses 1,200 1,200 —
Firefighter - (Grade 17) (11 Months) 217,998 3.00 217,998 3.00
Program Expenses [One-Time $600] 2,700 2,700 —
Firefighter - (Grade 17) (5 Months) 99,090 3.00 99,090 3.00
Program Expenses [One-Time $600] 2,700 2,700 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
39
Fire Department (Continued)
MRT Expansion (Firefighter) - (Grade 17) (11 Months) 264,240 4.00 264,240 4.00
Program Expenses [One-Time $47,200] 55,900 55,900 —
TOTAL Fire 47,727,469 383.00 869,540 9.00 48,597,009 392.00
Human Resources Department 3,267,669 26.05 — — 3,267,669 26.05
Personal Services Base to Base Changes 127,103 0.35 127,103 0.35
Annualization of partially funded positions 41,994 41,994 —
Pension Changes 3,155 3,155 —
Insurance Rate Changes 18,848 18,848 —
Salary Proposal 128,945 128,945 —
NFP & CCAC Cost Projections [22 Impacted Employees] 90,263 90,263 —
Budget Amendment #2 - Salary Changes 90,982 90,982 —
HR Employee Relations Manager (Grade 33) (11 Months) 125,689 1.00 125,689 1.00
HR Senior Technician (Grade 20) (10 Months) 73,983 1.00 73,983 1.00
HR Recruiter - Police (Grade 25) (10 Months) 90,034 1.00 90,034 1.00
HR Recruiter - Apprentice/Intern (Grade 25) (10 Months) 90,034 1.00 90,034 1.00
HR Business Partner (Grade 30) (10 Months) 110,703 1.00 110,703 1.00
TOTAL Human Resources 4,259,402 31.40 — — 4,259,402 31.40
Justice Court 4,850,906 42.00 — — 4,850,906 42.00
Personal Services Base to Base Changes (9,761) (9,761) —
Pension Changes (4,228) (4,228) —
Insurance Rate Changes 26,912 26,912 —
Merit Changes 27,269 27,269 —
Salary Proposal 168,634 168,634 —
NFP & CCAC Cost Projections [4 Impacted Employees] 21,319 21,319 —
Budget Amendment #2 - Salary Changes 123,939 123,939 —
No proposals — —
TOTAL Justice Court 5,204,990 42.00 — — 5,204,990 42.00
Police Department 74,620,939 645.00 8,749,563 75.00 83,370,502 720.00
Personal Services Base to Base Changes 1,126,650 985,535 2,112,185 —
Annualization of partially funded positions 360,167 360,167 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
40
Police Department (Continued)
Pension Changes 43,630 16,223 59,853 —
Insurance Rate Changes 502,296 54,240 556,536 —
Merit Changes 662,092 120,288 782,380 —
Salary Proposal 3,394,259 534,466 3,928,725 —
NFP & CCAC Cost Projections [41 Impacted Employees] 110,163 110,163 —
Budget Amendment #2 - Salary Changes 7,254,256 1,002,346 8,256,602 —
Budget Amendment #4 - CHAT (3 FTEs to Fire) — (3.00) — (3.00)
Budget Amendment #6 - Sergeant (1) 152,288 1.00 152,288 1.00
Budget Amendment #6 - COPS Grant - Police Officers (10) 472,046 10.00 472,046 10.00
Budget Amendment #6 - COPS Grant - Equipment 226,137 226,137 —
Fleet Fuel Cost Increase 978,748 978,748 —
Remove Street Racing Initiative [One Time] (70,000) (70,000) —
Compensation Plan Changes - Standby pay 144,000 144,000 —
MOU Changes - Uniforms 25,000 25,000 —
Workers Compensation increase to actual 246,417 246,417 —
Social Work Program Budget (Uniforms, Equip, Supplies, Software, Training, etc.) 68,175 68,175 —
SVU Victim Advocate Program (Grant Ends Aug22) (Grade 22) (10 Months) 83,801 1.00 83,801 1.00
Victim Advocate Program Director - (Grade 29) (10 Months) 106,175 1.00 106,175 1.00
Victim Advocate Program Coordinator - (Grade 25) (10 Months) 90,034 1.00 90,034 1.00
Victim Advocate Program Salary Adjustments 86,727 86,727 —
Program Expenses 92,080 92,080 —
Promising Youth Program - Youth Specialists - (Grade 15) (3 New, 1 Grant Ends July22, 11 Months) 258,980 4.00 258,980 4.00
Program Expenses [One-Time $10,000] 15,000 15,000 —
GRAMA Program - Caseload Management (Grade 23) (10 Months) 99,270 1.00 99,270 1.00
Program Expenses [One-Time] 2,000 2,000 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
41
Police Department (Continued)
Community Outreach and Recruiting Coordination with HR (Grade 25) (12 Months) (REP Funded)
157,007 1.00 157,007 1.00
Civilian Response Team Program Director - (Grade 32) (10 Months) 130,143 1.00 130,143 1.00
Civilian Response Team Specialist - (Grade 19) (6 Months) (CRT Funded) 520,164 12.00 520,164 12.00
Program Expenses 95,000 95,000
Contractual Increases Contract Pricing, Supply Costs, etc.) 257,324 257,324 —
PSB Printers 55,000 55,000 —
Move LTD from PD to Insurance and Risk (193,000) (193,000) —
Versaterm Case Service Program 48,954 48,954 —
Versaterm (moving to a cloud) 200,000 200,000 —
Versaterm E-Ticketing (Replaces Brazos devices and Technology) [One-Time] 60,000 60,000 —
TOTAL Police Department 91,736,615 665.00 12,207,968 85.00 103,944,583 750.00
Public Lands 18,751,871 117.35 18,751,871 117.35
Personal Services Base to Base Changes 23,378 23,378 —
Annualization of partially funded positions 90,376 90,376 —
Pension Changes 19,166 19,166 —
Insurance Rate Changes 95,368 95,368 —
Merit Changes 39,768 39,768 —
Salary Proposal 452,477 452,477 —
NFP & CCAC Cost Projections [15 Impacted Employees] 119,190 119,190 —
Budget Amendment #2 - Salary Changes 283,314 283,314 —
Budget Amendment #4 - Park Ranger Program Personnel 1,914,200 19.00 1,914,200 19.00
Budget Amendment #4 - Park Ranger Program Equipment and Supplies 218,400 218,400 —
Budget Amendment #4 - Signage Coordinator (double elimination) 51,847 51,847 —
Fleet Fuel Cost Increase 162,938 162,938 —
Remove Public Lands Department Development [One Time] (14,400) (14,400) —
Utilities Increases 332,157 332,157 —
Department Inflationary Costs 391,468 391,468 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
42
Public Lands (Continued)
Seasonal Positions Competitive Wage Increase 554,707 554,707 —
Reallocate Park Ranger Funding to cover Foothill Trails — —
1 Park Ranger Sgt (Grande 31) to Park Ranger Manager (Grade 29) — —
1 Park Ranger Sgt (Grade 31) to Park Ranger Supervisor (Grade 27) — —
4 Park Ranger Officer (Grade 24) to Park Ranger Lead (Grade 21) — —
12 Park Ranger Officer (Grade 24) Park Ranger (Grade 19) — —
Move Park Ranger to Funding Our Future (687,424) (8.00) 687,424 8.00 — —
Add 2 Park Ranger (Grade 19) — 2.00 — 2.00
Program Expenses 18,000 18,000 —
Forest Growth, Preservation & Tree Maintenance Area Forester - (Grade 22) (9 Months) 71,964 1.00 71,964 1.00
Program Expenses 1,500 1,500 —
Reallocation of Budget for Crew Arborist & Office Tech — 2.00 — 2.00
Office Reconfiguration 100,000 100,000 —
Program Expenses 42,000 42,000 —
Increased Tree Planting Funding 150,000 150,000 —
New Properties & Amenities: — —
New Properties & Amenities: Islands & Medians Seasonal Staff 81,400 81,400 —
New Properties & Amenities: Roots Disc Golf - Sr Groundskeeper - (Grade 16) (9 Months) 57,702 1.00 57,702 1.00
Seasonal Staff 29,000 29,000 —
Program Expenses 39,237 39,237 —
New Properties & Amenities: Fisher Mansion Carriage House - Recreation Program Coordinator - (Grade 18) (9 Months)
62,307 1.00 62,307 1.00
Program Expenses 1,500 1,500 —
Seasonal Program Assistant & Activation & Materials 35,000 35,000 —
Board & Community Council Liaison - (Grade 19) (9 Months) 64,446 1.00 64,446 1.00
Program Expenses 1,500 1,500 —
TOTAL Public Lands 23,554,357 136.35 687,424 8.00 24,241,781 144.35
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
43
Public Services 31,666,097 229.00 2,675,831 20.00 34,341,928 249.00
Personal Services Base to Base Changes 403,951 (4,016) 399,935 —
Annualization of partially funded positions 133,329 — 133,329 —
Pension Changes 19,034 3,358 22,392 —
Insurance Rate Changes 162,736 12,400 175,136 —
Merit Changes 142,242 6,344 148,586 —
Salary Proposal 841,568 62,552 904,120 —
NFP & CCAC Cost Projections [95 Impacted Employees] 368,107 368,107 —
Budget Amendment #2 - Salary Changes 568,646 77,623 646,269 —
Budget Amendment #4 - CCP-Rapid Intervention Team (Transfer from ARPA to GF)
390,552 3.00 390,552 3.00
Fleet Fuel Cost Increase 96,709 96,709 —
Remove Concrete Road Maintenance Initiative [One Time] (69,500) (69,500) —
Change in part-time position salary costs 44,524 44,524 —
Contractual Increases - CPI 4.6% 340,500 340,500 —
Utility Increase 464,000 464,000 —
Deputy Director (Grade 38) (10 Months) 156,069 1.00 156,069 1.00
Program Expenses 5,000 5,000 —
Financial Analyst (Grade 29) (10 Months) 106,175 1.00 106,175 1.00
Program Expenses [One-Time $2,400] 7,000 7,000 —
Sr. Project Manager - Engineering (Grade 34) (10 Months) 131,190 1.00 131,190 1.00
Program Expenses [One-Time $4,780] 11,100 11,100 —
Sr. Project Manager - Facilities (Grade 34) (10 Months) 131,160 1.00 131,160 1.00
Program Expenses 8,000 8,000 —
Safety Coordinator (Grade 26) (10 Months) 93,815 1.00 93,815 1.00
Program Expenses 5,000 5,000 —
Expansion of Traffic Sign & Marking Maintenance (Grade 18) (10 Months) 138,460 2.00 138,460 2.00
Program Expenses 20,000 20,000 —
Expansion of Traffic Signal Maintenance (Grade 23) (10 Months) 83,175 1.00 83,175 1.00
Program Expenses 16,300 16,300 —
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
44
Public Services (Continued)
Operations Manager - Business Districts - Facilities (Grade 31) (10 Months) 115,479 1.00 115,479 1.00
Program Expenses 8,000 8,000 —
New Facilities Maintenance Funding 48,000 48,000 —
TOTAL Public Services 36,007,931 235.00 3,482,579 26.00 39,490,510 261.00
911 Dispatch 8,735,055 100.00 281,325 8.00 9,016,380 108.00
Personal Services Base to Base Changes (96,673) (96,673) —
Annualization of partially funded positions 50,691 511,059 561,750 —
Pension Changes 10,992 10,992 —
Insurance Rate Changes 62,552 62,552 —
Merit Changes 2,802 2,802 —
Salary Proposal 328,350 328,350 —
NFP & CCAC Cost Projections [1 Employee Impacted] 7,049 7,049 —
Budget Amendment #2 - Salary Changes 321,295 321,295 —
Eliminate Dispatchers (-8) (735,934) (8.00) (735,934) (8.00)
Dispatch Salary Enhancement 1,048,559 1,048,559 —
Telephone Bill Increase 21,480 21,480 —
Software Maintenance Contracts 50,000 50,000 —
Overtime 250,000 250,000 —
Training Cost Increase 9,200 9,200 —
Animal Costs and Materials and Supplies 4,100 4,100 —
Convention Presence and Networking 10,000 10,000 —
Public Relations Campaign 2,000 2,000 —
TOTAL 10,081,518 92.00 792,384 8.00 10,873,902 100.00
General Fund Key Changes FY2023
Issue General Fund FTE
Funding Our Future FTE TOTAL FTE
Governmental Transactions
Airport Trail Reimbursement 103,887 —
Apprenticeship Program 1,025,000 —
Fire SCBA 197,000 400 —
Police Body Cameras and Vehicle Integration 687,422 512,578 —
Axon Body Camera Services Enhancement 349,692 —
Non Departmental FY2022 Budget Changes FY2022 Budget Changes FY2023 Proposed
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
45
Parking Meter Replacement Lease (3 Years starting in FY2024) — —
City Resident Bus Pass (HIVE) 1,260,000 (100,000) —
Free Bus Passes for School Children (Expansion of HIVE) 100,000 —
Federal Grant Match Account 1,000,000 —
Contract for Animal Services 1,910,487 57,898 —
Demographic Contract 50,000 —
Interest Expense for TRANS Bonding/Note — —
Jazz Festival — —
Jordan River Commission (Membership) 14,000 —
Municipal Elections 91,673 (91,673) —
2021 Ranked Choice Voting Public Awareness and Education Outreach (One-time) 50,000 (50,000) —
Retirement Payouts 696,000 —
Sorenson Center with County 1,014,800 —
Tuition Aid program 300,000 20,000 —
Washington D. C. Lobbyist 75,000 —
Inter-Governmental Transfers
Capital Improvement Fund:
Debt Service Fund
Debt Service on Bonds 7,642,380 9,346,796 —
Debt Service on ESCO 896,500 —
Debt Service on LBA — 1,174,025 —
Ongoing Commitments
Transfer to CIP for ongoing commitments 560,869 600,000 —
Facilities Maintenance 350,000 —
Parks Maintenance 250,000 —
Parks Maintenance from FOF 2,000,000 —
Vacant Building Maintenance 700,000 —
New Projects
Capital Improvement Projects and Maintenance Fund 6,707,135 600,000 2,300,000 800,000 —
Restoration for City Buildings (Earthquake) (Insurance Reimbursed) [One-Time] 2,000,000 —
Set Aside Hand Held Radios [One Time] 3,700,000 —
Transfer Out to CIP Fund Funding Our Future Transit Key Routes Holding Account (One-time) (600 North Corridor Transformation)
1,879,654 (1,879,654) —
Non Departmental FY2022 Budget Changes FY2022 Budget Changes FY2023 Proposed
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
46
Fleet Fund:
Fleet - Replacement Fund 5,100,000 (100,000) —
Public Safety Apparatus/Vehicle Replacement 4,000,000 —
Streets Fleet Equipment/Vehicle Replacement 950,916 1,700,000 —
Remove FY2022 Proposals with New Vehicles [One Time]
Fire - Emergency Management Vehicles 105,000 (105,000) —
Public Services - Concrete Maintenance Equipment 58,000 (58,000) —
Public Services - Engineering Position Increases Vehicles (2) 55,800 (55,800) —
FY2023 Proposed Changes with New Vehicles [One Time]
Fire - MRT 50,000 —
Police - Recruitment Coordinator 60,300 —
Police - Civilian Response Team Program Director 60,300 —
Police - Civilian Response Team Members 315,000 —
Public Lands - Forest Growth (2 Electric Trucks) 100,000 —
Public Lands - Fisher Mansion Carriage House 53,000 —
Public Services - Sr Project Manager 35,000 —
Public Services - Traffic Sign & Marking 133,000 —
Public Services - Traffic Signal Maintenance 170,300 —
Public Services - Business District Operations Manager 35,000 —
Fleet - Centralized Fleet Maintenance 6,618,703 181,736 138,500 —
Golf Fund:
Golf (Living Wage and CCAC Salary Adjustments Transfer) 370,100 —
Golf ESCO Payment Transfer [One-Time] Prior Year 484,000 (484,000) —
Golf ESCO Payment Transfer [One-Time] Current Year 493,239 —
Golf Admin Fee Transfer 315,779 339,335 —
Golf IMS Fee Transfer 200,000 150,000 —
Rosepark Infrastructure renewal 500,000 —
Governmental Immunity Fund 2,767,963 —
Taxing Change - Move to Governmental Immunity Fund (2,767,963) —
Non Departmental FY2022 Budget Changes FY2022 Budget Changes FY2023 Proposed
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
47
Information Management Services Fund:
IMS Services 14,340,693 430,054 —
Salary Changes 471,887 —
LTD Insurance 20,700 —
Apprentice Program 288,581 —
Contractual Changes 767,282 — Technical and Inflationary Changes 515,291 —
New Initiatives 789,330 —
New Positions 535,777 —
IMS Expenses for New Positions (GF - 47, FOF - 22) 141,000 66,000 —
Insurance and Risk Management Fund 2,247,617 349,974 —
Move LTD from PD to Insurance and Risk 193,000 —
SDI & LTD Changes 335,000 —
Public Utilities Funds:
Public Utilities - HIVE : Pass through expense 61,000 —
Public Utilities - Land Swap payment 200,000 —
Public Utilities - Assistance 100,000 —
Street Lighting —
Street lighting (GF owned properties) 50,000 —
Street Lighting in Enhanced Service Areas (GF owned properties) 54,420 —
SAA Street Lighting [$60,000 One-Time] 20,000 60,000 —
Redevelopment Agency Fund
RDA Tax Increment 14,096,642 1,435,778 —
Housing Plan - Land Discounts and Financing (transfer to RDA) 2,590,000 —
Special Revenue Fund
Environmental Assessment Fund 100,000 —
Emergency Demolition Revolving Fund [One-Time] 200,000 —
Sustainability Fund
BA#7 Transfer to Sustainability 440,000 —
Transfer for E&E Operations 450,000 —
Transfer for Salary Adjustments 83,126 —
Transfer for C-Rep Contribution Funds 275,000 —
Transfer for One Time Projects (Community Lawn Mower Exchange, EV Charging Stations) 464,000 —
Non Departmental FY2022 Budget Changes FY2022 Budget Changes FY2023 Proposed
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
48
Municipal Contributions & Civic Support
Mayor - Receptions/Employee Appreciation 20,000 —
ACE Fund 200,000 —
Board and Commissions honoraria 26,000 —
City County Building Branding [One-Time] 75,000 —
Diversity Outreach (CoCs, etc.) 3,000 —
Fair Park Public Market from Underserved Neighborhoods Holding Account 1,000,000 (1,000,000) —
Healthcare Innovation - Biohive (BA#6) 50,000 —
Biohive Branding and Marketing [One Time] 35,000 —
Housing Authority Transitional Housing 85,000 —
Legal Defenders 1,292,774 111,903 —
Local Business Marketing Grants 20,000 —
Local First 20,000 (20,000) —
Music Licensing Fees 7,000 —
National League of Cities and Towns 11,535 —
Rape Recovery Center 30,000 —
Sister Cities 10,000 —
Salary Contingency 12,361,388 (12,361,388) —
Salt Lake City Arts Council 650,000 —
Salt Lake City Arts Council Changes 150,000 —
Salt Lake City Foundation 3,000 —
SL Area Chamber of Commerce 50,000 —
Shooting Range Remediation [One-Time] 500,000 —
Suazo Membership (BA#6) 45,000 —
Hispanic Entrepreneurs Program [One-Time] 30,000 —
Sugar House Park Authority 224,795 —
Tracy Aviary 674,922 44,445 —
US Conference of Mayors Membership 12,242 —
Utah Economic Development Corporation 108,000 —
Utah Foundation Membership 10,000 (10,000) —
Utah League of Cities and Towns Membership 160,684 22,879 —
ULCT ARPA Assistance (One-time) 20,000 (20,000) —
World Trade Center Membership 50,000 —
YWCA - FJC Wrap around services 45,000 —
Non Departmental FY2022 Budget Changes FY2022 Budget Changes FY2023 Proposed
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
49
Transfer Out to RDA North Temple Project Area the remaining balance of Investments in Underserved Neighborhoods Holding Account (One-time)
669,138 (669,138) —
Police Department and Racial Equity In Policing Funding
Police Officer Training [One-Time $150,400] 205,400 —
Social Worker Program 822,719 (822,719) 139,390 822,719 —
Increased Mental Health Responders 562,500 450,000 —
BA#2 Transfer Social Workers to Fire Department (316,092) —
Community Connections Center Lease and/or Repairs and Remodel (One-time) 200,000 (200,000) —
Diversifying Public Safety Civilian Response Models Holding Account 2,001,608 (1,159,608) —
Commission of Racial Equity & Policing 120,000 —
REP Commission Senior Staff Position [Moved to Mayor's Office] 190,000 (190,000) —
REP Commission Peer Court Support 20,000 —
REP FY2021 Holding Account [FY2021 REP Fund Balance] 2,284,899 (313,707) —
Sales Tax Option - Transit Plan
Transit Plan - Service for Key Routes (1, 2, 9 & 21) 5,601,319 998,681 —
Transit Plan - On Demand Ride Services 1,100,000 800,000 —
Transit Plan - UTA Outreach 100,000 —
NBA All Star Game (One-Time)
Police Staffing Estimates - 3 Days 410,000 —
Traffic - $169,344
Motors - $23,814
POU Standby - $7,056
POU Callout - $14,111
SWAT/SWAT Overwatch - $33,810
HUD - $10,143
PR Unit - $7,120
Intelligence Analysts - $6,280
SLIC $13,524
SVU, Drug Enforce, ETC - $100,000 (NBA Meeting In July)
CAN - Transportation Road Closures — —
Streets Barricades - Outsourced 240,000 —
Non Departmental FY2022 Budget Changes FY2022 Budget Changes FY2023 Proposed
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
50
Fire/Emergency Management Staffing 100,000 —
Citywide Marketing (Banners, Stickers, Lanyards) 200,000 —
Parks & Lands 50,000 —
Non Departmental TOTAL 92,964,558 3,781,266 22,252,019 3,551,730 122,549,573
General Fund Key Changes FY2023
General Fund FTE Funding Our Future FTE TOTAL FTE
Total Proposed General Fund Expense 376,891,817 1,989.95 47,215,097 144.00 424,106,914 2,133.95
Non Departmental FY2022 Budget Changes FY2022 Budget Changes FY2023 Proposed
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
51
CIP Fund (FC 83)
Revenue and Other Sources
FY2022 Beginning Balance 29,138,526
Eliminate FY2022 GF funding (Including
Funding Our Future, less Debt Service) (12,047,658)
Eliminate FY2022 Class C funding (3,021,706)
Eliminate FY2022 Impact fee funding (8,276,103)
Eliminate FY2022 funding from additional
sources (5,793,059)
FY2023 General Fund Funding (Excluding
transfer directly to Debt Service) 19,450,431
FY2023 General Fund Funding our Future 5,100,000
FY2023 General Fund One Time Sources
[City Building Earthquake Repair, Radios] 5,700,000
FY 2023 Less amount transferred directly
to debt service (10,243,296)
FY2023 Class C Funding (Excluding
transfer directly to Debt Service) 3,000,000
FY2023 Impact Fee Funding 3,360,193
FY2023 ¼¢ Sales Tax Funding 8,000,000
FY2023 Community Development Block
Grant 722,000
FY2023 Funding from additional sources 371,059
Total Revenues and Other Sources
Budget 6,321,861 35,460,387
Expenses and Other Uses
FY2022 Beginning Balance 31,401,713
Eliminate FY2022 Ongoing Commitment
Funding (1,583,423)
Eliminate FY2022 Maintenance Funding (300,000)
Eliminate FY2022 Capital Projects
Funding (8,582,644)
Eliminate FY2022 ¼¢ Sales Tax Funding (4,900,000)
Eliminate FY2022 600 North Corridor
Transformation (One-time) (1,879,654)
Eliminate FY2022 Class C Funding (2,255,310)
Eliminate FY2022 Streets Impact Fee
Funding (491,520)
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
52
CIP Fund (FC 83)(Continued)
Eliminate FY2022 Parks Impact Fee
Funding (6,800,450)
Eliminate FY2022 Community
Development Block Grant (322,000)
Eliminate FY2022 Cost Overrun and
Percent for Art (280,200)
Eliminate FY2022 Transfer to Debt
Service (148,505)
Eliminate FY2022 Transfer to Debt
Service - Class C (975,377)
Eliminate FY2022 Transfer to Debt
Service/LBA - Impact Fees Fire (984,133)
Eliminate FY2022 Transfer to General
Fund - Impact Fees (Police) (1,898,497)
FY2023 Ongoing Commitment Funding 5,122,554
FY2023 Maintenance Funding GF,
Funding our Future 2,173,008
FY2023 General Fund One Time Sources
[City Building Earthquake Repair, Radios] 5,700,000
FY2023 Capital Projects Funding 9,869,877
FY2023 Class C Funding 3,000,000
FY2023 Streets Impact Fees Funding 1,522,000
FY2023 Parks Impact Fees Funding 1,838,193
FY2023 ¼¢ Sales Tax Funding 5,000,000
FY2023 Community Development Block
Grant Funding 722,000
Cost Overrun and Percent for art 364,250
Transfer to Debt Service - General Fund 148,505
Total Expenditures and Other Uses
Budget 4,058,674 35,460,387
Budgeted revenues and other sources over
(under) expenditures and other uses 2,263,187 0
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
53
Curb and Gutter (FC 20)
Revenue and Other Sources
FY2022 Beginning Balance 3,000
No Changes 0
Total Revenues and Other Sources
Budget 0 3,000
Expenses and Other Uses
FY2022 Beginning Balance 3,000
No Changes
Total Expenditures and Other Uses
Budget 0 3,000
Budgeted revenues and other sources over 0
(under) expenditures and other uses
Misc. Special Service Districts (FC 46)
Revenue and Other Sources
FY2022 Beginning Balance 1,550,000
Change in revenue from New Assessment 150,000
Total Revenues and Other Sources
Budget 150,000 1,700,000
Expenses and Other Uses
FY2022 Beginning Balance 1,550,000
Change in expense from New Assessment 150,000
Total Expenditures and Other Uses
Budget 150,000 1,700,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
54
Street Lighting Enterprise Fund (FC 48)
Revenue and Other Sources
FY2022 Beginning Balance-base lighting 4,190,769
Street lighting fees 77,053
Change in interest income (18,000)
Change in other revenues (4,759)
Change in Grants & Other Related
Revenues (2,841)
Transfer from the General Fund 60,000
Total Revenues and Other Sources
Budget 111,453 4,302,222
Expenses and Other Uses
FY2022 Beginning Balance-base lighting 5,699,663 2.72
Personnel services 35,402
Charges for service 22,712
Debt services 48
Total Expenditures and Other Uses
Budget 2.72 58,162 5,757,825
Budgeted revenues and other sources over (1,455,603)
(under) expenditures and other uses
Water Utility (FC 51)
Revenue and Other Sources
FY2022 Beginning Balance 120,547,508
Change in Metered Water Sales 12,804,554
Change in Interest Income 485,164
Other Revenue 205,142
Transfer from General Fund 300,000
Bond proceeds (26,146,000)
Total Revenues and Other Sources
Budget (12,351,140) 108,196,368
Expenses and Other Uses
FY2022 Beginning Balance 127,365,555 283.16
Personnel services 5.00 1,921,973
Operating & maintenance 419,311
Charges for service 1,654,744
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
55
Water Utility (FC 51)(Continued)
Capital outlay 671,108
Capital improvements (611,000)
Cost of bond issuance (146,000)
Debt services 1,477,124
Total Expenditures and Other Uses
Budget 288.16 5,387,260 132,752,815
Budgeted revenues and other sources over (24,556,447)
(under) expenditures and other uses
Sewer (FC 52)
Revenue and Other Sources
FY2022 Beginning Balance 278,727,760
Change in Sewer Utility Service Revenue 8,705,063
Change in Interest Income 776,084
Other sources 34,000
WIFIA Loan 32,075,000
Bond Proceeds (123,687,000)
Total Revenues and Other Sources
Budget (82,096,853) 196,630,907
Expenses and Other Uses
FY2022 Beginning Balance 268,213,796 126.55
Personnel Services 1.10 1,027,712
Operating & Maintenance 508,749
Charges for Service 1,504,031
Capital Outlay (21,946)
Capital Improvements (20,250,916)
Cost of bond issuance (687,000)
Debt Service 5,620,154
Total Expenditures and Other Uses
Budget 127.65 (12,299,216) 255,914,580
Budgeted revenues and other sources over
(under) expenditures and other uses (59,283,673)
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
56
Storm Water Utility (FC 53)
Revenue and Other Sources
FY2022 Beginning Balance 17,798,750
Change in Stormwater Utility Service
Revenue 1,607,183
Change in Interest Income (44,200)
Other Operating Revenues 39,000
Impact Fees 236,000
Bond Proceeds (6,160,000)
Total Revenues and Other Sources
Budget (4,322,017) 13,476,733
Expenses and Other Uses
FY2022 Beginning Balance 19,201,013 39.57
Personnel Services 0.90 397,171
Operating & Maintenance 73,789
Charges for Service 608,399
Capital Outlay 1,419,000
Capital Improvements (2,805,500)
Cost of Bond Issuance (34,200)
Debt Service (159,950)
Total Expenditures and Other Uses
Budget 40.47 (501,291) 18,699,722
Budgeted revenues and other sources over
(under) expenditures and other uses (5,222,989)
Airport Fund (FC 54,55,56)
Revenue and Other Sources
FY2022 Beginning Balance 257,989,599
Change in operating revenues 43,430,001
Change in passenger facility charges 0
Change in grants and reimbursements 1,849,000
Change in customer facility charges 0
Change in airport general revenue bonds 0
Change in interest income (1,000,000)
Total Revenues and Other Sources
Budget 44,279,001 302,268,600
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
57
Airport Fund (FC 54,55,56)(Continued)
Expenses and Other Uses
FY2022 Beginning Balance 706,792,500 610.80
Change in operating expenses 8.50 19,783,271
Change in Passenger Incentive Rebate 11,740,000
Change in interest expense (5,911,400)
Change in capital equipment 1,621,800
Change in capital improvements projects (349,344,500)
Total Expenditures and Other Uses
Budget 619.30 (322,110,829) 384,681,671
Budgeted revenues and other sources over
(under) expenditures and other uses (82,413,071)
Refuse (FC 57)
Revenue and Other Sources
FY2022 Beginning Balance 20,218,315
Refuse Collection Revenues 0
Other Misc. Revenues (782,194)
Recycling Proceeds 175,000
Landfill (SLVSWMF) dividends (59,000)
Sale of equipment and vehicles (371,000)
Principal & Interest for CIK Loan
Repayment (31,820)
Finance Proceeds for Equip Purchases
(see corresponding expense) (859,489)
FY2023 Waste & Recycling Can Collection
15% Fee Increase 1,896,167
Transfer from General Fund for E&E 533,126
Transfer from GF: FY2023 C-REP Multiple
Anchor Community Participation
Contribution Funds
275,000
Transfer from GF: Community
Lawnmower Exchange (One-time) 250,000
Transfer from GF: New EV Charging
Stations (One-time) 214,000
Total Revenues and Other Sources
Budget 1,239,790 21,458,105
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
58
Refuse (FC 57)(Continued)
Expenses and Other Uses
FY2022 Beginning Balance 24,713,505 63.00
Financed vehicle purchases (see
corresponding revenue) (641,585)
Lease payments for equipment purchases (199,805)
Fleet maintenance 221,662
Fleet fuel 194,886
Tipping fees (303,560)
Personal Services (Base and Salary
Adjustments) 364,573
Remove FY2022 One-time Sustainability
Projects Budget (655,000)
FY2023 C-REP Multiple Anchor
Community Participation Contribution
Funds
275,000
Community Lawnmower Exchange (One-
time) 250,000
New EV Charging Stations (One-time) 214,000
Dept Equipment Exchange (One-time) 450,000
Climate and Energy [One-Time] 110,000
Air Quality [One-Time] 345,000
Health Food Access [One-Time] 195,000
FY23 Zero Waste by 2040 Roadmap 200,000
IMS Network & Admin Costs (123,364)
PUBS Billing Allocation Costs 25,664
Misc. Operational Expense (Admin Fees,
Bldg Maint, Contracts) (683,304)
Total Expenditures and Other Uses
Budget 63.00 239,167 24,952,672
Budgeted revenues and other sources over
(under) expenditures and other uses (3,494,567)
Golf Fund - Operations (FC 59)
Revenue and Other Sources
FY2022 Beginning Balance 9,486,680
Green Fees 790,718
Driving Range 49,055
Cart Rental 601,674
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
59
Golf Fund - Operations (FC 59)(Continued)
Retail Sales 56,213
Other (24,951)
General Fund Transfer (IMS, Admin Fees) (333,841)
Cash transfer to CIP Fund (3,000,000)
Debt Proceeds - Lease Capital (768,000)
Total Revenues and Other Sources
Budget (2,629,132) 6,857,548
Expenses and Other Uses
FY2022 Beginning Balance 8,982,948 33.65
Personal Services (COLA & Adjustments) 352,323
Retail Merchandise 39,912
Operating Supplies 178,882
Increase for Utilities 26,520
Cart Rental Fee 429,917
Charges and Services 943,189
City Charges (IMS & Other Admin Fees) 166,159
Operating Equipment Cash Purchases (169,073)
Equipment Lease Capital (768,000)
Total Expenditures and Other Uses
Budget 33.65 1,199,829 10,182,777
Budgeted revenues and other sources over
(under) expenditures and other uses (3,325,229)
Golf Fund - CIP Dedicated (FC 59)
Revenue and Other Sources
FY2022 Beginning Balance 913,433 n
Green Fees 273,089
Transfer from GF for ESCO 16,606
Transfer from GF for Rose Park
Infrastructure Renewal 500,000
Cash Transfer from Golf Operations 3,000,000
Total Revenues and Other Sources
Budget 3,789,695 4,703,128
Expenses and Other Uses
FY2022 Beginning Balance 714,469 P
aDebt Service Payments (ESCO) 16,606
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
60
Golf Fund - CIP Dedicated (FC 59)(Continued)
Capital Expenditures 3,812,164
Total Expenditures and Other Uses
Budget 0.00 3,828,770 4,543,239
Budgeted revenues and other sources over
(under) expenditures and other uses 159,889
Emergency 911 (FC 60)
Revenue and Other Sources
FY2022 Beginning Balance 3,925,000
No Change 0
Total Revenues and Other Sources
Budget 0 3,925,000
Expenses and Other Uses
FY2022 Beginning Balance 4,056,856
Remove One-Time Funding from FY2022
for Projects (406,856)
Change in Transfer to General Fund 150,385
Total Expenditures and Other Uses
Budget (256,471) 3,800,385
Budgeted revenues and other sources over
(under) expenditures and other uses 124,615
Fleet Management (FC 61) -
Maintenance
Revenue and Other Sources
FY2022 Beginning Balance 13,431,318
Fuel revenue impact 1,454,004
Work Order billings 939,268
Car Wash billing increase (18,021)
Miscellaneous 1,000
Transfer from General Fund 27,455
Total Revenues and Other Sources
Budget 2,403,706 15,835,024
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
61
Fleet Management (FC 61) -
Maintenance (Continued)
Expenses and Other Uses
FY2022 Beginning Balance 13,418,886 45.00
FY2022 Base Personal Service
Adjustments (120,170)
Salary Increase and Merit Changes 1.00 148,865
Increase in Health Insurance 31,960
Increase in Pension 5,269
Merit Increase 13,435
BA#2 Personal Services 112,726
Fuel impact 1,441,816
Inflation factor Finance admin 13,480
Inflation factor Water. Sewer. Storm 15% 1,735
Maintenance for GPS (495 additional
vehicles) 58,680
Miscellaneous 46,546
NFP & CCAC Cost Projections 27,455
Parts 8% increase 222,097
Sublet 8% Increase 235,640
Car wash debris clean out increased with
PU not involved 88,896
FASTER Web server subscription thru the
Cloud 14,644
Safety gloves to work on electric vehicles 2,720
Two electric charging stations 113,000
Total Expenses and Other Uses Budget 46.00 2,458,794 15,877,680
Budgeted revenues and other sources over
(under) expenditures and other uses (42,656)
Fleet Management (FC 61) -
Replacement
Revenue and Other Sources
FY2022 Beginning Balance 14,506,689
Change in Leased Purchases to stay under
$4M debt service cap (2,000,000)
Transfer from GF for Debt Service (5,189)
Streets Funding our Future purchases 691,084
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
62
Fleet Management (FC 61) -
Replacement (Continued)
Vehicle sales at auctions 54,995
Transfer for Vehicle Purchases (255,611)
Total Revenues and Other Sources
Budget (1,514,721) 12,991,968
Expenses and Other Uses
FY2022 Beginning Balance 14,671,690
Debt Service - Current year lease
purchases 4,738
Debt Service - Prior years (9,926)
Miscellaneous (197,169)
New vehicle prep, parts, outsourced
labor & admin (112,065)
Reduced lease schedule purchases to
$1M (2,000,000)
Funding our Future - Streets vehicles 691,084
Using Fleet fund balance to purchase
vehicles 1,500,000
Total Expenditures and Other Uses
Budget 0.00 (123,338) 14,548,352
Budgeted revenues and other sources over
(under) expenditures and other uses (1,556,384)
Information Management Services (FC
65)
Revenue and Other Sources
FY2022 Beginning Balance 24,250,240
Change in Transfer from General Fund 3,595,848
Change in Transfer from Other Funds 2,486,079
Approporiation of Fund Balance 200,000
Total Revenues and Other Sources
Budget 6,281,927 30,532,167
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
63
Information Management Services (FC
65)(Continued)
Expenses and Other Uses
FY2022 Beginning Balance 24,302,487 84.00
Change in Personnel Expense
Base to Base 497,583
Insurance 172,117
Salary Adjustment COLA 540,532
NFP & CCAC 286,740
Budget Amendment Changes
BA#7 - Network Engineer II (Grade 31) 1.00 139,812
BA#7 - Desktop Management 162,000
BA#7 - SIEM 500,000
Contractual Changes 1,262,418
Technical & Inflationary Increases 34,350
Initiatives
- Survey Increased Cost 45,000
- Penetration Testing 55,000
- PC Replacement 421,525
- Air Time Portable Computers 51,940
- Admin Service Fees 20,000
- Power BI and Other Analytics 70,000
- Fiber Buildout & City Connect - Free
WiFi [One-Time] 150,000
- Permits & Licensing Sortware 316,694
- New Core Switch 150,000
- WiFi Buildout - Internal buildout 100,000
- Perpetual Storage (Cohesity and Azure) 10,000
- Cohesity Node 60,000
New Positions
- Deputy Director (Grade 39) (11
Months) 1.00 215,760
- Enterprise Tech Solutions Manager
(Grade 35) (10 Months) 1.00 136,946
- IT Systems Analyst (Grade 33) (10
Months) 1.00 125,670
- Network Engineer II (Grade 31) (10
Months) 1.00 115,467
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
64
Information Management Services (FC
65)(Continued)
- Software Support Admin II (Grade 30)
(10 Months) 1.00 110,686
- Civic Engagement Program Specialist
(Grade 24) (10 Months) 2.00 165,960
Apprentice Program 313,480
Total Expenditures and Other Uses
Budget 92.00 6,229,680 30,532,167
Budgeted revenues and other sources over
(under) expenditures and other uses 0
County Quarter Cent Sales Tax for
Transportation (FC69)
Revenue and Other Sources
FY2022 Beginning Balance 7,700,000
Change in revenue 3,000,000
Remove FY2021 State Initiated County
Local Option Sales Tax (1,100,000)
Total Revenues and Other Sources
Budget 1,900,000 9,600,000
Expenses and Other Uses
FY2022 Beginning Balance 5,307,142 3.00
Remove Personnel Costs (Transferred to
GF) (3.00) (407,142)
Transfer to General Fund for Personnel 358,748
Remove FY2022 Transfer to CIP (4,900,000)
Transfer to Debt Services - SIB 1,100,000
Transfer to CIP - Projects 5,000,000
Transfer to CIP - Complete Streets 3,000,000
Total Expenditures and Other Uses
Budget — 4,151,606 9,458,748
Budgeted revenues and other sources over
(under) expenditures and other uses 141,252
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
65
CDBG Operating (FC 71)
Revenue and Other Sources
FY2022 Beginning Balance 5,341,332
Change in Federal Funds (670,815)
Total Revenues and Other Sources
Budget (670,815) 4,670,517
Expenses and Other Uses
FY2022 Beginning Balance 5,341,332
Change in Federal Funds 867,101
Change in Transfer to Housing (1,250,000)
Total Expenditures and Other Uses
Budget (382,899) 4,958,433
Budgeted revenues and other sources
over
(under) expenditures and other uses (287,916)
Misc. Grants Operating (FC 72)
Revenue and Other Sources
FY2022 Beginning Balance 16,937,971
Change in Federal Grant Revenue (695,681)
Change in Program Income 0
Change in Appropriation of Cash 0
Change in ARPA Funding 17,916,628
Total Revenues and Other Sources
Budget 17,220,947 34,158,918
Expenses and Other Uses
FY2022 Beginning Balance 18,684,617
Change in Approved Grant Expenditures 115,495
American Rescue Plan Grant
- Revenue Replacement [Transfer to
General Fund] 8,457,465
- Salary Restoration 1,545,746
- Special Projects Assistant (93,829)
- Youth & Family Community and
Program Manager (90,633)
- Youth & Family COVID Programming (711,350)
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
66
Misc. Grants Operating (FC 72)(Continued)
- Economic Development Strategic Plan
(Economic Development) (50,000)
- Economic Development Staff
(Economic Development) (79,000)
- Grant Administrator (Finance) (6,020)
- Grant Manager (Finance) (95,000)
- Apprenticeship Program to GF (1,000,000)
- MRT Expansion to GF (136,762)
- Remove One-Time for MRT Expansion (46,700)
- Remove One-Time ARPA Holding
Account (1,583,500)
- HEART 59,565
Appropriation of HOME Program Income 1,644,059
Total Expenditures and Other Uses
Budget 7,929,536 26,614,153
Budgeted revenues and other sources over
(under) expenditures and other uses 7,544,765
Other Special Revenue Fund (FC73)
Revenue and Other Sources
FY2022 Beginning Balance 273,797
Transfer from GF - Environmental
Assessment Fund 100,000
Transfer from GF - Emergency Demolition
Revolving Fund 200,000
Remove FY2022 Appropriation of Cash (273,797)
Total Revenues and Other Sources
Budget 26,203 300,000
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
67
Other Special Revenue Fund (FC73)(Continued)
Expenses and Other Uses
FY2022 Beginning Balance 273,797
Environmental Assessment Fund 100,000
Emergency Demolition Revolving Fund
[One-Time] 200,000
Remove FY2022 Expense (273,797)
Total Expenditures and Other Uses
Budget 26,203 300,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Donation Fund (FC 77)
Revenue and Other Sources
FY2022 Beginning Balance 2,752,565
Change in Revenue from GUCOA 167,685
Total Revenues and Other Sources
Budget 167,685 2,920,250
Expenses and Other Uses
FY2022 Beginning Balance 2,752,565
Change in GUCOA Expense 117,685
Total Expenditures and Other Uses
Budget 117,685 2,870,250
Budgeted revenues and other sources over
(under) expenditures and other uses 50,000
Housing (FC 78)
Revenue and Other Sources
FY2022 Beginning Balance 13,129,000
Change in Transfer from CDBG (1,250,000)
Change in Program Income (890,000)
Change in Interest Income 335,200
Change in Misc Income/Sale of Property 150,000
Change in Appropriation of Cash 3,282,800
Change in Loan Principal & Escrow Paymt 1,460,000
Total Revenues and Other Sources
Budget 3,088,000 16,217,000
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
68
Housing (FC 78)(Continued)
Expenses and Other Uses
FY2022 Beginning Balance 16,121,000
Change in Loan Disbursements and
Associated Expenses 3,110,000
Change in Funding Our Futures Expenses 0
Change in Other Expenses 1,200,000
Change in Interest Expense (32,000)
Change in Note Payable & T&I Payments (415,000)
Change in Transfer to General Fund (750,000)
Change in Transfer to RDA Fund (2,590,000)
Change in Transfer to CDBG Fund (1,250,000)
Appropriation from Program Income 10,385,253
Total Expenditures and Other Uses
Budget 9,658,253 25,779,253
Budgeted revenues and other sources over
(under) expenditures and other uses (9,562,253)
Debt Service (FC 81)
Revenue and Other Sources
FY2022 Beginning Balance 30,115,423
Change in G.O. Property Tax 52,789
Change in Debt Service from RDA (276,556)
Change in Transfer from Transportation 1,100,000
Change in Transfer from General Fund 584,444
Change in Transfer from CIP 144,500
Change in Lease Payments 318,608
Change in Transfer from Refuse (660)
Change in Transfer from Fleet (559)
Total Revenues and Other Sources
Budget 1,922,566 32,037,989
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
69
Debt Service (FC 81)(Continued)
Expenses and Other Uses
FY2022 Beginning Balance 31,850,423
Change in Debt Service Payments and
related expenses 1,808,135
Remove One-Time Transfer Out from
North Temple Viaduct Bond RDA
Reimbursement to North Temple Project
Area
(1,000,000)
One-time transfer out from North
Temple to Housing 1,000,000
Total Expenditures and Other Uses
Budget 1,808,135 33,658,558
Budgeted revenues and other sources over
(under) expenditures and other uses (1,620,569)
Government Immunity (FC 85)
Revenue and Other Sources
FY2022 Beginning Balance 2,787,963
Change in Transfers In from General Fund (2,767,963)
Change in Transfers In from Other Funds
New Tax Revenue 4,000,000
Total Revenues and Other Sources
Budget 1,232,037 4,020,000
Expenses and Other Uses
FY2022 Beginning Balance 2,933,913 9.00
Change in Personnel Expense 235,854
Change in Other Expense 0
Total Expenditures and Other Uses
Budget 9.00 235,854 3,169,767
Budgeted revenues and other sources
over
(under) expenditures and other uses 850,233
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
70
Insurance and Risk Management (FC 87)
Revenue and Other Sources
FY2022 Beginning Balance 52,943,343
Change in Transfer from General Fund -
Operations 349,974
Change in Transfer from Other Funds -
Operations 265,708
Change in Employee Subsidized LTD (890,000)
Change in Transfer from General Fund -
LTD 528,000
Change in Transfer from Other Funds -
LTD 500,000
Change in Health Insurance 2,420,000
Premium Holiday [One-Time] (1,438,025)
Total Revenues and Other Sources
Budget 1,735,657 54,679,000
Expenses and Other Uses
FY2022 Beginning Balance 52,939,489 7.75
Change in Personnel Expense (0.35) 39,735
Change in Property Insurance Premium &
Excess Premium 303,054
Change in Comm Crime Bonds & Cyber
Liability 346,570
Change in Overhead Expenses 59,971
Change in Health Insurance 2,420,000
Change in SDI (93,131)
Removal of Employee paid LTD (1,111,999)
Employer Paid LTD 1,213,336
Remove Transfer out of Fund Balance for
Premium Holiday FY2023 (1,438,025)
54,679,000 Total Expenditures and Other Uses
Budget 7.40 1,739,511
0 Budgeted revenues and other sources over
(under) expenditures and other uses
OTHER FUND KEY CHANGES
ISSUE
FY2022
Adopted
Budget
Full Time
Equivalent
Changes
from FY2022
Budget
FY2023
Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
71
LBA KEY CHANGES
ISSUE
FY2022 Adopted Budget
Full Time Equivalent
Changes from FY2022 Budget
FY2023 Budget
Local Building Authority (FC66)
Revenue and Other Sources
FY2022 Beginning Balance 2,220,925
Change in Building Lease Revenue (363,350)
Change in Transfers In 189,892
Appropriation of Cash (192,142)
Total Revenues and Other Sources Budget (365,600) 1,855,325
Expenses and Other Uses
FY2023 Beginning Balance 2,220,925
Change in Debt Service (365,600)
Change in Project Costs
Total Expenditures and Other Uses Budget (365,600) 1,855,325
Budgeted revenues and other sources over
(under) expenditures and other uses 0 0
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
72
Central Business District
Revenue and Other Sources
Tax Increment 27,573,150 — 27,573,150
Interest Income 350,000 (326,500) 23,500
Total Revenues and Other Sources Budget 27,923,150 (326,500) 27,596,650
Expenses and Other Uses
Taxing Entity Payment (60%) 13,436,150 (152,499) 13,283,651
Eccles Debt Service 3,107,740 3,260,239
Eccles Debt Service Block 70 RDA Match 3,107,740 152,499 3,260,239
Transfer to Administration (10%) 2,757,315 — 2,757,315
Miscellaneous Property Expense 975,000 25,000 1,000,000
TI Reimbursements (Jazz Arena, 222 Main) 1,477,398 (77,398) 1,400,000
Gallivan Maintenance 523,138 43,684 566,822
Gallivan Programming 250,000 — 250,000
Gallivan Administration 340,482 24,841 365,323
Eccles Debt Service Reserve 1,800,000 (1,800,000) —
Parking Ramp Leases 64,355 4,645 69,000
Capital Reserves - Japantown -{Holding Account}- — 250,000 250,000
Capital Reserves - Main Street Closure Design -{Holding Account}- — 300,000 300,000
Capital Reserves - Gallivan Master Planning -{Holding Account}- — 100,000 100,000
Capital Reserves - Property Acquisition -{Holding Account}- — 734,061 734,061
Capital Reserves - Commercial Loan Program -{Holding Account}- 83,832 (83,832) —
Total Expenditures and Other Uses Budget 27,923,150 (478,999) 27,596,650
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
73
West Capitol Hill
Revenue and Other Sources
Interest Income 150,000 (50,000) 100,000
Total Revenues and Other Sources Budget 150,000 (50,000) 100,000
Expenses and Other Uses
Transfer to Administration 150,000 (150,000) —
Capital Reserves - West Capital Hill Projects -{Holding Account}- — 100,000 100,000
Total Expenditures and Other Uses Budget 150,000 (50,000) 100,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
West Temple Gateway
Revenue and Other Sources
Interest Income 50,000 (45,000) 5,000
Total Revenues and Other Sources Budget 50,000 (45,000) 5,000
Expenses and Other Uses
Transfer to Administration 50,000 (45,000) 5,000
Total Expenditures and Other Uses Budget 50,000 (45,000) 5,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
74
Depot District
Revenue and Other Sources
Tax Increment 3,921,164 78,423 3,999,587
Interest Income 200,000 (150,000) 50,000
Total Revenues and Other Sources Budget 4,121,164 (71,577) 4,049,587
Expenses and Other Uses
TI Reimbursement Gateway 1,820,977 179,023 2,000,000
Primary Housing Fund (20%) 784,233 15,684 799,917
Capital Reserves - Revolving Fund Repayment -{Holding Account}- — 524,732 524,732
Capital Reserves - Station Center Infrastructure -{Holding Account}- 332,179 (332,179) —
Transfer to Administration (15%) 588,175 11,763 599,938
Grant Tower Debt Service 275,600 (275,600) —
Miscellaneous Property Expense 120,000 5,000 125,000
Capital Reserves - Environmental Remediation Sites 3 & 4 -{Holding Account}- 200,000 (200,000) —
Total Expenditures and Other Uses Budget 4,121,164 (71,577) 4,049,587
Budgeted revenues and other sources over
(under) expenditures and other uses —
Granary District
Revenue and Other Sources
Tax Increment 621,124 12,422 633,546
Interest Income 45,000 (30,000) 15,000
Total Revenues and Other Sources Budget 666,124 (17,578) 648,546
Expenses and Other Uses
Capital Reserves - Strategic Intervention -{Holding Account}- — 421,805 421,805
Capital Reserves - Community/Cultural Initiative -{Holding Account}- 443,731 (443,731) —
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
75
Granary District (Continued)
Primary Housing Fund (20%) 124,225 2,484 126,709
Transfer to Administration (15%) 93,168 1,864 95,032
Miscellaneous Property Expense 5,000 — 5,000
Total Expenditures and Other Uses Budget 666,124 (17,578) 648,546
Budgeted revenues and other sources over
(under) expenditures and other uses —
North Temple
Revenue and Other Sources
Tax Increment 435,346 8,707 444,053
Transfer In from Primary Housing Fund 1,000,000 (1,000,000) —
Transfer in from Fund 81 1,000,000 (1,000,000) —
Transfer in from General Fund 669,138 (669,138) —
Transfer In from PIF 255,215 (255,215) —
Use of Fund Balance (Catalytic Project Holding Acct) 788,037 (788,037) —
Interest Income 15,000 (10,000) 5,000
Total Revenues and Other Sources Budget 4,162,736 (3,713,683) 449,053
Expenses and Other Uses
Capital Reserves - Folsom Corridor Prop Acq & Remediation -{Holding Account}- — 284,753 284,753
Primary Housing Fund (20%) 87,069 1,742 88,811
Capital Reserves - School Construction Fund (10%)* -{Holding Account}- 30,474 610 31,084
Capital Reserves - Strategic Intervention Fund -{Holding Account}- 4,001,658 (4,001,658) —
Transfer to Administration (10%) 43,535 870 44,405
Total Expenditures and Other Uses Budget 4,162,736 (3,713,683) 449,053
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
76
Block 70
Revenue and Other Sources
Transfer From CBD Taxing Entity Payments 4,109,200 (848,961) 3,260,239
Transfer From CBD Eccles Debt Service RDA match 3,107,740 152,499 3,260,239
Transfer from CBD Eccles Debt Service Reserve Account 1,800,000 (1,800,000) —
Tax Increment 1,922,323 — 1,922,323
Reserves for Eccles Debt — 2,469,853 2,469,853
Interest Income — 2,500 2,500
Total Revenues and Other Sources Budget 10,939,263 (24,109) 10,915,154
Expenses and Other Uses
Eccles Theater Debt Service 8,068,209 1,320 8,069,529
Reserve for Eccles Debt Service 90,617 (90,617) —
Regent Street Bond Debt Service 1,448,740 40,188 1,488,928
Taxing Entity Payments (30%) 576,697 — 576,697
Fundraising Fulfillment 100,000 25,000 125,000
Eccles Theater- Operating Reserve for Ancillary Spaces 475,000 — 475,000
Capital Reserves - Regent Street Parking Structure -{Holding Account}- 100,000 — 100,000
Regent Street Maintenance 80,000 — 80,000
Total Expenditures and Other Uses Budget 10,939,263 (24,109) 10,915,154
Budgeted revenues and other sources over
(under) expenditures and other uses —
North Temple Viaduct
Revenue and Other Sources
Tax Increment 1,181,479 23,630 1,205,109
Interest Income 7,500 (6,000) 1,500
Total Revenues and Other Sources Budget 1,188,979 17,630 1,206,609
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
77
North Temple Viaduct (Continued)
Expenses and Other Uses
Debt Service Payment to Salt Lake City 1,171,257 17,275 1,188,532
Transfer to Admin (1.5%) 17,722 355 18,077
Total Expenditures and Other Uses Budget 1,188,979 17,630 1,206,609
Budgeted revenues and other sources over
(under) expenditures and other uses —
Northwest Quadrant
Revenue and Other Sources
Tax Increment 1,500,000 (596,900) 903,100
Interest Income — 5,000 5,000
Total Revenues and Other Sources Budget 1,500,000 (591,900) 908,100
Expenses and Other Uses
TI Reimbursement NWQ Phase I 500,000 132,170 632,170
Transfer to Secondary Housing 350,000 (350,000) —
Capital Reserves - Shared Costs -{Holding Account}- 350,000 (254,690) 95,310
Transfer to Primary Housing (10%) 150,000 (59,690) 90,310
Transfer to Admin (10%) 150,000 (59,690) 90,310
Total Expenditures and Other Uses Budget 1,500,000 (591,900) 908,100
Budgeted revenues and other sources over
(under) expenditures and other uses —
Stadler Rail
Revenue and Other Sources
Tax Increment 71,000 1,420 72,420
Interest Income — 500 500
Total Revenues and Other Sources Budget 71,000 1,920 72,920
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
78
Stadler Rail (Continued)
Expenses and Other Uses
TI Reimbursement 56,800 1,636 58,436
Transfer to Primary Housing (10%) 7,100 142 7,242
Transfer to Admin (10%) 7,100 142 7,242
Total Expenditures and Other Uses Budget 71,000 1,920 72,920
Budgeted revenues and other sources over
(under) expenditures and other uses —
State Street
Revenue and Other Sources
Tax Increment — 2,631,183 2,631,183
Interest Income — — —
Total Revenues and Other Sources Budget — 2,631,183 2,631,183
Expenses and Other Uses
Capital Reserves - Property Acquisition -{Holding Account}- — 2,104,947 2,104,947
Transfer to Primary Housing (10%) — 263,118 263,118
Transfer to Admin (10%) — 263,118 263,118
Total Expenditures and Other Uses Budget — 2,631,183 2,631,183
Budgeted revenues and other sources over
(under) expenditures and other uses —
9 Line
Revenue and Other Sources
Tax Increment — 1,477,727 1,477,727
Interest Income — — —
Total Revenues and Other Sources Budget — 1,477,727 1,477,727
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
79
9 Line (Continued)
Expenses and Other Uses
Taxing Entity Payment — 224,966 224,966
County Administration — 26,996 26,996
Transfer to Primary Housing (10%) — 147,773 147,773
Transfer to Admin (10%) — 118,218 118,218
Capital Reserves - Property Acquisition -{Holding Account}- — 959,774 959,774
Total Expenditures and Other Uses Budget — 1,477,727 1,477,727
Budgeted revenues and other sources over
(under) expenditures and other uses —
Revolving Loan Fund
Revenue and Other Sources
FY17 Beginning Balance
Interest on Investment 470,000 (220,000) 250,000
Principal Payments 55,000 10,000 65,000
Interest on Loans 25,000 5,000 30,000
Total Revenues and Other Sources Budget 550,000 (205,000) 345,000
Expenses and Other Uses
Available to Lend 550,000 (205,000) 345,000
Total Expenditures and Other Uses Budget 550,000 (205,000) 345,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Program Income Fund
Revenue and Other Sources
Parking Structure Income 1,242,335 1,000 1,243,335
Rents 215,700 — 215,700
Use of Fund Balance 255,215 (255,215) —
Interest Income 250,000 (200,000) 50,000
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
80
Program Income Fund (Continued)
Loan Repayments 28,000 11,000 39,000
Interest on Loans 6,500 2,300 8,800
Total Revenues and Other Sources Budget 1,997,750 (440,915) 1,556,835
Expenses and Other Uses
Capital Reserves - Commercial Loan Program -{Holding Account}- 667,535 264,300 931,835
Professional Services 300,000 — 300,000
Miscellaneous Property Expense 300,000 — 300,000
Transfer to NT 255,215 (255,215) —
Capital Reserves - Sustainability Technical Assistance Program -{Holding Account}- 200,000 (200,000) —
Marketing and Sales 25,000 — 25,000
Capital Reserves - Gallivan Repairs -{Holding Account}- 250,000 (250,000) —
Total Expenditures and Other Uses Budget 1,997,750 (440,915) 1,556,835
Budgeted revenues and other sources over
(under) expenditures and other uses —
Secondary Housing Fund (formerly Project Area Housing Fund)
Revenue and Other Sources
Interest Income 44,000 (34,000) 10,000
Transfer from NWQ 350,000 (350,000) —
Total Revenues and Other Sources Budget 394,000 (384,000) 10,000
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
81
Secondary Housing Fund (formerly Project Area Housing Fund)(Continued)
Expenses and Other Uses
Capital Reserves - Accessory Dwelling Unit Program -{Holding Account}- 394,000 (384,000) 10,000
Total Expenditures and Other Uses Budget 394,000 — 10,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Primary Housing Fund (formerly Citywide Housing Fund)
Revenue and Other Sources
Transfer from Depot 784,233 15,684 799,917
Transfer from State street — 263,118 263,118
Transfer from 9 Line — 147,773 147,773
Interest Income 225,000 (175,000) 50,000
Transfer from NWQ 150,000 (59,690) 90,310
Transfer from Granary 124,225 2,484 126,709
Loan Repayments 51,000 (28,000) 23,000
Interest on Loans 70,000 (67,000) 3,000
Transfer from Stadler Rail 7,100 142 7,242
Transfer from North Temple 87,069 1,742 88,811
Total Revenues and Other Sources Budget 1,498,627 101,253 1,599,880
Expenses and Other Uses
Capital Reserves - Property Acquisition -{Holding Account}- 498,627 1,101,253 1,599,880
Transfer Out to NT 1,000,000 (1,000,000) —
Total Expenditures and Other Uses Budget 1,498,627 101,253 1,599,880
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
82
Westside Community Initiative (NWQ Housing)
Revenue and Other Sources
UIPA Housing Allocation 250,000 250,000 500,000
Total Revenues and Other Sources Budget 250,000 250,000 500,000
Expenses and Other Uses
Capital Reserves - Housing Development Loan Program -{Holding Account}- 250,000 250,000 500,000
Total Expenditures and Other Uses Budget 250,000 250,000 500,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Housing Development Fund
Revenue and Other Sources
Funding Our Future Land Discounts and Financing 2,590,000 — 2,590,000
Mayor's request for additional affordable housing — 1,000,000 1,000,000
Interest on Investment — 15,000 15,000
Loan Repayments — 1,370,000 1,370,000
Interest on Loans — 255,000 255,000
Total Revenues and Other Sources Budget 2,590,000 2,640,000 5,230,000
Expenses and Other Uses
Housing Development Loan Program -{Holding Account}- 2,590,000 1,640,000 4,230,000
Affordable Housing Acquisition Program -{Holding Account}- — 1,000,000 1,000,000
Total Expenditures and Other Uses Budget 2,590,000 2,640,000 5,230,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
83
Administration
Revenue and Other Sources
Transfer from Central Business District 2,757,315 — 2,757,315
Transfer from Depot District 588,175 11,763 599,938
Transfer from West Capitol Hill 150,000 (150,000) —
Transfer from Granary District 93,168 1,864 95,032
Transfer from West Temple Gateway 50,000 (45,000) 5,000
Transfer from North Temple 43,535 870 44,405
Transfer from State Street — 263,118 263,118
Transfer from 9 Line — 118,218 118,218
Transfer from North Temple Viaduct 17,722 355 18,077
Transfer from Northwest Quadrant 150,000 (59,690) 90,310
Transfer from Stadler Rail 7,100 142 7,242
Total Revenues and Other Sources Budget 3,857,015 141,640 3,998,655
Expenses and Other Uses
RDA Personnel 2,254,632 19 225,463 2,480,095
Administrative Fees 939,683 60,317 1,000,000
Operating & Maintenance 360,000 (60,000) 300,000
Charges and Services 202,700 15,860 218,560
Furniture, Fixtures and Equipment 100,000 (100,000) —
Total Expenditures and Other Uses Budget 3,857,015 19 141,640 3,998,655
Budgeted revenues and other sources over
(under) expenditures and other uses —
GRAND TOTALS
TOTAL Revenue 61,909,808 63,300,899
TOTAL Expense 61,909,808 63,300,899
Capital Reserves Allocations detailed on Cap Res tab 10,392,036 13,278,181
Appropriation of Fund Balance — 2,469,853
Net Transfers In/(Out) —
REDEVELOPMENT AGENCY KEY CHANGES
FUND
FY2022 Adopted Budget Full Time Equivalent
Changes from FY2022 Budget
FY2023 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
84
MULTI-AGENCY DRUG TASK FORCE KEY CHANGES
ISSUE
FY2022 Adopted Budget
Full Time Equivalent
Changes from FY2020 Budget
FY2023 Budget
Multi-Agency Drug Task Force (FC41)
Revenue and Other Sources
FY2023 Beginning Balance 2,033,573
Remove FY2022 Funding (2,033,573)
Appropriation of Cash Balance from Forfeiture 1,292,715
Appropriation of Cash Balance from Restitution 469,845
Total Revenues and Other Sources Budget (271,013) 1,762,560
Expenses and Other Uses
FY2023 Beginning Balance 2,033,573
Remove FY2021 Expense (2,033,573)
Change in Operating Expense 1,762,560
Total Expenditures and Other Uses Budget (271,013) 1,762,560
Budgeted revenues and other sources over
(under) expenditures and other uses 0
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
85
This page intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET
86
This page intentionally left blank
DEBT POLICIES
The City's debt policy is defined by State statute with the goal of maintaining the City's “Aaa/AAA” general
obligation bond ratings, as rated by Moody's and Fitch respectively, or other rating agencies. Accordingly,
the City will continually monitor all outstanding debt issues, as well as trends in key economic,
demographic and financial data, including a periodic review of important debt ratios and debt indicators.
The City will make all debt service payments in a timely and accurate manner. The City will fully comply
with all IRS arbitrage rebate requirements and the bonds’ post issuance compliance regulations. In the
preparation of official statements or other bond related documents, the City will follow a policy of full and
complete disclosure of its financial and legal conditions.
The City's practice is to also adhere to the following guidelines:
1.State law limits general obligation bonded debt use for general purposes to 4 percent of the
adjusted fair market value of the City's taxable property.
2.State law also limits general obligation bonded debt for water, sewer and lighting purposes to 4
percent of the adjusted fair market value of the property plus any unused portion of the amount
available for general purposes.
3.The City combines a pay-as-you-go strategy with long-term financing to keep the debt burden
sufficiently low to merit the “Aaa/AAA” general obligation bond ratings and to provide sufficient
available debt capacity in an emergency.
4.The City limits debt to projects that cannot be reasonably funded in a single year and to terms that
are consistent with the useful life of the project being undertaken.
5.The City seeks the least costly financing available. All debt commitments are reviewed centrally by
the City Treasurer who looks for opportunities to combine issues or for alternative methods that
will achieve the lowest possible interest rates and other borrowing costs.
6.The City will continually analyze whether it would be advantageous to refund bond issues based
on market and budgetary conditions.
7.The City will issue Tax and Revenue Anticipation Notes only for the purpose of meeting short-term
cash flow liquidity needs. In order to exempt the notes from arbitrage rebate, the sizing of the
notes and the timing of cash flows will meet the “safe harbor” provisions of Federal Tax Code.
8.The City will invest bond and note proceeds as well as all funds that are pledged or dedicated to
the payment of debt service on those bonds or notes either in accordance with the terms of the
borrowing instruments, or if silent or less restrictive, then according to the terms and conditions
of the Utah State Money Management Act and Rules of the State Money Management Council.
9.The City will maintain outstanding debt at a level such that revenues are equal to or greater than
200% of the maximum annual debt service.
10.The City currently has $114,105,000 of outstanding general obligation debt. This is well below the
4 percent (of fair market value) statutory limits, which places the City’s general obligation
borrowing limit at $1,846,059,157. The City currently does not use general obligation debt for
water, sewer or lighting purposes. However, the full 8% may be used for water, sewer and electric
purposes but if it is so used, then no general obligation bonds may be issued in excess of 8% for
any purpose.
Legal Debt Margin:
General Purposes
4%
Water, sewer, and
lighting
4%
Total
8%
General Obligation $1,846 $1,846 $3,692
Less Outstanding (114)-(114)
Legal Debt Margin $1,732 $1,846 $3,578
2020 Fair market value of property -- $46,151,478,923
Source: Utah State Property Tax Division
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
89
SIGNIFICANT FUTURE DEBT PLANS Lease Revenue Bonds, Sales and Excise Tax Revenue Bonds
The City administration continuously evaluates the City’s funding of its Capital Improvement Program,
and proceeds of lease revenue bonds and additional bonds will be considered as one of the sources for
funding the City’s capital infrastructure.
The City is currently considering issuing sales tax revenue bonds for the purpose of paying for various
capital improvement projects. The par amount is not to exceed $65 million.
Special Assessment Area (SAA)
The City has no short-term plans to issue assessment area bonds.
General Obligation Bonds
A special bond election held on November 6, 2018 gave voter authorization to the City to issue up to $87
million in general obligation bonds to fund all or a portion of the costs of improving various streets and
roads throughout the City and related infrastructure improvements. The first block of $17.54 million of
the authorization was issued in October 2019. The second block of $17.745 million of the authorization
was issued in September 2020. An additional block of $20.66 million was issued in November of 2021.
The final issuance of approximately $21.2 million will be issued in calendar year 2022.
The City is considering to hold a special bond election on November 8, 2022 to seek voter authorization
to issue up to $80 million in general obligation bonds to fund all or a portion of the costs of acquiring,
improving, renovating and upgrading various parks, trails, open space and related facilities.
Major Programs and Future Debt Considerations
The City will issue approximately $506 billion in additional general airport revenue bonds in the future to
complete the $4.45 billion “New SLC” formerly known as the Airport Redevelopment Program. The
program is currently expected to be completed by 2025.
Public utilities revenue bonds of up to $360 million are expected to be issued in FY2022 to fund the
Department of Public Utilities capital improvement program. A major focus of the Department’s budget
is the rehabilitation and replacement of aging infrastructure. The largest planned projects are the new
water reclamation facility to meet regulatory requirements, improvements to three water treatment
plants, phased construction of a new water conveyance line to expand service and provide redundancy,
and water, sewer and storm water utility infrastructure work necessitated by street improvements
projects pursuant to the City’s passage of the general obligation bond for that purpose. The Department
will also be utilizing proceeds from a $348,635,000 Water Infrastructure Finance and Innovation Act
(WIFIA) loan secured to finance the construction of the water reclamation facility. The loan will be drawn
through 2024.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
90
DEBT STRUCTURE
Salt Lake City Outstanding Debt Issues
(RDA bond information has been excluded from this list)
(as of June 30, 2022)
Amount of Final Principal
Original Issue Maturity Date Outstanding
GENERAL OBLIGATION DEBT
Series 2010B (Public Safety Facilities) 100,000,000 6/15/2031 49,885,000
Series 2013A (Refunded a portion of Series 2004A) 6,395,000 6/15/2024 1,440,000
Series 2015A (Refund 2013B Sports Complex) 14,615,000 6/15/2028 6,795,000
Series 2015B (Refund 2009A, 2011, 2013C Open Space) 4,095,000 6/15/2023 320,000
Series 2017B (Refund Portion of 2010A) 12,920,000 6/15/2030 10,775,000
Series 2019 (Streets) (Refund Series 2017A) 22,840,000 6/15/2039 15,405,000
Series 2020 (Streets) 17,745,000 6/15/2040 12,675,000
Series 2021 (Streets) 20,660,000 6/15/2041 16,810,000
TOTAL: 114,105,000
PUBLIC UTILITIES REVENUE BONDS
Series 2009 (Taxable) 6,300,000 2/1/2031 2,835,000
Series 2010 Revenue Bonds 12,000,000 2/1/2031 5,965,000
Series 2011 Revenue Bonds 8,000,000 2/1/2027 2,780,000
Series 2012 Improvement and Refunding '04 Bonds 28,565,000 2/1/2027 6,535,000
Series 2017 Public Utilities Revenue and Refunding (2008) 72,185,000 2/1/2037 62,435,000
Series 2020 Revenue Bonds 157,390,000 2/1/2050 157,390,000
TOTAL: 237,940,000
SALES AND EXCISE TAX REVENUE BONDS
Series 2013B (Streetcar/Greenway Projects) 7,315,000 10/1/2023 690,000
Series 2014B (CIP Projects) 10,935,000 10/1/2034 7,955,000
Series 2016A (Refund 2009A) 21,715,000 10/1/2028 15,920,000
Series 2019A (Refund 2007A) 2,620,000 4/1/2027 1,555,000
Series 2019B (Refund 2013A) (Federally Taxable) 58,540,000 4/1/2038 57,270,000
Series 2021 (Refund 2013B, LBA 2013A & 2014A) 15,045,000 10/1/2034 15,045,000
Series 2022A (Refunding 2012A) 8,900,000 10/1/2032 8,900,000
TOTAL: 107,335,000
MOTOR FUEL EXCISE TAX REVENUE BONDS
Series 2014 (1300 S & 1700 S Streets) 8,800,000 4/1/2024 1,900,000
LOCAL BUILDING AUTHORITY LEASE REVENUE BONDS
Series 2013A (Glendale Library) 7,180,000 10/15/2023 650,000
Series 2014A (Marmalade Library) 7,095,000 4/15/2023 310,000
Series 2016A (Fire Station #14) 6,755,000 4/15/2037 5,490,000
Series 2017A (Fire Station #3) 8,115,000 4/15/2038 7,260,000
TOTAL: 13,710,000
AIRPORT REVENUE BONDS
Series 2017A 826,210,000 7/1/2047 825,105,000
Series 2017B 173,790,000 7/1/2047 173,755,000
Series 2018A 753,855,000 7/1/2048 753,855,000
Series 2018B 96,695,000 7/1/2048 96,695,000
Series 2021A 776,925,000 7/1/2051 776,925,000
Series 2021B 127,645,000 7/1/2051 127,645,000
TOTAL: 2,753,980,000
3,228,970,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
91
FY 2022-23 REVENUE
This section includes a general discussion of the Salt Lake City's major revenue sources. The City has eight
major funds which include: General Fund, Golf Fund, Refuse Fund, Water Fund, Sewer Fund, Storm Water
Fund, Street Lighting Fund, Airport Fund and the Redevelopment Agency (RDA) Fund. These funds and
their major revenue sources are discussed below.
REVENUE POLICIES
1.The City projects its annual revenue through analytical processes and adopts its budget using
conservative estimates and long-term forecasting.
2.The City minimizes the use of one-time revenue to fund programs incurring ongoing costs.
3.Once taxes and fees are assessed, the City aggressively collects all revenues due.
4.The City pursues abatement programs and other ways to reduce the effect of taxes and fees on
those least able to pay.
5.To the extent that the City’s revenue base is insufficient to fund current services, the City will
explore all potential options to reduce the cost of government services; examine the effect of
reducing the level of government services; and finally, consider new user fees or increases in
existing fees. Should these three alternatives fail to offer a suitable solution, the City may increase
tax rates as a last resort.
6.The City reviews the budget for those programs that can be reasonably funded by user fees. This
review results in a policy that defines cost, specifies a percentage of the cost to be offset by a fee,
and establishes a rationale for the percentage. When establishing these programs, the City
considers:
•Market pricing;
•Increased costs associated with rate changes;
•The ability of users to pay;
•The ability of individuals to make choices between using the service and paying the fee, or
not using the service;
•Other policy considerations. (For example, setting fines high enough to serve as a
deterrent; or pricing fees to even out demand for services.)
7. The City adjusts user fee rates annually based on an analysis of the criteria established in policy six
above. The City pursues frequent small increases as opposed to infrequent large increases.
8. The City considers revenue initiatives consistent with the following:
•Finding alternatives that address service demands created by the City's large daytime
population;
•Finding alternatives that allocate an equitable portion of service costs to tax-exempt
institutions;
•Finding alternatives to formulas which use residential population to distribute key revenues
such as sales tax and gasoline tax; and
•Pursuing opportunities for citizen volunteerism and public/private partnerships.
FORECASTING METHODOLOGY
Salt Lake City revenue forecasts are compiled using historical, time-series, trend, and simulation models.
These models focus primarily on past experiences and trends, but modifications are made based upon
simulations reflecting anticipated economic activities and proposed initiatives. The projected revenues
using these models are based upon anticipated economic growth, anticipated fee or tax increases, as well
as any new initiatives being proposed.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
92
The City has several financial auditors that regularly track and report on revenue collections and
projections. Projections are monitored for precision and revisions are made throughout the year. This
information is used to help forecast the upcoming year’s revenue.
As part of the City’s modeling efforts, year-to-date cumulative revenue collections are monitored and
compared to previous years to identify changes in revenue streams that may indicate areas of concern.
GENERAL FUND
The General Fund is the principal fund of the City and is used to account for resources traditionally
associated with governments which are not required to be accounted for in another fund. The General
Fund accounts for the normal activities of the City such as Police, Fire, Public Works, Parks and
Community Development. These activities are funded through taxes, fees, fines and charges for services.
The majority of the City’s General Fund revenue comes from three sources - property taxes $109,079,863
(25.72%), sales taxes $149,414,487 (35.23%), and franchise taxes $11,657,128 (2.75%). These sources are
impacted by local and national economic trends and activities. Major increases or decreases in any one
of these three taxes can have a significant impact on City operations.
PROPERTY TAX
Property tax revenue is a principal source of Salt Lake City’s General Fund revenue, providing 25.72% of
total projected revenue in FY 22-23. Property tax revenue is projected to increase in FY 22-23.
Salt Lake County calculates the Certified Tax Rate and expected revenue for each taxing entity. State Tax
Code requires taxing entities to adopt the county’s property tax revenue forecast as their own, unless
they go through the truth-in-taxation process and raise the rate above the certified rate.
SALES TAX
Sales tax revenue is a significant source of Salt Lake City's General Fund revenue, providing 35.23% of
total projected revenue in FY 22-23. Sales tax revenue is projected to increase in FY 22-23 as a result of
robust retail spending, specifically online sales. Sales tax revenue is forecast using time-series and trend
analysis in conjunction with various modeling scenarios which anticipate economic events that may
impact the City. The forecast includes comparing the State of Utah’s projections with City’s projections to
determine if the City’s projections are reasonable.
FRANCHISE TAX
Franchise tax revenue is another major source of General Fund revenue, comprising 2.75% of projected
General Fund revenue in FY 22-23. Franchise tax revenue is expected to decrease slightly in FY 22-23.
Franchise tax revenue is forecast using time-series and trend analysis, as well as input from utility
company representatives.
OTHER GENERAL FUND REVENUE
The remaining General Fund revenues make up 36.30% of the total and are comprised of:
•Licenses and Permits
•Intergovernmental Revenue
•Charges, Fees and Rentals
•Fines
•Parking Meter Collections
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
93
•Interest Income
•Miscellaneous Revenue, Transfers and Interfund Reimbursements.
The following table summarizes total General Fund Revenue by major category.
GENERAL FUND REVENUE SUMMARY
ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 Amended BudgetFY21-22
BudgetFY22-23
Property Taxes 84,530,904 91,020,673 94,654,243 99,342,715 99,474,985 100,266,945 109,079,863
Sales and Use Taxes 60,883,816 64,512,732 99,599,360 116,199,002 122,654,953 125,156,473 149,414,487
Franchise Taxes 29,051,786 30,301,186 27,042,921 26,863,146 23,952,168 12,102,129 11,657,128
Licenses and Permits 29,643,527 28,651,754 36,960,240 32,637,293 36,428,067 29,904,360 40,347,223
Intergovernmental Revenue 6,189,654 6,049,454 6,006,496 5,086,254 4,781,753 4,644,018 4,644,620
Charges, Fees, and Rentals 5,188,415 5,252,494 5,573,679 4,283,760 4,842,902 3,934,570 4,412,465
Fines 7,558,329 7,251,705 5,140,777 3,753,706 3,539,471 3,474,455 3,765,184
Parking Meter Collections 2,991,246 3,549,584 3,509,898 2,771,331 1,915,888 2,693,555 2,629,819
Interest Income 1,200,000 1,290,000 3,904,270 2,910,778 821,887 1,271,153 2,071,153
Miscellaneous Revenue 5,370,694 5,255,384 5,256,974 4,521,107 2,834,061 3,372,272 3,438,711
Interfund Reimbursement 10,275,747 11,054,188 16,363,850 20,574,064 20,971,348 22,032,894 24,431,718
General Fund Revenue 242,884,118 254,189,154 304,012,708 318,943,156 322,217,484 308,852,824 355,892,371
Other Financing Sources:
Transfers 5,393,053 6,954,179 7,564,418 6,800,493 8,447,676 21,079,600 27,621,994
Proceeds from Sale of Property 353,121 — — — —
Revenue and Financing Sources 248,630,292 261,143,333 311,577,126 325,743,648 330,665,160 329,932,424 383,514,365
Property Tax for RDA* 10,284,464 13,245,339 14,020,140 14,021,140 15,456,918
Available Fund Balance/Cash Reserves
380,025 1,510,094 4,885,620 25,527,005 25,135,631
Total General Fund 322,241,615 340,499,081 349,570,920 369,480,569 424,106,914
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
94
Period Ending$ (Millions)General Fund Major Revenue Sources
Available Fund Balance/Cash ReservesProperty Tax for RDA*Proceeds from Sale of PropertyTransfersInterfund ReimbursementMiscellaneous RevenueInterest IncomeParking Meter CollectionsFinesCharges, Fees, and RentalsIntergovernmental RevenueLicenses and PermitsFranchise TaxesSales and Use TaxesProperty Taxes
ActualFY16-17ActualFY17-18ActualFY18-19ActualFY19-20ActualFY20-21Amended BudgetFY21-22BudgetFY22-230
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
400,000,000
450,000,000
Golf Enterprise Fund
The Golf Enterprise Fund accounts for the operations at six public golf course locations; Bonneville,
Forest Dale, Glendale, Mountain Dell, Nibley Park and Rose Park.
The City’s golf courses are operated as an enterprise fund where revenue collected at the golf course
through user fees supports operational and maintenance expenses, capital improvement costs and any
debt that may be incurred by the golf courses.
Revenue in this fund is generated by user fees including green fees, CIP $2 fees, cart rental fees, range
ball fees, merchandise purchases, lessons, concessionaire rental fees, etc. Revenue is projected based on
historical patterns and forecasts of trends in the local market area.
The FY 22-23 Golf Fund budget for revenue and expense follows closely with 5-year historical averages.
In addition, strategic price increases are being implemented that will have an impact on revenues for FY
22-23. Golf cart rental price increases will coincide with new cart fleets at Bonneville, Glendale and
Mountain Dell during FY 22-23.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
95
GOLF FUND REVENUE SUMMARY
ActualFY 16-17 ActualFY 17-18 ActualFY 18-19 ActualFY 19-20 ActualFY 20-21 BudgetFY 21-22 BudgetFY 22-23
Golf Revenue
Green Fees 3,523,614 3,603,022 3,569,078 4,259,235 5,525,522 4,050,383 4,841,101
Golf Car Rental 1,339,722 1,509,488 1,461,066 1,471,019 2,225,396 1,532,825 2,134,499
Driving Range Fees 281,448 287,606 322,722 223,848 472,678 340,431 389,486
Retail Merchandise Sales 717,439 719,688 781,478 646,749 827,626 741,545 797,758
CIP Fee on rounds, passes 298,424 310,524 298,724 324,383 395,791 436,800 709,889
Miscellaneous 737,118 1,150,279 1,038,407 1,417,090 2,235,387 3,298,129 2,687,943
Total Golf Fund 6,897,765 7,580,607 7,471,475 8,342,324 11,682,400 10,400,113 11,560,676
Period Ending$ (Millions)Golf Fund Revenue Summary
MiscellaneousCIP Fee on rounds, passesRetail Merchandise SalesDriving Range FeesGolf Car RentalGreen Fees
ActualFY 16-17ActualFY 17-18ActualFY 18-19ActualFY 19-20ActualFY 20-21BudgetFY 21-22BudgetFY 22-230
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
96
Refuse Enterprise Fund
The Refuse Enterprise Fund Class consists of two funds:
a.Operations Fund
b.Environmental & Energy Fund
Revenue for the Operations Fund comes from refuse collection fees, inter-fund reimbursements and
miscellaneous revenue. City households that receive these services include most single-family, duplex,
and triplex homes. They are charged refuse collection fees based on the size of their refuse can(s). These
fees are calculated to recover the fund’s operational costs when combined with the other sources of
revenue described above. The Operations Fund revenue is forecasted based on known factors such as
the number of refuse cans in service, along with scheduled events such as equipment replacement and
changes in contractual agreements.
Voluntary residential curbside glass recycling service, introduced in FY 12-13, continues to be offered.
Those using this service are charged a separate monthly fee. The glass collection contract is currently out
for bid and results will not be known until the middle of calendar year 2022, but may result in an
increased contractual costs.
The Environmental & Energy (E&E) Fund receives a dividend from the Landfill (Salt Lake Valley Solid Waste
Management Facility / SLVSWMF) on an ongoing basis. This is the primary source of revenue for this fund.
As the Landfill garbage tonnage has decreased in recent years, so has the related dividend to its partners.
Revenues from recycling proceeds have been another source of revenue in the past for this fund.
Recycling proceeds have not been budgeted over the last several years due to the volatility of global
recycling markets and changing international regulations. However, the Department began to receive
some recycling proceeds in FY 21-22 and has budgeted for those to continue in FY 22-23.
In previous years, the E&E Fund projects were funded by a one-time distribution from the Landfill in FY
10-11 of $5,500,000. This one-time distribution funded projects on air quality, energy efficiency,
sustainable food, and other projects over the last decade. Current, ongoing initiatives and operational
expenses will be funded by Landfill revenue, recycling proceeds, and E&E cash balance. The Sustainability
Department is also sponsoring special, one-time projects, including electric vehicle charging stations, a
Public Lands lawn equipment exchange, the Community Renewable Energy Program anchor payment,
and a community lawnmower exchange. Funds for these one-time projects are requested to be
transferred from the General Fund.
Refuse Fund Revenue Summary
ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 BudgetFY21-22 BudgetFY22-23
Refuse Revenue
Landfill / SLVSWMF Dividends 638,210 710,483 681,152 557,041 558,398 515,000 456,000
Refuse Collection Fees 11,345,341 11,118,760 11,397,708 11,223,400 11,209,725 12,425,411 14,321,577
Interfund Reimb & Misc 1,031,192 829,324 1,766,089 1,235,243 639,909 1,601,615 1,399,727
Total Refuse Fund 13,014,743 12,658,567 13,844,949 13,015,684 12,408,032 14,542,026 16,177,304
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
97
Period Ending$ (Millions)Refuse Fund Revenue
Interfund Reimb & MiscRefuse Collection FeesLandfill / SLVSWMF Dividends
ActualFY15-16ActualFY16-17ActualFY17-18ActualFY18-19ActualFY19-20ActualFY20-21BudgetFY21-22BudgetFY22-230
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
Water Utility Fund
The Water Utility Fund operates as an enterprise fund. The Water Utility exists to provide treated water to
current city residents, maintain the City’s water infrastructure, and to engage in conservation activities
related to the City’s water supply for future generations. The service area of the fund covers a total of 141
square miles and includes more than 360,000 residents. The service area includes the geographic area
within the Salt Lake City boundaries, as well as the east bench of the Salt Lake Valley outside Salt Lake
City boundaries, including to portions of the cities of Millcreek, Holladay, Cottonwood Heights, South Salt
Lake, Murray, and Midvale. The Water Utility also has jurisdictional responsibilities to protect about 190
square miles of source water area in the headwaters of the Wasatch Mountains. The Water Utility
provides administrative utility billing services for the Sewer Utility, the Stormwater Utility, the Street
Lighting Utility, the Refuse Fund, and the Hive Program.
Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to
fund the operations of the utility. Independent rate studies are conducted every several years to gather
public input and to structure rates in accordance with industry standards and community values.
Budgeted FY 22-23 revenues reflect a proposed rate increase of 15%. The rate increase is applied to the
current four-tiered, inclining block rate structure.
Revenue received from metered water usage is the Water Utility’s main source of operating revenue
(95%). Other revenue categories include interest income, miscellaneous revenue, impact fees, and inter-
fund reimbursements.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
98
WATER FUND REVENUE SUMMARY
ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 BudgetFY21-22 BudgetFY22-23
Water Revenue
Water Sales and Service 72,840,335 73,199,176 75,103,958 81,995,776 84,073,083 86,838,106 99,642,660
Interest Income 385,558 725,120 1,424,203 970,343 658,850 398,000 883,164
Permits, Fines & Other 340,075 453,482 523,688 480,673 953,791 460,970 460,970
Interfund Billing Services 2,185,655 2,267,207 2,394,985 2,370,157 2,921,829 2,966,142 3,171,284
Total Water Fund 75,751,624 76,644,985 79,446,834 85,816,949 88,607,553 90,663,218 104,158,078
Period Ending$ (Millions)Water Fund Revenue Summary
Interfund Billing ServicesPermits, Fines & OtherInterest IncomeWater Sales and Service
ActualFY16-17ActualFY17-18ActualFY18-19ActualFY19-20ActualFY20-21BudgetFY21-22BudgetFY22-230
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
99
Sewer Utility Fund
The Sewer Utility Fund operates as an enterprise fund. The Sewer Utility exists to manage the collection
and treatment of wastewater within Salt Lake City’s corporate boundaries. The Sewer Utility is increasing
capacity and expanding service of the sewer collection system to meet growth requirements related to
the new State Correctional Facility, the Airport expansion, and new development anticipated in the
Northwest Quadrant of Salt Lake City. The Sewer Utility operates the City’s sewer collection and sewer
treatment infrastructure which includes 667 miles of pipeline, several pump stations, and a water
reclamation facility. The water reclamation facility is being rebuilt to meet environmental regulations, and
construction is occurring in phases to meet the regulatory compliance deadline of January 1, 2025.
Additional construction will continue past this date. The first phase of construction began in FY 19-20,
and additional construction and design work for future phases is ongoing.
Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to
fund the operations of the utility. The Sewer Utility charges customers based on average winter water use
volume and strength of produced waste. Independent rate studies are made every several years to
gather public input and to structure rates in accordance with industry standards and community values.
Budgeted FY 22-23 revenues reflect the anticipated impacts of water use patterns in differing customer
classes and a proposed 15% rate increase. The rate increase is distributed within a seven-tiered block
rate structure and is necessitated by the construction of the water reclamation facility.
In FY 22-23 the main source of operating revenue for the sewer utility fund will be charges for sewer
services (98%). Other revenue categories include fines, interest income, survey permits, and
miscellaneous revenue.
SEWER FUND REVENUE SUMMARY
ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 BudgetFY21-22 BudgetFY22-23
Sewer Revenue
Sewer Services 24,733,019 33,735,176 39,687,904 45,142,610 50,823,100 58,128,437 66,833,500
Interest Income 756,830 1,387,613 2,161,835 1,035,061 438,896 171,000 947,084
Permits, Fines, and Other 197,242 545,939 298,228 285,917 504,477 328,500 362,500
Total Sewer Fund 25,687,091 35,668,727 42,147,967 46,463,588 51,766,473 58,627,937 68,143,084
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
100
Period Ending$ (Millions)Sewer Fund Revenue
Permits, Fines, and OtherInterest IncomeSewer Services
ActualFY16-17ActualFY17-18ActualFY18-19ActualFY19-20ActualFY20-21BudgetFY21-22BudgetFY22-230
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
Storm Water Utility Fund
The Stormwater Utility operates as an enterprise fund. It exists to convey runoff and stormwater, and to
maintain the quality of stormwater discharge within Salt Lake City boundaries. It is also responsible for
mitigating flooding caused by stormwater runoff. The Stormwater Utility operates stormwater collection
infrastructure system which includes 350 miles of drainage pipe and 27 lift stations.
Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the
operations of the utility. The Utility charges costumers for these services based on units calculated as
equivalent residential units (ERU), or ¼ acre determined by area of the customer’s property that is
impervious. The FY 22-23 budget includes the 15% rate increase or approximately $0.90 per equivalent
residential (ERU) per month.
Revenues received from stormwater fees are the Utility’s main source of operating revenue (99%). Other
revenue categories include interest income and miscellaneous revenue.
STORM WATER FUND REVENUE SUMMARY
ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 BudgetFY21-22 BudgetFY22-23
Storm Water Revenue
Storm Water Services 8,423,972 8,510,707 9,555,773 10,720,158 10,703,273 10,716,550 12,331,733
Interest Income 79,254 115,773 184,128 129,047 105,061 119,200 75,000
Permits, Fines, & Other 16,933 47,327 50,687 85,397 94,137 62,000 93,000
Total Storm Water Fund 8,520,159 8,673,807 9,790,589 10,934,602 10,902,471 10,897,750 12,499,733
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
101
Period Ending$ (Millions)Storm Water Fund Revenue
Permits, Fines, & OtherInterest IncomeStorm Water Services
ActualFY16-17ActualFY17-18ActualFY18-19ActualFY19-20ActualFY20-21BudgetFY21-22BudgetFY22-230
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Street Lighting Fund
The Street Lighting Utility operates as an enterprise fund. It exists to manage the City’s street lighting
infrastructure facilitating safer vehicle and pedestrian travel at night. Streetlights are provided at each
intersection on long blocks and as needed on mid blocks. SLCDPU provides base level street lighting
service on a city-wide basis and enhanced street lighting services for decorative lighting to two residential
neighborhoods and to one commercial area. Total system conversion to high efficiency lighting remains a
high priority of this Utility.
Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the
operations of the utility. Street lighting fees are based on units calculated as an equivalent residential unit
(ERU) which is determined by front footage of property. The base lighting rates were established in 2013
at $3.73 per month per ERU. The average Salt Lake City residence is one ERU, while commercial,
institutional, and industrial properties vary. (ERU). Rates were also established in 2015 for each enhanced
lighting service areas. No rate changes are proposed in the FY 22-23 budget or forecast in the immediate
future.
Revenue received from street lighting fees are the Utility’s main source of revenue (99%). Other revenue
categories include interest income and miscellaneous revenue.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
102
STREET LIGHTING FUND REVENUE SUMMARY
ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 BudgetFY21-22 BudgetFY22-23
Street Lighting Services 4,222,564 4,207,007 4,301,424 4,258,440 4,230,395 4,101,769 4,174,622
Interest Income 48,352 88,339 147,727 119,716 38,047 40,500 22,500
Other 7,786 180,558 300 250 200 659 100
Total Street Lighting Fund 4,278,702 4,475,905 4,449,450 4,378,406 4,268,642 4,142,928 4,197,222
Period Ending$ (Millions)Street Lighting Fund Revenue
OtherInterest IncomeStreet Lighting Services
ActualFY16-17ActualFY17-18ActualFY18-19ActualFY19-20ActualFY20-21BudgetFY21-22BudgetFY22-230
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
103
Airport Enterprise Fund
The Salt Lake City Department of Airports manages Salt Lake City International Airport (SLCIA), Tooele
Valley Airport and South Valley Regional Airport (SRVA).
Salt Lake City International Airport (the Airport) serves a multi-state region and consists of three air
carrier runways and a general aviation runway and is classified as a large hub airport. The Airport’s
extensive route network served over 13.1 million enplanements in FY19. Enplaned passengers are
estimated to increase approximately 21.1% from the FY 21-22 budget of 11.5 million enplanements to
13.9 million enplanements for FY 22-23. In September of 2020, the Airport opened portions of phase one
of the new airport, which included a new terminal, the gateway center, concourse A west and a new
parking garage. A portion of concourse B west was opened in October of 2020. By the end of April of
2021, the old Airport facilities were demolished to make way for phase two of the new airport. During FY
21-22 and continuing into FY 22-23, Concourse A east will be completed with 4 gates opening in the
Spring of 2023 and the remaining 18 gates opening in the Fall of 2023. In addition, the Central Tunnel and
4 gates on Concourse B east will be complete by the Fall of 2024.
Tooele Valley Airport is a general aviation reliever airport to SLCIA. It has one runway and support
services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It
also has one runway and is a base for a Utah National Guard military helicopter unit.
The Department of Airports is an enterprise fund. It is not supported by property taxes, general funds of
local governments or special district taxes. Capital funding requirements for FY 22-23 are met from
earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBs),
Federal Aviation Administration grants under the Airport Improvement Program, and State grants.
Major Sources of Airport Fund Revenue
Revenues are forecast by reviewing and analyzing lease agreements, capital projects, product inflation
and passenger levels. As the airline industry continues to evolve post COVID-19, passenger numbers are
forecasted to exceed pre-pandemic levels. Airport non-aeronautical revenues for FY 22-23 are projected
to increase by 53.1% compared to the FY 21-22 budget as more passengers are traveling and spending
money at the Airport.
A major source of revenue (51.3%) is generated from the airlines. Air carriers pay on a cost-of-service
basis for the services they receive. Rates are set annually based on direct operating cost, cost of capital,
and an amortization on asset investment. The formula used for this system is considered a hybrid
structure in the aviation industry and is based on the ten-year airline use agreement (AUA) that went into
effect on July 1, 2014. It provides $1 per enplaned passenger revenue sharing, not to exceed 30% of net
remaining revenue, and is credited to the air carriers monthly. Enplaned passengers are projected to
increase 21% to 13.9 million enplanements over FY 21-22 budget of 11.5 million enplanements.
The second major source of revenue (48.7%) is generated from the Airport concessions. This includes
revenue from food and retail concessions as well as car rental and parking fees. For FY 22-23, retail
concessions, food and beverage, rental cars, and parking are all projected to increase because of the
increase of passengers as well as an increase in the overall amount spent per passenger traveling
through the Airport. Remaining revenues are generated through cost recovery of ground transportation
costs, lease contracts on buildings, office space and hangars. The Airport also receives a portion of the
State aviation fuel tax.
In FY12, the Airport began collecting customer facility charges (CFC) to fund a new rental car facility. These
charges increased from $4 to $5 in FY13 and will remain at $5 for FY 22-23. The customer facility charges
will meet the financial requirements to build the rental car service and quick turnaround facilities, plus
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
104
the portion of the garage related to rental cars as well as any future rental car capital improvement
projects. The rental car service and quick turnaround facilities were completed in FY16, but the Airport
will continue to collect CFCs for these facilities to reimburse the airport for its cash used to fund the
projects in advance of CFC collections versus bonding for these project costs.
SALT LAKE CITY DEPARTMENT OF AIRPORTS
OPERATING REVENUE COMPARISON
Actual FY 16-17 Actual FY 17-18 Actual FY 18-19 Actual FY 19-20 Actual FY 20-21 Budget FY 21-22 Budget FY 22-23
Operating Revenue:
Concession 82,528,100 87,274,206 92,910,800 75,372,300 63,478,800 74,786,600 120,529,200
Airline 66,639,100 70,571,102 75,636,600 77,312,400 109,691,200 158,154,100 153,278,900
Other Rental 17,808,100 20,708,160 18,992,400 18,738,500 19,224,200 19,098,400 21,661,000
Total Operating Revenue
166,975,300 178,553,468 187,539,800 171,423,200 192,394,200 252,039,100 295,469,100
Period Ending$ (Millions)Airport Operating Revenue
Other RentalAirlineConcession
Actual FY 16-17Actual FY 17-18Actual FY 18-19Actual FY 19-20Actual FY 20-21Budget FY 21-22Budget FY 22-230
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
105
RDA Fund
The primary revenue source for the RDA’s redevelopment efforts is tax increment. Tax increment is the
increase (or “increment”) in the property taxes generated within a project area over and above the
baseline value of property taxes that were in place at the time a project area was established. Property
values increase as an area is revitalized through investment, thereby creating tax increment. When an
RDA project area is established, the RDA and the participating taxing entities enter into agreements that
determine the amount of tax increment that will continue to flow to the taxing entities, and the portion
that will be reinvested by the RDA into the project area for a defined period of time. The participating
taxing entities continue to receive the baseline property tax during the life of a project area.
The establishment of a project area and the collection of tax increment funds must be approved by the
RDA Board of Directors and any participating local taxing entities (e.g. Salt Lake City, Salt Lake County, Salt
Lake City School District, Metro Water District, Central Utah Water Project, Salt Lake Mosquito Abatement,
and Salt Lake City Library). Not all taxing entities participate in every project area.
Per Utah State Statute, tax increment proceeds must be spent within the project area where they
originated or be found by the RDA Board of Directors to directly impact that project area.
In addition to tax increment revenues from its various project areas, the RDA also has the following
revenue sources:
1.Interest Income. The RDA receives interest on cash balances.
2.Temporary Property Income. The RDA receives lease revenues from various rentals, including
several parking garages in the Central Business District Project Area.
3.RDA Loan Interest Income. The RDA receives interest generated from loans it administers. The
amount of interest received varies depending on the number of outstanding loans at any given
time.
4.Land Sale Proceeds. The RDA routinely sells property as part of its redevelopment efforts.
RDA revenues are forecast for each project area by analyzing previous years’ tax increment received and
adjusting conservatively based on current real estate market conditions. Other income from interest,
lease revenues, and RDA loan interest is also considered.
The FY 22-23 forecasted RDA Fund revenue budget is $48,788,033.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
106
REDEVELOPMENT AGENCY REVENUE SUMMARY
ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 BudgetFY21-22 BudgetFY22-23
Redevelopment Agency Revenue
Block 70 7,574,160 3,895,176 1,892,423 2,159,178 1,629,755 803,534 1,922,323 1,924,823
Central Business District
26,711,741 26,874,661 23,135,282 25,461,421 32,565,335 31,251,766 27,923,150 27,596,650
West Capitol Hill
475,397 562,604 548,155 1,547,706 40,318 711,967 150,000 100,000
West Temple Gateway
570,622 11,626 703,224 60,753 (1,670,316) 17,246 50,000 5,000
Depot District 4,141,737 3,616,380 3,806,559 3,895,569 5,533,602 5,525,331 4,121,164 4,049,587
Granary District 350,220 426,686 530,373 625,878 781,648 944,077 666,124 648,546
Housing Development Trust Fund
— — — — 2,590,000 2,583,445 2,590,000 5,230,000
North Temple 359,509 195,081 294,575 425,243 543,258 640,558 450,346 449,053
North Temple Viaduct — 343,699 542,952 1,123,104 1,558,258 2,103,730 1,188,979 1,206,609
9-Line — — — — — — — 1,477,727
State Street — — — — — — — 2,631,183
Sugar House 2,096,804 2,397,460 3,593 1,126 1,106 190,038 — —
Program Income 1,572,846 1,589,699 2,142,572 2,441,059 1,690,964 1,440,529 1,742,535 1,556,835
Northwest Quadrant — — — — 198 1,688,689 1,500,000 908,100
Stadler Rail — — — — 70,419 102,594 71,000 72,920
Westside Community Initiative (NWQ Housing Fund/UIPA)
— — — — — 409,031 250,000 500,000
Primary Housing Fund (Citywide Housing)
89,379 662,815 454,620 350,096 315,971 81,125 346,000 76,000
Secondary Housing Fund (Project Area Housing)
546,094 22,484 30,782 45,303 43,617 13,227 44,000 10,000
Revolving Loan 266,713 386,599 3,855,771 761,162 583,574 1,144,760 550,000 345,000
Total Redevelopment Agency Revenue 44,755,222 40,984,970 37,940,881 38,897,598 46,277,707 49,651,647 43,565,621 48,788,033
Citywide Housing Fund and Project Area Housing Fund includes interest and land sale proceeds only. Revolving loan fund includes interest only.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
107
Period Ending$ (Millions)Redevelopment Agency Revenue Summary
Revolving LoanState Street9-LineNorth Temple ViaductNorth TempleHousing Development Trust FundGranary DistrictDepot DistrictWest Temple GatewayWest Capitol HillCentral Business DistrictBlock 70
ActualFY15-16ActualFY16-17ActualFY17-18ActualFY18-19ActualFY19-20ActualFY20-21BudgetFY21-22BudgetFY22-23-20,000,000
0
20,000,000
40,000,000
60,000,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
108
FY 2022 Legislative Intents / Previous Year's Intents that Remain Open
Attorney
FY 2021 – Decriminalization Review of City Code. It is the intent of the Council that an in-depth review
be conducted of the City Code to consider items that could be decriminalized. Council staff could work
with Council Members and the City Attorney’s Office to draft a scope and come back with a report on the
timeline.
Previous Administration Response: The City Attorney’s Office has two clerks from the University
of Utah Law School starting in May 2021 and we are excited to engage them in this analysis and
process. The clerks’ work product will be a chart that can be shared with both the Council and
Administration so both branches can prioritize sections of City Code to potentially decriminalize.
Most Recent Response: The Attorney’s Office performed an initial review of City code with the
help of a law student clerk and the Prosecutor’s Office. This project required more attention and
expertise than initially expected and we look forward to engaging City Attorney’s Office resources
for the project in FY 2022-23.
CAN
FY 2021 – Transfer Housing Trust Fund Development Loans and Payments to RDA. The Council
intends to transfer the Housing Trust Fund’s housing development-loan-related balances and payments
to be overseen by the RDA. During FY20, HAND and the RDA developed a detailed “housing framework”
for consideration by the RDA Board and the Council. These bodies may wish to schedule time once the
FY21 budget is complete to finalize this work, which may include changes to City ordinances and/or board
policies.
Previous Administration Response: HAND continues to work with the RDA, the Attorneys, and
Finance regarding the transfer of the Housing Trust Fund or HTF (aka HDTF) portfolio. The
portfolio resides in HAND’s loan management system (N4F), and HAND continues to maintain the
loans. The key component of transferring the portfolio requires ordinance modifications regarding
the current Housing Trust Fund Ordinance that includes process for the HTF Advisory Board. For
example, the HTFAB does not currently have the authority to make a recommendation to the RDA
Board, only to the Mayor and City Council. Clarification from Council/Board on moving forward
with the proposed structure from RDA staff will guide future process for the HTFAB and would
assist in proposed modifications. HAND will continue to work with CAN Leadership, the RDA, the
Attorneys, and Finance on proposed code modifications and identifying appropriate fund classes
and cost centers to enable the transfer.
Most Recent Response: Housing Stability continues to work with CAN Leadership, the RDA, the
Attorneys, and Finance regarding the transfer of the Housing Trust Fund or HTF (aka HDTF)
portfolio. The portfolio resides in Housing Stability’s loan management system (Benedict Group
Inc., LNF), and Housing Stability continues to administer the loans and assist the HTF Advisory
Board. In 2022, Finance will prepare a budget amendment to transfer the balance sheet of the
loans, and coordinate with RDA for their corresponding budget amendment to accept the balance
sheet. The Attorney’s Office will assist with globally reassigning the loans to RDA. Housing Stability
and RDA have completed a transfer test between loan systems (the RDA uses the same loan
system). Once the loans are transferred, the Attorney’s Office will prepare and review with the
Council needed code modifications related to restructuring the HTF Advisory Board. Housing
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
109
Stability will continue to work with CAN Leadership, the RDA, the Attorneys, and Finance on the
steps required to finalize the HTF transfer to the RDA.
FY 2022 - Update Boarded-Building Fee. It is the intent of the Council that the Administration propose a
boarded building fee that includes the full City costs of monitoring and responding by Police, Fire and
other City departments at these properties.
Most Recent Response: The cost analysis related to this Legislative Intent has been finalized. The
program is being developed.
FY 2022 - Trips-to-Transit Expansion Evaluation. It is the intent of the Council that the Administration
provide their strategy for evaluating whether to expand the Trips-to-Transit program, which will begin to
serve Westside neighborhoods in late 2021, to other areas of the City.
Most Recent Response: CAN recommends the following metrics as guides on expansion to help
inform the policy decisions related to allocating the budget for expansion. The Upper Avenues and
the East Bench are the other two areas identified in the Transit Master Plan as candidates for on-
demand service.
•Usage/ridership: Is the service popular enough to justify expansion?
•Cost per rider: Is the service cost effective enough to justify expansion?
The service provider (Via) does ridership modeling based on land use, demographics, and other
data. The documented ridership and costs associated with the Phase 1 service in the Westside
communities will allow for more accurate forecasts. Within the next year or two, we will have
enough data from phase 1 to be able to do more accurate forecasts for the potential expansion
neighborhoods.
Finance
FY 2022 - Expanded Funding Our Future Definition. It is the intent of the Council that the definition of
“public safety” for allocation of Funding Our Future revenue include not only the Police Department, Fire
Department, and 911 Dispatch, but also any social workers and non-emergency traffic enforcement
programs which are designed to expand the City’s public safety alternative response model. (Note: The
current definition included Fire and 911 Dispatch since FY2020.)
Most Recent Response: The public safety allocations for Funding Our Future has been expanded
to include, social workers, park rangers, and MRT crews.
Police
FY 2021 - Police Department Role: It is the intent of the Council to re-evaluate the role the City asks the
Police Department to play, and the budget to fulfill that role, and ask the Administration to evaluate
moving certain programs out of the Police Department, like park rangers and social workers, and
potentially add a function to the Human Resources Department to enhance the independence of the
Internal Affairs unit.
Previous Administration Response:
1. Park Rangers (Incorporates and FY 2020 Legislative Intent): Park Rangers
(Incorporates and FY 2020 Legislative Intent): The Police Department has established a bike
squad assigned to park patrols and is working closely with parks staff to identify the most effective
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
110
use of these park patrol units. The Administration is also looking at other models around the
country with the goal of enhancing the work these squads do with additional resources focused
on customer service. Ideally, these additional resources would provide a combination of education
and compliance of park rules, environmental services, and historical and cultural interpretation.
Utilizing this model would not eliminate the need for the park patrol bike squads – whose focus is
to enforce state and local laws and provide quick response in our public spaces when called.
Most Recent Response: The Police Department has a dedicated Park Bike Squad with a primary
mission of providing a police presence in city parks to deter criminal activity and engage with
citizens in a positive way to enhance the park experiences. The squad works with existing SLC Park
employees to address on-going park issues that require police intervention such as illegal
camping, curfew violations, drug use, thefts, and crimes of violence such as assaults and
robberies. Under normal circumstances the Park Squad and Park employees meet monthly to
discuss park issues (it should be noted the Park Squad is not fully staffed so the monthly meetings
have been suspended until the squad is back to full staffing).
Note: Park Rangers is a civilian program that is managed through the parks department.
The Police Civilian Response Team (PCRT) is conceptualized to be a public safety response to low-
hazard non-emergency police related calls-for-service. This would be in terms of both telephonic
case reports and in-person responses during high call-volume times and days of the week. The
intent is to augment and enhance the current police response service within the city through
diversity in response teams; similar to the current co-response model with social workers, other
than PCRT employees will generally not work exclusively with an officer.
The PCRT will be an added program to the SLCPD repertoire of services offered to SLC residents,
businesses, and visitors. It will have a defined leadership structure and consist of several full-time
employees. Professional oversight, training, policy requirements, and codes of conduct would be
the same as every other SLCPD employee.
A steering committee is currently working through the logistics of adding a new response program
to the police department. The logistics include but are not limited to - development of an initial
and on-going training program, specific job and duty descriptions, leadership components,
equipment procurement, uniforms, dispatch interactions, overlap with traditional policing
services, and policies and procedures.
2. Social Workers: The Social Workers are working with officers assigned to the Crisis
Intervention Team in a Co-responder model. The social workers have expressed concerns
regarding a potential shift in this model, because they often respond to dangerous situations that
ultimately require a police officer. The Department and the Administration are committed to
continuing to evaluate the co-responder model to ensure that City residents are getting the best
and most helpful response to calls for service, and that social workers and officers remain safe on
the job.
Most Recent Response: Social Work team expansion is in progress. The FY 22 budget added an
additional 9 FTE’s. As those positions are hired on this will facilitate coverage of shifts on evenings
and weekends. The Social Workers are highly effective working as a co-responder model providing
valuable resources to the community and officers while answering calls for service and client
management.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
111
Internal Affairs Unit: The Police Department is actively working with Human Resources to
enhance the oversight of the Internal Affairs Unit and is in the process of hiring a Civilian Director.
A Civilian Director will ensure that the IA unit operates professionally and with the continuity and
experience that is required to best serve the Department and the City’s residents.
Most Recent Response: The Salt Lake City Police Department has hired a civilian Director for the
Internal Affairs Unit (IAU). The civilian IAU Director works closely with the Chief’s Office, Human
Resources, the Civilian Review Board, other City components and the public, providing continuity
and steady leadership as the incumbent is non-sworn and therefore not subject to rotational
assignments.
The IAU Director oversees the Internal Affairs Unit, ensuring the professional standards program
is one that is fair, objective, thorough and consistent, reflecting the values of the Salt Lake City
Police Department, while protecting the rights of officers and citizens, promoting respect and trust
within the Department and the community, resulting in a culture of individual responsibility,
accountability, and adherence to the greatest standards of professionalism.
The IAU Director supports the IAU staff by providing guidance and direction to investigators
including reviews of investigative methodologies, interviews, and reports. The IAU Director fosters
and promotes a culture of compliance and trust, identifying issues of concern while offering
suggestions to improve training, policy, and procedures.
FY 2021 - Police Department Zero-based Budget Exercise. It is the intent of the Council to hire
an independent auditor to evaluate each line item in the Police Department budget with the goal
of conducting a zero-based budget exercise, which takes the budget apart and builds it back in a
way that aligns with the policy goals of the Council, Mayor and public. A report back to the Council
would happen in September, or sooner if possible.
Previous Administration Response: The Council hired an auditor to evaluate the Police
Department Budget and the presentation to Council by Matrix is scheduled on 4/20/2021.
Most Recent Response: The Police Department participated in the independent audit evaluation
by Matrix during FY 2021. The Police Department is now participating in the City’s initial efforts to
undertake a program-based budgeting process that will provide department costs based on
programs within the department.
FY 2021 – Police Department Reporting Ordinance. The Council intends to work with the Attorney’s
Office to create an ordinance that establishes reporting requirements for internal information collected
by and related to the Police Department.
Previous Administration Response: While the first step of this reporting and transparency goal
was the adoption of the body camera ordinance in 2020, the Attorney’s Office looks forward to
engaging with the Council on additional reporting requirements for internal information collected
by and related to the Police Department.
Most Recent Response: Response forthcoming.
Public Lands
FY 2022 - Golf Fund Update. It is the intent of the Council that the Administration provide information on
the following items in anticipation of a work session briefing to review and discuss options for the Golf
Fund. (Note: this item consolidates Legislative Intents from FY21, FY20, and FY19.)
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
112
a.Golf Fund Financial Sustainability: Trends in revenues, expenditures,
b.Long-term CIP Plans. Based on current projections and the recently completed short-term CIP
plan,
c.Golf Food and Beverage Options. A review of the specific open space zoning ordinances, with the
goal of removing barriers to providing additional food and beverage options in golf courses. To
the extent that barriers exist in State law the Council requests an analysis of those, and that
changing them be identified as a future legislative priority.
Most Recent Response: See Attachment #1 at the end of the document.
FY 2022 - Public Lands Maintenance. It is the intent of the Council that the Administration provide an
estimate of the funding that would be needed to adequately maintain all of the City's public lands. This
estimate should include the number of FTEs, as well as supplies, equipment, and appropriate signage.
Most Recent Response: Providing adequate maintenance of Salt Lake City’s public lands is an
increasingly complex issue, involving funding deficiencies, aging infrastructure, growth of the City,
staffing restraints, extreme weather events, and increasing crime and antisocial behavior. We are
constantly balancing the needs of daily park users against the needs of persons experiencing
homelessness. In addition, : physical condition, accessibility, positive experience for visitors,
relevance to the community served and the adaptability of the asset to changing circumstances
are factors that contribute to the quality of the City’s green infrastructure.
Innovative and environmentally based approaches to improving our public lands is key to making
long term changes to the maintenance concerns of today. Well designed and well-used public
spaces is key to community wellness and has a direct relationship to their usage. Research has
shown that there is a direct relationship between the level of park use and the perception of
security: the larger the number of visitors involved in positive activities within a park acts as a
deterrent to anti-social behavior.1.2
An accumulation of events impacting maintenance has led to a decline in Salt Lake City’s public
lands and park appearance. In some instances, poor appearances has clearly led to a decrease in
beneficial and legal park use and perception of safety. With these influences, the natural
progression is an increase in crime and anti-social behaviors occurring in our public spaces. These
factors contribute to the public’s perception of safety and their willingness to use a space.
The Department is proposing an FY22-23 CIP funding request to take a deep look at our public
lands and ask the following questions: does the public space meet the needs of its users; is the
park or trail diverse and interesting; does it connect people with their community; does the public
green space look well-kept and cared for; and can it provide visitors with a positive image and
experience. Understanding the relevance of our public lands to the communities they serve and
the deferred maintenance needs within each public green space is critical to prioritizing resource
allocation.
With these factors in mind, the following framework outlines steps to adequately maintain the
City’s public lands. The Public Lands team is working on narrative to explain these solutions with
cost estimates including FTE’s, supplies, and equipment.
1.Close the recruitment gapa.Seasonal Staffing & Affordable Care Act implicationsb.Wagesc.Extreme Working Conditions
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
113
d.Increasing Supervisory Demands
2. Match growth of the City with growth of our Public Lands Systema.More Park Visitorsb.Pressure to Growc.Design and Crime
3. Address the City’s Public Lands aging infrastructurea.Growth without Investmentb.Large Equipment Replacement
4. Improve stewardship capacitya.Volunteer Programsb.Friends Groupsc.Data Collection
5. Resolve unfunded directivesa.Weed Abatementb.Unsheltered Camp Cleanupc.1,000 Tree Initiatived.Tree Protection
6. Reduce or eliminate crime and antisocial behaviors in parks, golf courses, trails and natural lands.a.Involving Community in Designb.Visibilityc.Activity and Lifed.Park Rangerse.Signage
Public Services
FY 2015 Maintenance of Business Districts. It is the intent of the Council that the Administration
explore changes so that maintenance of business districts (existing and future) would be paid through
the Business Improvement District (BID) process, so that property owners that benefit share in the costs.
Most Recent Administration Response: Public Services has had productive discussions with RDA
staff about various models to fund maintenance. Discussions have focused on Central 9th and
Regents Streets and include considering how parking can support business district maintenance.
Most Recent Response: Nothing further has developments since the last Administration
response.
RDA
FY 2022 - Energy Efficiency as a Condition of any RDA Project Loans and Investments. It is the intent
of the Council/Board that all RDA project loans and investments require certain energy efficiency
standards be met, including that buildings be all-electric, as a condition of funding by January 1, 2022.
Staff note: The Council/Board may wish to designate specific energy efficiency or sustainability standards,
such as those set out by LEED and other accrediting organizations. (See examples at https://
www.epa.gov/smartgrowth/green-building-standards.)
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
114
Most Recent Response: The Agency Board (Council) adopted a Sustainability Development Policy
during a December 2021 meeting that satisfies the conditions and requirements requested in the
Legislative Intent.
FY 2022 - Structure of Accounts within RDA and All Other Departments, including Fund Balances
and Previous Capital Projects. It is the intent of the Council/Board to review the full structure of RDA
accounts with RDA and Finance Staff, including fund balances and capital projects funded in previous
years. The Board may wish to discuss with the RDA and Finance staff the best way to get this information
on a real-time basis. Staff note: The City’s Enterprise Resource Planning (ERP) effort will help in tracking/
providing this information in a less labor-intensive way, although the horizon for full implementation
could be a year or longer.
Most Recent Response: The efforts requested in this Legislative Intent are being undertaken as
part of the preparation for the implementation of the new ERP system.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
115
Attachment #1
Golf Fund Financial Sustainability: Trends in revenues, expenditures,
Over the past two years, the Golf Fund has seen a highly impactful surge of play due to conditions
associated with the COVID-19 situation. This surge led to a renewed interest in the game among current
and previous players that may have left the game in the past. Additionally, a number of new players have
taken up the sport.
Golf revenues are up compared to 5-year averages due to the increase in play. However, operational
costs for golf courses, as with most other industries, are experiencing a significant increase across the
board due to inflationary, supply channel and scarcity factors.
The Golf Division is utilizing this opportunity to funnel increased revenues back into the golf facilities to
address long over-due repairs and improvements to irrigation systems, playing surfaces, practice
facilities, cart paths and clubhouse areas.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
116
The Golf Division is attempting to stabilize the Fund in light of volatility in supply-chain and service delays
and price increases by establishing a 3-month operational cash reserve.
Historical Golf Rounds:
Play in FY22 continues to outpace FY21 at 2.13% higher. FY21 saw an increase in play over FY20 by
17.87%. These increases can be tied to impacts of COVID-19. Interest in playing golf remains high and we
expect to have numbers similar to last spring barring unseasonable weather during March through June.
Long-term CIP Plans. Based on current projections and the recently completed short-term CIP
plan,
The Golf Division continues to update short- and long-term CIP planning as situations dictate. Asset
failures due to age necessitate flexibility as well as ever-changing supply chain complications and rising
costs of materials and services.
Although a long-term plan has not been finalized, long-term CIP projects are being identified, evaluated
and planned for. These long-term projects include replacement of aged and failing irrigation systems at
Rose Park, Mountain Dell, Nibley Park and Forest Dale golf courses. New clubhouses are sorely needed at
all locations.
The Public Lands Department and Golf Division management teams are evaluating all public funding
options available including general obligation bonds, ZAP tax applications, TRCC funds and other state
and federal grant programs along with public-private partnerships.
The Department of Public Utilities applied in October of 2021 for $1.8 million dollars in federal
WaterSMART funds to help pay for a new irrigation system and turf reduction program at the Rose Park
Golf Course. The Golf Fund is providing $1.8 million dollars in matching funds to this project. The grant
ward is in April. Golf is also beginning to allocate additional funds to cover escalating costs of this project.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
117
On January 1, 2022, the Golf Division implemented an additional $1 per 9 holes fee to the existing $1 per
9 holes fee to increase the amount of funds available for CIP.
Golf Food and Beverage Options. A review of the specific open space zoning ordinances, with the
goal of removing barriers to providing additional food and beverage options in golf courses. To the
extent that barriers exist in State law the Council requests an analysis of those, and that changing
them be identified as a future legislative priority.
In August of 2021, the contracted concessionaire for 5 of the 6 Salt Lake City golf courses abruptly
requested to end their agreement with the City after just 15 months of operations citing financial losses.
These losses were realized despite the Golf Division waiving their fees and all revenue sharing for the
entirety of 2020 due to the pandemic disruption. The Golf Division continued operations of the cafes at
the five courses for the remainder of 2021. However, the courses were not able to offer beer sales, which
make up most of the concessionaire’s profits.
City Code 15.08.050 makes it unlawful for a person to consume beer in a City park, unless it is a park in
which the City has expressly granted a concessionaire operating in the park a license to sell beer. The
City’s golf courses are “parks” as defined in chapter 15.04.
The City has previously entered into a concessionaire agreement, authorizing a City employee to make
the application at certain golf courses that were unable to secure a concessionaire contract or during the
Olympics so alcohol could be served in the City & County Building. This action requires public liability and
liquor liability (“dramshop”) insurance, which the City does not carry. There are many risks and
downsides to requiring a city employee to place themselves as the sole responsible individual on the
application for a beer license and puts the employee in an extremely liable position should a lawsuit be
filed. The Golf Division prefers not to require an employee to take this risk.
The City does not allow employees to receive tips, which is a normal practice at food and beverage
operations. To try and attract workers in the golf Cafes, the Golf Division increased pay above the living
wage. However, given the lack of a beer license at those locations and the higher wage, the course cafes
lost a significant amount of revenue while trying to still provide café services to golf patrons.
The Golf Division has re-published the concessionaire RFP and hopes to contract with replacement
concessionaires at the five locations for the 2022 season and beyond. However, absent new
concessionaire contracts, the Golf Division will offer reduced services at the remaining courses.
Given the information detailed above, the two main obstacles to providing additional food and beverage
services at this time are:
1.Lack of interest from potential concessionaires due to lack of revenue potential.
2.The State restriction to the City as an applicant for beer license.
The Golf Division has proposed altering (reducing) the fee structure for potential concessionaires to make
operating a golf course café more profitable to attract more interest. The Golf Division is also looking into
areas of additional investment within the café spaces to help make the operations more attractive to
both potential concessionaires and golfing and non-golfing customers.
Golf will continue discussions with Human Resources and Finance, to explore options that could allow
City employees to accept tips while working in Golf cafés. This would greatly help contain expenses
necessary to operate.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FINANCIAL POLICIES
118
119
This page has been intentionally left blank
120
CAPITAL IMPROVEMENT PROGRAM
Introduction and Overview
Salt Lake City’s Capital Improvement Program (CIP) is a multi-year planning program of capital expenditures needed
to replace or expand the City’s public infrastructure. The principal element that guides the City in determining the
annual infrastructure improvements and budgets schedule is the current fiscal year capital budget.
The City CIP Budget Process includes a review by the Community Development Capital Improvement Program
(CDCIP) Board, consisting of community residents from each district. The CDCIP Board scores projects on a variety
of criteria and provides funding recommendations to the Mayor.
The Mayor considers the CDCIP recommendations as the Administration prepares its funding recommendations for
the City Council as part of the Annual Recommended Budget. The City Council reviews the recommendations of the
Mayor and the CDCIP Board and carefully analyzes each of the proposed projects before allocating funding and
adopting the final CIP budget. The details of the recommended FY2022-23 CIP Budget are included in this book.
In considering major capital projects, the City looks at the potential operating impact of each project. New capital
improvements often entail ongoing expenses for routine operations. Upon completion or acquisition, the repair and
maintenance of new facilities often require additional positions to maintain the new infrastructure. Conversely, a
positive contribution, such as a reduction in ongoing repairs and maintenance of a capital project, is factored into
the decision-making process.
Each project includes a section for estimated future maintenance and/or operations expenses, where the
departments have included projections of any increases to future operating costs.
The City also reviews all CIP projects to determine the progress. All projects older than three years that do not show
significant progress are then considered for recapture, allowing those funds to be used on more shovel-ready
projects.
The Administration continuously evaluates the City’s funding of its Capital Improvement Program. Because the
proceeds from debt financing are considered a source for funding the City’s capital improvement projects, the City
analyzes the effect issuance that additional debt would have on its debt capacity and current debt ratio.
Salt Lake City Resolution No. 29 of 2017 / Salt Lake City Council Capital and Debt Management Policies
Resolution No. 29 of 2017 provides the framework for project funding recommendations. Its guidance helps clarify
the expectations of the City’s Capital Improvement Program and the steps the Administration should take in
determining how to best address the City’s deferred and long-term maintenance needs.
Some of the policies guiding the CDCIP Board and the Administration include:
–A definition of a capital improvement as having a useful life of five or more years and cannot have a
recurring capital outlay such as a motor vehicle or a fire engine. It also clarifies that a capital outlay does not
include maintenance expenses such as fixing a leaking roof or painting park benches.
–A capital improvement must be a City asset and have a cost of $50,000 or more, with few exceptions.
–Salt Lake City aims to maintain its physical assets at a level adequate to protect its capital investments and
minimize maintenance and replacement costs.
–Priorities given to projects that preserve and protect the health and safety of the community; are mandated
by the state and/or federal government and provide for the renovation of existing facilities resulting in the
preservation of the community’s prior investment.
–The recapture of Capital Improvement Program funds during the first budget amendment of each year if an
existing balance remains on a completed project.
–Debt Service (excluding G.O. Bonding)
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
121
FY2022-23 Capital Improvement Allocations
Salt Lake City’s FY2022-23 recommended CIP budget appropriates $345,912,595 for CIP, utilizing General Funds,
Class “C” Funds, Impact Fee Funds, Quarter Cent Tax Funds, Redevelopment Agency Funds, Enterprise Funds, and
other public and private funds.
The City’s General Fund accounts for all debt service on outstanding Sales and Excise Tax Revenue bonds through a
payment from the City CIP contribution, except for the Eccles Theater project. The Library Fund covers the Local
Building Authority Lease Revenue bonds for Glendale and Marmalade Libraries while debt associated with the
construction of two fire stations is funded through the General Fund. Funds to pay debt service are included in the
recommended annual budget of $10,243,296.
Outstanding Sales and Excise Tax Revenue bonds financed a variety of the City’s capital improvement projects.
A total of $17,189,536 was recommended for Transportation Infrastructure, rehabilitation, and capital improvement
of deteriorated streets city-wide. Of this amount the budget appropriates $6,157,034 general fund, $3,000,000 of
Class “C” fund, $1,522,000 of Impact Fee funds, and $5,000,000 in ¼ Cent Tax funding. Such projects include
transportation safety improvements, Complete Streets Reconstruction, alleyway improvements, and bridge
replacement.
The recommended budget for Parks, Trails, and Open Space capital improvement projects includes a total
appropriation of $4,043,393 from various funding sources. This includes a variety of enhancements in RAC, urban
farm development, community gardens, memorial tree groves and the development of a Public Lands Asset
Management Plan.
Public Facilities' capital improvement recommended budget includes a total appropriation of $1,790,149 from the
general fund for improvements listed in the Facilities Capital Asset Replacement Program to retire long overdue
deferred capital replacement projects and an expansion to the Streets Steam Bay.
Capital Projects
The CIP pages include details for each recommended project the for the FY2022-23 Budget. These pages
provide a breakout of the funding recommendations and future costs associated with each project The total
for capital projects in the FY2022-23 budget is $ $21,230,070.
Maintenance Projects
The recommended CIP budget consists of projects that meet the City’s definition of CIP of over $50,000 (for
capitalization) but are ongoing in nature. These funds help maintain capital investments, ensure longevity,
and decrease the need for new capital expenditures to replace the City’s current valuable assets. The
Administration has reviewed each project and determined if it was a new capital expenditure or an ongoing
maintenance project. The CIP pages provide any maintenance details. The total funding recommended for
FY2022-23 maintenance projects is $2,173,008.
Enterprise Fund Projects
The City’s enterprise functions; Airport, Water, Sewer, Storm Water, Redevelopment, Refuse Collection and Golf –
are by nature, very capital intensive. The budgets for these activities reflect the need to maintain the integrity and
capacity of the current capital infrastructure and its functionality.
Airport Fund – The Department of Airports is an enterprise fund of Salt Lake City Corporation and does not receive
any general fund revenues to support the operation of the City’s system of airports. The Department of Airports has
619 full-time employee positions and is responsible for managing, developing, and promoting airports that provide
quality transportation facilities and services, and a convenient travel experience.
The Fiscal Year 2023 budget is the airports first budget that is focused on moving past the financial impacts of
Covid-19 as enplanements traffic and revenues are set to exceed those levels prior to the global pandemic. The Salt
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
122
Lake City International Airport continues to benefit from the American Rescue Plan Act (ARPA) as well as the recently
announced Bipartisan Infrastructure Law (BIL). These grants will continue to offset operating and maintenance
expenses that will lower the landing fee and terminal rents charged in FY23 as well as provide much needed and
critical funding for airport capital infrastructure projects. Passenger demand continues to increase on a monthly
basis, and as such, the Department of Airports will act prudently in managing the FY23 budget and look for ways to
continue to save operating and capital expenses where feasible, while also looking for ways to strengthen our
revenues.
The developed FY23 budget continues to provide positive financial benefits with increased passengers and revenues
that help offset increased operating expenses. The Department of Airports will continue to fund important capital
projects. These projects include the Terminal Redevelopment Program (TRP) and the North Concourse Program
(NCP), which together are called the New SLC. In addition, critical projects found in the airfield, terminal, and
auxiliary airports will continue to be funded to ensure that all Airport owned facilities keep up with critical
infrastructure to support the growth we are currently experiencing as well as the growth we are projecting into
future years.
Public Utilities Funds – Salt Lake City Department of Public Utilities (SLCDPU) has four distinct utilities, water, sewer,
storm water, and street lighting. Each utility is operated as a separate enterprise fund. Tax money is not used to
fund these services. Funding for SLCDPU capital expenditures comes from user fees, fund reserves, revenue bonds,
and occasionally a grant. The department is utilizing a Water Infrastructure Financing Innovation Act (WIFIA) loan to
finance a portion of the water reclamation facility construction. Customers pay for the services they receive
through utility rates that have been established for each fund. The rates were developed on a cost-of-service basis.
Our utilities are infrastructure intensive, and administration of these assets requires long term project and financial
planning.
The SLCDPU capital budget is shown by fund with subcategory cost centers under each. In fiscal year 2023, the
department has over 150 capital projects between the four funds as well as continuing work on existing projects.
Many of the capital projects in Public Utilities cover multiple fiscal years. It is common for projects designed in one
year and be constructed in subsequent years. The budget includes projects rated as a high priority in the
Department’s Capital Asset Program (CAP). The replacement of the water reclamation facility is the largest project
undertaken by SLCDPU. Other elements of our systems are also experiencing aging problems and will require
increasing attention in the future. For example, our three water treatment plants were built in the 1950’s and early
60’s. Planning is underway for each of the three plants to determine the best approaches for their replacement. A
unique aspect of capital projects in SLCDPU is that Federal, State, and local regulations affect many of our priorities.
Adding to the complexity are water rights and exchange agreement obligations.
RDA Funds – The Redevelopment Agency of Salt Lake City (RDA) strengthens neighborhoods and commercial
districts to improve livability, create economic opportunity and foster authentic, equitable communities. The RDA
utilizes a powerful set of financial and planning tools to support strategic development projects that enhance the
City’s housing opportunities, commercial vitality, public spaces, and environmental sustainability. The RDA’s primary
source of funds for the projects include property tax increment and program income revenue, depending on the
specific budget account.
The RDA often participates with Salt Lake City in the redevelopment or construction of city owned infrastructure
projects. As part of the RDA Budget Policy, Capital Projects are defined as any project that anticipates multi-year
funding. The allocation of funds for these projects is part of the budget approval process and is typically contingent
on the RDA Board authorizing appropriation once the specific projects costs and details are known. Depending on
the project, the timeline for this process may not follow the City’s CIP schedule or requirements for approval.
The RDA fiscal year 2023 budget process proposes three potential City infrastructure projects. The Japantown
project is an allocation of funds to support implementation of the Design Strategy. Improvements could include
infrastructure, utility work, lighting, site furniture, public art, etc. The Main Street project is an allocation of funds to
support the transition of Main Street to a pedestrian-first promenade. Funds would primarily be used to hire a
consultant to provide design/planning work, code analysis, phasing, and stakeholder engagement. The West Capitol
Hill project provides additional funds to current projects which includes construction of Marmalade Plaza, a public
open space and mid-block connection adjacent to the Marmalade Library.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
123
Sustainability Fund - Sustainability operations enable continuing compliance with federal, stand and local
regulations related to landfill gas collection, closing portions of the landfill, and constructing a new landfill cell within
the permitted footprint included in the master plan. Sustainability proposed no projects for FY2022-23.
Golf Fund - The Golf Division operates seven full-service golf courses at six Salt Lake City locations providing quality
recreational experiences at a competitive price for Salt Lake City residents and visitors from surrounding cities and
various out of state locations. Golf Course Capital Projects are funded, primarily, from excess revenue generated by
user fees. Over the past several years, expenses have outpaced revenues and have limited Golf’s ability to self-fund
most if not all non-emergency Capital Projects. In 2012, a Golf CIP Fund was established that allocates $1 per every 9
holes played and 9% from all annual pass sales toward building funds that can be used exclusively for Capital
Projects. Until FY 2019, these funds had not been released for use as the fund balance was needed to provide a
fund balance offset against a fund deficit. As part of the FY22 budget proposal, the Golf Division implemented a Golf
CIP Fee increase from $1 to $2 per every 9 holes played, beginning in January 2022, in order to bring more capital
into the Golf CIP Fund to increase funding from this source for additional future projects.
As part of a multi-year plan to upgrade vital maintenance equipment at all courses, the Golf Division will be using
$856,502 in FY23 to purchase additional equipment.
The Golf Division has budgeted $4,050,000 for Capital Improvement Projects in FY23. The Golf Division is
undertaking a four-year project to improve tee box hitting surfaces by re-leveling and re-sodding many of the tee
box areas at each course and have allocated $60,000 in FY23 from the Golf CIP Fund. The Golf Division is
undertaking a multi-year project to repair existing cart paths and construct some new carts paths and has allocated
$950,000 for FY23. Other significant projects include new HVAC system at the Mountain Dell clubhouse, Roof
improvements at the Nibley Park clubhouse, On-course restrooms at Nibley Park, Forest Dale and Glendale golf
courses.
The Golf Division is anticipating receiving a matching federal WaterSMART grant to assist in funding a new irrigation
system at the Rose Park Golf Course. The award should be announced in May of 2022. If the grant is not awarded,
approximately $2 million of CIP projects will be suspended to help fund the Rose Park irrigation system.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
124
Debt ServiceDebt Service Projects
Sales Tax Series 2012A Bond $ 2,500 $ 2,500
Sales Tax Series 2013B Bond $ 363,660 $ 363,660
Sales Tax Series 2014B Bond $ 749,937 $ 749,937
Sales Tax Series 2016A Bond $ 2,014,623 $ 2,014,623
Sales Tax Series 2019 A Bond $ 365,285 $ 365,285
Sales Tax Series 2021 Bond (Refunding 2013B, LBA2013A & 2014A)
$ 476,422 $ 476,422
Sales Tax Series 2022 Bond $ 4,393,161 $ 4,393,161
B & C Roads Series 2014 $ 981,208 $ 981,208
ESCO Debt Service to Bond $ 896,500 $ 896,500
Debt Service Projects Total $ 10,243,296 $ -$ -$ -$ -$ -$ 10,243,296
OngoingOngoing Projects
Crime Lab $ 600,000 $ 600,000
Facilities Maintenance $ 350,000 $ 350,000
Public Lands Maintenance $ 250,000 $ 2,000,000 $ 2,250,000
Community and Neighborhoods - Maintenance
$ 700,000 $ 700,000
Ongoing Projects Total $ 1,900,000 $ 2,000,000 $ -$ -$ -$ -$ 3,900,000
Other OngoingOther Ongoing
Complete Streets $ 3,000,000 $ 3,000,000
Public Services- Smiths Ballfield $ 154,000 $ 154,000
Public Services- ESCO County Steiner
$ 148,505 $ 148,505
Public Services - Memorial House $ 68,554 $ 68,554
Other Ongoing $ -$ -$ -$ -$ 3,000,000 $ 371,059 $ 3,371,059
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
125
MaintenanceBridge Preservation 2022/2023
$ 108,008 $ 65,000 $ 173,008
Maintenance Funded Projects Total
$ 108,008 $ 65,000 $ -$ -$ -$ -$ 173,008
New CIPNew/Maintenance Projects Total
400 South Safety Improvements $ 513,313 $ 513,313
200 South Reconstruction / Transit Corridor Supplement
$ 2,700,242 $ 2,643 $ 252,000 $ 1,300,000 $ 4,254,885
Three Creeks West Roadways $ 1,359,130 $ 1,359,130
`300 North Complete Street Reconstruction Supplement
$ 500,000 $ 40,000 $ 540,000
Rose Park Neighborhood Center Community Garden
$ 160,819 $ 160,819
Street Improvements 2022/2023
$ 3,000,000 $ 3,000,000
Public Lands Asset Management Plan
$ 160,160 $ 160,160
Transit Capital for Frequent Transit Routes / Operational Investments
$ 990,000 $ 110,000 $ 1,100,000
Facilities Asset Renewal Plan FY23
$ 1,192,357 $ 1,192,357
Bridge Replacement (650 North over Jordan River)
$ 3,700,000 $ 3,700,000
Public Way Concrete 2022/2023
$ 436,281 $ 436,281
Alleyway Improvements 2022/2023
$ 142,919 $ 142,919
Urban Farm Development at 2200 West
$ 425,040 $ 425,040
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
126
New CIP (Continued)RAC Playground Phase II $ 521,564 $ 521,564
700 South (Phase 7, 4600 W to 5000 $ 850,000 $ 1,120,000 $ 1,970,000
900 South River Park Soccer Field $ 287,848 $ 287,848
Memorial Tree Groves Design $ 867,962 $ 867,962
Streets Steam Bay Expansion $ 597,792 $ 597,792
Restoration of CCB Reimburse $ 2,000,000 $ 2,000,000
Hand Held Radios $ 3,700,000 $ 3,700,000
New Projects Total $ 12,534,877 $ 3,035,000 $ 3,000,000 $ 3,360,193 $ 5,000,000 $ -$ 26,930,070
Cost Overrun $ 208,143 $ 208,143
Percent for Art $ 156,107 $ 156,107
Total General Fund/Other Fund/Class C Fund/Impact Fee Fund/CDBG Fund/Surplus Land Fund CIP Projects.
$ 25,150,431 $ 5,100,000 $ 3,000,000 $ 3,360,193 $ 8,000,000 $ 371,059 $ 44,981,683
CDBGCity Infrastructure Projects ( CIP Engineering/Ballpark Trax Stop Crosswalks on 1300 South
$ 550,000 $ 550,000
400 South Bus Stop Improvements
$ 172,000 $ 172,000
Total CDBG $ 722,000 $ 722,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
127
Other Fund Capital Improvement Programs
AirportAirport CIP Projects
Concourse B - Maintenance Facilities and Shell Space
$ 5,290,000 $ 5,290,000
Stairs to Access Pedestrian Bridges Roofs
$ 153,000 $ 153,000
Pump House #9 Renovations (Construction)
$ 463,000 $ 463,000
Cylinder Saddle Tanks for Runway Deicer Fluid
$ 379,000 $ 379,000
Gate 39 Reconstruction (Construction)
$ 2,318,000 $ 2,318,000
SkyWest Hangar Taxilane Reconstruction
$ 934,000 $ 934,000
Taxiway E Reconstruction F1-F2
$ 6,469,000 $ 6,469,000
South Valley Regional Airport Hangar Site Development
$ 3,018,000 $ 3,018,000
South Valley Regional Airport – T-Hangars
$ 4,235,500 $ 4,235,500
Skydive Utah Taxilane and Apron
$ 490,000 $ 490,000
South Valley Regional Airport Vitek Hangar Apron Construction
$ 459,000 $ 459,000
Booth 10 Restroom Installation
$ 265,000 $ 265,000
Ground Transportation Staging Lot Study & Modifications
$ 153,000 $ 153,000
Ground Transportation Staging Lot Restroom & EVC Stations
$ 678,000 $ 678,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
128
Airport (Continued)Park and Wait Lot Expansion $ 1,413,000 $ 1,413,000
Terminal Front Access Road Improvements
$ 2,037,000 $ 2,037,000
Equipment Storage Building (Construction)
$ 3,923,000 $ 3,923,000
Replace PVC Roof Membrane on NS1 (Roads & Grounds Maint Bldg)
$ 337,000 $ 337,000
Replace PVC Roof & Greenhouse Panelson NS14
$ 76,000 $ 76,000
Electrical & Communications Duct Bank from AOC to Gate 7
$ 5,746,000 $ 5,746,000
Electric Vehicle Charging Stations (FY2023)
$ 477,000 $ 477,000
South Employee Parking Lot Development Program (Design)
$ 2,500,000 $ 2,500,000
Total Airport CIP Projects $ 41,813,500 $ 41,813,500
GolfGolf CIP Projects
Tee Box Leveling $ 60,000 $ 60,000
Pump Replacement $ 20,000 $ 20,000
Maintenance Equipment $ 856,502 $ 856,502
Short Course Design $ 50,000 $ 50,000
Property Fencing Project $ 100,000 $ 100,000
New Construction Projects $ 1,525,000 $ 1,525,000
Building Improvements $ 820,000 $ 820,000
Cart Path Improvements $ 1,475,000 $ 1,475,000
Total Golf CIP Projects $ 4,906,502 $ 4,906,502
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
129
Public UtilitiesPublic Utilities CIP Projects
Water Main Replacements $ 16,893,000 $ 16,893,000
Treatment Plant Improvements $ 9,200,000 $ 9,200,000
Deep Pump Wells $ 996,000 $ 996,000
Meter Chang-Out Programs $ 3,100,000 $ 3,100,000
Water Service Connections $ 3,500,000 $ 3,500,000
Storage Reservoirs $ 2,125,000 $ 2,125,000
Pumping Plants & Pump Houses $ 50,000 $ 50,000
Culverts, Flumes & Bridges $ 1,615,000 $ 1,615,000
Distribution Reservoirs (Tanks)$ 1,410,000 $ 1,410,000
Landscaping $ 100,000 $ 100,000
Treatment Plants $ 178,739,910 $ 178,739,910
Collection Lines $ 24,385,000 $ 24,385,000
Lift Stations $ 2,760,000 $ 2,760,000
Storm Drain Lines $ 4,625,000 $ 4,625,000
Riparian Corridor Improvements $ 250,000 $ 250,000
Landscaping $ 100,000 $ 100,000
Storm Water Lift Stations $ 750,000 $ 750,000
Street Lighting Projects $ 2,240,000 $ 2,240,000
Total Public Utilities CIP Projects
$ 252,838,910 $ 252,838,910
RDARedevelopment Agency (RDA) CIP Projects
Japantown $ 250,000 $ 250,000
Main Street Closure $ 300,000 $ 300,000
West Capitol Hill Projects $ 100,000 $ 100,000
Total RDA CIP Projects $ 650,000 $ 650,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
130
SustainabilitySustainability CIP Projects
$ -
Total Sustainability CIP Projects
$ -$ -
Total Enterprise and Other Fund CIP $ 300,930,912 $ 300,930,912
GRAND TOTAL $ 25,150,431 $ 5,100,000 $ 3,000,000 $ 3,360,193 $ 8,000,000 $ 301,301,971 $ 345,912,595
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
131
This page intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM
132
This page has been intentionally left blank
OFFICE OF THE CITY COUNCIL
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDEDBUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY COUNCIL
135
Office of the City Council
Cindy Gust-Jenson, Executive Director
FY 2020-21 Actuals FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 3,310,203 4,000,958 4,816,835
O & M 4,970 58,800 58,800
Charges & Services 722,712 839,501 905,841
Capital Expenditures 4,584 2,000 2,000
Total Office of the City Council 4,042,469 4,901,259 5,783,476
DIVISION BUDGETS
Community Affairs 3,895,648 4,551,159 5,433,376 36.00
Legislative Non-Departmental 146,821 350,100 350,100
Total Office of the City Council 4,042,469 4,901,259 5,783,476
FUNDING SOURCES
General Fund 4,042,469 4,901,259 5,783,476 36.00
Total Office of the City Council 4,042,469 4,901,259 5,783,476
FTE by Fiscal Year 35.00 35.00 36.00
FY 2023 Department Budget
Personal Services
4,816,835
O & M
58,800
Charges & Services
905,841
Capital Expenditures
2,000
MAYOR'S RECOMMENDEDBUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY COUNCIL
136
Office of the City Council
Changes discussed below represent adjustments to the FY 2022-23 adopted budget.
Personal Services Base to Base Changes 110,568
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Pension Changes 3,088
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 20,088
This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book.
Salary Proposal 151,885
This increase reflects the City Council Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 182,677
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 113,911
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Constituent Liaison/Policy Analyst (Grade 17)117,500
The budget includes funding for a new Constituent Liaison/Policy Analyst position within the Council Office.
Council Outreach and Communications 70,000
The budget includes funding for mailers from the City Council office.
Part-time/Intern Assistants 112,500
Funding for additional interns is included in the budget.
.
MAYOR'S RECOMMENDEDBUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY COUNCIL
137
This page has been intentionally left blank
MAYOR'S RECOMMENDEDBUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY COUNCIL
138
m OFFICE OF THE MAYOR
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF MAYOR
139
Office of the Mayor
Erin Mendenhall, Mayor of Salt Lake City
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 2,918,856 4,006,865 5,118,404
O & M 32,433 84,703 84,703
Charges & Services 533,757 669,712 1,424,382
Capital Expenditures — 500 60,500
Total Office of the Mayor 3,485,045 4,761,780 6,687,989
DIVISION BUDGETS
Community Affairs 95,581 734,111 1,023,918 5.00
Executive Staff 3,389,464 4,027,669 5,664,071 27.00
Total Office of the Mayor 3,485,045 4,761,780 6,687,989
FUNDING SOURCES
General Fund 3,485,045 4,761,780 6,687,989 32.00
Total Office of the Mayor 3,485,045 4,761,780 6,687,989
FTE by Fiscal Year 26.00 30.00 32.00
FY 2023 Department Budget
Personal Services
5,118,404
O & M
84,703
Charges & Services
1,424,382
Capital Expenditures
60,500
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF MAYOR
140
Office of the Mayor
Changes discussed below represent adjustments to the FY 2022-23 adopted budget.
Personal Services Base to Base Changes -41962
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Pension Changes 11,075
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 22,384
This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book.
Salary Proposal 92,588
This increase reflects the Mayor's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 250,152
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 122,663
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #6: Executive Assistant 94,208
The budget includes funding for an Executive Assistant position for the Mayor's Office. The position was added in budget amendment #6 of fiscal year 2022.
Policy Issues
Move REP Commission Senior Staff Position Funding (From Non-Departmental)190,000
This positions funding was in Non-departmental. Moving funding to where the FTE is located.
Remove Sponsorship Awards (One-time)-5,000
The budget reduces one-time funding for sponsorships for non-profits at small events such as sponsorship tables.
Remove Cultural Ambassador Pilot Program (One-time)-9,850
The budget recommendation removes one-time funding for Community Cultural Ambassadors program.
Art Under the Bypass (One-time)60,000
Funding is being recommended for maintenance for an art installation from a number of year's back that the City agreed to maintain.
City County Building Police Presence 177,800
This funding is included to fund a police officer in the CCB five days per week during building
hours, including evenings when Planning Commission or City Council is meeting.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF MAYOR
141
Language Access Unified Budget 300,000
As part of the Language Access Plan and policy, the Mayor's Office is unifying the translation
and interpretation budget under the Office of Diversity, Equity, and Inclusion to streamline
and and to help ensure that the City moves toward consistent translation and interpretation
services across departments.
Stipends for Boards and Commissions 119,120
The budget includes funding to increase the ability for all community members to be able to
participate on boards and commissions, the mayor is proposing a stipend. This amount
represents $40/meeting for all boards, beginning in October of this year.
Fleet Block Engagement 100,000
This funding is intended to secure an outside expert to advise the City on the Fleet Block
development process and help ensure that the City is engaging and including all
stakeholders.
City Staff Appreciation 60,000
Funding is being recommended for winter and summer gatherings and gifts for City employees.
Deputy CAO (Grade 39) (10 Months)183,031
Funding is included for a Deputy Chief Administrative Officer (CAO) positions. This position will assist the existing CAO with priority projects.
Citywide Promotional Branding 200,000
The budget includes funding for a set aside for citywide promotion in advance of the NBA All-
Star Game and Outdoor Retailers.
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF MAYOR
142
DEPARTMENT OF AIRPORTS
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS
143
Department of Airports
Airport Overview
The Salt Lake City Department of Airports manages Salt Lake City International Airport (the Airport),
Tooele Valley Airport, and South Valley Regional Airport. The Airport serves a multi-state region and
consists of three air carrier runways and a general aviation runway and is classified as a large hub airport.
The Airport's extensive route network served over 13.1 million enplanements in FY2019. Enplaned
passengers are estimated to increase approximately 21.1% from the FY2022 budget of 11.5 million
enplanements to 13.9 million enplanements for FY2023. In September of 2020, the Airport opened
portions of phase one of the new airport, which included a new terminal, the gateway center, concourse
A west and a new parking garage. A portion of concourse B west was opened in October of 2020. By the
end of April of 2021, the old Airport facilities were completely demolished to make way for phase two of
the new airport. During FY2022 and continuing into FY2023, Concourse A east will be completed with 4
gates opening in the Spring of 2023 and the remaining 18 gates opening in the Fall of 2023. In addition,
the Central Tunnel and 4 gates on Concourse B east will be complete by the Fall of 2024.
Tooele Valley Airport is a general aviation reliever airport to the Airport. It has one runway and support
services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It
also has one runway and is a base for a Utah National Guard military helicopter unit.
The Department of Airports is an Enterprise Fund. It is not supported by property taxes, General Funds of
local governments or special district taxes. Capital funding requirements for FY2023 are met from
earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBs),
Federal Aviation Administration grants under the Airport Improvement Program, and State grants.
Mission and Vision Statement
The mission of the Salt Lake City Department of Airports is to develop and manage a system of airports,
owned by Salt Lake City, which provides quality transportation facilities and services to optimize
convenience, safety, and efficiency for aviation customers. The vision is to achieve excellence and
unprecedented customer service in making Salt Lake City among the most convenient and efficient air
transportation centers in the world.
Department Performance Measurements
Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Pass the Transportation Security Administration's annual security inspection, TSR 1542 Security Regulations
Passed Passed Passed Passed Pass
Pass the annual certification by the FAA per Regulation 139 Passed Passed Passed Passed Pass
Maintain airfield runway operating capacity rate of not less than 95%>95%>95%>95%>95%>95%
The Airport Enterprise Fund will maintain adequate cash reserves of 25% of their operating expenditures >25%>25%>25%>25%>25%
Target cost per enplaned passenger of not greater than $7.00 3.90 5.41 11.25*11.56*8.16*
*Reflects impacts of COVID-19
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS
144
Salt Lake City Department of Airports
William W. Wyatt, Department Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 50,586,137 55,030,100 62,544,471
O & M 11,041,426 14,898,000 17,492,700
Charges & Services 73,642,490 93,673,000 115,087,200
Interest & Bond Expenses 86,614,436 145,744,600 139,833,200
Capital Expenditures 562,730,177 397,296,800 49,574,100
Transfers Out — 150,000 150,000
Total Department of Airports 784,614,666 706,792,500 384,681,671
DIVISION BUDGETS
Office of the Director 1,319,027 1,957,882 2,079,942 6.00
Finance & Accounting 654,063,519 546,122,886 204,495,275 16.50
Operation 37,581,976 48,453,663 55,907,488 196.80
Commercial Services 4,598,432 7,749,320 6,194,728 16.00
Maintenance 62,928,896 73,664,874 82,419,899 294.50
Planning and Environmental 1,370,099 1,926,509 2,132,218 9.00
Engineering 2,959,814 3,850,577 3,938,376 31.00
Information Technology 9,550,486 12,844,706 15,260,060 37.00
Public Relations and Marketing 1,421,194 1,673,083 1,778,685 4.00
Airport Police 8,821,223 8,549,000 10,475,000
Total Department of Airports 784,614,666 706,792,500 384,681,671
FUNDING SOURCES
Airport Fund 230,923,713 315,634,500 342,868,171 610.80
Airport Terminal Redevelopment 553,690,953 391,158,000 41,813,500
Total Department of Airports 784,614,666 706,792,500 384,681,671
FTE by Fiscal Year 610.80 610.80 610.80
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS
145
FY 2023 Department Budget
Personal Services
62,544,471 O & M
17,492,700
Charges & Services
115,087,200
Interest & Bond Expenses
139,833,200
Capital Expenditures
49,574,100
Transfers Out
150,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS
146
OFFICE OF THE CITY ATTORNEY
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY
147
Office of the Salt Lake City Attorney
Department Vision Statement
Our goal is to be valued and trusted partners, recognized and relied upon for our expertise, creativity,
and commitment to advancing the City’s goals.
Department Mission Statement
The City Attorney’s Office’s mission is to provide high-quality, timely legal advice to the City and be relied
upon as a trusted, productive, and positive City team member.
Department Overview
The Office of the Salt Lake City Attorney includes a section responsible for civil matters and
administration, a section responsible for risk management, and a section responsible for prosecutions or
criminal matters and the Office of the City Recorder.
The Office of the Salt Lake City Attorney strives to supervise and coordinate efforts of its four Divisions.
From an administrative perspective, the Office closely coordinates with Risk Management on litigation
matters and claims submitted against the City. The City Attorney also works with the Prosecutor’s Office
on budgetary and administrative matters and works with the Recorder’s Office to serve the City’s goals of
transparency and compliance with the law.
Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actuals 2021 Actuals 2022
Projected
Maintain an hourly rate for services provided by the
City Attorney's Office (CAO) to less than 50% of the
average rates the City pays for outside counsel
40%50%50%TBD 50%
Maintain the number of open litigation holds to less
than a 10% increase from year to year 7% Decrease 3% Decrease 1% increase TBD
Maintain the number of open litigation cases to less
than a 10% increase from year to year 11% Increase 11% Decrease 1% increase TBD
Maintain a disposition rate of 85% or higher.90%90%80%TBD 85%
Have City Council Minutes approved and available to
the public within 30 days at least 95% of the time.90%95%70%TBD 95%
Number of GRAMA requests received by the City
annually 10,393 14,899 14,929 TBD 15,500
Annual percentage increase in GRAMA requests (27)%36%.2%TBD
Process, activate, and digitize all contracts entered into
on behalf of Salt Lake City within three working days
100% of the time
100%100%90%TBD 100%
Number of workers’ compensation claims filed, based
on date of injury 279 275 571 TBD 570
Number of property damage claims filed, based on
date of loss.215 241 172 TBD 209
Number of bodily injury claims filed, based on date of
loss 41 30 31 TBD 34
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY
148
Salt Lake City Attorney's Office
Katherine Lewis, City Attorney
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 6,790,336 8,257,264 9,086,342
O & M 53,813 98,845 98,846
Charges & Services 5,228,624 6,689,672 7,655,721
Capital Expenditures 21,510 30,840 30,840
Total Attorney's Office 12,094,283 15,076,621 16,871,748
DIVISION BUDGETS
City Attorney's Office (Civil Division) 4,026,471 6,390,080 7,214,860 28.00
City Recorder 674,700 831,105 1,222,358 8.75
Risk Management 4,188,389 4,113,406 4,627,849 3.00
Prosecutor's Office 3,204,723 3,742,030 3,806,682 30.25
Total Attorney's Office 12,094,283 15,076,621 16,871,748
FUNDING SOURCES
General Fund 6,813,233 8,029,302 9,074,133 58.50
Governmental Immunity Fund 1,460,608 2,933,913 3,169,767 9.00
Risk Fund 3,820,442 4,113,406 4,627,849 2.50
Total Attorney's Office 12,094,283 15,076,621 16,871,748.43
FTE by Fiscal Year 60.75 66.75 70.00
FY 2023 Department Budget
Personal Services,
9,086,341.55
O & M, 98,846
Charges and
Services,
7,655,720.88
Capital
Expenditures,
30,840
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY
149
Office of the Salt Lake City Attorney
Changes discussed below represent adjustments to the FY 2021-22 adopted General Fund budget.
Personal Services Base to Base Changes (385,016)
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 17,870
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 3,976
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 35,948
This increase reflects a change in the cost of insurance for the Attorneys’ Office as described in the Budget Summary section of the Budget Book.
Salary Proposal 262,272
This increase reflects the Attorney's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 266,000
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 215,323
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #2: Minutes and Records Clerk 87,740
Policy Issues
Remove Office Victim Advocate - Grant Funding Match (One-time) (18,500)
In fiscal year 2022, the City received funding for a Victim Advocate through a grant. The grant required
an $18,500 match. The budget removes the one-time funding.
Special Consultant - Union Negotiations, CRB Outside Counsel 111,600
Union Negotiations, CRB outside counsel, and the Title VI consultant are areas of importance to the
City. Responsibility for coordinating outside counsel and consultants, review of work, and payments
resides within the Attorney's office. These above-mentioned items have grown in scope or are new
responsibilities for the office.
EDiscovery Tech Contract Increases (Westlaw Contract) 10,908
The recommended budget includes funding for increased costs associated with Westlaw, the City's
legal research tool.
Primegov - Admin (Transmittals, Laserfiche Connection & OMPA Practice 50,000
As an effort to streamline and support the Administration's approval process through Transmittal
development and Boards & Commissions Support, the Primegov software will be a resource
connecting to Laserfiche, as well as establishing consistency in OPMA practice.
Election Costs (SL County & Communications Prep) (Contractual) 15,000
In 2023, a potential increase will be consideration of whether Ranked Choice Voting Pilot Project is a
desirable approach for Salt Lake City. The recommended budget includes funds to cover additional
printing/preparation costs as well as an increased funding cost for RCV.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY
150
Legal Secretary III (Attorney's Office) (Grade 18) (10 Months) 69,230
With the continued growth of the City we need to be sure the attorneys who give advice, represent
and defend the city have the necessary support. We have 3 Legal secretaries who support 25 people
in both litigation, transactional, and administrative work. Workloads are at an all time high and we
believe adding a 4th Legal Secretary will allow us to better serve the city without danger of burnout.
Litigation cases are becoming more sophisticated with increased use of technology, body cam
footage, and political impact. We added a new Legal Secretary position last fiscal year expecting that
that position would review plats 50% of the time and handle litigation work the remaining 50%. Plats
have picked up to the extent that it now takes 90% of an FTE. Here is the number of cases in the last
two years. As you can see we are already on track for an even busier year.
Reclassify City Recorder Position (Grade 33 to Grade 35) 50,357
Our city recorder is paid at city market rate for grade 33 which is $48.58 market and we would like to
reclass to 35 at $53.56 city market rate. The recorders office has taken on many new the
responsibilities and we believe that compensation for this role should reelect the increased
responsibilities in the focus areas of Our Growth, Our Community, and Our Family.
Boards & Commissions Recognized Org Liaison (Grade 23) (10 Months) 83,175
Proposed to be an FTE managing Boards and Commission Training, Support Staff Training & Process Alignment for OPMA compliance, management of process for applications, interviews, and terms; and completing recognized community organization applications and renewals; raising policy level issues in these two areas for consideration. This new position will take the current work from the Mayor's office and place it in the Recorders office allowing for process consistency and streamlined communication with the elected offices and improving outreach efforts, especially in marginalized communities. Pay grade 23, Title to be created.
Archive Clerk PT to FT (Grade 21) (10 Months) 57,027
Increasing staff workload for the clean-up of paper files and the move to digital has created a need for the Archives Clerk to move from a part-time to a full-time position. Due to the responsibility level, increased records requests, implementation of a Citywide retention policy, and consistent review and research of electronic and paper files, I am proposing this be made into a full-time position with a classification closely aligned with the Minutes & Records Clerk positions.
Retention, Classification (6 positions; Recorders Office) 111,921
Six positions in the Recorders office have elevated responsibilities due to the level of service we have recently provided. The responsibilities now provide an increased opportunity to develop professionally, leading to a design of increased retention necessity and institutional knowledge developed through new training and processes. This relates to the Mayor's goals of growth and family
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY
151
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY
152
DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
E-153
Department of Community & Neighborhoods
DEPARTMENT OVERVIEW
1 CAN Administration
2 Building Services
3 Housing and Neighborhood Development
4 Planning
5 Transportation
6 Youth and Family
Blake Thomas, Director
Orion Goff, Deputy Director
Tammy Hunsaker, Deputy Director
Mission Statement
The Department of Community and Neighborhoods creates Sustainable, Equitable, Growing, and
Opportunity-rich
(“SEGO”) communities and neighborhoods through emphases on:
1. Upward Mobility
2. Housing Choice
3. Community Investment
4. Transportation Options
5. A 15-Minute City, and
6. Safe and Healthy Built Environments.
Department Performance Measurements
Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Building Services Number of building safety and code compliance inspections completed 49,985 54,940 52,000 52,000
Transportation Number of Annual Service Requests (stop signs, speeding, signal timing, parking, etc.) 723 724 958 800 800
Planning Number of Planning Applications received annually 1,122 1,097 975 975
HAND Residents Assisted - Federal Direct 7,330 4,277 10,723 10,000 9,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
154
Salt Lake City Department of Community & Neighborhoods
Blake Thomas, Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 20,275,368 18,669,056 21,524,953
O & M 302,688 291,754 298,475
Charges & Services 3,332,479 5,437,156 7,014,459
Capital Expenditures 12,636 13,000 —
Transfers Out 8,695,770 4,900,000 9,458,748
Total Community and Neighborhoods 32,618,941 29,310,966 38,296,635
DIVISION BUDGETS
Building Services 6,636,605 6,394,224 7,209,567 63.00
Office of the Director 1,709,299 1,858,219 2,839,519 15.00
Engineering 4,843,208 — — —
Housing Stability 4,346,941 6,217,401 7,711,919 21.00
Planning 3,233,930 4,584,931 4,939,342 41.00
Transportation 11,848,958 8,034,077 13,030,069 28.00
Total Community and Neighborhoods 32,618,941 29,310,966 38,296,635
FUNDING SOURCES
General Fund 23,556,363 24,003,824 28,837,887 188.00
Transportation Fund 9,062,578 5,307,142 9,458,748
Total Community and Neighborhoods 32,618,941 29,310,966 38,296,635
FTE by Fiscal Year 207.00 179.00 188.00
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
155
FY 2023 Department Budget
Personal Services
21,524,953
O & M
298,475Charges & Services
7,014,459
Transfers Out
9,458,748
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
156
Department of Community and Neighborhoods
Changes discussed below represent adjustments to the FY 2021-22 adopted budget.
Personal Services Base to Base Changes -13,013
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 109,492
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 21,299
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 118,736
This increase reflects a change in the cost of insurance for the Department of Community and Neighborhoods as described in the Budget Summary section of the Budget Book.
Merit Changes 78,173
Finance Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 774,413
This increase reflects the Department of Community and Neighborhoods portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Adjustments 240,944
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 557,443
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #2: Transfer Youth and Family Community and Program Manager from Grant Funding 92,899
Budget Amendment #2 of fiscal year 2022 saw the Youth and Family Community and Program Manager moved from being grant funded to being funded through the General Fund.
Budget Amendment #4: Transfer Special Projects Coordinator for the Community Connections Program from ARPA Funding 96,175
Budget Amendment
Fleet Fuel Cost Increase 23,100
Funding to meet the rising cost of fuel in today's economy.
Policy Issues
Transfer 3 Employees from the Transportation Fund (Revenue Offset)368,336
The budget include a shift in how three employees in the Transportation Division of CAN are funded. These positions had previously been funded from the Transportation Fund. In order to properly account for these positions it has been determined that the associated funding should be recognized as a revenue to the General Fund and the employees will then be paid for out of the General Fund.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
157
Youth & Family Pay Increases 150,254
Funding is being recommended for pay increases for positions within the Youth and Family division. The recent expansion and an increase in the variety of programming in the division have necessitated the reclassification of Community Programs Managers to Sr. Community Programs Managers, as well as the reclassification of the current Program Assistant positions to Community Programs Managers.
Sales Tax Option: Transportation Planner III Positions (Grade 28) (10 Months)214,747
The budget includes funding for two Transportation Planner III positions to work toward the broader implementation of the Livable Streets program. The goal of the Livable Streets Program is to improve safety for motorists, pedestrians and cyclists by combating speeding and other unsafe behaviors in residential areas. Through design, it seeks to encourage safer, more responsible driving, to improve the overall safety, livability, and attractiveness of neighborhood streets in Salt Lake City. The positions include $8,800 in one-time funding.
Civil Enforcement Officer (Grade 17) (10 Months)67,160
The City's ordinance requires rental apartment buildings with three or more units to be inspected every four years. The City currently has over 2,400 buildings licensed as rentals that need to be checked every four years. The Building Services division is currently working on inspecting buildings that haven't been inspected in over ten years. The budget includes an addition Civil Enforcement Officer position to help address this need.
Building Inspector I Positions (Grade 19) (10 Months)154,813
The budget includes funding for two Building Inspector I positions. The addition of these positions will help address the need for inspections that has doubled over the past ten years. This position includes $9,400 in one-time funding.
Northwest Quadrant Liaison (Grade 29) (10 Months)111,675
Position that is the “single point of contact” for development in the Northwest Quadrant, as required
by state code in the Inland Port bill that passed during the 2002 legislative session. There is $4,400 in
one-time funding.
Planning - Historic Preservation Survey 75,000
The City has a robust preservation program that relies on surveys to administer. There are currently three local historic districts that are in need of historic building survey updates. Funding is being recommended for these surveys. Updating the surveys will help residents acquire tax credit incentives. Preservation and reuse of historic building also reduces resource and material consumption.
Youth & Family - My Brother's Keeper FTE (Grade 26) (10 Months)102,320
The My Brother’s Keeper initiative is a targeted mentoring program for minority youth. The program is an initiative of the Mayor’s office and will work closely with several nonprofits and education institutions to eliminate barriers and create pathways of opportunity for youth. The funding will provide salary and benefits for a full time program manager in Youth and Family who will oversee the implementation and sustainability of the program.
CCC Lease / CAM / Utilities 300,000
Funding is included for Community Connections Center (CCC) lease for $208,368, CAM $37,044, utilities at $15,000 and maintenance at $39,588.
Homeless - Increased Landfill Fees Associated with Camp Abatements 17,000
Funding has been included to cover the increased cost of landfill fees associated with the homeless camp abatements.
Downtown Street Ambassador Program 1,288,101
Funding is included for the City's expanded Downtown Ambassadors Program to the Central City and Ballpark neighborhoods.
CCC & Green Team 6 Month Reduction -115,000
Wasatch Community Gardens Green Team and the old CCC, program was eliminated at the end of
December 2021, reduction for the remaining half year budget.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
158
DEPARTMENT OF ECONOMIC DEVELOPMENT
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT
159
Department of Economic Development
Department Vision Statement
Salt Lake City, the Capital City of Utah, seeks to serve as a regional leader for economic opportunities,
commerce, culture and recreation, research and innovation, sustainability, and inclusiveness.
Department Mission Statement
The Department of Economic Development’s (Department) mission is to build Salt Lake City as a vibrant,
beautiful, prosperous, diverse, and authentic place. We do this as a professional organization through
partnerships, business development, arts and culture, place-making and revitalization, while promoting
the City’s many attributes.
Department Overview
The Salt Lake City Department of Economic Development is working hard to make Salt Lake City a better
place to not only build a business, but also build a life. Along with overseeing Economic Development
initiatives, the Department focuses on business development and growing the arts through the Salt Lake
City Arts Council (Arts Council). These teams have aligned resources and streamlined processes to grow
and nurture a city that fosters gainful job creation, thriving business districts and neighborhoods, and a
diverse arts and culture scene.
The Department of Economic Development has established a building services liaison for businesses/
developers to provide guidance on design review and submittal processes throughout the City. The
Department has grown partnerships with key players in the Utah Economic Development ecosystem.
Notably, the Economic Development Corporation of Utah (EDC Utah), Governor's Office of Economic
Opportunity, Visit Salt Lake and Salt Lake County. Also, the Department has developed local partnerships
with entities that include, Salt Lake City Arts Council Foundation, the Downtown Alliance, Suazo Business
Center, the Salt Lake Chamber and the Diverse Chambers of Commerce in the Salt Lake City Area.
*Business Development Division Performance Measurements
Business Development Performance Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Site Visits to Prospective & Local Businesses 316 189 64 ≥160 ≥225
New Leads Generated 322 211 131 ≥160 ≥200
New Opportunities Created from Leads 159 147 138 ≥110 ≥110
WINs (Written Impact Narrative) co-published investment successes with companies 19 11 11 ≥15 ≥15
*Note: It is important to recognize that during the COVID-19 Pandemic, it has been difficult to perform some of the activities that are part of the work of the Economic Development Team. The Department created several programs related to the pandemic and these programs impacted our regular metrics.
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT
160
Arts Council (Division) Mission Statement
The mission of the Salt Lake City Arts Council is to promote, present, and support artists and arts
organizations in order to facilitate the development of the arts and expand awareness, access, and
engagement.
Arts Council Performance Measure 2019 Actual 2020 Actual 2021 Actuals 2022 Target 2023 Target
Attendees 49,444 35,771.00 36,070.00 40,000.00 40,000.00
Artists Served 1,839 843 1,532.00 1,500 1,500
Total Grants Awarded 109 116 151 150 150
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT
161
Department of Economic Development
Ben Kolendar, Department Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 1,788,412 2,059,032 2,834,705
O & M 19,875 43,800 43,800
Charges & Services 430,187 412,083 453,249
Capital Expenditures 200 200,000 400,000
Total Economic Development 2,238,674 2,714,915 3,731,754
DIVISION BUDGETS
Economic Development 1,440,165 1,838,170 2,458,857 13.00
Arts Council 548,509 626,745 1,022,897 9.00
Cultural Core 250,000 250,000 250,000
Total Economic Development 2,238,674 2,714,915 3,731,754
FUNDING SOURCES
General Fund 2,238,674 2,714,915 3,731,754 22.00
Total Economic Development 2,238,674 2,714,915 3,731,754
FTE by Fiscal Year 18.00 18.00 22.00
FY 2023 Department Budget
Personal Services
2,834,705.32
O & M
43,799.88
Charges and Services
453,248.8
Capital Expenditures
400,000
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT
162
Department of Economic Development
Changes discussed below represent adjustments to the FY 2021-22 adopted budget.
Personal Services Base to Base Changes 27,752
Base to base changes compares personal services costs adopted as part of the FY 2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 35,948
This increase reflects a change in the cost of insurance for the Department of Economic Development as described in the Budget Summary section of the Budget Book.
Salary Proposal 102,272
This increase reflects the Department of Economic Development's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 144,536
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 69,935
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #6: Arts Council Staffing 309,824
The budget includes funding for Arts Council staff and related ongoing expenses that was approved as part of budget amendment #6 of fiscal year 2022. The positions were added to address the challenges posed by increasing workload as well as the need to support the Mayor's Advisor on Arts & Culture role.
Policy Issues
Arts Council Operating Expenses 45,000
The budget includes funding to cover increases in operating expenses related to professional development and cell phone reimbursements for existing and new incoming staff. The COVID-19 Pandemic has changed work dynamics resulting in the Arts Council's staff having to work under a hybrid environment.
Construction Mitigation Funding 200,000
The budget includes additional construction mitigation funding to continue the service provided by the City starting last fiscal year. The funding will be used to provide grants to businesses affected by construction projects that have caused loss of revenue.
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT
163
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT
164
DEPARTMENT OF FINANCE
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF FINANCE
165
Finance Department
Department Vision Statement
As stewards of public resources, we continually strive to excel in providing accurate, clear, relevant,
complete and timely information through the development and implementation of innovative programs
and processes.
Department Mission Statement
In the spirit of service and dedication, the Finance Department develops efficient and sustainable
solutions to manage and safeguard Salt Lake City’s financial resources.
Department Overview
The Finance Department consists of six divisions: the Treasurer’s Office, Purchasing and Contracts,
Accounting and Financial Reporting, Internal Audit and Financial Analysis, Revenues and Collections, and
Policy and Budget. Grants Acquisition and Management is also housed within the department. Each
division is vital to Salt Lake City’s financial health and functionality.
•Accounting and Financial Reporting is responsible overall for payroll, payments and financial
reporting required by state law.
•Policy and Budget primarily focuses on ushering anything budget-related within the City’s
financial functions through all the required steps in the budgeting and budget amendment
process.
•Purchasing and Contracts Management staff are responsible for researching, developing,
procuring, and contracting for operational supplies and services required for each City
department to function within its defined scope.
•Internal Audit and Financial Analysis functions entail auditing internal processes, investigating
fraud, waste and abuse, performing cost analysis and data analysis.
•Revenue and Collections functions entail helping all departments collect on all past-due
revenues and ensure that revenues are coming into the City in a timely manner.
•The Treasurer’s Office has the primary responsibility of ensuring the City’s fiduciary
responsibilities relating to the collection, management, and disbursement of public funds are
handled responsibly.
Department Performance Measurements
Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Maintain a General Fund Balance between 15% and 18%14.60%21.36%23.96%>15%>15%
Maintain the City’s prestigious AAA rating AAA AAA AAA AAA AAA
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF FINANCE
166
Salt Lake City Department of Finance
Mary Beth Thompson, Chief Financial Officer
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 7,061,164 7,522,703 9,427,331
O & M 128,687 689,174 700,174
Charges & Services 1,706,316 4,525,379 4,741,919
Capital Expenditures 165,524 1,153,000 1,153,000
Total Finance Department 9,061,691 13,890,256 16,022,424
DIVISION BUDGETS
Accounting & Financial Reporting 2,190,279 2,517,068 2,666,162 23.00
Policy & Budget 565,117 559,958 1,697,696 4.00
Purchasing & Contracts 891,756 1,011,626 1,266,089 11.00
Revenue & Collections 1,754,500 2,004,412 2,233,011 24.00
Internal Audit & Financial Analysis 876,172 936,046 1,134,336 6.00
Treasurer's Office 1,577,373 1,774,209 1,868,193 9.00
OneSolution Maintenance 1,206,495 5,086,937 5,156,937
Total Finance Department 9,061,691 13,890,256 16,022,424
FUNDING SOURCES
General Fund 7,819,634 8,767,757 10,829,925 76.70
IMS Fund 1,206,495 5,086,937 5,156,937
Risk Fund 35,562 35,562 35,562 0.30
Total Finance Department 9,061,691 13,890,256 16,022,424
FTE by Fiscal Year 72.00 72.00 77.00
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF FINANCE
167
FY 2023 Department Budget
Personal Services
9,427,331
O & M
700,174
Charges and Services
4,741,919
Capital Expenditures
1,153,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF FINANCE
168
Department of Finance
Changes discussed below represent adjustments to the FY 2021-22 adopted budget.
Personal Services Base to Base Changes 204,206
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 28,721
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 5,096
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 53,184
This reflects an increase in the cost of insurance for the Finance Department as described in the Budget Summary section of the Budget Book.
Merit Changes 9,999
Finance Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 323,906
This increase reflects the Department of Finance's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 480,312
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 238,180
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #6: Grants Manager 131,888
The budget includes funding related to the Grants Manager position moved from ARPA funding to the General Fund in budget amendment #6 of fiscal year 2022. This position manages all grants, including ARPA. Since ARPA funds need to be specifically dedicated, this position doesn’t qualify for ARPA funding and had to be moved to and funded by the General Fund.
Policy Issues
Purchasing Deputy Director - (Grade 33) (10 Months) 130,689
The budget includes funding for the addition of a Purchasing Deputy Director position. The increasing demand on contracts and purchase orders, as well as an increase in contract spending has necessitated this position, and it will allow the Purchasing division of Finance to meet demand in a timely manner.
Purchasing Outreach for Diversity & Local Business 40,000
Funding is being recommended for the Purchasing division to undertake efforts to outreach to diverse and local businesses. This effort will better encourage these businesses to participate as vendors for the City and bring the City the best qualified vendors potentially lowering costs and providing better efficiency. The recommendation includes $30,000 in one-time funding.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF FINANCE
169
Financial Analyst for Budget Division - (Grade 32) (10 Months) 125,437
An additional Financial Analyst is being recommended for the Budget division of Finance. This position would primarily be tasked with working with the several departments that don't currently have a finance person. It would assist with these department's various finance and budget related needs.
Financial Analyst - (Grade 32) (10 Months) 125,437
With all the data being gathered and with the City’s advancements in data driven decision making,
the Finance Department is requesting an additional staff member to help analyze fiscal data.
Additional Position for Good Landlord Unit - (Grade 16) (10 months) 65,113
With the substantial increase in the number of rental units in the City, the Good Landlord staff is overwhelmed and unable to keep up with the workload. The addition of this position will improve the turnaround time on police reports and new owner notifications. Since the inception of the Good Landlord Program the City has seen an increase of 9,687 rental units. The continued trend is expected to be about an additional 2,000 per year in the foreseeable future. The addition of this position is anticipated to provides a revenue offset of approximately $54,000 per year.
External Audit for Information Technology 75,000
One-time funding is being included for an external audit that will focus on the oversight of current IMS practices as compared to industry best practices. This audit will give IMS the leverage to make necessary changes in the department.
Resource X Program Budgeting Software 25,000
The Administration is beginning the process of moving toward a more program based approach to budgeting. The software the City is planning to utilize is Resource X. Up to this point, grant funds have covered the cost of the software and associated consulting. This funding will allow the City to continue to utilize the software in its program based budgeting approach.
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF FINANCE
170
FIRE DEPARTMENT
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FIRE DEPARTMENT
171
Fire Department
Department Vision Statement
The Salt Lake City Fire Department provides exceptional emergency services with progression and
efficiency.
Department Mission Statement
Prepare Effectively. Respond Professionally. Impact Positively.
Department Overview
The Salt Lake City Fire Department specializes in urban structural firefighting, emergency medical
services, and emergency management. The Department has 382 funded, full-time equivalent
positions, divided into two battalions, serving in 14 stations covering 97 square miles.
All Firefighters hold a certification as Emergency Medical Technicians (Basic Life Support). The
Department also has firefighters trained to specialty levels of Engineer, Hazmat, Airport Rescue
Firefighter (ARFF), Swift Water Rescue (SWR) and, Heavy Rescue (HRT), improving customer service
delivery.
The Fire Administration Division comprises the Logistics, Community Relations, Fire Prevention,
Medical Services, and Technology Division. Logistics provides support for all fire apparatus the
department uses and they maintain the fire facilities' and fire equipment. Fire Prevention reviews all
buildings and proposed new construction. Medical Services overseas the Mobile Response Team, CPR
training, and Continuing Medical Education for the department. Technology oversees all radio
upkeep, station alerting, and computer programs related to the department.
Fire Operations consist of Station Operations, Airport Operations, and the Training Division.
Firefighters are trained and ready to respond, meeting our core mission of service to the public. The
department maintains four firefighters per emergency unit to operate at the most effective & efficient
level possible and to protect firefighters from dangers associated with fighting fires. Each fire unit
assigned to the Operations Division is required to perform monthly business inspections. Firefighters
assigned to the Airport are the first responders to the airfield and trained to the specialty level of
Airport Rescue Firefighter (ARFF).
Department Performance Measurements
Performance Measures 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Improved turnout times Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target
Reduce Operational Injuries Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target
Fire Prevention will complete 4,300 inspections per year 7,692 4,835 3,539 >4,300 >4,300
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FIRE DEPARTMENT
172
Salt Lake City Fire Department
Karl Lieb, Fire Chief
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 37,712,360 41,291,239 45,679,000
O & M 958,004 1,620,900 1,251,520
Charges & Services 1,523,716 2,517,061 1,608,489
Capital Expenditures 25,482 158,200 58,000
Total Fire Department 40,219,561 45,587,400 48,597,009
DIVISION BUDGETS
Fire Administrative Services 6,719,853 6,849,396 8,024,795 74.00
Fire Office of the Chief 2,766,965 4,168,893 3,677,450 9.00
Fire Operations 30,732,743 34,569,111 36,894,764 309.00
Total Fire Department 40,219,561 45,587,400 48,597,009
FUNDING SOURCES
General Fund 40,219,561 45,587,400 48,597,009 392.00
Total Fire Department 40,219,561 45,587,400 48,597,009
FTE by Fiscal Year 366.00 374.00 392.00
FY 2023 Department Budget
Personal Services:
13,369,733
O & M
278,655Charges & Services
8,476,576
Capital
Expenditures:
3,250,266
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FIRE DEPARTMENT
173
Fire Department
Changes discussed below represent changes to the FY 2022-23 adopted budget.
Personal Services Base to Base Changes (1,474,340)
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 33,397
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes (191,820)
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 293,840
This reflects an increase in the cost of insurance for the Fire Department as described in the Budget Summary section of the Budget Book.
Merit Changes 583,357
Fire Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 1,131,329
This increase reflects the Fire Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 42,071
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 1,625,043
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Sales Tax Option: Budget Amendment #4: CHAT (3 FTEs from Police, Funding from Non-Departmental) 316,092
3 FTEs were transferred from non-departmental/Police to Fire in fiscal year 2022 (Social Work
Manager, Licensed Clinical Social Worker, and a Social Worker). The funding was not
transferred in the original budget amendment. These new positions will work with the MRT
Squads and offer mental health and other resources to those that need it.
Fleet Fuel Cost Increases 116,009
Funding to meet the rising cost of fuel in today's economy.
Policy Issues
Remove Fire Department Deployment Expense Reimbursement (One-time) (515,000)
During Fiscal Year 2021 the Fire Department deployed personnel and resources to support fires in the west. The Department received partial reimbursement for these expenses in fiscal year 2021, but anticipated receiving the remaining funds in fiscal year 2022. This funding is recommended to be removed in this budget.
Remove Emergency Management Phase 2 (One-time) (36,066)
The fiscal year 2022 budget included funding for expansion of the Emergency Management division of Salt Lake City Fire. This budget is recommended to be removed.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FIRE DEPARTMENT
174
Sales Tax Option: Shift MRT from ARPA Funding 288,262
The Fire Department was granted a new MRT squad (4 FTEs) in January 2022. This was originally
funded through the federal ARPA grant dollars. Fire did not specifically request the change of
funding; however, this change will help to ensure the program is funded after ARPA funds are
spent.
Firefighter Turnout Gear 82,000
Funding of $60,000 is being included to address the rising cost of firefighter turnout gear, the personal protective equipment issued to each firefighter. Funding of $10,000 for repair price increases is also included. The budget also includes a one-time amount of $12,000 for a small HVAC system for the Fire Logistics PPE room which can routinely reach over 90 degrees during the summer months.
Emergency Management Office Facilitator - (Grade 19) (10 Months) 72,807
The budget includes funding for an Office Facilitator within Emergency Management. This position will perform administrative tasks currently undertaken by existing Emergency Management personnel, but better suited for an Office Facilitator.
Firefighters & Emergency Management Personnel - (Grade 17) (11 Months) 220,698
Funding is included for 3.0 addition firefighters assist the department as it grapples with the high cost of constant staffing, retirement payouts, injury leave and workers' compensation claims. The 4-handed staffing requirement between the city and the Local 81, virtually eliminates all "vacancy savings" as open shifts are "bought back" the majority of times with overtime dollars. While we have made progress towards a "true" budget, the department is forced to sacrifice equipment and supplies for the benefit of personnel expense. This request would help alleviate this budget constraint in a phased approach. 3 new Firefighters are proposed to start in our August 2022 new firefighter recruit academy as well as 3 additional new Firefighters proposed to start in February 2023. This phased approach is to balance availability in our Fire Academy and budget dollars. A total of $600 is included as one-time funding.
Firefighters & Emergency Management - (Grade 17) (5 Months) 101,790
The aforementioned narrative also pertains to the these 3.0 additional FTEs, which will be funded for five months of the fiscal year. $600 in one-time is also included with this recommendation.
Sales Tax Option: MRT Expansion (Grade 17) (11 Months) 320,140
The Fire Department currently operates a Mobile Response Team (MRT) in the community consisting of two squads, one in the downtown core of the city and the other on the west side of the city. The budget will fund a third squad which is anticipated to be extremely valuable in the Sugar House community. The request includes funding for 4 additional FTEs which would begin training in the new Firefighter Academy in August 2022. The new MRT squad to begin service in January 2023 after the successful graduation of their class. This new squad will require an additional vehicle and one-time funding for a medical kit (12-lead monitor, medical supplies, etc.). The budget includes $55,900 in one-time funding.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FIRE DEPARTMENT
175
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 FIRE DEPARTMENT
176
DEPARTMENT OF HUMAN RESOURCES
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES
177
Human Resources
Department Vision Statement
To help Salt Lake City thrive through sustainable and effective human resource business practices,
policies, and investment in the City’s greatest asset, its employees, to work collaboratively within
departments and with city leaders.
Department Mission Statement
We deliver best-in-class service and programs, add strategic value to Salt Lake City Corporation, promote
an engaged and dedicated workforce committed to the highest levels of public service. We are focused
on attracting the best talent, promoting opportunities for growth and development, and providing fair
and competitive compensation packages for all employees.
Department Overview
The Department of Human Resources is a team of 31 full-time employees and provides services for all
City employees.
· The Administrative Team establishes goals and manages the operations of the HR department.
· Benefits ensures employees have comprehensive and competitive benefits packages including medical,
dental, vision and life insurance programs, a large portfolio of voluntary benefits and an employee
health clinic.
· Compensation and Classification is responsible for ensuring that the City maintains a competitive and
equitable position with respect to pay. This is achieved by conducting numerous salary surveys each
year and recommending necessary market adjustments and general wage increases employees need to
maintain a competitive pay position.
· Employee Relations manages all disciplinary actions, and ADA compliance requests for city employees.
Members of this team are the front-line HR representatives for departments across the City. This team
also manages the City’s leave programs including FMLA, short-term and long-term disability benefits.
· Workplace Equity investigates workplace violations of the Equal Employment Opportunity Act and City
policy, ensuring that the City is a safe and enjoyable place for all to be employed.
· Employees’ University manages a robust learning and development program including new employee
orientation, supervisor boot camp, soft skill courses and access to thousands of online.
· Human Resources Information Systems (HRIS) works closely with IMS to manage the maintenance and
integration of HR’s various technology systems.
· Recruiting and Onboarding is responsible for recruiting all positions city-wide with a focus on a diverse
and well-qualified City workforce. Additionally, this team has developed a comprehensive on-boarding
and off-boarding process.
Funding for the department is provided by the general and risk funds.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES
178
Department Performance Measurements
Performance Measures 2019 Actual 2020 Actual 2021 Actual 2022 Actual*
Improve employee knowledge and understanding of HR information through a minimum of 40 HR emails. >40 ≥40 ≥40 ≥40
Respond to all EEO complaints including conducting an investigation when appropriate in an average of 60 days or less.
<60 ≤60 <60 <60
Human Resource Consultants will attend a minimum of 30 departmental meetings each fiscal year.
>30 >30 >30 >700
Increase number of employees that have attended instructor-led training.994 1016 1200 1915
Achieve a 2% increase in 457 enrollments.>2% increase ≥2% Increase <2% Increase <2% Increase
*In the next fiscal year Human Resources will reevaluate current performance measures.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES
179
Salt Lake City Department of Human Resources
Debra Alexander, Chief Human Resources Officer
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 2,927,742 3,664,201 4,637,647
O & M 11,387 67,714 67,714
Charges & Services 43,779,765 46,923,811 49,605,193
Transfers Out 2,876,048 1,438,026 —
Total Department of Human Resources 49,594,942 52,093,752 54,310,553
DIVISION BUDGETS
Administration 698,775 969,385 949,680 20.40
Department Consultants 469,863 723,927 846,279 9.00
Education 246,226 316,298 321,254 2.00
Civilian Review Board 162,186 166,296 177,000
HR Information Systems 96,707 105,124 394,196
Employee Relations 902,251 986,639 1,570,993
Risk Management 47,018,934 48,826,083 49,868,040 4.60
Total Department of Human Resources 49,594,942 52,093,752 54,310,553
FUNDING SOURCES
General Fund 2,576,008 3,267,669 4,259,402 31.40
Risk Fund 47,018,934 48,826,083 50,051,151 4.60
Total Department of Human Resources 49,594,942 52,093,752 54,310,553
FTE by Fiscal Year 25.00 31.00 36.00
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES
180
FY 2023 Department Budget
Personal Services: 4,637,647
O & M
67,714
Charges & Services:
49,605,193
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES
181
Department of Human Resources
Changes discussed below represent adjustments to the FY 2021-22 adopted General Fund bud-
get.
Personal Services Base to Base Changes 127,103
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 41,994
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 3,155
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 18,848
This reflects an increase in the cost of insurance for the Human Resources Department as described in the Budget Summary section of the Budget Book.
Salary Proposal 128,945
This increase reflects the Department of Human Resource's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 90,263
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 90,982
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Policy Issues
HR Employee Relations Manager (Grade 33) (10 Months)125,689
Due to the complexity and evolution of Human Resources tasks an additional HR Employee Relations Manager is being requested.
HR Senior Technician (Grade 20) (10 Months)73,983
Due to the complexity and evolution of Human Resources tasks a Human Resource Senior Technician is being requested.
HR Recruiter - Police (Grade 25) (10 Months)90,034
Recommended by the Racial Equity in Policing Commission
HR Recruiter - Apprentice/Intern (Grade 25) (10 Months)90,034
Due to the complexity and evolution of Human Resources tasks an Apprentice/Intern is being requested.
HR Business Partner (Grade 30) (10 Months)110,703
Due to the complexity and evolution of Human Resources tasks an additional HR Business Partner is being requested.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES
182
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
183
Information Management Services
Department Vision Statement
Modernize municipal government through sustainable technology solutions.
Department Mission Statement
Our mission is to be a trustworthy and valued partner that delivers the right information to the right
audience at the right time.
Department Overview
Salt Lake City’s Information Management Services department assists Salt Lake City employees in
providing essential city services through technology. The department has six divisions:
Office of the CIO
The Chief Information Officer (CIO) is the Information Management Services department director and
leads the administrative office which works with department and division heads across the City and
partners to deliver technology solutions that modernize municipal government and connect the City to its
constituents.
The Financial Services Team is dedicated to procurement and asset management and oversees the
business and supply chain activities within IMS and for the city computers and technology distributed
throughout the city. They manage the daily operations of accounts payable, budget, office management
duties, procurement, receiving, management, and disposal of all I.T. hardware and software assets for
the City.
The Enterprise Project Management team coordinates with City departments to help them navigate I.T.
systems and projects. Working with departments, they create project plans and resource allocations
necessary to accomplish the given task and see the projects and solutions through the product life-cycle.
Data Analytics and Geographic Information Systems (GIS)
Led by the Chief Data Officer/Geographic Information Officer (CDO) (CGO)
Responsible Data Analytics, Data Standards, Data Policies, Smart Cities initiative and Enterprise GIS for
Salt Lake City. They assist departments in using data to drive informed decision-making processes. The
team also assists the City in its transparency initiatives by providing easy access methods to city data.
Infrastructure Technology and Security Division
Led by the Chief Information Security Officer, this division is responsible for monitoring and
administering the I.T. Infrastructure across the city. The division consists of Cybersecurity, Network, and
Systems Engineering teams and ensures that the network, systems, and users hosted in the City have full
access to their data in the most secure manner possible. Responsibilities for this division include:
Network and Security infrastructure (across more than 50 locations and 2 data centers), internet
connectivity, unified communications, remote work infrastructure, cloud infrastructure, enterprise
backup systems, wired and wireless communications, and numerous 3rd party applications among
others.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
184
Media Services Division
Salt Lake City Media & Engagement Services is the in-house social & civic engagement, content design &
creation, broadcast, and communications consulting division of Information Management Services. Our
goal is to be a centralized city-wide service accessible to every department and division.
Software Services
Led by the Chief Technology Officer (CTO), the team designs, develops, integrates, and maintains
software solutions that the City procures or develops. They also maintain City databases and create
custom reporting solutions.
The team is working with departments to reduce the software footprint and standardize enterprise
solutions. The application portfolio still sits at almost 200 applications, but several enterprise solutions
have slowed the growth, and several antiquated systems have been collapsed into new centralized
systems.We are also in the process of modernizing several systems/applications and conducting move of
many enterprise and departmental software packages to the cloud.”
Innovations Team
This team is led by the Chief Innovations Officer (CINNO). They have been tasked with modernizing the
city processes and procedures to bring a new high level of efficiency and accuracy. One of their primary
assignment is implementing a new Workday ERP (Enterprise Resource Planning) system, which will be a
multi-year, multi-million dollar project that will help streamline and improve the finance, accounting,
asset management, and human resources systems.
Field Services Team
Led by the IT Technology Support Manager, the Field Services division is responsible for supporting vast
and diverse end-user software and hardware i.e., computers and other devices deployed throughout the
city. The division must also ensure that the user data and systems are secure and running at maximum
efficiency. This division, consisting of Network Support Administrators and Field Support Staff, is
responsible for computer systems installation and maintenance, system failure triage, incident routing,
escalation, and monitoring. Field Services also supports other IMS division field services, help desk
services, and on-site support for all city employees.
IMS Department Performance Measurements
Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Citywide I.T. assets inventoried on an annual basis.21%33%75%100%100%
Case Closed by staff within standard response thresholds based on priority, severity, and system.95%89%92%99%99%
Objective and Key Results (OKR) and Continuous Feedback and Recognition (CFR) Program implemented in department.
—%33%40%65%100%
Projects that followed agile project management methodology.35%65%80%100%100%
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
185
Salt Lake City Department of Information Management Services
Aaron Bentley, Chief Information Officer
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 8,171,410 10,339,163 13,369,733
O & M 398,353 250,205 278,655
Charges & Services 4,203,904 6,679,641 8,476,576
Interest & Bond Expenditures 661,882 — —
Capital Expenditures 2,415,148 1,946,541 3,250,266
Total Information Management Services 15,850,697 19,215,550 25,375,230
DIVISION BUDGETS
Applications Admin & Support Services 1,542,373 2,325,449 2,809,691
Data Analytics & GIS 282,251 577,584 725,885
Dept Leadership & Admin Services 3,710,029 2,667,011 4,071,134
Enterprise Software Services 1,112,526 2,043,801 2,599,156
IMS Department Support 2,744,671 3,317,543 4,020,325
Info Management Services 83,062 161,800 161,800
Information Security 283,955 381,238 936,238
Multimedia Services 737,334 1,116,012 1,305,364
Network Services 1,258,445 1,968,204 2,505,412
PC Replacement 453,306 566,275 983,000
Software Support Services 3,642,748 4,090,633 5,257,225
Total Information Management Services 15,850,697 19,215,550 25,375,230
FUNDING SOURCES
IMS Fund 15,850,697 19,215,550 25,375,230
Total Information Management Services 15,850,697 19,215,550 25,375,230
FTE by Fiscal Year 69.00 84.00 92.00
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
186
FY 2023 Department Budget
Personal Services, 13,369,733
O & M, 278,655
Charges & Services, 8,476,576
Capital
Expenditures,
3,250,266
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
187
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Changes discussed below represent changes to the FY 2021-22 adopted budget.
Personal Services Base to Base Changes 497,583
Base to base changes compares personal services costs adopted as part of the FY 2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 172,117
This reflects an increase in the cost of insurance for the Department of Information Management Service's as described in the Budget Summary section of the Budget Book.
Salary Proposal 540,532
This increase reflects the Department of Information Management Service's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 286,740
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Contractual Increases 1,262,418
The increase for contractual changes reflects the increase from the vendors for our continuing maintenance and support.
Policy Issues
Various Technical and Inflationary Costs 34,350
Funding has been provided for several necessary increases in technical and inflationary costs. These include an increase in the employee annual cash conversion, office supplies, computers and computer supplies, furniture and other related costs.
Survey Increased Cost 45,000
The budget includes additional funding for increased survey costs including an additional $20,000 for panel survey and $15,000 for the Council survey.
Penetration Testing 55,000
Funding has been included for penetration testing related needs. This includes $25,000 for penetration testing, $25,000 for training in industry best practices, and $5,000 for Shodan scanning and monitoring.
PC Replacement 421,525
The budget includes funding for increased costs of PC replacements due to overall cost increases and increases in the number of employees in need of replacement.
Air Time Portable Computers 51,940
The budget includes funding for Air Time Portable Computers, wireless public hotspots and devices within IMS.
Admin Service Fees 20,000
Funding is being provided for an increase IMS related administrative fees.
Power BI and Other Analytics 70,000
The budget provides funding to have a consultant assist with the implementation of PowerBI and for help to build the system that is needed.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
188
Fiber Buildout & City Connect - Free WiFi (One-time) 150,000
The continued build out of fiber between city buildings. Also, to continue the build out of the free public Wi-Fi on the west side of the city.
Permits & Licensing Software 316,694
Funding is being provided for permits and licensing software, including $135,000 for the annual cloud option, $175,000 for one-time costs related to data migration, and $6,694 for related contractual obligations.
New Core Switch 150,000
Funding for a new Core Switch is being recommended in the budget. The current Core Switch is 11 years old, but has a typical 7 year useful life.
Wi-Fi Build out - Internal Replacement 100,000
The budget includes funding for Wi-Fi build out around the City campus, with 100 access points for Plaza 349, the City & County Building and Justice Courts.
Desktop Management 162,000
This funding will providing software for additional remote security for computers and other devices.
SIEM 500,000
Funding is included to secure a contract for a SIEM (Security Incident and Event Management) security suite to actively monitor and respond to security events across the network that pose a risk to the city's network reliability.
Perpetual Storage (Cohesity and Azure) 10,000
Funding is included for hardware for the enterprise backup expansion.
Cohesity Node 60,000
Funding is included for hardware for the enterprise backup expansion.
Software Support Admin II - (Grade 30) (10 Months) 110,686
The budget includes funding for a Software Support Admin II to support the demand of third party software. $3,000 in one-time funding is included.
Enterprise Tech Solutions Manager - (Grade 35) (10 Months) 136,946
Funding has been included for an additional Enterprise Tech Solutions Manager to support the City's radio solutions. $3,000 in one-time funding is included.
Network Engineer II - (Grade 31) (10 Months) 115,467
The budget includes funding for a Network Engineer II position. IMS has a critical engineer who is retiring this fiscal year with extensive knowledge of cyber security and public safety infrastructure. IMS will use the new position to do a complete cross-training of these specific areas as well as to cover increased demand in this area of the department. $3,000 in one-time funding is included.
Civic Engagement Program Specialist Positions- (Grade 24) (10 Months) 165,960
Funding is included for 2.0 Civic Engagement Program Specialist positions. These positions will help address the Increased demand for public outreach and will centralize graphic design work across the city. $6,000 in one-time funding is included.
Data Scientist - (Grade 33) (10 Months) 125,670
The budget includes funding for a Data Scientist position. This position will increase the City's ability for data driven decision making. The budget includes $3,000 in one-time funding.
Deputy Director (11 Months) 215,760
Funding is being provided for the IMS Department to hire a Deputy Director. This position will support department management as demand increases and there are more responsibilities including Innovations, Data Analytic, GIS and Civic Engagement.
Apprentice Program 313,480
Ongoing funding to support apprenticeship program that was previously funded under CARES. This is in collaboration with the Mayors office and the State of Utah Department of Workforce Services
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
189
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES
190
JUSTICE COURT
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 JUSTICE COURT
191
Salt Lake City Justice Court
Mission Statement
Ensure the highest standards of justice, professionalism, responsiveness, and respect for those we
serve.
Vision Statement
Creating a court that is just, equitable, and trusted by all.
Court Core Values
Excellence
Having the desire to succeed and the motivation to reach our full potential, going above and
beyond to accomplish the task at hand.
Respect
Recognize and appreciate the value of each individual and their experience and situation.
Integrity
Doing what we say we are going to do, applying honesty and accountability with openness.
Community
Bridging the gap between the Court, community and other agencies, improving access
to resources and information.
Unity
Supporting one another and fostering growth while reaching our goals and adhering to
our values.
Department Overview
The Salt Lake City Justice Court is the largest municipal court in the State of Utah with a very high volume
of misdemeanor cases. The Court is a limited jurisdiction court under the umbrella of the Utah State
Court system. We are proud to be part of the Salt Lake City portfolio of public institutions and to serve
the citizens and visitors of this great city.
The Justice Court is responsible for and processes Class B and C misdemeanor, infractions and small
claims cases; jury trials, appeals and expungements, video hearings, homeless outreach, prisoner
transports, and daily interaction with jails throughout the State of Utah. The court monitors and tracks
probation, warrants, community service, and restitution, collections of monetary penalties, appeals,
expungements, and plea-in-abeyance cases. We also provide traffic school, coordination of language
interpreter services and any ADA needs that arise.
The Justice Court judiciary, employees, and security team are dedicated to open and transparent access
to the court, bringing justice for all, and providing a safe and civil environment for dispute resolution.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 JUSTICE COURT
192
Department Performance Measures
Performance Measures FY2019 Actual FY2020 Actual FY2021 Actual FY2022 YTD FY2023 Target State Average
Access & Fairness - Percent of Justice Court customers satisfied with service received.95%NA NA NA >90%NA
Time to Disposition - 95% of criminal case dispositions should meet established guidelines for Time to Disposition (6 months).
89%91%58%56%>95%73%
Age of Acting Pending Cases - 95% of all criminal cases should have a disposition within a 180-day time frame.83%77%50%62%>95%65%
Criminal Case Clearance Rate - A Clearance Rate of 100% means the court has disposed of as many cases as were filed, i.e., the court is keeping up with it's incoming caseload.
103%174%90%130%>100%91%
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 JUSTICE COURT
193
Salt Lake City Justice Court
Curtis Preece, Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 4,046,203 4,231,849 4,585,933
O & M 38,717 65,507 65,507
Charges & Services 233,019 543,550 543,550
Capital Expenditures — 10,000 10,000
Total Justice Court 4,317,939 4,850,906 5,204,990
DIVISION BUDGETS
Justice Court 4,317,816 4,850,906 5,204,990 42.00
Total Justice Court 4,317,816 4,850,906 5,204,990
FUNDING SOURCES
General Fund 4,317,939 4,850,906 5,204,990 42.00
Total Justice Court 4,317,939 4,850,906 5,204,990
FTE by Fiscal Year 42.00 42.00 42.00
.
FY 2023 Department Budget
Personal Services
4,585,933
O & M
65,507
Charges and Services
543,550
Capital Expenditures
10,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 JUSTICE COURT
194
Salt Lake City Justice Court
Changes discussed below represent adjustments to the FY 2022 adopted budget.
Personal Services Base to Base Changes (9,761)
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Pension Changes (4,228)
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 26,912
This increase reflects a change in the cost of insurance for the Justice Court as described in the Budget Summary section of the Budget Book.
Merit Changes 27,269
Justice Court FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 168,634
This increase reflects the Justice Court's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 21,319
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 123,939
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 JUSTICE COURT
195
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 JUSTICE COURT
196
POLICE DEPARTMENT
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 POLICE DEPARTMENT
197
Police Department
Department Vision Statement
“We will build upon the noble traditions of integrity and trust to foster a culture serve, respect and
compassion toward our employees and the community we serve.”
Department Mission Statement
“We will serve as guardians of our community to preserve life, maintain human rights, protect property,
and promote individual responsibility and community commitment.”
Department Overview
The Salt Lake City Police Department serves the 200,000 plus residents of Salt Lake City and a daytime
population which exceeds 300,000 with 730 general fund FTEs in budget and 20 FTE’s that are unfunded
to facilitate hiring processes for Fiscal Year 23. The Department consists of the Office of the Chief which
oversees four Bureaus, Field Operations I, Field Operations II, Administrative & Operational Support
Bureau and Investigative Bureau.
The Police Department will continue working to ensure professional public safety and response to the
community in the future. The department is working closely with the Mayor and City Council on a
proactive approach to the needs of our community. The Police Department is working to improve
community outreach, diversity, and hiring, increasing victim advocate services and youth outreach, and
implementing a civilian response model while continuously improving policies, increasing transparency,
training and community involvement while upholding the Mission and Vision of the Department, serve
our community, and improve community relations.
Department Performance Measurements
Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Response Time: Maintain a six- minute or better response time for priority 1 calls for service from time of dispatch.6:02 5:50 6:00 6:00
Response Time: the mean average police response time for priority 1 calls for service from the time the call was received to the time the first officer was listed on scene.
10:13 11:37 12:55 <10:00 <10:00
Social Work & Homeless Outreach: 200 referrals per quarter for services, jobs, housing, education, benefits, substance abuse or mental health treatment.
1751 1089 1361 200 200
IA: Review all cases of Officer Involved Critical Incidents for referral to training unit for improvements in training.100%TBD 100%100%100%
Provide youth outreach services and participate in a gang free education program monthly 12 TBD 12 12 12
Crime Lab: Maintain officer wait time for priority 1 cases at 20 minutes or less.22:01 TBD 23:09 <20 Minutes <20 Minutes
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 POLICE DEPARTMENT
198
Police Department
Mike Brown, Chief of Police
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 75,614,674 77,138,057 96,291,160
O & M 859,888 2,255,251 2,828,575
Charges & Services 4,009,523 3,977,194 4,769,848
Capital Expenditures 20,402 0 55,000
Total Police Department 80,504,487 83,370,502 103,944,583
DIVISION BUDGETS
Office of the Chief 6,172,370 7,189,435 9,610,972 30.00
Administrative Bureau 10,357,556 11,483,487 13,922,007 131.00
Police Field Ops 1 24,949,128 25,115,006 29,021,126 212.00
Police Field Ops 2 19,090,722 20,071,281 21,501,485 200.00
Investigative 19,934,711 19,511,293 29,888,993 177.00
Total Police Department 80,504,487 83,370,502 103,944,583
FUNDING SOURCES
General Fund 80,504,487 83,370,502 103,944,583 750.00
Total Police Department 80,504,487 83,370,502 103,944,583
FTE by Fiscal Year 711.00 720.00 750.00
FY 2023 Department Budget
Personal Services
96,291,160
O & M
2,828,575
Charges & Services
4,769,848
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 POLICE DEPARTMENT
199
Police Department
Changes discussed below represent adjustments to the FY 2022 adopted budget.
Personal Services Base to Base Changes 2,112,185
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 360,167
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 59,853
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 556,536
This increase reflects a change in the cost of insurance for the Police Department as described in the Budget Summary section of the Budget Book.
Merit Changes 782,380
Police Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 3,928,725
This increase reflects the Police Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 110,163
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 8,256,602
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #4: CHAT (3 FTEs to Fire) —
Budget amendment #4 included the transfer of 3 mental health workers to the Fire Department. Funding for the positions resided in Non-Departmental.
Budget Amendment #6: Sergeant (1) 152,288
The budget continues funding for a Sergeant FTE added in budget amendment #6.
Budget Amendment #6: COPS Grant - Police Officers (10) 472,046
The budget continues funding for COPS Grant related police officers added in budget amendment #6.
Budget Amendment #6: COPS Grant - Equipment 226,137
The budget continues funding for COPS Grant related equipment added in budget amendment #6.
Fleet Fuel Cost Increase 978,748
Funding to meet the rising cost of fuel in today's economy.
Policy Issues
Remove Street Racing Initiative (One-time) (70,000)
Funding provided in the fiscal year 2022 budget for a street racing related initiative is being removed in the budget.
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 POLICE DEPARTMENT
200
Compensation Plan Changes - Standby Pay 144,000
Standby pay- budget for a change to standby pay in the comp plan
MOU Changes - Uniforms 25,000
MOU changes to uniform- budget for a negotiated increase in uniform allowance/pay
Workers Compensation Increase 246,417
Workers Compensation base increase to actual $246,417
Social Worker Program Budget (Uniforms, Equip, Supplies, Software, Training, Etc.) 68,175
Base budget for 9.0 FTEs funded in FY22, this request provides base budget for uniforms, equipment and supplies, ongoing PD software, and training (required continuing education).
SVU Victim Advocate Program (Grant Ends Aug22) (Grade 22) (10 Months) 83,801
Fund a victim advocate position that is currently awarded through a federal OVC grant and that ends in August 2022.
Victim Advocate Program (New Positions - Program Director & Volunteer Coordinator (Grades 29 & 31) (10 Months) 375,016
Restructure the police department’s Victim Advocate Program to create an effective management structure and advocate career ladder. Annual budget for program expenses including emergency supplies, cell phones, brochures, traumatic death handbooks, facility dog costs, jackets, training, translation services, wellness items for staff, and victim comfort items. These expenses have previously been covered through a grant program that is reducing award amounts. $10,000 One-time
Promising Youth Program - Youth Specialists (3 New, 1 Grant Ends July22) 273,980
Funding for four full-time positions, three of which are currently funded on a federal grant which ends 7/31/22. Annual PYP program budget for expenses such as supplies, curriculum, training, etc. Will also include budget for the annual PYP Summer Opportunity. These expenses are currently funded through donations and grants and we expect to continue to partially supplement the this program through external funding sources as they are available. $10,000 One-time
GRAMA Program - Caseload Management (Grade 23) (10 Months) 101,270
Request 1.0 FTE (10 months) to address an increasing workload, succession planning, knowledge and skill redundancy (BWC) and legal requirements for timely response. $2,000 One-time
Community Outreach and Recruiting Coordination with HR (Grade 25) (12 Months) 157,007
REPC Supported - 1.0 Sworn FTE for Community Outreach and Recruiting Coordination with HR. Attend community outreach events, attending community recruiting events, work in conjunction with HR police recruiting (new position in HR), Diversity, Equity and Inclusion (DEI) events, and meet with community groups.
Sales Tax Option: Civilian Response Team Program Director (Grade 32) (10 Months) (Lieutenant) 130,143
There are no available Lieutenant positions for professional oversight and administrative direction of the group. Adding the formal leadership to the development team will be a critical component to a successful future outcome.
Sales Tax Option: Civilian Response Team Specialists (Grade 172) (6 Months) 615,164
The CRST will be an added program to the SLCPD repertoire of services offered to SLC residents, businesses, and visitors. It will have a defined leadership structure and consist of several full-time employees. Professional oversight, training, policy requirements, and codes of conduct would be the same as every other SLCPD employee.
Contractual Increases Contract Pricing, Supply Costs, Etc. 257,324
Funding for contractual budget increases in technology, uniforms, officer supplies, and equipment due to vendor pricing increases.
PSB Printers 55,000
Update printers at the Public Service Building
Move LTD from PD to Insurance and Risk (193,000)
With a City-wide paid LTD program the Police Department will no longer need to fund the LTD for Police Officers
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 POLICE DEPARTMENT
201
Versaterm Case Service Program 48,954
$48,954 ($10,000 One-time) – Case service will replace the current online reporting software used by the police department that has not had vendor provided updates. Case Service will provide enhanced customer service - providing a non-emergency online reporting solution that allows citizens to engage police services through their choice of communication options including, voice, text, web, and mobile apps.
Versaterm (Moving to a Cloud) 200,000
As part of the valley-wide project to move all agencies onto one dispatch and records management system, the city has signed a cooperative service contract with the Salt Lake Valley Emergency Communications Center (VECC) that will require Versaterm be moved to the cloud. The cloud-based system will create efficiencies while also providing for security and maintenance at a higher level than is currently in place.
Versaterm E-Ticketing (Replaces Brazos devices and Technology) [One-Time] 60,000
Replaces current Brazos devices and integrates into the Versaterm suite of products. One time budget request for setup and programming. Ongoing covered in existing budget for the old software.
MAYOR'S RECOMMENDED BUDGETFiscal Year 2022-23 POLICE DEPARTMENT
202
DEPARTMENT OF PUBLIC LANDS
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
203
Department of Public Lands
Department Vision Statement
A vibrant system of connected public landscapes and living infrastructure that enhances the community’s
identity, sense of place and quality of life.
Department Mission Statement
Salt Lake City Shall enhance the livability of the urban environment to ensure that the resources under
our management are carefully stewarded and equitably accessible for future generations.
Department Overview
The Department of Public Lands’ four divisions are tasked with planning, construction coordination and
acquisition of Public Lands with a community-based approach. In coordination with our many City
partners, we protect, grow and enhance natural landscapes, trees, and outdoor green spaces for the
health, beauty and recreational opportunities of residents and visitors to the Capital City.
Administrative Services Division: provides leadership, project support, budget support, and long-term
strategies and initiatives through communications, public outreach, finance, technology, information
management, and policy development.
Parks Division: Is the stewards of and responsible for the oversight of all City Parks, SLC Cemetery, and
the Regional Athletic Complex. The combined mission of these programs is to provide outdoor green
spaces and services for the public to enjoy by planning for future development, continued maintenance,
and preservation.
Golf Division: Manages the operations of six full-service golf courses throughout the city. Golf operations
include the maintenance of all green spaces, programming of golf clinics, tournaments, leagues,
instruction programs and the management of the course retail pro shops, cafes, and driving ranges and
cart fleet maintenance and rentals.
Planning & Ecological Services Division: Oversees planning efforts including master plans, facility
improvement plans and resource management plans, as well as development and implementation of
Departmental initiatives and capital projects. This includes advancing the ecological health and
biodiversity of the public lands system, and improving the quality, accessibility, and equity of Department
lands and resources.
Urban Forestry Division: Manages approximately 86,000 trees with 25,000 vacant planting sites (located
in city parks, on city facility properties, and along city streets and trails). Collectively the City’s trees form
vast living infrastructure that serves to moderate urban temperatures, clean our air, buffer city noise and
light pollution, reduce energy consumption, promote healthy recreation, and increase property values.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
204
Department Performance Measures
Measure 2020 Actual 2021 Actual 2022 YTD 2022 Goal*FY23 Target
# of Council Districts with an active biodiversity enhancement project 1 2 3 4 6
Ratio of trees planted to trees removed (a number greater than one indicates expansion)1.37 1.61 1.59 >2 >2
Increase golf cart sales revenue by 5%**-0.0321 0.0068 -0.0789 ≥2%≥2%
Ratio of maintained acres per maintenance FTE 9.84 10.03 11.71 11.8 12
*FY 22 are goals only.
**Year over year numbers fluctuated due to FY20 & FY21 Covid 19 factors.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
205
Public Lands Department
Kristen Riker, Director (Upon Advice and Consent)
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services — 16,012,591 20,250,154
O & M — 2,916,172 3,602,698
Charges & Services — 7,565,384 9,232,677
Capital Expenditures — 1,459,011 5,369,532
Interest & Bond Expenditures — 496,130 512,736
Total Department of Public Lands — 28,449,288 38,967,797
DIVISION BUDGETS
Public Lands Administration — 3,073,610 2,856,963 15.35
Parks — 11,529,668 13,981,304 81.00
Planning and Ecological Services — 1,302,175 3,947,665 30.00
Urban Forestry — 2,846,418 3,455,849 18.00
Golf — 9,697,417 14,726,016 33.65
Total Department of Public Lands — 28,449,288 38,967,797
FUNDING SOURCES
General Fund — 18,751,871 24,241,781 144.35
Golf Fund — 9,697,417 14,726,016 33.65
Total Department of Public Lands — 28,449,288 38,967,797
FTE by Fiscal Year 0.00 151.00 178.00
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
206
FY 2023 Department Budget
Personal Services,
20,250,154
O & M, 3,602,698
Charges & Services,
9,232,677
Capital
Expenditures,
5,369,532
Bonding/Debt/Interest
Charges, 512,736
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
207
Department of Public Lands
The Department of Public Lands was created in FY 2022 by moving the Parks and Golf functions from The
Department Public Services. The Department has four divisions and is tasked with planning, construction
coordination, and public land acquisition with a community-based approach. In coordination with our many City
partners, we protect, grow and enhance natural landscapes, trees, and outdoor green spaces for the health, beauty,
and recreational opportunities of residents and visitors to the Capital City. Changes discussed below represent
adjustments to the FY 2020-21 adopted budget when the components of the new department still resided in Public
Services.
Base to Base 23,378
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 90,376
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 19,166
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 95,368
This increase reflects a change in the cost of insurance for the Department of Public Services as described in the Budget Summary section of the Budget Book.
Merit Changes 39,768
Public Lands FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 452,477
This increase reflects the Department of Public Services portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 119,190
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 283,314
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #4: Park Ranger Program Personnel 1,914,200
The budget includes funding to continue the Public Lands Park Ranger program approved in budget amendment #4 of fiscal year 2022. A total of 19.0 FTEs were added in this amendment to work toward making people feel welcomed and safe in the City's parts, deterring inappropriate activity, reducing the number of vandalism incidents as well as other related activities.
Budget Amendment #4: Park Ranger Program Equipment and Supplies 218,400
Funding has also been included for equipment and supplies associated with the above-mentioned Public Lands Park Ranger program.
Budget Amendment #4: Signage Coordinator (Double Elimination) 51,847
A correction to the fiscal year 2022 budget was required in budget amendment #2 of fiscal year 2022. An FTE for Signage for the Planning & Ecological Services Division of Public Lands was initially approved, but later reduced. However, the funding was again inadvertently reduced at the Council level, thus doubling the reduction. This funding will allow for the continuation of the Signage program.
Fleet Fuel Cost Increase 162,938
Funding to meet the rising cost of fuel in today's economy.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
208
Policy Issues
Remove Public Lands Department Development (One Time) (14,400)
Funding was provided in fiscal year 2022 for the development of the Public Lands department as it began operation as a stand-alone department. A portion of the funding provided was one-time and will be reduced in this budget.
Utilities Increases 332,157
The budget includes funding to cover anticipated cost increases to the various utilities provided to the department; water, sewer, electrical, natural gas, etc.
Department Inflationary Costs 391,468
Each year the Public Lands Department has operational expense increases related to inflation and other contractual price increases. The budget addresses a significant cost increase to multiple expense categories related to operational contracts and supplies.
Seasonal Positions Competitive Wage Increase 554,707
Due to the current job market and to offer a more competitive wage for hiring and retaining good seasonal employees, the budget recommends increasing the minimum starting wage for seasonal positions from $13.15 to $17.00 an hour.
Reallocate Park Ranger Funding to Cover Foothill Trails and Move Park Ranger to Funding Our Future - Increase to Program Expenses 18,000
Funding is being reallocated within the Park Ranger program to cover Foothill Trails. Park Ranger Sergeants will be converted to a Park Ranger Manager and a Park Ranger Supervisor. Four Park Ranger Officers will be converted to Park Ranger Lead positions. Finally, 12 Park Ranger Officers will be changed to Park Ranger positions. This initiative also moves funding of Park Rangers from General Fund to Funding Our Future. A total of $18,000 in program expenses is included.
Forest Growth, Preservation & Tree Maintenance: Area Forester - (Grade 22) (9 Months) 73,464
The budget includes the addition of an Area Forester position. With the Urban Forestry Division now planting twice as many trees and receiving approximately 5,000 customer requests for service each year, the Division cannot keep up with building/development plan and permitting reviews and site inspections. This position will help address those needs.
Forest Growth, Preservation & Tree Maintenance: Reallocation of Budget for Crew Arborist & Office Tech 292,000
Funding is being recommended toward forest growth, preservation and tree maintenance efforts including $100,000 for office reconfiguration, $42,000 for additional program expenses and $150,000 for increased tree planting. This also includes a reallocation of budget for a Crew Arborist as well as an Office Tech position.
New Properties and Amenities: Islands and Medians Seasonal Staff Crew 81,400
The budget includes funding for additional seasonal staff to address the growing need for islands and medians maintenance. With over 80 parcels, spring and summer start up and maintenance is extremely time consuming due to the many locations and mobilization time it takes to unload and load equipment at each site.
New Properties and Amenities: Roots Disc Golf & Public Trail: Senior Groundskeeper - (Grade 16) (9 Months) 125,939
Roots Disc Golf located at the Jordan River Par 3 located by Rosewood Golf Course, is Utah`s 2nd known disc golf course. Because of the popularity this has become a booming sport with an increase of players as well as spectators. With the increase usage there has become a need to increase the maintenance to keep this site a premier course. The budget includes funding for additional dedicated staffing to better manage and maintain the site. The proposed funding will cover the cost of a Senior Groundskeeper position at $57,702, $29,000 for seasonal staff and $39,237 for additional program expenses.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
209
Fisher Mansion Carriage House: Recreation Program Coordinator - (Grade 18) (9 Months) 98,807
In 2019, the SLC Council approved funding to construct a nature center at the historic Fisher Carriage House. The proposal included space for educational, interpretive, and recreational activities and programs, visitor engagement with Public Lands staff, and access to information about the Jordan River Parkway Trail and water trail. The budget includes funding for an Outdoor Recreation & Education Coordinator that will be responsible for education and interpretation programs, school group activities, and managing public engagement with exploration center.
Boards & Commissions Council Liaison - (Grade 19) (9 Months) 65,946
The budget includes funding for a Boards & Commissions Council Liaison FTE. The Liaison will be a member of the Public Lands Communications team, with the direction to maintain the critical connection between SLC Public Lands staff and the PNUT Board and its sub-committees. The Liaison will ensure that the PNUT board operates within the parameters of the Salt Lake City Code and the board’s by-laws, assisting the Chair and Vice-Chair as needed. They will be responsible for board recruitment and retention.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS
210
DEPARTMENT OF PUBLIC SERVICES
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
211
The Department of Public Services
The Department of Public Services’ various divisions provide essential services to residents, businesses,
and visitors; emergency response and recovery; and internal services that support all other city functions.
The Department’s vision is to be responsive to and anticipate the needs of a growing, diverse, and vibrant
city. Public Services manages much of the ongoing stewardship of the city’s built infrastructure. The
Department’s asset management work has expanded to include capital asset development and
implementation with the inclusion of the Engineering Division in the Department. Strategic goals this year
will be to create a life-cycle picture of capital assets from conception to renewal; improve emergency
capabilities; continue critical workforce evolution planning; optimize technology tools for asset
management and forecasting; and invest in diversity, inclusion, and equity work to support both our
employees and the public we serve.
MISSION STATEMENT
Public Services is a team of professionals who value integrity, diversity, and equity. We are committed to
providing essential municipal services and vibrant green spaces for Salt Lake City while implementing
efficiencies and environmentally conscious practices, which strive to make life better throughout the
community.
PUBLIC SERVICES DEPARTMENT OVERVIEW
Administrative Services provides centralized administrative services to the divisions to fulfill the
Department mission of “making lives better.” A team of administrative professionals supports
Department programs by providing a solid and stable management infrastructure, coordinated
communications, financial analysis, technological innovation, and strategic development that support the
divisions, who in turn provide quality services to the community and other internal stakeholders.
Compliance operates the crossing guard program, pay station maintenance, parking enforcement, the
Main City Library parking garage, digital parking permits, and the customer service office.
Engineering provides capital project planning, design, and construction; surveying and mapping services;
and right-of-way permitting and inspections. Engineering is responsible for ensuring construction
services comply with Federal, State and City requirements.
Facilities is responsible for the stewardship of 82 facilities, as well as the maintenance of the Central and
Sugarhouse Business district’s public plazas, rights-of-way, and greenways. Facilities manages the capital
asset replacement program, commissions buildings, and implements strategies to reduce building energy
consumption. This year the Rapid Intervention Team will be operating under the management of
Facilities.
Fleet procures and maintains 1,644 City vehicles and 2,601 pieces of equipment, provides fuel at 15
locations, supplies a vehicle loaner pool, operates a car wash facility, a wash bay facility, and operates an
internal parts room.
Streets performs the maintenance, repair and emergency response for asphalt roads, asphalt surface
treatments, signs and traffic signals, traffic markings and striping, street and bike lane sweeping, 50/50
sidewalk, concrete repair, sidewalk grinding and ADA ramp upgrades, snow and ice control, and after-
hour response.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
212
Department Performance Measurements
Performance Measures FY2020 Actual FY2021 Actual FY2022 Target FY2023 Target FY2024 Target
Maintain full coverage of required school crossings, with crossing guard staff during the school year.
≤ 36 minutes ≤ 36 minutes ≤ 40 minutes ≤ 40 minutes ≤ 40 minutes
Engineering: Number of Public Way Permits Issued 2,760 2,670 2,600 2,600 2,650
Maintenance Productivity: Maintain productivity of total work orders on-time at 90% or greater 82%69%≥ 90%≥ 90%≥ 90%
Fleet: Maintain mechanic productivity rate during work hours at 90% or greater 95%90%≥ 90%≥ 90%≥ 90%
Streets: Complete 155 lane miles of surface treatments 130.84 lane miles 144.1 lane miles 155 lane miles 155 lane miles 155 lane miles
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
213
Salt Lake City Department of Public Services
Jorge Chamorra, Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 36,816,155 27,942,824 32,376,461
O & M 12,538,278 10,904,779 13,295,070
Charges & Services 12,286,592 8,593,176 9,314,606
Capital Expenditures 5,292,361 10,897,439 10,891,354
Interest & Bond Expenditures 4,202,673 3,798,924 3,743,689
Transfers Out 292,333 295,361 295,361
Total Department of Public Services 71,428,392 62,432,503 69,916,541
DIVISION BUDGETS
Administrative Services 2,288,561 2,331,467 3,297,887 18.00
Engineering — 5,316,996 6,237,533 49.00
Golf 7,918,935 — —
Youth & Family 1,870,718 — —
Compliance 2,694,597 3,801,531 4,103,432 29.00
Facility Services 8,337,605 9,132,553 10,809,352 52.00
Fleet 19,392,264 28,090,575 30,426,031 46.00
Streets 12,669,147 13,759,381 15,042,306 113.00
Parks 10,201,198 — —
Public Land Administration 2,468,380 — —
Trails & Natural Lands 975,514 — —
Urban Forestry 2,611,474 — —
Total Department of Public Services 71,428,391 62,432,503 69,916,541
FUNDING SOURCES
General Fund 44,117,192 34,341,928 39,490,510 261.00
Fleet Fund 19,392,264 28,090,575 30,426,031 46.00
Golf Fund 7,918,935 — —
Total Department of Public Services 71,428,391 62,432,503 69,916,541
FTE by Fiscal Year 409.00 294.00 307.00
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
214
FY 2023 Department Budget
Personal Services
32,376,461
O & M
13,295,070
Charges & Services
9,314,606
Capital Expenditures
10,891,354
Interest & Bond Expendit…
3,743,689
Transfers Out
295,361
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
215
Department of Public Services
Changes discussed below represent adjustments to the FY 2021-22 adopted budget.
Personal Services Base to Base Changes 399,935
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 133,329
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 22,392
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 175,136
This increase reflects a change in the cost of insurance for the Department of Public Services as described in the Budget Summary section of the Budget Book.
Merit Changes 148,586
Public Services FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 904,120
This increase reflects the Department of Public Services portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 368,107
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 646,269
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Budget Amendment #4: CCP-Rapid Intervention Team (Transfer from ARPA to GF) 390,552
The budget includes a continuation of funding initially provided in budget amendment #4 of fiscal year 2022. This provides a Rapid Intervention Team which prioritizes outreach to individuals experiencing homelessness while also emphasizing the need to keep public spaces safe, clean and accessible to all.
Fleet Fuel Increase 96,709
Funding to meet the rising cost of fuel in today's economy.
Policy Issues
Sales Tax Option: Remove Concrete Road Maintenance Initiative (One-time) (69,500)
Funding for the one-time costs associated with the Concrete Road Maintenance Initiative will be removed in this budget.
Change in Part-time Position Salary Costs 44,524
Funding is being included to bolster part-time position salaries.
Contractual Increases - CPI 4.6% 340,500
Funding is provided for a 4.6% cost increase in the Public Services department's contract expenses. The amount is based on expenses during the most recent 12 month period.
Utility Increases 464,000
The budget includes funding for the increased cost of utilities Public Services utilizes during daily operations. This includes power, natural gas, water, sewer, storm water and garbage, among others.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
216
Deputy Director (Grade 38) (10 Months) 161,069
The budget includes funding for a Deputy Director position for the Public Services department. In fiscal year 2022, Public Services went through numerous organizational changes, including the loss of two deputy directors and the addition of the Engineering Division. Engineering’s deep involvement in capital planning made it a vital member of the department, as Public Services is now responsible for not only the maintenance, but all project delivery that results from capital improvement projects. This position will assume oversight of the Engineering and Administrative Services division while supporting the department goals of asset management, lifecycle costing, and workforce evolution.
Financial Analyst (Grade 29) (10 months) 113,175
Funding is being recommended for an additional Financial Analyst for the Public Services department. The position would cover Engineering's fiscal responsibilities. Further, the anticipated ERP project and program based budgeting, as well as anticipated new infrastructure and bond funds necessitate the addition of this position. A total of $2,400 in one-time funding is included.
Sr. Project Manager - Engineering (Grade 34) (10 Months) 142,290
The budget includes funding for an additional Sr. Project Manager in the Engineering division of Public Services. The Engineering Division’s Places Team (City Architect Team) consists of seven project managers led by the City Architect. The breadth of this team’s projects ranges from repairing earthquake damage to City facilities to installing park benches. The complexity of what the group is responsible for managing has been greatly expanding for the past few years. The City Architect position has a great deal of technical burden placed on it, without adequate capacity to actively track and prioritize projects and schedules. The addition of a Senior Project Delivery Manager would support the City Architect by managing project timelines, tracking delays, and addressing staff needs so that the City Architect can focus more on the nuanced and technical details. A total of $4,780 in one-time funding is included.
Sr. Project Manager - Facilities (Grade 34) (10 Months) 139,160
Over the past three years, the City has benefited from consistent funding of Facilities' Capital Asset Renewal Plan. However, the number of renewal projects has increased beyond the current staff capacity. This Senior Project Manager will manage and coordinate all construction and renewal projects included in the Capital Asset Renewal Plan. This includes coordinating and collaborating with Engineering on CIP facilities' projects and enhancing project delivery capacity, as well as reviewing and managing all CIP asset replacements and small construction projects. The position also tracks appropriations and expenses maintained in Cartegraph for the ten-year capital plan. This position will require an additional vehicle that has been calculated into the total asking amount.
Safety Coordinator (Grade 26) (10 Months) 98,815
The budget includes funding for an additional Safety Coordinator position within the Public Services department. As part of an ongoing commitment to protecting the safety and health of our workforce, a request to increase the Safety team to two full-time employees is requested. This additional FTE will support the department’s Safety Program, which prevents workplace injuries and illnesses, promotes overall worker health, prepares department for emergencies (man-made and natural disasters), and ensures a safe workplace for employees and a safe environment for the public. OSHA recommends a ratio of one safety professional for every 300 employees; Public Services currently has a ratio of 1:900, safety staff to general employees, as they continue to support the Public Lands Department and the Youth and Family Division. Increasing safety staff will ensure an effective span of control for worker's compensation claims management, hazard identification and mitigation, OSHA required program management, emergency management, continuity of operations, and pandemic planning.
Sales Tax Option: Expansion of Traffic Sign & Marking Maintenance (Grade 18) (10 Months) 158,460
The budget includes funding from Funding Our Future for an expansion of Traffic Sign & Marking Maintenance with 2.0 addition positions. When Streets received additional funding for surface treatments, no additional funding was provided to accommodate the increased demand placed on the Signs and Markings Program. As a result of City-wide initiatives, like Complete Streets, additional features are being added to rights-of-way. As more and more markings and signs are added Streets’ inventory, the likelihood of falling behind on the maintenance cycle of those safety-related items, such as school crossing and bike lane markings, also increases. The addition of two Traffic Maintenance Operators will help provide the service level increase necessary to meet the demand of the current workload. This request includes a one-time cost for vehicles and equipment associated with these positions.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
217
Sales Tax Option: Expansion of Traffic Signal Maintenance (Grade 23) (10 Months) 99,475
Funding is provided to expand the Traffic Signal Maintenance program, including an additional position. The Streets’ Traffic Signal Program is responsible for maintaining signalized intersections and pedestrian signals at crosswalks in the city. As Transportation evaluates and approves new signal locations, Streets adds them to the inventory and takes on maintenance responsibilities. The number of these signals has doubled in the last four years with no additional funding or staffing, and the number of devices each Signal Technician maintains exceeds the recommendation by the Manual on Uniform Traffic Control Devices, resulting in longer response times for signals that are not working. By adding staff to this program, Streets’ ability to perform preventative maintenance cycles will increase, extending asset life and reducing the frequency of asset issues. This request includes a one-time cost for a new vehicle and other equipment associated with this position.
Operation Manager - Business Districts - Facilities (Grade 31) (10 Months) 123,479
Funding is being recommended for an Operations Manager for the City's business districts. The core function of the Facilities Division has expanded over the last several years to include daily maintenance of the city’s business districts. However, the increasing amount and more complex responsibilities the division has taken on requires it to accommodate new needs. This position will support the division’s processes of ensuring City procurement rules are followed for replacing City assets, tracking district funding, and reviewing plans for future development projects. The Operations Manager will assist in managing all maintenance and operations activities in business districts, representing the Facilities Director in the development of downtown streetscapes where Facilities maintains pedestrian rights-of-way, and working with contractors to make sure installations in pedestrian areas meet City guidelines. Finally, this role would act as a customer relations official representing Facilities for all business district customers and patrons. This position will require an additional vehicle that has been calculated into the total amount.
New Facilities Maintenance Funding 48,000
The Facilities Division continues to assume stewardship of new capital projects when completed. The new pedestrian bridge over the railroad tracks at 300 North 500 West (expected July 2022) will require an estimated $23,441 in first-year maintenance costs (water, elevator maintenance contract, cleaning, HVAC maintenance, landscaping, and snow removal). In addition, the Fisher Mansion Carriage House - Jordan River Learning Center Operations (Summer 2022) will need an estimated $24,000 (fire alarm and security systems monitoring, general and HVAC maintenance, controls, janitorial, water, gas, electricity). Funding is recommended for these needs.
MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES
218
DEPARTMENT OF PUBLIC UTILITIES
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGETFiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES
219
Department of Public Utilities
Department Mission and Vision Statement
To serve our community and protect our environment by working to continuously improve water,
wastewater, stormwater, and street lighting services in a sustainable manner. We strive to uphold the
values of Service, Leadership, Integrity, Flexibility, Efficiency, and Stewardship.
Department Overview
The Salt Lake City Department of Public Utilities (SLCDPU) provides water, sewer, stormwater, and street
lighting services. SLCDPU provides sewer, stormwater, and street lighting to the approximately 200,000
residents of Salt Lake City. The service area for SLCDPU’s water utility is much larger and provides
drinking water to more than 360,000 people in Salt Lake City and portions of Mill Creek, Holladay,
Cottonwood Heights, Murray, Midvale, and South Salt Lake. SLCDPU manages the four utilities as
separate enterprise funds under one administrative management structure. SLCDPU develops and
implements fees, rates and rate structures that are approved annually by the Salt Lake City Council.
SLCDPU's work in each of its four utilities is vital to public health, environment, economy, and quality of
life. Our 470 employees are responsible to ensure the environment is protected, and that the public has
access to clean, reliable, and affordable water resources. SLCDPU is extremely accountable to the public
in its implementation of these services. In fulfilling this important responsibility, SLCDPU is regulated by
(1) federal and state agencies pursuant to the federal Safe Drinking Water Act and Clean Water Act, and
the state’s drinking water and water quality statutes and rules; (2) federal and state statutes regarding
water resources, water quality, and flood control; and (3) local health department regulations concerning
drinking water and wastewater. SLCDPU, in turn, enforces numerous regulations concerning water,
stormwater, and sewer, primarily contained in Chapter 17 of Salt Lake City’s ordinances. SLCDPU is also
responsible for regulating the Riparian Corridor Overlay Zone found in Chapter 21 of Salt Lake City’s
ordinances.
Department Performance Measurements
Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Water Quality: Water Quality Turbidity is a measure of water clarity by indicat--ing how cloudy it is. The national benchmark is less than 0.1 Nephelometric Turbidity Units (NTU).
<0.03 NTU 0.02 NTU 0.03 NTU <0.03 NTU <0.03 NTU
Energy Use: AWWA Water-Energy Efficiency median is 6,881 thousand British thermal units per year per million gallons (Kbtu/yr./MG).
1,840 Kbtu/yr/MG 2,024 Kbtu/yr/MG 1,902 Kbtu/yr/MG 1,840 Kbtu/yr/MG 1,840 Kbtu/yr/MG
Water Use: Average Per Capita Water Use in Gallons per Capita per Day (gpcd as of 12/31).195 gpcd 172 gpcd 193 gpcd <200 gpcd <200 gpcd
Sewer: Clean greater than 35% of the sewer collection system.45% of System 59% of System 45% of System >35% of System >35% of System
Stormwater: Linear feet (LF) of lines replaced, rehabilitated, or installed.2,183 LF 13,295 LF 13,541 LF 21,700 LF*21,700 LF*
*Target based on annual CIP planning.
MAYOR'S RECOMMENDED BUDGETFiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES
220
Salt Lake City Department of Public Utilities
Laura Briefer, Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 37,071,001 45,645,184 49,027,442
O & M 5,970,676 7,735,360 8,737,209
Charges & Services 47,240,774 60,642,430 64,446,316
Interest & Bond Expense 10,818,773 23,185,287 29,255,463
Capital Expenditures 135,156,384 282,674,161 261,074,907
Transfers Out — 597,605 583,605
Total Department of Public Utilities 236,257,608 420,480,027 413,124,942
DIVISION BUDGETS
Administration 5,933,528 7,723,876 7,960,801 38.00
Finance 17,926,804 23,560,363 26,841,436 51.00
Engineering 4,677,860 7,688,463 7,968,759 50.00
Water Quality 29,548,152 33,780,956 35,028,903 58.00
Water Reclamation 9,071,667 11,520,150 12,724,122 69.00
Water Resources 1,277,633 2,376,821 2,196,676 11.00
Maintenance 19,471,619 24,920,746 26,660,319 182.00
GIS 2,393,941 3,088,854 3,413,556.00
CIP and Debt Service 145,956,402 305,819,798 290,330,370.00
Total Department of Public Utilities 236,257,608 420,480,027 413,124,942.00
FUNDING SOURCES
Street Lighting Fund 4,719,532 5,699,663 5,757,825.00 2.72
Water Fund 110,633,045 127,365,555 132,752,815.00 288.16
Sewer Fund 110,381,346 268,213,796 255,914,580.00 127.65
Storm Water Fund 10,523,685 19,201,013 18,699,722 40.47
Total Department of Public Utilities 236,257,608 420,480,027 413,124,942
FTE by Fiscal Year 435.00 452.00 459.00
MAYOR'S RECOMMENDED BUDGETFiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES
221
FY 2023 Department Budget
Personal Services:
49,027,442
O & M
8,737,209
Charges & Services
64,446,316
Interest & Bond Expe…
29,255,463
Capital Expenditures
261,074,907
Transfers Out: 583,605
MAYOR'S RECOMMENDED BUDGETFiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES
222
REDEVELOPMENT AGENCY
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 REDEVELOPMENT AGENCY
223
Redevelopment Agency of Salt Lake City
DEPARTMENT MISSION STATEMENT AND CORE VALUES
The mission of the Redevelopment Agency of Salt Lake City (RDA) is to revitalize neighborhoods and
business districts to improve livability, spark economic growth, and foster authentic communities, serving
as a catalyst for strategic development projects that enhance the City’s housing opportunities,
commercial vitality, public spaces, and environmental sustainability.
We foster a set of core values that collectively support the revitalization of Salt Lake City’s communities:
ECONOMIC GROWTH // We act as a responsible steward of public funds, taking a long-term view of
investment, return, and property values.
COMMUNITY IMPACT // We prioritize projects and programs that demonstrate commitment to
improving equity and quality of life for residents and businesses in Salt Lake City.
NEIGHBORHOOD VIBRANCY // We cultivate distinct and livable built environments that are contextually
sensitive, resilient, connected, and sustainable.
DEPARTMENT OVERVIEW
Since 1969, the RDA has played a pivotal role in revitalizing many areas of Salt Lake City. Under the Utah
Community Development and Renewal Agencies Act, the RDA has the charge and financial tools to
address blight and disinvestment in specific parts of the City. By working with communities and
development partners, the RDA is transforming areas suffering from social, environmental, physical, or
economic challenges into neighborhoods and commercial districts that are characterized by a variety of
useful amenities, vital housing opportunities, successful local businesses, connected public spaces,
renewed infrastructure, and public art. As owner of the Gallivan Center, the RDA also works with the
adjacent property owners to oversee the maintenance and programming of the 3.5-acre downtown
plaza.
To accomplish its goals to enhance livability and trigger economic investment, the RDA utilizes a powerful
set of financial, planning, and revitalization tools to support redevelopment within communities
throughout the City. The RDA achieves its goals through direction from its RDA Board of Directors (the
same members as the Salt Lake City Council) and is administered by its Executive Director (Salt Lake City
Mayor). Together with the Gallivan Center, the RDA has a total of 32 positions led by the Director and
Deputy Director. The staff conducts the daily operations of the RDA as well as maintenance and
operations of the Gallivan Center.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 REDEVELOPMENT AGENCY
224
Redevelopment Agency of Salt Lake City
Danny Walz, Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 1,560,415 2,279,956 2,480,095
O & M 1,607,423 11,900 1,300,000
Charges & Services 24,173,439 27,220,153 22,452,621
Interest & Bond Expense 4,854,399 9,792,549 10,746,989
Capital Expenditures 666,847 100,000 14,278,181
Transfers Out — 22,505,250 12,043,013
Total RDA 32,862,523 61,909,808 63,300,899
DIVISION BUDGETS
Administration 3,201,564 3,857,015 3,998,655 19.00
Block 70 6,114,325 10,939,263 10,915,154
Central Business District 16,774,390 27,923,150 27,596,650
Primary Housing Fund (CWH TI) — 1,498,627 1,599,880
Depot District 2,612,615 4,121,164 4,049,587
Granary District 2,076 666,124 648,546
Housing Development Fund — 2,590,000 5,230,000
North Temple 123,033 4,162,736 449,053
No Temple Viaduct 2,069,020 1,188,979 1,206,609
Northwest Quadrant — 1,500,000 908,100
Westside Community Initiative (NWQ Hsg/UIPA) — 250,000 500,000
Program Income Fund 999,236 1,997,750 1,556,835
Secondary Housing Fund (PAH) 16,478 394,000 10,000
Revolving Loan Fund 183,590 550,000 345,000
Stadler Rail — 71,000 72,920
State Street — — 2,631,183
9-Line 0 0 1477727
WCH 167,845 150,000 100,000
WTG 598351 50,000 5,000
Total RDA 32,862,523 61,909,808 63,300,899
FUNDING SOURCES
Redevelopment Agency Fund 32,862,523 61,909,808 63,300,899 19.00
Total RDA 32,862,523 61,909,808 63,300,899
FTE by Fiscal Year 19 19 19
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 REDEVELOPMENT AGENCY
225
FY 2022 DEPT BUDGET
Personal Services
2,480,095 O & M
1,300,000
Charges & Services
22,452,621
Interest & Bond Expense
10,746,989
Capital Expenditures
14,278,181
Transfers Out
12043013
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 REDEVELOPMENT AGENCY
226
DEPARTMENT OF SUSTAINABILITY
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF SUSTAINABILITY
227
Department of Sustainability Overview
Vision Statement
The Sustainability Department supports the vision of leading the way on resilience and environmental
stewardship.
Mission Statement
The Sustainability Department develops goals and strategies to protect our natural resources, reduce
pollution, slow climate change, and establish a path toward greater equity, resiliency, and empowerment
for the community.
Department Overview
The Department of Sustainability aims to develop goals and strategies to protect our natural resources, reduce pollution, slow climate change, and establish a path toward greater resiliency and vitality for all aspects of our community. The Department is organized in two separate divisions: The Waste & Recycling Division and the Environment & Energy Division. The Waste & Recycling Division is responsible for managing the City’s regular refuse, compost, and recycling collection services and is funded by refuse collection fees. The Environment & Energy Division develops plans and policies to preserve and improve our built and natural environments and provide residents information on sustainability issues affecting Salt Lake City. This division is funded primarily by landfill dividends and recycling proceeds when available. The Department currently operates with 63 full-time equivalent positions (FTE’s).
Department Performance Measurement
Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target
Increase percent of residential waste stream diverted from the landfill through recycling and composting 38.75%39.29%37.2%≥40%≥40%
50% renewable electricity generation for municipal operations by 2023
13.70% (est.)13% (est.)12% (est)≥13%≥50%
100% renewable electricity generation for community by 2030 14% (est.)22% (est.)20% (est)≥20%≥20%
Reduce community greenhouse gas emissions 80% by 2040 4,805,478 (est.)
4,498,525
(est.)
MTCO2e
4,720,000
(est.) MTCO2e
4,620,000
MTCO2e
4,620,000
MTCO2e
SLCGreen Total social media followers (INSTAGRAM, Facebook, and Twitter) 15,954 17,624 18,254 19,250 20,250
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF SUSTAINABILITY
228
Salt Lake City Department of Sustainability
Vicki Bennett, Director
FY 2020-21 Actuals FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 5,361,794 5,664,486 6,029,059
O & M 179,143 308,099 278,599
Charges & Services 7,114,589 9,062,484 10,052,438
Interest & Bond Expense 1,952,293 2,778,676 2,578,871
Capital Expenditures 1,242,711 6,625,859 5,738,704
Transfers Out 271,258 273,900 275,000
Total Community and Neighborhoods 16,121,789 24,713,504 24,952,671
DIVISION BUDGETS
Environment & Energy 1,158,985 2,140,946 3,414,392 7.00
Waste & Recycling 14,962,804 22,572,558 21,538,279 56.00
Total Community and Neighborhoods 16,121,789 24,713,504 24,952,671
FUNDING SOURCES
Refuse Fund 16,121,789 24,713,504 24,952,671 63.00
Total Community and Neighborhoods 16,121,789 24,713,504 24,952,671
FTE by Fiscal Year 63.00 63.00 63.00
FY 2022 Department Budget
Personal Services
6,029,059 O & M 278,599
Charges & Services
10,052,438
Interest & Bond
Expense 2,578,871
Capital Expenditures
5,738,704
Transfers Out
275,000
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF SUSTAINABILITY
229
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 DEPARTMENT OF SUSTAINABILITY
230
911 COMMUNICATIONS BUREAU
Organizational Structure
Fiscal Year 2022-23
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 911 COMMUNICATION BUREAU
231
911 Dispatch Bureau
Department Vision Statement
We will strive to form a partnership with our officers and firefighters to create a safe and healthy
community where our citizens can work and live.
Department Mission Statement
Salt Lake City 911 will maintain a high state of readiness to provide a caring and committed link between
our officers, firefighters, and citizens of Salt Lake City.
Department Overview
The 911 Communications Bureau provides dispatch services for Salt Lake City and Sandy City residents.
They process all emergent and non-emergent calls in both municipalities. The dispatchers work
cooperatively with the Fire Departments and Police Departments that they serve and Sandy Animal
Services to address the needs of the public.
The 911 Bureau is managed by an at-will director that reports to the Office of the Mayor. The total FTEs
for the 911 Communications Bureau stands at 108.0 The majority of these FTEs answer calls 24 hours a
day, 365 days a year, and answered over 780,000 calls last year. These specialized dispatchers require
rigorous training each year and are held to high standards of quality response.
911 Communications Bureau Performance Measures
Performance Measures 2019 Actual 2020 Actual 2021 Target 2022 Target 2023 Target
Answer phones within 15 seconds at least 95.24% of thetime 97.79%98.03%95.24%95.24%95.24%
Answer phones within 40 seconds at least 98.47% of thetime 99.26%99.33%98.47%98.47%98.47%
*911 Comm gathers performance measurement information on a calendar year basis.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 911 COMMUNICATION BUREAU
232
Salt Lake City 911 Communications Bureau
Steve Meyer, Director
FY 2020-21 Actuals
FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget FY 2022-23 FTE
DEPARTMENT BUDGET
Personal Services 6,799,409 8,054,536 9,702,969
O & M 71,327 42,400 84,984
Charges & Services 638,088 859,444 935,576
Capital Expenditures 24,373 60,000 150,373
Total 911 Communications Bureau 7,533,197 9,016,380 10,873,902
DIVISION BUDGETS
City Administration 7,533,197 9,016,380 10,873,902 100.00
Total 911 Communications Bureau 7,533,197 9,016,380 10,873,902
FUNDING SOURCES
General Fund 7,533,197 9,016,380 10,873,902 100.00
Total 911 Communications Bureau 7,533,197 9,016,380 10,873,902
FTE by Fiscal Year 100.00 108.00 100.00
FY 2023 Department Budget
Personal Services
9,702,969
O & M
84,984
Charges & Services
935,576
Capital Expenditures
150,373
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 911 COMMUNICATION BUREAU
233
911 Communications Bureau
Changes discussed below represent adjustments to the FY 2021-22 adopted budget.
Personal Services Base to Base Changes (96,673)
Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Annualization of Partially Funded Positions 561,750
Annualized funding for those positions added for only a portion of fiscal year 2022.
Pension Changes 10,992
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 62,552
This increase reflects a change in insurance costs for the 911 Communication Bureau as described in the Budget Summary section of the Budget Book.
Merit Changes 2,802
The 911 Communication Bureau FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 328,350
This increase reflects the 911 Communication Bureaus portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
NFP & CCAC Cost Projections 7,049
The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC).
Budget Amendment #2: Salary Changes 321,295
In budget amendment #2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes.
Policy Issues
Eliminate Dispatchers (-8) (735,934)
SLC911 received 8 FTEs in order to implement a 32-hour work week that would give our
employees a better work life balance and allow for more mental health breaks. However due
to the recruitment challenges that SLC911 has faced those positions have not been filled.
During meetings with employees, it was discovered that a vast majority of our employees
were not in favor of the 32-hour work week in the form that it was proposed. They had
significant concerns with the fact that while it was true that they were getting more days off
each week, they also were being required to give up 50% of their time off which meant that
they couldn’t have the control over their time off which might make taking vacation more
difficult than it was with the standard work week. As a result of the employee feedback and
the need to fund cost saving measures to compensate our employees fairly the decision was
made to ask for a reduction of 8 FTE’s. We anticipate that this reduction will result in a
decrease of $735,934 making the overall cost for the compensation plan with the FTE
reduction will be a cost of $312,625. This cost has a direct offset with revenues from the
E-911 fund and Sandy City. This investment into our first, first responders will ensure that we
can serve our community for years to come. Over the next year we will be reevaluating the
32-hour work week and other creative scheduling plans that may give our dispatchers a
better work life balance.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 911 COMMUNICATION BUREAU
234
Dispatch Salary Enhancement 1,048,559
In November 2021, SLC911 engaged employees in several surveys and feedback sessions
about areas of our business that were currently going well, as well as areas that were
creating significant dissatisfaction for our employees. The two areas that required immediate
improvement were the levels of pay, as well as the proposed plan to create a 32-hour work
week.
SLC 911 was having significant issues with recruiting, retention, and employee satisfaction
and on November 1st the department was over 20 positions down from the maximum
staffing. Dispatchers were being mandated to work, at times, 16-hour shifts, and morale was
at an all-time low. The reality of the situation was that the conditions posed significant health
concerns for our employees, and a public safety concern for the residents, and visitors of Salt
Lake city. In collaboration with the Mayors office, Human Resources, and the employee union
a compensation plan was developed that ensures SLC911 can remain competitive within the
current job market, and fairly compensates our employees for the amazing job that they do.
The estimated cost of this program is $1,048,559. Since January when the pay increases were
launched SLC911 has seen a significant decrease in employee resignations and recruitment
numbers have skyrocketed. The eventual decrease in overtime costs because of being fully
trained will help to offset a portion of the cost of this salary adjustment in future years.
Telephone Bill Increase 21,480
The recommended budget includes an increase in Century Link phone bill costs based on estimates for fiscal year 2023.
Software Maintenance Contracts 50,000
The recommended budget includes funding for the increased contract costs of Versaterm,
Vesta, Motorola (radio maintenance), Securelogic, NICE, Critical Dispatcher, Biddle Consulting
Overtime 250,000
Funding has been included to accommodate anticipated overtime costs as the Bureau works
to completely fill available positions.
Training Cost Increase 9,200
Increased funding will allow all dispatchers to receive the standard twenty-four hours per
year of training.
Materials and Supplies 4,100
The recommended budget includes funding for increased materials and supplies needs, as
well as the estimated increases in soda machine costs.
Convention Presence and Networking (Out of Town Travel)10,000
Funding has been included to allow Bureau employees to attend training and workshops that
will bring them up to date on current best practices in association with professional
memberships.
Public Relations Campaign 2,000
The recommended budget provides funding for the Bureau to undertake some public
relations initiatives to increase public relations and awareness of the work the 911
Communications Bureau does for the community.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 911 COMMUNICATION BUREAU
235
This page has been intentionally left blank
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 911 COMMUNICATION BUREAU
236
Non-Departmental
Governmental Transactions
10 Year Plan - Airport Trail Reimbursement Required by FAA Corrective Action Plan 103,887 103,887 103,887
Retirement Payouts 374,746 696,000 696,000
Health Plan Enrollment 3,416 — —
Constituent Tracking System 59,430
Building Space Needs Assessment 7,500
Surplus Levee Match 25,000
Contract with U of U for Demographic Project 25,000 50,000 50,000
Sorenson Center w/ County — 1,014,800 1,014,800
Jordan River Membership 14,900 14,000 14,000
Washington DC Consultant — 75,000 75,000
Tuition Aid Program 321,622 300,000 320,000
Municipal Elections — 141,673 —
Animal Services Contract 1,894,418 1,910,487 1,968,385
Police Department Body Cameras 1,159,196 1,549,692 1,549,692
Apprenticeship Program 211,804 — 1,025,000
City Resident Bus Pass (HIVE) 458,457 1,260,000 1,160,000
Fire SCBA 210,000 197,000 197,400
Free Bus Passes for School Children (Expansion of HIVE) — — 100,000
Federal Grant Match Account — — 1,000,000
Governmental Transactions Total 4,869,376 7,312,539 9,274,164
Inter-Governmental Transfers
Ground Transportation GF Expense 27,310 — —
Public Utilities - Land Swap Payment — 200,000 200,000
Capital Improvements Project Fund 11,832,503 11,082,920 20,007,135
Transfer to Debt Service Fund 9,618,054 9,503,618 10,243,296
Debt Service on LBA — — 1,174,025
Fleet Replacement Fund 5,262,612 10,269,716 11,711,900
Transfer to RDA 16,611,140 14,765,780 18,122,420
Transfer to Golf 1,637,234 —
Golf (Living Wage and CCAC Salary Adjustment Transfer — 370,100 370,100
Golf Fund ESCO FY 2021 —
Golf Fund ESCO FY 2022 — 484,000 —
Golf Fund ESCO FY 2023 — — 493,239
Golf Admin Fee Transfer 315,779 339,335
Golf IMS Transfer 200,000 350,000
Rosepark Infrastructure Renewal — 500,000 500,000
Transfer to Water Fund (HIVE Pass Through) 342,350 61,000 61,000
Transfer to Public Utilities 485,000
Transfer to Airport 501,000
FY 2020-21 Actuals FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
237
Public Utilities - Assistance — — 100,000
Housing Sales Tax Plan (Transfer to the Housing Fund) 3,150,000 2,590,000 —
Transfer to Governmental Immunity 2,773,259 2,767,963 —
IFAS Account IMS Transfer 780,069 780,069 780,069
General Fund Costs for Streetlighting 102,448 124,420 184,420
Community Investment Priorities — 1,000,000 —
Sustainability Fund Transfer — — 1,712,126
Special Revenue Fund: Environmental Assessment Fund — — 100,000
Special Revenue Fund: Emergency Demolition Revolving Fund (One-time) — — 200,000
Inter-Governmental Transfers Total 53,122,979 55,015,365 66,649,065
Interfund Charges
Information Management Services Fund 11,476,690 13,990,678 17,586,526
Risk Management Premium 2,168,536 2,247,617 2,597,591
Move LTD from Police to Insurance and Risk — — 193,000
SCI & LTD Changes — — 335,000
Centralized Fleet Management 6,441,562 6,757,203 6,938,939
Interfund Charges Total 20,086,788 22,995,498 27,651,056
Municipal Contributions & Civic Support
Salt Lake City Arts Council 637,500 650,000 800,000
Legal Defenders 969,581 1,292,774 1,404,677
SL Area Chamber of Commerce 50,000 50,000 50,000
Sugar House Park Authority 218,891 224,795 224,795
Diversity Outreach — 3,000 3,000
Utah League of Cities and Towns 182,879 180,684 183,563
National League of Cities and Towns 24,349 11,535 11,535
Tracy Aviary 674,922 674,922 719,367
Sister Cities — 10,000 10,000
ACE Fund (Previously Signature Events) 200,975 200,000 200,000
Dignitary Gifts/Receptions/Employee Appreciation 16,646 — 20,000
Housing Authority Transitional Housing 69,339 85,000 85,000
Regional Economic Development Funding 108,000 108,000 108,000
US Conference of Mayors — 12,242 12,242
Local Business Marketing Program 39,878 40,000 20,000
Gang Prevention 5,000
Utah Legislative / Local Lobby - Moved to Mayor's Office in 2020 5,866 — —
Music Licensing Fees 1,932 7,000 7,000
Legislative Support - Council — — —
Utah Foundation 10,000 10,000 —
Rape Recovery Center 30,000 30,000 30,000
YWCA - FJC Wrap Around Services 45,000 45,000 45,000
FY 2020-21 Actuals FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
238
Homeless Res Center Refund — — —
United Nations Conference Support — — —
Transition Expenses 968 — —
Council - Dignitary Gifts Rece — 20,000 —
Citywide Equity Plan ann Training 11,030
The Inn Between 30,000 — —
Wind Storm Damage 1,477,149
Right of Way Repair from Wind Storm 231,148
DAQ Lawnmower Exchange 160,957
National League of Cities Conference 300,000
Cares Act Various Costs 279,832 —
Housing Assistance Program Costs 702,910 —
Protest Response Costs 98,731
Boards & Commission Honoraria — 26,000 26,000
Salt Lake City Foundation — 3,000 3,000
World Trade Center Membership 50,000 50,000 50,000
City County Building Branding (One-time) — — 75,000
Suazo Membership (BA #6) — — 45,000
Hispanic Entrepreneurs Program (One-time) — — 30,000
Healthcare Innovation - Biohive — — 50,000
Biohive Branding and Marketing (One-time) — — 35,000
Shooting Range Remediation — — 500,000
NBA All Star Game — — 1,000,000
Municipal Contributions & Civic Support Total 6,633,483 3,733,952 5,748,179
Police Department and Racial Equity in Policing Funding
Commission on Racial Equity in Policing 100,000 120,000 120,000
Police Training — 205,400 205,400
Police Department Social Worker Funding 498,040 1,585,219 562,500
FOF Police Department Social Worker Funding 75,677 2,590,998 1,096,017
Police Department Racial Equity in Policing — — —
Racial Equity in Policing Commission Staff — 190,000 —
Racial Equity in Policing Commission Peer Court — 20,000 20,000
Racial Equity in Policing Holding Account — 2,284,899 1,781,192
Racial Equity in Policing Comm Cost 164,697 — —
Diversity Public Safety Civilian Response Model Holding Account 842,000
Police Department and Racial Equity in Policing Funding Total 838,414 6,996,516 4,627,109
Sales Tax Option: Transit Plans
Transit Key Routes 4,472,276 5,601,319 5,601,319
Service for Key Routes (1,2,9 & 21) — — 998,681
On-Demand Ride Services — 1,100,000 1,900,000
Transit Pass Analysis 955 — —
FY 2020-21 Actuals FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
239
Outreach New Routes 129,740 100,000 100,000
Bus Service Mobilization — — —
Salary Negotiation Holding Account — 12,361,388 —
Sales Tax Option: Transit Plans 4,602,971 19,162,707 8,600,000
Non-Departmental General Fund Total 90,154,011 115,216,577 122,549,573
Special Revenue Fund Accounting
CDBG Operating Funds 3,570,175 5,341,332 4,958,433
Downtown SID / CBID & Other 1,500,510 1,550,000 1,700,000
Salt Lake City Donation Fund 1,711,630 2,752,565 2,870,250
E911 Fund 3,789,270 4,056,856 3,800,385
Housing Loans and Trust 6,337,443 16,121,000 15,394,000
Miscellaneous Grants 22,586,883 18,684,617 24,970,094
Other Special Revenue 213,296 273,797 300,000
Total Special Revenue Fund Accounting 39,709,206 48,780,167 53,993,162
Debt Service Funds
Debt Service Funds 33,658,690 31,850,423 33,658,558
Special Improvement District Funds 1,043 3,000 3,000
Total Debt Service Funds 33,659,733 31,853,423 33,661,558
Capital Projects Funds
Capital Projects Fund 26,124,607 29,503,216 35,460,387
Impact Fees 6,460,623 257,694 —
Capital Projects Maintenance Fund 2,775,308 — —
Total Capital Projects Funds 35,360,538 29,760,910 35,460,387
Funding Sources FY 2019-20 Actuals FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget
General Fund 90,154,011 115,216,577 122,549,573
Special Improvement Districts Funds 1,043 3,000 3,000
Miscellaneous Special Service District Fund 1,500,510 1,550,000 1,700,000
Emergency 911 3,789,270 4,056,856 3,800,385
CDBG Operating Fund 3,570,175 5,341,332 4,958,433
Misc Grants Operating Funds 22,586,883 18,684,617 26,614,153
Salt Lake City Donation Fund 1,711,630 2,752,565 2,870,250
Other Special Revenue Funds 213,296 273,797 300,000
Housing Funds 6,337,443 16,121,000 25,779,254
Debt Service Funds 33,658,690 31,850,423 33,658,558
Capital Projects Fund 26,124,607 29,503,216 35,460,387
Impact Fees Fund 6,460,623 257,694 —
Capital Projects Maintenance Fund 2,775,308 — —
198,883,488 225,611,077 257,693,993
FY 2020-21 Actuals FY 2021-22 Adopted Budget
FY 2022-23 Recommended Budget
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
240
Non-Departmental
The Non-departmental portion of the budget provides a financial reporting and budgeting section to
account for all General Fund monies transferred to other funds, grants, and other special revenue funds.
It provides accounting for funds that do not programmatically belong to any particular City department. It
includes an accounting of the City’s debt service and capital improvement programs. It is also used to
monitor disbursements of monies for civic organizations that provide a service on behalf of Salt Lake City
but are not legal entities of the City.
Policy Issues
Debt Service on Bonds 2,878,841
The proposed budget recommends changes to debt service including adjustments to the Sales Tax Series 2022 Bond and the Sales Tax Series 2021 Bond payments, as well as a reduction in the Sales Tax Series 2012A Bond, among other changes.
CIP Projects 7,839,131
The proposed budget recommends an increase of $7,839,131 in CIP and maintenance for projects. For more detail please refer to the CIP section of the budget book.
Public Lands Maintenance transfer to CIP 2,000,000
Create a maintenance funding source for our parks and public and lands.
City Resident Bus Pass (HIVE)-100,000
Funding for the City Resident Bus Pass (HIVE) is being reduced by $100,000 to contribute toward the cost of Free Bus Passes for School Children.
Free Bus Passes for School Children (Expansion of HIVE)100,000
Fund is being provided for a Free Bus Passes for School Children program, an expansion of HIVE, using funds diverted from HIVE.
Federal Grant Match Account 1,000,000
Funding will be set aside for any grant applied for under the Bipartisan Infrastructure Law.
Contract for Animal Services 57,898
The amount required by the County for Animal Services will increase based on contract requirements.
Municipal Elections (One-Time)-91,673
One-time funding used to contract with Salt Lake County to conduct the municipal election in 2021 is being reduced from the budget.
2021 Ranked Choice Voting Public Awareness and Education (One-time)-50,000
One-time funding used for Ranked Choice Voting Public Awareness and Education is being reduced from the budget.
Fleet Fund 1,442,184
The Fleet Fund will see an overall increase in funding with funding provided for Police, Public Lands and Public Services' vehicles being provided with the addition of new positions. A total of $318,800 is being reduced for Fire and Public Services' vehicles purchased in the FY 2022 budget.
Centralized Fleet Maintenance 181,736
The budget includes an increase in funding for the Fleet division's centralized fleet maintenance fund.
Tuition Aid Program 20,000
Funding is included to bolster the City's Tuition Aid program as utilization increases.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
241
Transfer to Golf Fund 182,795
The transfer to the Golf Fund is increasing to cover increased costs in the Golf ESCO payment, the Gold Administrative Fee transfer and the Golf IMS Fee transfer.
Governmental Immunity Fund -2,767,963
The transfer to the Governmental Immunity Fund is being reduced and Governmental Immunity will no longer be funded through a transfer of funds from the General Fund through Non-Departmental. Funding will now be provided through a Governmental Immunity related property tax increment.
IMS Fund Transfer 3,595,848
The IMS Fund transfer will be increasing for a number of funded items. Among them is a total of $471,877 for salary changes, $288,581 for an apprenticeship program, $767,282 for contractual changes, $515,291 for technical and inflationary changes, $789,330 for new initiatives and $535,777 for new positions. Greater detail on each of the funded items is contained in the IMS departmental section of the book.
Insurance and Risk Management Fund Transfer 877,974
The budget includes funding for an increase to the Risk Fund transfer. A total of $684,974 of this amount is related to changes to funding for the City's Long-term Disability coverage for all employees, $193,000 of that amount is coming previous LTD coverage within the Police Department. The cost of both Short and Long-term Disability insurance will now be fully covered by the City.
Public Utilities Assistance 100,000
The budget includes funding that will be sent to the Public Utilities Assistance program to help the
venerable population.
SAA Street Lighting (One-time)60,000
Funding is being provided by the Council to help fund new street lights or upgrades.
RDA Tax Increment Transfer 1,435,778
The pass through transfer from the General Fund to the RDA Fund is increasing by a total of $1,435,778.
Transfer Out to RDA North Temple Project Area the remaining balance of Investments in Underserved Neighborhoods Holding Account (One-time)-669,138
The budget includes a reduction of funding from fiscal year 2022 for a one-time transfer out to RDA North Temple Project Area of the remaining balance of Investments in Underserved Neighborhoods Holding Account.
Environmental Assessment Fund 100,000
The budget includes funding to hire a consultant to assess environmental issues on City property or
in the right-of-way.
Emergency Demolition Revolving Fund (One-time)200,000
The “Emergency Demolition Revolving Fund” is a new program pertaining to unsafe structures. Often, when a building is partially destroyed by fire, it can remain vacant and unsafe until the property owner demolishes or renovates it. This leaves a long period of time the structure becomes inviting for those experiencing homelessness, teens, and troublemakers. This revolving fund will act as an insurance policy to allow the Fire Marshal to condemn a building and order its demolition to help prevent bodily injury or death. It also helps to combat blight, improves the visual impact of the city, and may revitalize proper development. When the work is complete, the demolition contractor is paid, and a lien or administrative judgment is placed on the property.
Sustainability Fund Transfer 1,712,126
Funding for a transfer to the Sustainability, or Refuse, Fund is included in the budget. Details of how this funding will be utilized are contained in the Sustainability section of the book.
City Hall Branding (One-time)75,000
Funding is being included to make the signage in the City building more consistent and to remove
the references to the County.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
242
Fair Park Public Market from Underserved Neighborhoods Holding Account -1,000,000
Funding was set aside in the fiscal year 2022 budget to assist with the Fair Park International Market to assist in the revitalization of the North Temple area of the City. This funding will be removed in this budget.
Healthcare Innovation - Biohive 50,000
The Health Care Industry has a strong presence in Salt Lake City and has high growth potential. This industry is particularly strategic for the City as these jobs are anchored with research and development and have high potential for upward mobility. This funding will go towards a collaborative effort alongside industry partners to brand the industry, highlight opportunities within it for underserved communities, and elevate apprenticeships, internships, and upward career mobility.
Biohive Branding and Marketing (One-time)35,000
Through the promotion of Salt Lake City's Health Care Innovation, this Initiative will highlight what has been created and is being created in the Health Care Innovation space across Salt Lake City from the Marmalade District where a dozen early-stage life science companies have sprung up in the old St. Mark's Hospital to the Gateway where Recursion is adding 100k sq feet of space to their current headquarter.
Legal Defenders 111,903
An increase in funding for the Legal Defenders contract is being included in the budget.
Local First -20,000
Funding for Local First grants is reduced in the budget.
Salary Contingency -12,361,388
Funding was set aside in the fiscal year 2022 budget for anticipated salary items. This funding will be reduced in the budget.
Salt Lake City Arts Council 150,000
This request will help to improve the structure and funding of the Arts Council and address gaps in public arts projects and maintenance of the City’s arts assets. The request also reflects the actual needs for existing programs, Increased expenses due to inflation, and includes payment adjustments to artists & vendors. This request also helps to stabilizes loss of Salt Lake County Zoo, Arts, and Parks (ZAP) grant adjustments.
Shooting Range Remediation (One-time)500,000
The old Shooting Range has lead contamination and will be ready to remediate in the up coming
fiscal year. The remediation costs will be split with Public Utilities.
Suazo Membership 45,000
This funding will be going to the Suazo Center to develop a Hispanic Entrepreneurial program.
Hispanic Entrepreneurs Program (One-time)30,000
At the encouragement of City Council staff, the Department of Economic Development (DED) is participating in a program with the National League of Cities (NLC) titled Inclusive Entrepreneurship Network (CIE). The CIE program provides cities with technical assistance and support they need to put in place more inclusive practices that help entrepreneurs of color achieve greater economic mobility. The $30,000 to conduct research which will help Salt Lake City better understand the barriers Latino/Hispanic entrepreneurs face when working with City Departments. The findings of the research will be utilized by the City to recommend policy changes to better support and remove barriers for the Hispanic/Latino entrepreneurs. This is a pilot with the goal to survey other underserved communities in the near future.
Tracy Aviary 44,445
Funding is being included for increased costs at the Tracy Aviary.
Utah Foundation Membership -10,000
Funding for the City's Utah Foundation membership is being eliminated.
Utah League of Cities and Towns Membership 22,879
The budget includes a funding increase for the City's Utah League of Cities and Towns membership.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
243
ULCT ARPA Assistance (One-time)-20,000
The fiscal year 2021 budget included a one-time amount for the Utah League of Cities and Towns to help with possible funding opportunities through the American Rescue Plan Act. This funding is being removed.
Racial Equity in Policing Funding: Moving Social Worker Program to FOF 0
A total of $822,719 for the REP Social Worker Program is being moved to Funding Our Future.
Racial Equity in Policing Funding: BA #2: Transfer Social Workers to Fire Department -316,092
Funding is being reduced due to the REP related Social Workers being transferred to the Fire Department.
Racial Equity in Policing Funding: Community Connections Center Lease and/or Repairs and Remodel (One-time)-200,000
Funding was provided in FY 2022 for to assist with rent and/or repairs to help move the Community Connections Center from the Public Safety Building. This funding is being removed.
Racial Equity in Policing Funding: Diversifying Public Safety Civilian Response Models Holding Account -1,159,608
The funding has been allocated to the Police Department's Budget to establish the new Civilian Response Program.
Racial Equity in Policing Funding: REP Commission Senior Staff Position [Moved to Mayor's Office]-190,000
The budget moves an REP Commission Senior Staff Position to the Mayor's Office.
Racial Equity in Policing Funding: REP FY2021 Holding Account [FY2021 REP Fund Balance]-503,707
The funding has been allocated to the Human Resources Department and the Police Department for FTEs recommendations from the CREP.
Sales Tax Option: Transit Plan - Service for Key Routes (1, 2, 9 & 21)998,681
This program will elevate the level of service UTA provides to include early mornings, late nights, and weekends -- with frequent headways throughout the day. This will allow SLC to sustainably accommodate population and economic growth without the rapid acceleration of traffic congestion and air pollution. Improved bus service moves SLC toward becoming a 24/7 city, reduces transportation impacts to household budgets, reduces wear and tear on City streets, increases transportation choices and enhances quality of life. The Route 1, serving 1000 North and South Temple is new this year.
Sales Tax Option: Transit Plan - On-Demand Ride Services 800,000
This funding is for a pilot that will provide on-demand service throughout the residential West Side giving residents corner-to-corner shared rides between home, neighborhood destinations, and fixed route transit stops. The service will be provided in partnership with UTA, and will be similar to UTA on Demand by Via service currently being piloted in southern Salt Lake County. The pilot may include electric vehicles in the fleet. Such a service would better serve West Side residents while also allowing for improvements in fixed route service, especially the planned 600 North / 500 East route.
NBA All Star Game 1,000,000
The budget recommends funding efforts surrounding the NBA All Star Game. Funding includes $410,000 for Police staffing, $240,000 for outsourced street barricades, $100,000 for Fire/Emergency Management staffing, $200,000 for citywide marketing (banners, lanyards and stickers) and $50,000 for Parks & Lands related costs.
MAYOR'S RECOMMENDED BUDGET
Fiscal Year 2022-23 NON-DEPARTMENTAL
244
This page intentionally left blank
STAFFING DOCUMENT
This section reflects the official staffing document for FY 2022-23. The staffing document inventories
individual positions and pay grade classifications within each division. It includes the total number of
authorized positions and job classifications for each department by division and fund. The total number
of all positions in the City is tallied on the initial summary page.
Any change made to the City staffing document that increased costs but did not increase the number of
positions was presented to the City Council for review. Any change in the total number of positions
requires the approval of the City Council.
The total numbers of positions are presented for the last two fiscal years (2020-21 and 2021-22), as well
as the staffing level for FY 2022-23. Changes from the previous fiscal year’s budget are noted and
explained in the column entitled Changes from FY 2021-22 to FY 2022-23.
Changes are noted as follows:
RECLASSIFICATIONS
•If a reclassification resulted in a pay grade change only, the notation would be, for example, Changed
to _________/from 29
•If a reclassification resulted in a change of title only, the notation would be, for example, Changed to
_________/from Personnel Director.
•If a reclassification resulted in a change of grade and title, the notation would be, for example,
Changed to_________/from Personnel Director (29)
REORGANIZATIONS
•If a position or part of a position has been transferred to a different part of the organization the
notation would be, for example, Transferred to_________/from Employee Services.
•If a percentage of the position were transferred, the notation would be, for example, .25 Transferred
to _________/from Employee Services.
•If a position or percentage of a position were transferred to another department, the notation would
be, for example, Transferred to Department of_________, Division of_________/from Employee Services.
•There will be offsetting notations in the receiving area of the organization to explain from where the
position or percentage of the position was transferred.
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
247
NEW POSITIONS
•A position which has been added to the official staffing document in Fiscal Year 2021-22 is noted as
New Position.
ELIMINATED POSITIONS
•A position which has been removed from the official staffing document for the FY 2021-22 is noted as
Position eliminated.
POSITION HELD VACANT
•A position which is being held vacant in the official staffing document for the fiscal year 2021-22 is
noted as Position held vacant.
POSITION TITLE ABBREVIATIONS
•H indicates an hourly position
•PT indicates a part-time position
•S indicates a seasonal position
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
248
STAFFING DOCUMENT SUMMARY
COMPARISON OF FISCAL YEARS 2019-20 THROUGH 2021-22
Budget Budget Budget FY 21-22
DEPARTMENT 2020-21 2021-2022 2022-2023 Variance
GENERAL FUND
Attorney's Office 50.25 55.25 58.50 3.25
City Council 35.00 35.00 36.00 1.00
911 Communications Bureau 100.00 108.00 100.00 (8.00)
Community and Neighborhood 204.00 176.00 188.00 12.00
Economic Development 18.00 18.00 22.00 4.00
Department of Finance 69.70 71.70 76.70 5.00
Fire 366.00 374.00 392.00 18.00
Human Resources 21.20 26.05 31.40 5.35
Justice Courts 42.00 42.00 42.00 0.00
Mayor's Office 26.00 30.00 32.00 1.00
Police 711.00 720.00 750.00 30.00
Public Lands 0.00 118.35 144.35 26.00
Public Services 329.35 249.00 261.00 12.00
Non Departmental 0.00 0.00 0.00 0.00
GENERAL FUND TOTAL 1,972.50 2,023.35 2,132.95 109.60
ENTERPRISE FUNDS
Airport 610.80 610.80 619.30 8.50
Golf 34.65 33.65 33.65 0.00
Public Utilities 435.00 452.00 459.00 7.00
Sustainability 63.00 63.00 63.00 0.00
ENTERPRISE FUND
TOTAL 1,143.45 1,159.45 1,174.95 15.50
INTERNAL SERVICE AND OTHER FUNDS
Information Mgmt Svcs 69.00 84.00 92.00 8.00
Fleet Management 45.00 45.00 46.00 1.00
Government Immunity 8.50 9.00 9.00 0.00
Risk Management 6.10 7.75 7.40 (0.35)
Special Revenue: 1/4 Sales Tax from County 3.00 3.00 0.00 (3.00)
INTERNAL SERVICE AND OTHER
FUND TOTAL 131.60 148.75 154.40 5.65
REDEVELOPMENT AGENCY 32.00 32.00 32.00 0.00
TOTAL POSITIONS 3,279.55 3,363.55 3,494.30 130.75
TOTAL GRANT FUNDED POSITIONS 1.00 16.00 12.00 (4.00)
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
249
OFFICE OF THE CITY COUNCIL
City Council
Council Person xxx 7.00 7.00 7.00
Executive Director 41 1.00 1.00 1.00
Deputy Director-City Council 39 1.00 1.00 1.00
Senior Advisor City Council 37 1.00 1.00 1.00
Associate Deputy Director -Council 37 1.00 1.00 1.00
Senior Public Policy Analyst 33 2.00 2.00 2.00
Operations Mgr/Mentor 31 0.00 1.00 1.00
Community Facilitator 31 1.00 0.00 0.00
Public Policy Analyst II 31 3.00 3.00 3.00
Council Office Communication Director 31 1.00 1.00 1.00
Policy Analyst 31 1.00 1.00 0.00 1 Changed to Constituent Liaison (26)
Policy Analyst/Public Engagement 28 2.00 2.00 2.00
Public Engage/Comm Specialist II 28 1.00 1.00 1.00
Constituent Liaison/Public Policy Analyst 27 2.00 2.00 2.00
Public Engagement & Comm Special 26 2.00 2.00 3.00 1 New position
Constituent Liaison 26 2.00 2.00 3.00 1 Changed from Policy Analyst (31)
Assistant to Council Executive Director 25 1.00 1.00 1.00
Council Admin Asst 24 5.00 5.00 5.00
RPT Council Staff Asst 26 1.00 1.00 1.00
CITY COUNCIL TOTAL 35.00 35.00 36.00
OFFICE OF THE MAYOR
City Administration
Mayor xxx 1.00 1.00 1.00
Chief of Staff 41 1.00 1.00 1.00
Chief Administrative Officer 41 1.00 1.00 1.00
Deputy Chief of Staff 39 1.00 1.00 1.00
Deputy Chief Administrative Officer 39 0.00 0.00 1.00 1 New position
Senior Advisor 39 3.00 2.00 2.00
Communications Director 39 1.00 1.00 1.00
Communications Deputy Director 30 1.00 1.00 1.00
Policy Advisor 29 2.00 2.00 2.00
REP Commission Senior Staff Position 29 0.00 1.00 1.00
Associate Director of Community Empowerment 28 0.00 0.00 0.00
Community Liaison 26 5.00 5.00 5.00
Executive Assistant 24 5.00 4.00 5.00 1 New employee from FY2022 BA#6
Office Manager Mayor's Office 24 1.00 1.00 1.00
Community Outreach Sp & E Coord 24 0.00 1.00 1.00
Census Coordinator 23 1.00 0.00 0.00
Communication & Content Mgr 21 1.00 1.00 1.00
Administrative Assistant 19 2.00 2.00 2.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
250
OFFICE OF THE MAYOR (Continued)
Front Office Clerk 19 0.00 0.00 0.00
City Administration Total 26.00 25.00 27.00
Office of Equity and Inclusion
Chief Equity Officer 39 0.00 1.00 1.00
Equity Team Member 27 0.00 1.00 1.00
Equity Team Member 26 0.00 1.00 1.00
Equity Team Member 26 0.00 1.00 1.00
Equity Team Member 26 0.00 1.00 1.00
Office of Equity and Inclusion Total 0.00 5.00 5.00
OFFICE OF THE MAYOR TOTAL 26.00 30.00 32.00
911 COMMUNICATIONS BUREAU
911 Dispatch Director 38 1.00 1.00 1.00
911 Dispatch Deputy Director 29 1.00 1.00 1.00
911 Dispatch Operations Mgr 26 2.00 2.00 2.00
911 Dispatch Supervisor 24 10.00 10.00 10.00
911 Dispatch Dispatcher I-III 14-18 82.00 90.00 82.00 8 Positions eliminated
911 Dispatch Dispatcher I-III Unfunded 14-18 3.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 1.00
911 COMMUNICATIONS BUREAU TOTAL 100.00 108.00 100.00
DEPARTMENT OF AIRPORTS
Office of the Executive Director
Executive Director 41 1.00 1.00 1.00
ORAT Director 39 1.00 1.00 1.00
ORAT Specialist 31 0.00 0.00 0.50 .5 New position
Administrative Assistant -Appointed 24 1.00 1.00 1.00
Airport Construction Coordinator 18 1.00 1.00 1.00
Administrative Secretary 18 1.00 1.00 1.00
Office Technician II 15 1.00 1.00 0.00 1 Position eliminated
Executive Director's Office Total 6.00 6.00 5.50
Public Relations Division
Director Airport Public Relations & Marketing 38 1.00 1.00 1.00
Air Service Development Manager 31 0.00 1.00 1.00
Senior Manager Air Services Development 31 1.00 0.00 0.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
251
DEPARTMENT OF AIRPORTS (Continued)
Airport Communication Manager 30 0.00 1.00 1.00
Airport Community Outreach Manager 30 1.00 0.00 0.00
Airport Communication Coordinator 25 0.00 1.00 1.00
Airport Public Relations Manager 30 1.00 0.00 0.00
Public Relations Total 4.00 4.00 4.00
Planning and Environmental Division
Director of Airport Plan/Cap Program 39 1.00 1.00 1.00
Airport Environmental Program Manager 33 1.00 1.00 1.00
Airport Senior Environmental Sustainability Coordinator 31 0.00 1.00 2.00 1 New position
Airport Senior Planner 30 2.00 3.00 3.00
Airport Principal Planner 27 1.00 0.00 0.00
Airport Environmental Sustainability Coord 26 1.00 0.00 0.00
Airport Planning Programs Coordinator 25 0.00 1.00 1.00
Associate Planner 24 1.00 0.00 0.00
Environmental Specialist II 26 0.00 1.00 1.00
Environmental Specialist I 23 1.00 0.00 0.00
Office Facilitator II 19 1.00 1.00 1.00
Planning & Environmental Total 9.00 9.00 10.00
Finance and Accounting Division
Director of Finance and Accounting 39 1.00 1.00 1.00
Airport Controller 37 1.00 1.00 1.00
Airport Finance Manager 37 1.00 1.00 1.00
Construction Finance Manager 33 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 1.00
Financial Analyst III 29 1.00 1.00 3.00 2 Changed from Accountant III (27)
Auditor III 28 1.00 1.00 1.00
Accountant III 27 5.00 5.00 3.00 2 Changed to Financial Analyst III (29)
Warehouse Supervisor 24 0.00 0.00 0.00
Auditor II 23 0.00 1.00 1.00
Accountant II 21 3.00 3.00 3.00
Airport Procurement Specialist 21 0.00 0.00 0.00
Accountant I 18 1.00 0.00 0.00
Senior Warehouse Operator 15 0.00 0.00 0.00
Warehouse Sup Worker-Airport 14 0.00 0.00 0.00
Part-Time/Accounting Intern 0.50 0.50 0.50
Finance and Accounting Total 16.50 16.50 16.50
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
252
DEPARTMENT OF AIRPORTS (Continued)
Maintenance Division
Director of Maintenance 39 1.00 1.00 1.00
Assistant Maintenance Director 36 0.00 4.00 4.00
Airport Maintenance Operations Superintendent 34 1.00 0.00 0.00
Airport Fleet Manager 33 1.00 1.00 1.00
Airport Maintenance Superintendent 32 2.00 0.00 0.00
Aviation Services Manager 31 1.00 2.00 2.00
Airport Maintenance Ops Support Mgr 31 1.00 1.00 1.00
Airport Facilities Assets Manager 31 1.00 1.00 1.00
Airport Maintenance Manager 31 3.00 3.00 4.00 1 Changed from Tech Systems Program Manager (29)
Facilities Maint Warranty/Commission Mgr 30 1.00 1.00 1.00
Technical Systems Program Mgr 29 3.00 2.00 1.00 1 Changed to Airport Maintenance Manager (31)
Computer Maint Mgmt Systems Administrator 29 0.00 1.00 2.00 1 Changed from Airport Budget & Special Projects Coordinator (20)
Computer Maint Systems Supervisor 29 1.00 0.00 0.00
Tech Systems Analyst IV 28 0.00 1.00 1.00
Airport Fleet/Warehouse Operations Manager 27 1.00 1.00 1.00
Facility Maintenance Contract Administrator 27 1.00 1.00 1.00
Senior Facility Maint Supervisor 27 3.00 3.00 5.00 2 Changed from Facility Maint Supervisor (25)
Senior Airport Grounds/Pavement Supervisor 27 4.00 4.00 4.00
Plant Coordinator Supervisor 27 1.00 0.00 0.00
Aviation Srvs Tech Sys Adm 27 1.00 1.00 1.00
Civil Maint Warranty 26 1.00 1.00 1.00
Facility Maintenance Manager 26 2.00 0.00 0.00
HVAC Specialist 25 1.00 1.00 1.00
Fleet Management Services Supervisor 25 4.00 4.00 5.00 1 New FTE
Facility Maint Supervisor 25 21.00 13.00 6.00
3 Changed to Facility Maint Coord (25), 2 Changed to Senior Facility Maint Supervisor (27), 1 Changed to Airport Maintenance Supervisor (25), 1 Changed to Airfield Maint Electrician (25)
Airport Signs Graphic Design Supervisor 25 1.00 1.00 1.00
Facility Maintenance Coordinator 25 21.00 25.00 32.00 4 Changed from General Maint Worker (20), 3 Changed from Facility Maint Supervisor (25)
Airport Maintenance Supervisor 25 1.00 10.00 11.00 1 Changed from Facility Maint Supervisor (25)
Electronic Security Technician 24 14.00 12.00 12.00
Management Analyst 24 1.00 1.00 1.00
Warehouse Supervisor 24 1.00 1.00 1.00
Airport Grounds/Pavement Super 23 1.00 1.00 1.00
Facility Maintenance Contract Coordinator 22 1.00 0.00 0.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
253
DEPARTMENT OF AIRPORTS (Continued)
Facility Support Coordinator 26 0.00 4.00 6.00 1 New Position, 1 Changed from Facility Maint Supervisor (25)
Maintenance Electrician IV 22 22.00 3.00 4.00 1 New Position
Airfield Maintenance Electrician 25 0.00 21.00 21.00
Airfield Electrical Supervisor 27 0.00 4.00 4.00
HVAC Tech II 21 8.00 8.00 8.00
Airport Lead Sign Technician 21 3.00 3.00 3.00
Senior Fleet Mechanic 21 6.00 5.00 6.00 1 New FTE
Plumber II 21 1.00 0.00 0.00
Airport Procurement Specialist 21 1.00 0.00 1.00 1 Changed from Airport Budget & Special Projects Coord (20)
Airport Budget & Special Projects Coordinator 20 1.00 2.00 0.00 1 Changed to Airport Procurement Specialist (21), 1 Changed to Computer Maint Mgmt Sys Admin (27)
Airfield Maint. Equip. Operator I-IV 16-20 23.00 23.00 89.00 Combined
Airport Lighting & Sign Technician 20 5.00 5.00 3.00 2 Positions Eliminated
Carpenter II 20 9.00 6.00 9.00 3 New Positions
General Maintenance Worker 20 8.00 6.00 2.00 4 Changed to Facility Maintenance Coord (25)
Fleet Body Repair and Painter 20 1.00 1.00 1.00
Fleet Mechanic I/II 20 19.00 20.00 20.00
Painter II 20 7.00 5.00 7.00 2 New Positions
Office Facilitator I/II 19 1.00 1.00 1.00
Facilities Contract Compliance Specialist 19 8.00 6.00 6.00
Facility Maint Contract Repair Tech II 19 0.00 0.00 0.00
Senior Florist 18 1.00 1.00 1.00
Airfield Maint. Equipment Oper III 18 66.00 66.00 0.00 Combined
Maintenance Electrician I (Apprentice)17 1.00 0.00 0.00
Senior Warehouse Operator 15 2.00 4.00 4.00
Warehouse Sup Worker-Airport 14 2.00 1.00 1.00
Fleet Services Worker 15 1.00 1.00 1.00
Intern 0.50 0.50 0.50
Maintenance Division Total 293.50 294.50 301.50
Engineering Division
Director - Airport Engineering 39 1.00 1.00 1.00
Engineer VII 36 2.00 2.00 2.00
Airport Architect 36 1.00 1.00 1.00
Senior Engineer Project Manager 34 1.00 1.00 1.00
Airport Senior Architectural Manager 34 1.00 1.00 1.00
Engineer VI 34 2.00 2.00 2.00
Senior Architect 33 1.00 1.00 1.00
Geographic Information System Mgr 33 1.00 1.00 1.00
Engineer V 33 1.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
254
DEPARTMENT OF AIRPORTS (Continued)
Airport Surveyor 30 1.00 1.00 1.00
Engineering Construction Program Manager 29 1.00 1.00 1.00
Construction Manager 27 3.00 3.00 3.00
Engineering Tech VI 27 2.00 2.00 2.00
GIS Programmer Analyst 27 2.00 2.00 2.00
Engineering Tech V 24 3.00 3.00 3.00
Architectural Associate IV 24 1.00 1.00 1.00
Engineering Tech IV 23 1.00 1.00 1.00
Airport Construction Project Coordinator 23 1.00 1.00 1.00
Project Coordinator III 22 2.00 2.00 2.00
Airport Field Technician 22 1.00 1.00 1.00
Engineering Records Program Specialist 20 1.00 1.00 1.00
Office Facilitator I 18 1.00 1.00 1.00
Engineering Division Total 31.00 31.00 31.00
Operations Division
Chief Operating Officer 39 1.00 1.00 1.00
Director of Airport Operations 39 1.00 1.00 1.00
Assistant Operations Director 38 0.00 3.00 3.00
Airport Operations Superintendent - Security Comm 35 1.00 0.00 0.00
Airport Operations Superintendent - Landside 35 1.00 0.00 0.00
Airport Operations Superintendent - Terminals 35 1.00 0.00 0.00
Airport Operations Manager - Ground Transportation 31 1.00 1.00 1.00
Airport Operations Manager / Parking 31 1.00 1.00 1.00
Airport Operations Manager - Airfield 29 16.00 14.00 14.00
Airport Operations Manager Airfield/FBO 29 1.00 1.00 1.00
Airport Operations Manager - Terminals 29 1.00 2.00 2.00
Airport Operations Manager -Safety 29 1.00 1.00 1.00
Airport Operations Manager - Security 29 1.00 1.00 1.00
Airport Operations Manager / Communications 29 1.00 1.00 1.00
Airport Operations Manager - Customer Service 29 0.00 1.00 1.00
Airport Customer Service Supervisor 23 0.00 1.00 1.00
Airport Training Coordinator 26 1.00 1.00 0.00 1 Changed to Airport Operations Supervisor - Airfield (25)
Safety Program Coordinator 26 1.00 3.00 3.00
Airport Operations Supervisor - Airfield 25 1.00 0.00 1.00 1 Changed from Airport Training Coordinator (26)
Airport Landside Operations Supervisor 25 13.00 12.00 11.00 1 Changed to Airport Operations Specialist - Airfield (25)
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
255
DEPARTMENT OF AIRPORTS (Continued)
Airport Operations Duty Agent Supervisor 25 1.00 1.00 0.00 1 Changed to Airport Operations Specialists - Terminal (23)
Airport Operations Supervisor / Access Control 25 1.00 1.00 1.00
Airport Operations Access Control Coordinator 23 0.00 1.00 1.00
Management Analyst 24 1.00 1.00 1.00
Office Facilitator II 19 0.00 1.00 1.00
Airport Operations Supervisor / Communications 24 5.00 5.00 5.00
Airport Operations Training Supervisor Communications 24 1.00 1.00 1.00
Engagement Coordinator 24 1.00 1.00 1.00
Airport Operations Specialists - Airfield 23 22.00 21.00 22.00 1 Changed from Airport Landside Operations Supervisor (25)
Airport Operations Specialists - Terminal 23 25.00 25.00 41.00
14 Changed from Airport Operations Duty Agent (23), 1 Changed from Airport Ops Duty Agent Supervisor (25), 1 Changed from Office Tech II (15)
Airport Operations Customer Service Representative 23 1.00 2.00 2.00
Airport Operations Agent - FBO 23 6.00 6.00 6.00
Airport Operations Duty Agent 23 14.00 14.00 0.00 14 Changed to Airport Operations Specialists - Terminal (23)
Employment Services Coordinator 21 2.00 1.00 1.00
Airport Commercial Vehicle Ins 18 3.00 3.00 3.00
Airport Landside Operations Officer 18 37.00 36.00 36.00
Air Operations Security Spec 17 2.00 2.00 2.00
Airport Operations Lead Coordinator 17 4.00 4.00 4.00
Airport Operations Coordinator 16 0.00 14.00 12.00 2 Changed to Access Control Specialist (15)
Airport Operations Coord II 16 8.00 0.00 0.00
Senior Secretary 15 3.00 0.00 0.00
Access Control Specialist 15 7.00 7.00 9.00 2 Changed from Airport Operations Coordinator (16)
Office Technician II 15 1.00 1.00 0.00 1 Changed to Airport Operations Specialists - Terminal (23)
Airport Operations Coord I 14 5.00 0.00 0.00
Paging Operator 10 1.00 0.00 0.00
Part-Time Operations Technician 1.50 2.50 2.50
Part-Time Operations Intern 1.00 1.00 1.00
Regular Part-Time/Paging Operator 10 0.30 0.30 0.30
Operations Division Total 197.80 196.80 196.80
Commercial Services Division
Director Administration and Commercial Services 39 1.00 1.00 1.00
Commercial Manager Airport 35 1.00 1.00 1.00
Contracts & Procurement Manager 35 1.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
256
DEPARTMENT OF AIRPORTS (Continued)
Property & Real Estate Manager 35 1.00 1.00 1.00
Business Development Manager 32 1.00 1.00 1.00
Airport Risk Manager 29 0.00 1.00 1.00
Airport Tenant Relations Coordinator 27 1.00 1.00 1.00
Airport Property Specialist II 27 1.00 3.00 3.00
Airport Contract Specialist I 27 2.00 2.00 3.00 1 New position
Commercial Program Specialist 27 1.00 1.00 1.00
Airport Contracts Specialist II 26 1.00 0.00 0.00
Airport Risk Management Coordinator 24 1.00 0.00 0.00
Airport Property Specialist I 24 2.00 1.00 0.00 1 Position eliminated
Admin Assistant / GRAMA Coord 22 1.00 1.00 1.00
Administrative Secretary II 21 0.00 1.00 0.00 1 Position eliminated
Administrative Secretary 18 1.00 0.00 0.00
Commercial Services Division Total 16.00 16.00 15.00
Information Technology Services Division
Airport Information Management Services Director 39 1.00 1.00 1.00
Airport Information Technology Manager 36 1.00 1.00 1.00
Airport Special Systems Manager 36 0.00 1.00 1.00
Airport Tech Systems Superintendent 36 1.00 0.00 0.00
Senior Network Architect 36 0.00 0.00 1.00 1 New position
Software Engineer III 34 1.00 1.00 1.00
Network Engineering Team Manager 34 0.00 1.00 1.00
Network System Engineer III 33 1.00 3.00 3.00
Network System Engineer II 31 4.00 1.00 2.00 1 New position
Software Support Admin II 30 1.00 1.00 1.00
Technical System Program Manager 29 3.00 3.00 3.00
Network Support Team Manager 29 1.00 1.00 1.00
Network Support Administrator III 27 8.00 7.00 7.00
Technical Systems Analyst IV 27 1.00 1.00 0.00 1 Position eliminated
Technical Systems Analyst III 26 1.00 0.00 0.00
Network Support Administrator II 25 9.00 10.00 11.00 1 New position
Technical Systems Analyst II 24 2.00 3.00 3.00
Network Support Administrator I 23 2.00 2.00 2.00
Information Technology Services Division Total 37.00 37.00 39.00
SLC DEPT OF AIRPORTS TOTAL (AIRPORT FUND)610.80 610.80 619.30
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
257
OFFICE OF THE CITY ATTORNEY
Office of City Attorney
City Attorney 41 1.00 1.00 1.00
Office Manager 21 1.00 1.00 1.00
Office of City Attorney Total 2.00 2.00 2.00
Legal Support
General Fund
Deputy City Attorney 40 1.00 1.00 1.00
Division Chief Senior City Attorney 39 0.00 2.00 2.00
Senior City Attorney 39 9.50 8.50 8.50
Assistant City Attorney 34 0.50 0.50 0.50
First Assistant City Prosecutor 34 2.00 2.00 2.00
Assistant City Prosecutor 29 3.00 3.00 3.00
Associate City Prosecutor 27 9.00 10.00 10.00
Boards and Commissions Liaison 23 0.00 0.00 1.00 1 New position
Paralegal 21 4.50 4.50 4.50
Prosecutor Law Office Manager 21 1.00 1.00 1.00
Legal Secretary III 18 1.00 3.00 4.00 1 New position
Senior Prosecutor Assistant 17 3.00 6.00 6.00
Prosecutor Assistant 16 7.00 4.00 4.00
Legal Support Total 41.50 45.50 47.50
City Recorder
City Recorder 33 1.00 1.00 1.00
Asst City Recorder Operations 26 1.00 0.00 0.00
Asst City Recorder Records Spec 26 1.00 0.00 0.00
Minutes and Records Clerk 19 0.00 2.00 3.00 1 new position BA#4
Deputy Recorder 26 2.00 3.00 3.00
Senior Records Technician 18 1.00 0.00 0.00
Associate Records Technician 18 1.00 1.00
RPT/Records Clerk 0 0.75 0.75 1.00 .25 new position
City Recorder Total 6.75 7.75 9.00
Risk Management Fund
Risk Manager 34 1.00 1.00 1.00
Risk Management Specialist 24 1.00 1.00 1.00
Office Facilitator I 18 0.00 0.50 0.50
Subtotal of Risk Mgmt Fund 2.00 2.50 2.50
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
258
OFFICE OF THE CITY ATTORNEY (Continued)
Governmental Immunity Fund
Division Chief Senior City Attorney 0.00 1.00 1.00
Senior City Attorney 39 3.50 3.50 3.50
Assistant City Attorney 34 0.50 0.50 0.50
Claims Adjuster 24 1.00 1.00 1.00
Legal Secretary III 18 1.00 0.00 0.00
Paralegal 21 2.50 2.50 2.50
Office Facilitator I 18 0.00 0.50 0.50
Subtotal of Gov Imm Fund 8.50 9.00 9.00
CITY ATTORNEY TOTAL 60.75 66.75 70.00
General Fund 50.25 55.25 58.50
Risk Management Fund 2.00 2.50 2.50
Governmental Immunity Fund 8.50 9.00 9.00
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS
CAN Admin Office of the Director
CAN Director 41 1.00 1.00 1.00
CAN Deputy Director 37 1.00 2.00 2.00
CAN Financial & Administrative Services Dir 35 1.00 1.00 1.00 Grade changed from 34 to 35
CARES Policy and Program Manager 32 2.00 2.00 3.00 1 Changed from Office Facilitator II (19)
Civic Engagement Mgr., Spec, Asst 21-31 4.00 0.00 0.00
CARES Real Property Mgr., Agent, Spec 21-31 4.00 4.00 4.00
CIP Manager, Specialist 25-31 2.00 2.00 2.00
Financial Analyst III 29 0.00 1.00 1.00
ADA & Equity Program Coordinators 26 2.00 0.00 0.00
Administrative Assistant 24 1.00 1.00 1.00
Office Facilitator I-II 18-19 0.00 1.00 0.00 1 Changed to CARES Policy and Program Manager (32)
CAN Admin Office of Director Total 18.00 15.00 15.00
Building Services
Building Official 35 1.00 1.00 1.00
Building Serv & Licensing Manager 32 3.00 3.00 3.00
Development Review Spvr, Sr, Planner I-III 25-30 8.00 1.00 1.00
Development Review Supervisor 30 0.00 0.00 0.00
Economic Dev Business Coord 29 1.00 1.00 2.00 1 New position
Plans Examiner Sr, Chief, I-III 25-29 10.00 8.00 8.00
Building Inspector Sr, I-III 19-29 22.00 23.00 20.00 2 New positions, 5 changed to CE Supervisor/Inspector/Officer I-III (17-19)
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
259
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS (Continued)
Civil Enforcement Spvr, Insp, Officer I-III 17-29 9.00 9.00 15.00 1 New position, 5 changed from Building Inspector Sr I-III (19-29)
Fire Protection Engineer 29 1.00 2.00 2.00 Grade changed from 25 to 29
Housing/Zoning Legal Investigator 27 1.00 1.00 1.00
Special Projects Asst 21 0.00 1.00 1.00
Permit Processor I-II 14-16 5.00 4.00 4.00
Office Facilitator I-III, Sr Secretary 15-19 5.00 5.00 5.00
Building Services Total 66.00 59.00 63.00
Engineering
City Engineer 39 1.00 0.00 0.00
Deputy City Engineer 36 1.00 0.00 0.00
Engineer II-VII 27-36 12.00 0.00 0.00
Architect City, Sr, Mgr., III 29-36 4.00 0.00 0.00
GIS Mgr., Coord, Analyst, Spec 24-33 7.00 0.00 0.00
Survey City, Prof Land 26-30 3.00 0.00 0.00
Financial Analyst III 29 1.00 0.00 0.00
Engineering Const Program Project Manager 29 3.00 0.00 0.00
Engineering Technician IV-VI 23-27 9.00 0.00 0.00
Engineering Support Services Manager 25 1.00 0.00 0.00
Civic Engagement Program Spec 24 1.00 0.00 0.00
Office Facilitator I-II 18-19 2.00 0.00 0.00
Eng Info and Records Spec 20 1.00 0.00 0.00
Engineering Total 46.00 0.00 0.00
Housing Stability
Director, HAND 35 1.00 1.00 1.00
Deputy Director HAND 33 1.00 1.00 1.00
HAND Policy and Program Specialist/Manager 26-32 5.00 4.00 5.00 1 Changed from Principal Planner (27)
Housing Program Manager 29 0.00 0.00 0.00
Homeless Coordinator/Manager 26-29 2.00 2.00 3.00 1 New position
Accountant III 27 1.00 1.00 1.00
Principal Planner 27 1.00 1.00 0.00 1 Changed to HAND Policy & Program Specialist/Manager (26-32)
Community Dev Grant Admin 26 3.00 3.00 3.00
Housing Rehab Spec, Officer I-II 22-25 5.00 5.00 4.00 1 Changed to Office Facilitator I-II (18-19)
Housing Loan Administrator 21 1.00 1.00 1.00
Office Facilitator I-II 18-19 1.00 1.00 2.00 1 Changed from Housing Rehab Spec, Officer I-II (22-25)
Housing & Neighborhood Dev Total 21.00 20.00 21.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
260
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS (Continued)
Planning
Planning Director 37 1.00 1.00 1.00
Assistant Planning Director 35 1.00 1.00 1.00
Planning Manager 33 3.00 4.00 5.00 1 Changed from Development Review Spvr, Sr, Planner I-III (25-30)
Planning Programs Supervisor 31 1.00 1.00 1.00
Development Review Spvr, Sr, Planner I-III 25-30 0.00 7.00 6.00 1 Changed to Planning Manager (33)
Planner Senior, Principal, Assoc 24-28 21.00 24.00 24.00
Graphic Design Specialist 23 0.00 1.00 1.00
Administrative Secretary 18 2.00 2.00 2.00
Graphic Design Tech 15 1.00 0.00 0.00
Planning Total 30.00 41.00 41.00
Transportation
Director of Transportation Planning 35 1.00 1.00 1.00
Deputy Director of Transportation 36 1.00 1.00 1.00
Engineer II-VII 33-36 7.00 7.00 7.00
Transportation Program Manager 33 2.00 2.00 2.00
Transit Program Planner I-III 25.28 7.00 7.00 9.00 2 New positions
Traffic Control Center Super, Oper I-II 23-26 2.00 2.00 2.00
Traffic Control Center Super 26 0.00 0.00 0.00
Special Projects Analyst 24 0.00 0.00 0.00
Traffic Tech I-II 23 4.00 4.00 4.00
Traffic Control Center Oper I-II 23 0.00 0.00 0.00
Traffic Control Center I 21 0.00 0.00 0.00
Office Facilitator II, Tech 15-19 2.00 2.00 2.00
Office Technician I 12 0.00 0.00 0.00
Transportation Total 26.00 26.00 28.00
Youth & Family Division
Youth & Family Div Director 35 0.00 1.00 1.00
Associate Director Youth City 29 0.00 2.00 3.00 1 Changed from Sr Comm Prog Mgr (24)
Senior Community Programs Manager 26 0.00 1.00 1.00 1 New position, 1 Changed to Associate Director Youth City (29)
Community Programs Manager 24 0.00 7.00 8.00 1 New position
Events Coordinator Sorenson 21 0.00 1.00 1.00
Special Projects Assistant 21 0.00 0.00 1.00 1 Changed from Office Tech II (15)
Office Facilitator II 19 0.00 1.00 1.00
Office Tech II 15 0.00 1.00 0.00 1 Changed to Special Projects Assistant (21)
Program Assistant 14 0.00 4.00 4.00
Youth City Coordinator 10 0.00 0.00 0.00
Youth & Family Total 0.00 18.00 20.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
261
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS (Continued)
COMMUNITY & NEIGHBORHOOD TOTAL 207.00 179.00 188.00
General Fund 204.00 176.00 188.00 3 Changed from Transportation Fund
1/4 Cent Sales Tax Transportation Fund 3.00 3.00 0.00 3 Changed to General Fund
ECONOMIC DEVELOPMENT
Economic Development
Economic Development Director 41 1.00 1.00 1.00
Economic Development Deputy Director 37 1.00 1.00 1.00
Technology & Innovation Strategic Ind Advisor 34 1.00 1.00 1.00
Director of Business Development 32 1.00 1.00 1.00
Economic Development Manager 29 4.00 4.00 4.00
ED Project Coordinator 25 3.00 3.00 3.00
Executive Manager 24 0.00 0.00 1.00 1 Changed from Office Manager (21)
Office Manager 21 1.00 1.00 1.00 1 Changed to Executive Manager (24), 1 Transferred from RDA
Economic Development Total 12.00 12.00 13.00
Arts Council
Arts Council Executive Director 32 1.00 1.00 1.00
Arts Council Assistant Director 29 1.00 1.00 1.00
Arts Council Program Manager 29 0.00 0.00 1.00 1 New position from FY2022 BA#6
Public Art Program Manager 29 1.00 1.00 1.00 Grade changed from 25 to 29
Arts Council Program Coordinator 25 2.00 2.00 4.00 2 New positions from FY2022 BA#6
Office Facilitator I 18 1.00 1.00 1.00
Arts Council Total 6.00 6.00 9.00
ECONOMIC DEVELOPMENT TOTAL 18.00 18.00 22.00
REDEVELOPMENT AGENCY
Redevelopment Agency
Chief Operating Officer 41 1.00 1.00 1.00
Deputy Chief Operating Officer 37 1.00 1.00 1.00
Senior Project Manager 33 2.00 2.00 2.00
Financial Analyst III 29 0.00 1.00 1.00
Project Manager 29 7.00 7.00 7.00
Communications Manager 29 0.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
262
REDEVELOPMENT AGENCY (Continued)
Communications Coordinator 27 1.00 0.00 0.00
Property Administrator 26 1.00 1.00 1.00
Project Coordinator 24 1.00 1.00 1.00
Office Manager 21 1.00 1.00 2.00 1 Transferred to Economic Development. 1 New position, 1 Changed from Office Facilitator II (19)
Accountant II 21 1.00 0.00 0.00
Special Projects Assistant 21 1.00 1.00 1.00
Office Facilitator II Non-Union 19 0.00 2.00 1.00 1 Changed to Office Manager (21)
Office Facilitator I 18 2.00 0.00 0.00
Redevelopment Agency Total 19.00 19.00 19.00
Gallivan Plaza
Plaza & Comm Events Div Director 32 1.00 1.00 1.00
Operations Manager 31 0.00 1.00 1.00
Facilities Maintenance Supervisor 25 1.00 0.00 0.00
Gallivan Event Adv/Mktg Manager 25 2.00 2.00 2.00
Plaza Marketing/Activities Supr 23 1.00 1.00 1.00
Office Facilitator II Non-Union 19 1.00 1.00 1.00
General Maintenance Worker II 16 5.00 5.00 5.00
Office Technician I 12 1.00 1.00 1.00
Custodian II 11 1.00 1.00 1.00
Redevelopment Agency Total 13.00 13.00 13.00
REDEVELOPMENT AGENCY TOTAL 32.00 32.00 32.00
FINANCE DEPARTMENT
Accounting Total
Chief Financial Officer 41 1.00 1.00 1.00
Deputy Director 39 0.00 1.00 1.00
Controller 39 1.00 1.00 1.00
Business Sys Analyst Team Lead 33 1.00 1.00 1.00
Business Sys Analyst II 30 1.00 1.00 1.00
Financial Systems Admin 30 0.00 0.00 0.00
Payroll & Accounting Manager 30 1.00 1.00 1.00
Business Analyst 29 0.00 1.00 1.00
Grant Manager 29 0.00 0.00 1.00 1 New position FY2022 BA#6
City Payroll Administrator 26 2.00 2.00 2.00
Grants Acq/Project Coordinator 25 2.00 2.00 2.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
263
FINANCE DEPARTMENT (Continued)
Sr Payroll Specialist 23 1.00 1.00 1.00
Payroll Kronos Specialist 22 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
City A/P Coordinator 20 2.00 2.00 2.00
Accounting Total 14.00 16.00 17.00
Financial Reporting/Budget
Deputy Controller 35 1.00 1.00 1.00
Financial Analyst IV 32 2.00 2.00 2.00
Financial Analyst IV (RDA)32 1.00 1.00 1.00
Accountant IV 29 0.00 0.00 0.00
Staffing/Position Control Specialist 22 1.00 1.00 1.00
Property Control Agent 22 1.00 1.00 1.00
Financial Reporting/Budget 6.00 6.00 6.00
Internal Audit & Financial Analysis
Director Int Audit & Fin Analysis 36 1.00 1.00 1.00
Sr Financial Analyst Auditor 32 4.00 4.00 4.00
Financial Analyst I 21 1.00 1.00 1.00
Internal Audit & Financial Analysis Total 6.00 6.00 6.00
Revenue & Collections
Director Revenue & Collections 36 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 2.00 1 New position
Collections Manager 30 1.00 1.00 1.00
City Licensing Manager 29 1.00 1.00 1.00
Financial Analyst III 29 1.00 1.00 1.00
Landlord/Tenant License Supervisor 24 1.00 1.00 1.00
Financial Analyst I 21 1.00 1.00 1.00
Lead Collections Officer 22 1.00 1.00 1.00
Collections Officer 20 4.00 4.00 4.00
Business License Officer 17 3.00 3.00 3.00
Good Landlord Manager 16 0.00 0.00 1.00 1 New position
Business License Processor II 16 3.00 3.00 3.00
Business License Processor I 14 1.00 1.00 1.00
Revenue & Collections Total 19.00 19.00 21.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
264
FINANCE DEPARTMENT (Continued)
Civil Action Unit
Lead Hearing Officer Referee Coord.19 1.00 1.00 1.00
Hearing Officer Referee Coord II 18 2.00 2.00 2.00
Hearing Officer Referee Coord I 15 0.00 0.00 0.00
Civil Action Unit 3.00 3.00 3.00
Purchasing
Chief Procurement Officer 37 1.00 1.00 1.00 Grade Changed from 33 to 37
Deputy chief Procurement Officer 33 0.00 0.00 1.00 1 New position
City Contracts Administrator 29 1.00 1.00 1.00
Sr Purchasing Consultant 27 1.00 1.00 1.00
Procurement Specialist II 25 0.00 0.00 0.00
Procurement Specialist I 24 2.00 2.00 2.00
Contract Development Specialist 23 3.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 1.00
Contracts Process Coordinator 17 1.00 1.00 1.00
Purchasing Total 10.00 10.00 11.00
Treasurer's Office
City Treasurer 39 1.00 1.00 1.00
Deputy Treasurer 33 1.00 1.00 1.00
Cash & Investment Manager 33 1.00 1.00 1.00
Financial Analyst IV 32 2.00 2.00 2.00
Cashier Administrator 24 1.00 1.00 1.00
Financial Analyst I 21 1.00 1.00 1.00
City Payment Processor 15 2.00 2.00 2.00
Treasurer's Office Total 9.00 9.00 9.00
Policy & Budget
City Budget Director 36 1.00 1.00 1.00
Senior Budget & Policy Analyst 32 1.00 1.00 1.00
Financial Analyst 32 0.00 0.00 1.00 1 New position
Policy & Budget Analyst 29 1.00 1.00 1.00
Budget and Policy Total 3.00 3.00 4.00
FINANCE 70.00 72.00 77.00
General Fund 69.70 71.70 76.70
Risk Fund 0.30 0.30 0.30
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
265
FIRE DEPARTMENT
Office of the Fire Chief
Fire Chief 41 1.00 1.00 1.00
Deputy Chief 37 1.00 1.00 1.00
Assistant Fire Chief 35 2.00 2.00 2.00
Administrative Secretary II 21 1.00 1.00 1.00
Financial & Admin Svs Manager 32 1.00 1.00 1.00
Accountant I-III 18-27 2.00 3.00 3.00
Office of the Fire Chief Total 8.00 9.00 9.00
Operations
Battalion Chief 33 6.00 6.00 6.00
Captain 30 65.00 65.00 65.00
Fire Fighter 22-27 222.00 222.00 228.00 6 New positions
Fire Fighter Unfunded 22-27 10.00 10.00 10.00
Operations Total 303.00 303.00 309.00
Fire Administrative Services
Battalion Chief 33 6.00 7.00 7.00
Captain 30 12.00 14.00 14.00
Director Emergency Communications 29 1.00 1.00 1.00
Social Work Manager 29 0.00 0.00 1.00 1 Transferred from Police Department
Emergency Mgt Multi-Language Media Coordinator 25 0.00 1.00 1.00
Community Health Care Paramedic 24 2.00 2.00 2.00
Public Education Specialist 24 1.00 1.00 1.00
Public Safety Technology Systems Coordinator 24 1.00 1.00 1.00
Emergency Mgt Training Program Specialist 24 0.00 1.00 1.00
Community Preparedness Coordinator 23 0.00 1.00 1.00
Fire Fighter 22-27 21.00 21.00 29.00 4 Transferred from Grant Fund (ARPA), 4 New positions
Social Worker 21-26 0.00 0.00 2.00 2 Transferred from Police Department
Recruiting/Outreach Specialist 20 1.00 1.00 1.00
Communication Tech 20 1.00 1.00 1.00
Fire Logistics Coordinator 19 2.00 2.00 2.00
Office Facilitator II 19 3.00 3.00 4.00 1 New position
Emergency Mgt Critical Infrastructure Liaison 18 0.00 1.00 1.00
Fire Prevention Specialist 17 3.00 3.00 3.00
Office Technician I 12 1.00 1.00 1.00
Fire Administrative Services Total 55.00 62.00 74.00
FIRE DEPARTMENT TOTAL 366.00 374.00 392.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
266
HUMAN RESOURCES DEPARTMENT
Human Resource Administrative Support
Chief Human Resource Officer 41 0.80 0.80 0.80
Deputy Chief Human Resource Officer 37 0.00 0.85 1.00 .15 Transferred from Benefits (Insurance Fund)
Civilian Review Board Investigator 35 1.00 1.00 1.00
Human Resource Program Mgr II 34 1.00 1.00 1.00
Recruiting & Onboarding Mgr 32 1.00 1.00 1.00
HRIS Business Analyst 30 0.80 0.80 0.80
Human Resources Supervisor - Recruitment 30 0.00 1.00 1.00
HRIS Business Analyst 30 0.00 1.00 1.00
Compensation and Classification Analyst 29 1.00 1.00 1.00
Human Resources Leave Specialist 29 0.80 0.80 0.80
Senior HR Recruiter 29 1.00 1.00 1.00
Employee Marketing & Communications 25 0.80 0.00 0.00
HR Office Administrator 25 1.00 1.00 1.00
Senior Benefits Analyst 27 0.00 1.00 1.00
Benefits Analyst 25 1.00 0.00 0.00
HR Recruiter 25 1.00 1.00 3.00 2 New positions
HR Admin & Onboarding Specialist 21 2.00 0.00 0.00
Associate HR Recruiter 21 0.00 1.00 1.00
Senior HR Technician 19 0.00 3.00 4.00 1 New position
Administrative Support Total 13.20 17.25 20.40
Departmental Consultants
Human Resource Program Mgr II 34 0.00 0.00 0.00
Employee Relations/EEO Manager 34 1.00 1.00 1.00
Employee Relations Manager 33 0.00 0.00 1.00 1 New position
Human Resource Business Partner II 29 5.00 5.80 7.00 Grade changed from 29 to 30, 1 New position, .2 Transferred from Benefits (Insurance Fund)
Departmental Consultants Total 6.00 6.80 9.00
Training
Education Program Manager 32 1.00 1.00 1.00
Learning and Development Specialist 27 0.00 1.00 1.00
Training & Development Coordinator 24 1.00 0.00 0.00
Human Resource Management Total 2.00 2.00 2.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
267
Benefits
Chief Human Resource Officer 41 0.20 0.20 0.20
Human Resource Deputy Director 37 0.00 0.15 0.00 .15 Transferred to Human Resource Administrative Support
Human Resource Program Mgr II 34 1.00 1.00 1.00
HRIS Business Analyst 30 0.20 0.20 0.20
Human Resources Supervisor - Benefits 30 0.00 1.00 2.00 1 Changed from Senior Benefits Analyst (27)
Human Resource Leave Specialist 30 0.20 0.20 1.20 Grade changed from 29 to 30, 1 Changed from Benefits Analyst (25)
Human Resource Business Partner II 29 0.00 0.20 0.00 .2 Transferred to Human Resource Administrative Support
Employee Marketing & Communications 25 0.20 0.00 0.00
Senior Benefits Analyst 27 0.00 1.00 0.00 1 Changed to Human Resource Supervisor (30)
Benefits Analyst 25 2.00 1.00 0.00
Benefits Total 3.80 4.95 4.60
Human Resources Total 25.00 31.00 36.00
General Fund 21.20 26.05 31.40
Risk Fund 3.80 4.95 4.60
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Department Leadership and Administration
Chief Information Officer 41 1.00 1.00 1.00
Deputy Chief Information Officer 39 0.00 0.00 1.00 1 New position
Department Leadership and Administration Totals 1.00 1.00 2.00
Financial Services
Financial Manager I 33 1.00 1.00 1.00
Financial Analyst II-III 24-29 0.00 2.00 2.00
Asset Management Administrator 26 1.00 0.00 0.00
Inventory Control Specialist 24 1.00 0.00 0.00
Purchasing and Administration Totals 3.00 3.00 3.00
Infrastructure Technology Services (ITS)
Chief Information Security Officer 38 1.00 1.00 1.00
Enterprise Tech Solutions Manager 35 0.00 0.00 1.00 1 New position
Network Engineering Team Manager 34 1.00 2.00 2.00
IT Systems Manager 33 0.00 0.00 1.00 1 New position
Network Systems Engineer I-III 27-33 9.00 12.00 14.00 2 New positions, 1 from FY2022 BA#7
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
268
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES (Continued)
INF Technology Support Manager 32 1.00 1.00 1.00
Network Support Administrator I - III 23-27 12.00 12.00 12.00
Infrastructure Technology Services Totals 24.00 28.00 32.00
Geographical Information Systems
Chief Data Officer 38 0.00 1.00 1.00
GIS Programmer Analyst 30 0.00 2.00 2.00
Geo Info Systems (GIS) Coord 30 0.00 1.00 1.00
Geographical Information Systems Totals 0.00 4.00 4.00
Software Services
Chief Technology Officer 38 1.00 1.00 1.00
Software Engineer Team Manager 37 1.00 1.00 1.00
Software Engineer Team Lead 36 1.00 1.00 1.00
Software Engineering Data Admin 36 4.00 3.00 3.00
Sr Software Engineer 35 1.00 1.00 1.00
Software Lead 34 4.00 2.00 2.00
Geo Info Systems (GIS) Coord 30 1.00 0.00 0.00
Software Engineer I-III 27-33 5.00 5.00 5.00
Software Support Admin I-III 28-32 14.00 15.00 16.00 1 New position
Tech Solution Manager 34 0.00 1.00 1.00
Software Support Totals 32.00 30.00 31.00
Media and Engagement Services
Video Production Manager 3 1.00 1.00 1.00
Multimedia Production Spec I-III 23-31 4.00 4.00 4.00
Civic Engagement Program Specialist 24 0.00 5.00 5.00
Multimedia Production Services Totals 5.00 10.00 10.00
Enterprise Project Management
Technology Solution Team Lead 36 1.00 1.00 1.00
INF Tech Project Manager 35 1.00 1.00 1.00
Software Lead 34 2.00 2.00 2.00
Solution Management Totals 4.00 4.00 4.00
Innovations Team
Chief Innovations Officer 36 0.00 1.00 1.00
Innovations Team Lead 33 0.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
269
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES (Continued)
Senior Innovations Consultant 30 0.00 2.00 2.00
Civic Engagement Specialist 24 0.00 0.00 2.00 2 New positions
Solution Management Totals 0.00 4.00 6.00
INFORMATION MGMT SVCS TOTALS (IMS FUND)69.00 84.00 92.00
JUSTICE COURT
Justice Court
Criminal Court Judge 37 5.00 5.00 5.00
City Courts Director 33 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 1.00
Justice Court Section Manager 26 2.00 2.00 2.00
Justice Court Supervisor 24 2.00 2.00 2.00
Accountant II 21 1.00 1.00 1.00
Justice Court Case Managers 19 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Justice Court Lead Judicial Assistant 19 1.00 1.00 1.00
City Payment Processor 15 2.00 2.00 2.00
Justice Court Judicial Assistant III 17 0.00 0.00 0.00
Justice Court Judicial Assistant II 16 0.00 0.00 0.00
Justice Court Judicial Assistant I 15 0.00 0.00 0.00
Justice Court Judicial Assistant I,II,III 15-17 25.00 25.00 25.00
Justice Court Total 42.00 42.00 42.00
POLICE DEPARTMENT
Office of the Police Chief
Chief of Police 41 1.00 1.00 1.00
Assistant Chief 39 1.00 0.00 0.00
Communications Administrative Director 37 0.00 1.00 1.00
Internal Affairs Administrative Director 37 0.00 1.00 1.00
Mental Health Professional 37 0.00 1.00 1.00
Data Science and Research Administrator 34 0.00 0.00 1.00 1 Changed from Programs Manager (24)
Lieutenant--Police 32 1.00 2.00 2.00
Financial & Admin Services Manager 32 1.00 1.00 1.00
Sergeant Police 29 1.00 4.00 4.00
Police Public Relations Director 29 1.00 0.00 0.00
Grant Acquis & Proj Fin Analyst 27 1.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
270
POLICE DEPARTMENT (Continued)
Community Programs Manager 24 0.00 1.00 0.00 1 Changed to Data Science and Research Administrator (34)
Administrative Assistant Appointed 24 1.00 0.00 0.00
Executive Assistant 24 0.00 1.00 1.00
Graphic Design Specialist 23 1.00 1.00 1.00
Accountant I-III 21-27 4.00 4.00 4.00
Police Services Coordinator 20 1.00 1.00 1.00
Police Officer 19-25 8.00 7.00 7.00
Administrative Secretary I-II 18-21 1.00 1.00 1.00
Office Facilitator I-II 18-19 0.00 1.00 1.00
Office Tech I-II 12-15 1.00 1.00 1.00
Office of the Police Chief Total 24.00 30.00 30.00
Administrative Bureau
Deputy Chief--Police 37 1.00 1.00 1.00
Captain--Police 34 4.00 2.00 2.00
Lieutenant--Police 32 5.00 2.00 2.00
Emergency Mgt Program Director 31 1.00 0.00 0.00
Sergeant--Police 29 18.00 5.00 5.00
Crime Lab/Evidence Room Director 29 30 1.00 1.00 1.00
Forensic Scientist Lab Supervisor 27 1.00 1.00 1.00
Quality Assurance Manager 27 1.00 1.00 1.00
Crime Stats & Analysis Director 27 1.00 0.00 0.00
Records Director 26 1.00 1.00 1.00
Victim Advocate Program Coordinator 25 1.00 0.00 0.00
Crime Statistics & Analysis Supervisor 25 0.00 0.00 0.00
Outreach Program Administrator 25 1.00 0.00 0.00
Public Safety Tech Systems Coordinator 24 1.00 1.00 1.00
Crime Lab Supervisor 24 1.00 1.00 1.00
Emergency Management City Wide Training & Exercise Coord 24 1.00 0.00 0.00
Forensic Scientist I-II 23-26 5.00 6.00 6.00
Sr Communications Tech 23 24 1.00 1.00 1.00
Sr Police Intel Specialist 23 2.00 0.00 0.00
Evidence Supervisor 23 0.00 1.00 1.00
Community Preparedness Coord.23 1.00 0.00 0.00
GRAMA Coordinator 23 0.00 0.00 1.00 1 New position
Information Systems Supervisor 22 5.00 5.00 5.00
Victim Advocate 22 2.00 0.00 0.00
Police Intelligence Specialist 21 3.00 0.00 0.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
271
POLICE DEPARTMENT (Continued)
GRAMA Coordinator/Paralegal 21 1.00 1.00 1.00
Police Officer I-III 19-25 147.00 15.00 26.00 11 New positions from FY2022 BA#6
Authorization - Early Hire Police Officer 19-25 0.00 20.00 20.00
Office Facilitator 18-19 2.00 0.00 0.00
Fleet Mgt Services Supervisor Coordinator 18 1.00 1.00 1.00
Emergency Management Asst Crit Infrastructure Liaison 18 1.00 0.00 0.00
Crime Lab Technician I-II 16-19 15.00 14.00 14.00
Evidence Technician I-II 16 7.00 6.00 6.00
Sr Police Information Specialist 15 13.00 12.00 12.00
Technical Support Specialist 15 5.00 5.00 5.00
Gang Outreach Coordinator 15 1.00 0.00 0.00
Police Information Specialist 13 16.00 16.00 16.00
Office Tech I-II 12-15 1.00 0.00 0.00
Administrative 268.00 119.00 131.00
Field Operations I Bureau
Deputy Chief--Police 37 1.00 1.00 1.00
Captain Police 34 4.00 2.00 2.00
Lieutenant--Police 32 18.00 8.00 9.00 1 New position
Social Work Director 30 1.00 0.00 0.00
Sergeant--Police 29 49.00 21.00 21.00
Community Programs Manager 24 1.00 0.00 0.00
LCSW/Mental Health Counselor 24 4.00 0.00 0.00
Police Officer 19-25 310.00 164.00 164.00
Authorization - Early Hire Police Officer 19-25 20.00 0.00 0.00
Social Work Case Worker 19 5.00 0.00 0.00
Office Facilitator I-II 18-19 2.00 1.00 1.00
Administrative Secretary I 18 1.00 1.00 1.00
Civilian Response Specialist 19 0.00 0.00 12.00 12 New positions
Office Tech I-II 12-15 3.00 1.00 1.00
Field Operations I Bureau 419.00 199.00 212.00
Field Operations II Bureau
Deputy Chief--Police 37 0.00 0.00 0.00
Captain Police 34 0.00 2.00 2.00
Lieutenant--Police 32 0.00 8.00 8.00
Sergeant--Police 29 0.00 22.00 22.00
Police Officer 19-25 0.00 166.00 166.00
Office Facilitator I-II 18-19 0.00 1.00 1.00
Office Tech I-II 12-15 0.00 1.00 1.00
Field Operations II Bureau 0.00 200.00 200.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
272
POLICE DEPARTMENT (Continued)
Investigative Bureau
Deputy Chief--Police 37 0.00 1.00 1.00
Captain Police 34 0.00 1.00 1.00
Lieutenant--Police 32 0.00 4.00 4.00
Social Work Director 30 0.00 1.00 1.00
Sergeant--Police 29 0.00 18.00 19.00 1 New position
Victim Advocate Director 29 0.00 0.00 1.00 1 New position
Social Work Manager 26 0.00 1.00 3.00 2 Changed from LCSW (24)
Victim Advocate Program Coordinator 25 0.00 1.00 2.00 1 New position
LCSW/Mental Health Counselor 24 0.00 9.00 6.00 2 Changed to Social Work Manager (26), 1 Transferred to Fire Department
Community Programs Manager 24 0.00 1.00 1.00
Crime Stats & Analysis Director 27 0.00 1.00 1.00
Sr Police Intel Specialist 23 0.00 3.00 3.00
Victim Advocate 22 0.00 2.00 3.00 1 New position
Police Intelligence Specialist 21 0.00 3.00 3.00
Police Officer 19-25 0.00 112.00 112.00
Social Work Case Worker 19 0.00 11.00 9.00 2 Transferred to Fire Department
Office Facilitator I-II 18-19 0.00 2.00 2.00
Youth Specialists 15 0.00 0.00 4.00 4 New positions
Office Tech I-II 12-15 0.00 1.00 1.00
Investigative Bureau 0.00 172.00 177.00
POLICE DEPARTMENT TOTAL 711.00 720.00 750.00
PUBLIC LANDS DEPARTMENT
Public Lands Administration
Parks & Public Lands Director 41 0.00 1.00 1.00
Public Lands Deputy Director 38 0.00 1.00 1.00
Finance Manager II 34 0.00 1.00 1.00
Financial Analyst IV 32 0.00 0.35 0.35
Business Systems Analyst II 30 0.00 1.00 1.00
Comm/Events & Marketing Mgr 29 0.00 1.00 1.00
PPL Project Manager 28 0.00 1.00 0.00 Transferred to Planning & Ecological Services Division
PPL Landscape Planner 28 0.00 2.00 0.00 Transferred to Planning & Ecological Services Division
PPL Asset Manager 27 0.00 1.00 1.00
Community & Building Partnership Coordinator 25 0.00 1.00 1.00
Public Lands Event Manager 25 0.00 1.00 1.00 Title Changed from Advertising/Marketing Manager (25)
Special Events Permit Manager 25 0.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
273
PUBLIC LANDS DEPARTMENT (Continued)
Civic Engagement Program Specialist 24 0.00 1.00 0.00
Transferred from Planning & Ecological Services Division, Changed from Stewardship and Education Coordinator (22)
Parks Usage Coordinator 21 0.00 1.00 1.00 Transferred to Parks Division
Public Outreach Ingo Liaison 21 0.00 0.00 1.00 1 New position
Office Facilitator II 19 0.00 1.00 1.00
Special Event Permit Coordinator 18 0.00 1.00 1.00
Warehouse Specialist 18 0.00 1.00 1.00
Office Tech II 15 0.00 1.00 1.00
Public Lands Administration Total 0.00 18.35 15.35
Parks Division
Parks Division Director 35 0.00 1.00 1.00
Operations Manager 31 0.00 2.00 2.00
City Sexton 30 0.00 1.00 1.00 Grade changed from 28 to 30
Regional Athletic Complex Manager 29 0.00 1.00 1.00
Operations Supervisor 27 0.00 1.00 0.00 1 Changed to District Supervisor (25)
District Supervisor 25 0.00 8.00 9.00 1 Changed from District Supervisor (27)
Maintenance Supervisor 25 0.00 1.00 1.00
Maintenance Electrician IV 22 0.00 1.00 1.00
Metal Fabrication Tech 22 0.00 1.00 1.00
Events Coordinator 21 0.00 1.00 1.00
Plumber II 21 0.00 3.00 1.00 2 Changed to Sprinkler Irrigation Tech I-III (20)
General Maintenance Worker III 21 0.00 4.00 0.00
Parks Usage Coordinator 21 0.00 0.00 1.00 Transferred from Public Lands Administration
Central Control Irrigation Specialist 20 0.00 2.00 2.00
Sprinkler Irrigation Tech III 20 0.00 1.00 0.00 Position Combined Sprinkler Irrigation Tech I-III
Senior Florist 18 0.00 1.00 1.00
Sprinkler Irrigation Tech II 18 0.00 3.00 0.00 3 Changed to Sprinkler Irrigation Tech I-III
Cemetery Equipment Operators 17 0.00 4.00 4.00
Graffiti Response Field Tech 16 0.00 6.00 6.00
Senior Parks Groundskeeper 16 0.00 20.00 22.00 1 Transferred from Planning & Ecological Services Division, I New position
General Maintenance Worker I-III 16-20 0.00 1.00 5.00 Title changed to General Maintenance Worker I-III, 4 Changed from General Maintenance Worker III (21)
Sprinkler Irrigation Tech I-III 16-20 0.00 2.00 8.00
Title changed to Sprinkler Irrigation Tech I-III, 1 Changed from Sprinkler Irrigation Tech III, 3 Changed from Sprinkler Irrigation Tech II, 2 Changed from Plumber II (21)
Office Tech II 15 0.00 3.00 3.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
274
PUBLIC LANDS DEPARTMENT (Continued)
Parks Groundskeeper 12 0.00 10.00 10.00
Parks Total 0.00 78.00 81.00
Planning & Ecological Services Division, formerly Trails and Natural Lands Division
Deputy Director Public Lands 38 0.00 1.00 1.00 Title Changed from PPL Deputy Director Planning & Ecological Services to Deputy Director Public Lands
Park Ranger Manager 29 0.00 0.00 1.00 1 New position from FY2022 BA#4
PPL Project Manager 28 0.00 0.00 1.00 Transferred from Public Lands Administration
PPL Landscape Planner 28 0.00 0.00 2.00 Transferred from Public Lands Administration
Strategy & Special Projects Manager 28 0.00 1.00 1.00
Park Ranger Supervisor 27 0.00 0.00 1.00 1 New position from FY2022 BA#4
Natural Lands Supervisor 25 0.00 1.00 1.00
Stewardship and Education Coordinator 22 0.00 1.00 0.00 Transferred to Public Lands Administration
Park Ranger Leads 21 0.00 0.00 4.00 4 New positions from FY2022 BA#4
Public Outreach Info Liaison 21 0.00 0.00 1.00 1 New position
Park Ranger 19 0.00 0.00 14.00 14 New positions, 12 from FY2022 BA#4
Office Facilitator 19 0.00 0.00 1.00 1 New position
Sr Natural Resource Technician 16 0.00 2.00 2.00
Senior Parks Groundskeeper 16 0.00 1.00 0.00
Trails and Natural Lands Total 0.00 7.00 30.00
Urban Forestry Division
Urban Forestry Division Director 32 0.00 1.00 1.00
Forestry Crew Supervisor 25 0.00 1.00 1.00
Forest Area Service Coordinator 22 0.00 3.00 4.00 1 New position
Arborist III 21 0.00 5.00 5.00
Arborist II 19 0.00 4.00 5.00 1 New position
Arborist I 18 0.00 1.00 1.00
Office Tech 15 0.00 0.00 1.00 1 New position
Urban Forestry Total 0.00 15.00 18.00
Golf Division
Golf Program - Golf Fund
Golf Division Director 35 0.00 1.00 1.00
Associate Director 33 0.00 1.00 1.00
Financial Analyst IV 32 0.00 0.65 0.65
Golf Professional III 30 0.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
275
PUBLIC LANDS DEPARTMENT (Continued)
Golf Course Super 27 to 36 holes 29 0.00 1.00 1.00
Golf Course Super 18 holes 27 0.00 3.00 3.00
Golf Professional II 26 0.00 2.00 2.00
Golf Superintendent 9 Hole 25 0.00 2.00 2.00
Golf Professional I 23 0.00 3.00 3.00
Player Development and Programs Mgr 21 0.00 1.00 1.00
Special Projects Assistant 21 0.00 0.00 1.00 1 Changed from Office Facilitator II (19)
Assistant Golf Club Professional 20 0.00 4.00 4.00
Assistant Golf Course Super 20 0.00 12.00 12.00
Office Facilitator II 19 0.00 1.00 0.00 1 Changed to Special Projects Assistant (21)
Office Tech II 15 0.00 1.00 1.00
Golf Subtotal for Golf Fund 0.00 33.65 33.65
Golf Division Total 0.00 33.65 33.65
PUBLIC LANDS DEPARTMENT TOTAL 0.00 152.00 178.00
General Fund 0.00 118.35 144.35
Golf Fund 0.00 33.65 33.65
DEPARTMENT OF PUBLIC SERVICES
Administrative Services
Public Services Department Director 41 1.00 1.00 1.00
Admin Services Deputy Director 38 1.00 0.00 0.00
Deputy Director, Public Services 38 1.00 1.00 2.00 Title changed from Operations Deputy Director (38) , 1 New position
Enterprise Tech Solutions Manager 35 0.00 0.00 1.00 1 Changed from Business Systems Analyst Team Lead (33)
Financial Manager 35 1.00 1.00 1.00
Communications and Administration Manager 33 1.00 1.00 1.00
Business Systems Analyst Team Lead 33 1.00 1.00 0.00 1 Changed to Enterprise Tech Solutions Manager (35)
CARES Policy & Program Manager 32 0.00 1.00 1.00
Financial Analyst IV 32 0.35 0.00 0.00
Safety Program Manager 31 1.00 1.00 1.00
Business Systems Analyst II 30 1.00 1.00 1.00
Strategy & Special Project Manager 28 1.00 0.00 0.00
Safety Coordinator 26 0.00 0.00 1.00 1 New position
Communications Coordinator 25 0.00 1.00 1.00
Executive Assistant 24 1.00 1.00 1.00
Financial Analyst II 24 1.00 1.00 0.00 1 Changed to Financial Analyst I-IV (21-32)
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
276
DEPARTMENT OF PUBLIC SERVICES (Continued)
Management Analyst 24 0.00 1.00 1.00
Financial Analyst I-IV 21-32 2.00 2.00 5.00 Positions combined, 1 Changed from Financial Analyst II (24), 1 changed from Office Facilitator II (19), 1 New position
Public Outreach and Information Liaison 21 1.00 0.00 0.00
Office Facilitator II 19 1.00 1.00 0.00
Office of Director Total 15.35 15.00 18.00
Engineering
City Engineer 39 0.00 1.00 1.00
Deputy City Engineer 36 0.00 1.00 1.00
Engineer VII 36 0.00 2.00 2.00
City Architect 36 0.00 1.00 1.00
Senior Project Manager 34 0.00 0.00 1.00 1 New position
Engineer VI 34 0.00 1.00 1.00
Engineer V 33 0.00 3.00 3.00
GIS Manager 33 0.00 1.00 1.00
Senior Architect 33 0.00 2.00 1.00 1 Changed to Senior Landscape Architect (33)
Senior Landscape Architect 33 0.00 1.00 2.00 1 Changed from Senior Architect (33)
Engineer IV 31 0.00 6.00 6.00
GIS Systems Coordinator 30 0.00 1.00 1.00
Licensed Architect 30 0.00 1.00 1.00
City Surveyor 30 0.00 1.00 1.00
Engineer III 29 0.00 1.00 1.00
Landscape Architect III 29 0.00 3.00 3.00
Engineering Const Program Project Manager 29 0.00 3.00 3.00
Business Systems Analyst 28 0.00 0.00 1.00 1 Changed from GIS Specialist (24)
Engineer II 27 0.00 1.00 1.00
Engineering Technician VI 27 0.00 3.00 3.00
Professional Land Surveyor 26 0.00 1.00 1.00
Engineering GIS/Asset Management Specialist 26 0.00 0.00 1.00 1 New position
Engineering Procurement & Contracts Specialist 25 0.00 1.00 0.00
GIS Specialist 24 0.00 3.00 2.00 1 Changed to Business System Analyst (28)
Civic Engagement Program Spec 24 0.00 1.00 1.00
Engineering Tech V 24 0.00 1.00 1.00 1 Changed to Engineering Tech IV (23)
Engineering Tech IV Union 23 0.00 4.00 4.00 1 Changed from Engineering Tech V (24)
GIS Tech II 23 0.00 0.00 0.00
Eng. Info and Records Spec 20 0.00 2.00 2.00 Grade changed from 18 to 20
Office Facilitator II 19 0.00 2.00 2.00
Engineering Total 0.00 48.00 49.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
277
DEPARTMENT OF PUBLIC SERVICES (Continued)
Golf Division
Golf Program - Golf Fund
Golf Division Director 35 1.00 0.00 0.00
Associate Director 33 1.00 0.00 0.00
Golf Manager 32 0.00 0.00 0.00
Financial Analyst IV 32 0.65 0.00 0.00
Golf Professional 30 5.00 0.00 0.00
Golf Course Super 27 to 36 holes 29 1.00 0.00 0.00
9-hole Golf Professional 27 0.00 0.00 0.00
Golf Course Super 18 holes 27 3.00 0.00 0.00
Golf Superintendent 9 Hole 25 2.00 0.00 0.00
Assistant Golf Club Professional 20 7.00 0.00 0.00
Assistant Golf Course Super 20 12.00 0.00 0.00
Office Facilitator II 19 1.00 0.00 0.00
Office Tech II 15 1.00 0.00 0.00
Golf Subtotal for Golf Fund 34.65 0.00 0.00
Golf Division Total 34.65 0.00 0.00
Youth & Family Division
Youth & Family Div Director 35 1.00 0.00 0.00
Associate Director Youth City 29 2.00 0.00 0.00
Senior Community Programs Manager 26 1.00 0.00 0.00
Community Programs Manager 24 7.00 0.00 0.00
Events Coordinator Sorenson 21 1.00 0.00 0.00
Office Facilitator II 19 1.00 0.00 0.00
Office Tech II 15 1.00 0.00 0.00
Program Assistant 14 4.00 0.00 0.00
Youth City Coordinator 10 0.00 0.00 0.00
Youth & Family Total 18.00 0.00 0.00
Compliance Division
Compliance Division Director 35 1.00 1.00 1.00
Compliance Div Field Supervisor 27 1.00 1.00 1.00
Compliance Swing-Shift Field Supervisor 25 1.00 1.00 1.00
Special Projects Assistant 21 0.00 1.00 1.00
Parking Pay Station Tech 21 1.00 1.00 1.00
Lead Compliance Enforcement Officer 20 3.00 3.00 3.00
Crossing Guard Program & Outreach Coordinator 19 0.00 0.00 1.00 1 Changed from Parking Enforcement Officer (18)
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
278
DEPARTMENT OF PUBLIC SERVICES (Continued)
Office Facilitator II 19 1.00 0.00 0.00
Parking Enforcement Officer 18 18.00 17.00 16.00 1 Changed to Crossing Guard Program & Outreach Coordinator (19)
Office Tech II 15 1.00 2.00 2.00
Crossing Guard Coordinator 13 1.00 0.00 0.00
Office Tech I 12 2.00 2.00 2.00
Compliance Total 30.00 29.00 29.00
Facilities Services Division
Building Maintenance Program
Facilities Division Director 35 1.00 1.00 1.00
Senior Project Manager 34 0.00 0.00 1.00 1 New position
Operations Manager 34 1.00 1.00 2.00 Grade changed from 31 to 34, 1 New position
Energy/Utilities Management Coordinator 31 1.00 1.00 1.00 Grade changed from 26 to 31
Business Systems Analyst II 31 0.00 0.00 1.00 1 Changed from Business Systems Analyst I (28)
Facilities Commissioning Authority 30 1.00 1.00 1.00
Facility Maintenance Supervisor 29 2.00 2.00 2.00 Grade changed from 25 to 29
Business Systems Analyst I 28 1.00 1.00 0.00 1 Changed to Business Systems Analyst II (31)
Operations Supervisor 27 1.00 1.00 1.00
District Supervisor 25 1.00 1.00 2.00 1 New position
Maintenance Electrician IV 22 1.00 1.00 1.00
Plumber III 22 1.00 1.00 1.00
Lead HVAC Technician 22 1.00 1.00 1.00
HVAC Technician II 21 2.00 2.00 2.00
Lead Bldg Maintenance Tech 21 5.00 0.00 0.00
Maintenance Specialist III 21 0.00 5.00 0.00 5 Changed to Maintenance Worker I-III (17-21)
Carpenter II 20 1.00 1.00 1.00
Painter II 20 1.00 1.00 1.00
Sprinkler Irrigation Tech III 20 0.00 1.00 1.00
Gen Maint Worker IV 19 1.00 0.00 0.00
Office Facilitator II 19 1.00 1.00 1.00
Maintenance Specialist II 19 0.00 10.00 0.00 10 Changed to Maintenance Worker I-III (17-21)
Building Equipment Operator II 18 10.00 0.00 0.00
General Maintenance Worker III 18 0.00 1.00 0.00 1 Changed to Maintenance Worker I-III (17-21)
Building Equipment Operator I 17 1.00 0.00 0.00
Maintenance Specialist I-III 17-21 0.00 1.00 17.00
Positions combined, 5 Changed from Maintenance Specialist III (21), 10 Changed from Maintenance Specialist II (19), 1 Changed from General Maintenance Worker III (18)
Equipment Operator 17 2.00 2.00 2.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
279
DEPARTMENT OF PUBLIC SERVICES (Continued)
General Maintenance Worker III 16 2.00 0.00 0.00
General Maintenance Worker I 16 0.00 2.00 2.00
Senior Facilities Landscaper 16 2.00 2.00 2.00
Sprinkler Irrigation Tech 16 1.00 0.00 0.00
Office Technician II 15 1.00 1.00 1.00
Beautification Maintenance Worker II 13 3.00 3.00 0.00
Beautification Maintenance Worker I-II 12-13 2.00 2.00 7.00 Positions combined, 3 Changed from Beautification Maintenance Worker II (13), 2 New positions
Facilities Services Total 47.00 47.00 52.00
Fleet Management Division
Fleet Mgmt Division Director 35 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 1.00
Operations Manager 31 1.00 1.00 1.00
Business Systems Analyst I 28 0.00 0.00 1.00 1 Changed from Fleet Asset Manager (27)
Fleet Asset Manager 27 1.00 1.00 0.00 1 Changed to Business Systems Analyst I (28)
Fleet Mgmt Service Supervisor 27 2.00 2.00 2.00 Grade changed from 25 to 27
Fleet Senior Mechanic 25 3.00 3.00 3.00 Grade changed from 21 to 25
Fleet Warehouse Super 24 1.00 1.00 1.00
Fleet Metal Fabrication Tech 22 1.00 1.00 1.00
Fleet Customer Service Advisor Lead 21 1.00 1.00 1.00
Fleet Customer Service Advisor 21 0.00 0.00 1.00 1 New position
Fleet Mechanic 20 24.00 25.00 25.00
Fleet Customer Service Advisor 19 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Fleet Mechanic Trainee 17 2.00 1.00 1.00 Grade changed from 16 to 17
Fleet Senior Warehouse Operator 15 1.00 1.00 1.00
Fleet Parts Warehouse Support Worker 14 3.00 3.00 3.00
Fleet Parts Delivery Driver 11 1.00 1.00 1.00
Fleet Management Total (FLEET FUND)45.00 45.00 46.00
Streets Division
Streets Division Director 35 1.00 1.00 1.00
Operations Manager 31 3.00 3.00 3.00
Business Systems Analyst II 30 1.00 1.00 1.00
Operations Supervisor 27 1.00 2.00 2.00
Streets Operations Maintenance Supervisor
27 1.00 1.00 1.00
Streets Response Team Field Supervisor 24 0.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
280
DEPARTMENT OF PUBLIC SERVICES (Continued)
Maintenance Supervisor 25 5.00 4.00 4.00
Traffic Signal Lead 24 1.00 1.00 1.00
Traffic Signal Tech II 23 3.00 3.00 4.00 1 New position
Response Team Leader 21 1.00 0.00 0.00
Streets Maintenance Lead 21 6.00 6.00 6.00
Traffic Maintenance Lead 21 2.00 2.00 2.00
Traffic Signal Tech I 21 1.00 1.00 1.00
GIS Technician I 21 0.00 0.00 1.00 1 Changed from Communication and GIS Coordinator (18)
Special Projects Assistant 21 0.00 0.00 1.00 1 Changed from Office Tech II (15)
Concrete Finisher 20 10.00 10.00 10.00
Senior Asphalt Equipment Oper 20 12.00 12.00 12.00
Lead Equipment Operator 20 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Streets Response Team Member II 19 0.00 1.00 2.00 1 Changed from Streets Response Team Member I (18)
Asphalt Equipment Oper II 18 38.00 38.00 37.00 1 Changed to Asphalt Equipment Operator I (16)
Concrete Saw & Grinder Oper 18 2.00 2.00 2.00
Streets Response Team Member I 18 2.00 2.00 1.00 1 Changed to Streets Response Team Member II (19)
Traffic Maintenance Operator II 18 7.00 7.00 11.00 2 Changed from Traffic Maintenance Operator I (16), 2 New positions
Communication and GIS Coordinator 18 1.00 1.00 0.00
Equipment Operator 17 5.00 5.00 5.00
Asphalt Equipment Oper I 16 0.00 0.00 1.00 1 Changed from Asphalt Equipment Operator II (18)
Traffic Maintenance Operator I 16 3.00 3.00 1.00
Office Tech II 15 1.00 1.00 0.00 1 Changed to Special Projects Assistant
Senior Communications Coordinator 15 0.00 0.00 0.00
Streets Total 109.00 110.00 113.00
PUBLIC LANDS
Public Lands Administration
Public Lands Deputy Director 38 1.00 0.00 0.00
Business Systems Analyst II 30 1.00 0.00 0.00
Landscape Architect III 29 1.00 0.00 0.00
Comm/Events & Marketing Mgr 29 1.00 0.00 0.00
PPL Project Manager 28 1.00 0.00 0.00
Warehouse Supervisor 24 1.00 0.00 0.00
Parks Usage Coordinator 21 1.00 0.00 0.00
Office Facilitator II 19 1.00 0.00 0.00
Office Tech II 15 1.00 0.00 0.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
281
DEPARTMENT OF PUBLIC SERVICES (Continued)
Senior Warehouse Operator 15 1.00 0.00 0.00
Public Lands Administration Total 10.00 0.00 0.00
Parks Division
Parks Division Director 35 1.00 0.00 0.00
Operations Manager 31 2.00 0.00 0.00
Regional Athletic Complex Manager 29 1.00 0.00 0.00
City Sexton 28 1.00 0.00 0.00
Operations Supervisor 27 1.00 0.00 0.00
District Supervisor 25 8.00 0.00 0.00
Maintenance Supervisor 25 1.00 0.00 0.00
Advertising/Marketing Mgr 25 1.00 0.00 0.00
Special Events Permit Manager 25 1.00 0.00 0.00
Maintenance Electrician IV 22 1.00 0.00 0.00
Metal Fabrication Tech 22 1.00 0.00 0.00
Events Coordinator 21 1.00 0.00 0.00
Plumber II 21 3.00 0.00 0.00
Central Control Irrigation Specialist 20 2.00 0.00 0.00
Concrete Finisher 20 1.00 0.00 0.00
Sprinkler Irrigation Tech III 20 1.00 0.00 0.00
General Maintenance Worker IV 19 3.00 0.00 0.00
Special Event Permit Coordinator 18 1.00 0.00 0.00
Senior Florist 18 1.00 0.00 0.00
Sprinkler Irrigation Tech II 18 3.00 0.00 0.00
Cemetery Equipment Operators 17 4.00 0.00 0.00
Graffiti Response Field Tech 16 6.00 0.00 0.00
Senior Parks Groundskeeper 16 20.00 0.00 0.00
Sprinkler Irrigation Tech I 16 2.00 0.00 0.00
Office Tech II 15 3.00 0.00 0.00
Parks Groundskeeper 12 10.00 0.00 0.00
Parks Total 80.00 0.00 0.00
Trails and Natural Lands Division
Trails & Natural Lands Division Director 32 1.00 0.00 0.00
Natural Lands Supervisor 25 1.00 0.00 0.00
Volunteer & Outreach Coordinator 19 1.00 0.00 0.00
Senior Parks Groundskeeper 16 2.00 0.00 0.00
Trails and Natural Lands Total 5.00 0.00 0.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
282
DEPARTMENT OF PUBLIC SERVICES (Continued)
Urban Forestry Division
Urban Forestry Division Director 32 1.00 0.00 0.00
Forestry Crew Supervisor 25 1.00 0.00 0.00
Forest Area Service Coordinator 22 3.00 0.00 0.00
Arborist III 21 5.00 0.00 0.00
Arborist II 19 4.00 0.00 0.00
Arborist I 18 1.00 0.00 0.00
Urban Forestry Total 15.00 0.00 0.00
PUBLIC SERVICES DEPARTMENT TOTAL 409.00 294.00 307.00
General Fund 329.35 249.00 261.00
Fleet Management Fund 45.00 45.00 46.00
Golf Fund 34.65 0.00 0.00
DEPARTMENT OF PUBLIC UTILITIES
Administration
Director--Public Utilities 41 1.00 1.00 1.00
Deputy Director-Public Utilities 39 2.00 2.00 2.00
Executive Assistant 24 1.00 1.00 1.00
Chief Strategy & Innovations Officer 37 0.00 1.00 1.00
GIS Info Tech Systems Admin 36 1.00 1.00 1.00
Geographic Information Systems (GIS) Mgr 33 1.00 1.00 1.00
Safety Program Manager 31 1.00 1.00 1.00
PU Communications Engagement Manager 32 1.00 1.00 1.00
GIS Programmer Analyst II 30 0.00 1.00 1.00 Titled changed from GIS Programmer II (30)
PU Surveyor 30 1.00 1.00 1.00
GIS Programmer Analyst I 28 4.00 3.00 3.00 Title Changed from GIS Analyst (27)
Engineering Tech VI 27 2.00 2.00 2.00
Utility Planner & Development Coordinator 25 1.00 1.00 1.00
Locator Manager 25 0.00 1.00 1.00
GIS Specialist 24 1.00 1.00 1.00
Safety Inspector 24 0.00 0.00 1.00 1 New position
GIS Leak Detection Tech II 23 2.00 2.00 2.00
Public Relations Coordinator 23 1.00 1.00 1.00
GIS Technician I 21 0.00 0.00 1.00 1 New position
Util Dev Review Specialist 19 4.00 4.00 4.00
Senior Utility Locator 19 8.00 8.00 8.00
Office Technician II 15 2.00 2.00 2.00
Administration Total 34.00 36.00 38.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
283
DEPARTMENT OF PUBLIC UTILITIES (Continued)
Maintenance
Operations Maint Superintendent 36 1.00 1.00 1.00
Water Distribution System Mgr 34 1.00 1.00 1.00
Computer Operation Manager 33 1.00 1.00 1.00
Maint Support Manager 33 1.00 1.00 1.00
Storm Water Maint Manager 33 1.00 1.00 1.00
WW Collection Manager 33 1.00 1.00 1.00
Irrigation Canal Systems Manager 30 1.00 1.00 1.00
Water System Maintenance Super 27 4.00 4.00 4.00
Water System Operation Super 27 2.00 2.00 2.00
Electrical Operations Supervisor 27 1.00 1.00 1.00
Technical System Analyst III-IV 26-28 3.00 3.00 3.00
Water Service Coordinator 25 1.00 1.00 1.00
Waste Water Collection Supervisor 25 2.00 2.00 2.00
Lift Station Maintenance Supervisor 25 1.00 1.00 1.00
Storm Water Maintenance Supervisor 25 2.00 2.00 2.00
Water Meter Maintenance Supervisor 25 1.00 1.00 1.00
Maintenance Office Supervisor 25 1.00 1.00 1.00
Warehouse Supervisor 24 1.00 1.00 1.00
Senior Water Meter Tech 21 1.00 1.00 1.00
Fleet Maint Coord Public Util 21 1.00 1.00 1.00
Office Facilitator I 18 1.00 1.00 1.00
Warehouse Specialist 18 0.00 0.00 0.00
Sr Warehouse Operator 15 1.00 1.00 1.00
Warehouse Office Tech II 15 1.00 1.00 1.00
Sr. Utilities Rep. Office/Technical 15 2.00 2.00 2.00
Sr. Communications Coordinator-Public Util 15 6.00 6.00 6.00
Maintenance Electrician IV 22 6.00 6.00 6.00
Metal Fabrication Technician 22 3.00 3.00 3.00
Senior Water Dist System Operator 21 16.00 16.00 16.00
Senior Water System Maint Operator 21 16.00 16.00 16.00
Waste Water Collection Lead Maint Worker 21 6.00 6.00 6.00
WW Lift Station Lead Worker 21 0.00 4.00 4.00
Drainage Maintenance Lead Worker 21 0.00 3.00 3.00
General Maintenance Worker III 21 1.00 1.00 1.00
Senior Pumps Maint Tech 20 1.00 1.00 1.00
Concrete Finisher 20 1.00 1.00 1.00
Senior Irrigation Operator 20 4.00 4.00 4.00
Waste Water Lift Station Lead Wkr 20 3.00 0.00 0.00
Water System Maintenance Operator I-II 17-19 27.00 27.00 27.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
284
DEPARTMENT OF PUBLIC UTILITIES (Continued)
Water Meter Tech I-III 18-19 6.00 6.00 6.00
Waste Water Coll Maint Worker II 19 12.00 12.00 12.00
Drainage Maintenance Worker III 19 10.00 9.00 9.00
Pumps Maintenance Technician 18 1.00 1.00 1.00
Senior Facility/Building Maint Wkr 18 1.00 1.00 1.00
Fleet Maintenance Coordinator 18 0.00 0.00 0.00
Waste Water Lift Station Maint Wkr 18 4.00 4.00 4.00
Irrigation Operator II 17 3.00 4.00 4.00
Landscape Restoration Lead Wkr 17 1.00 1.00 1.00
Maintenance Landscaper 16 0.00 0.00 1.00 1 Changed from Facility/Building Maintenance Wkr (15)
Facility/Building Maintenance Wkr 15 2.00 3.00 2.00 1 Changed to Maintenance Landscaper (16)
Water Distribution Valve Operator 15 8.00 8.00 8.00
Water Maintenance Support Wkr 14 2.00 2.00 2.00
Custodian II 11 2.00 2.00 2.00
Maintenance Total 175.00 180.00 180.00
Water Reclamation Plant
Water Reclamation Manager 36 1.00 1.00 1.00
Water Rec Plant Operations & Maint Manager 33 1.00 1.00 1.00
Regulatory Compliance Manager 33 1.00 1.00 1.00
WRF Maintenance Manager 31 1.00 1.00 1.00
Laboratory Manager 29 1.00 1.00 1.00
Industrial Pretreatment Program Coordinator 29 1.00 1.00 1.00
Maintenance Project Manager 31 1.00 1.00 1.00
Waste Water Business Manager 27 1.00 1.00 1.00
W.W. Plant Maintenance Coordinator 27 1.00 1.00 1.00
Water Reclamation Facility Process Control Analyst 27 1.00 1.00 1.00
Office Manager 27 0.00 0.00 1.00 1 Changed from Office Facilitator II Non Union (19)
Water Reclamation Safety Specialist 26 1.00 1.00 1.00
WRF Operations Supervisor 26 0.00 4.00 4.00
Water Reclamation Facility Lead Operator 26 6.00 0.00 0.00
Fats, Oils & Grease Program Supervisor 26 1.00 1.00 1.00
Program Support Coordinator 26 0.00 0.00 1.00 1 Changed from Water Reclamation Planner Scheduler (23)
Instrumentation and Controls Technician II-IV 25-28 2.00 3.00 3.00
Senior Laboratory Chemist 26 1.00 1.00 1.00
Senior Pretreatment Inspect/Permit Writer 25 2.00 2.00 2.00
Lab Chemist 24 2.00 2.00 2.00
Water Reclamation Planner Scheduler 23 1.00 1.00 0.00 1 Changed to Program Support Coordinator (26)
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
285
DEPARTMENT OF PUBLIC UTILITIES (Continued)
Water Reclamation Facility Operator IV 23 0.00 4.00 4.00
Pretreatment Inspect/Permit Writer 23 4.00 4.00 4.00
Pretreatment Sr Sampler Inspect 19 2.00 2.00 2.00
Office Facilitator II Non Union 19 1.00 1.00 0.00 1 Changed to Office Manager (27)
Senior Warehouse Operator 15 2.00 2.00 2.00
Sr Utilities Representative- Office /Technical 15 2.00 2.00 2.00
Maintenance Electrician IV 22 2.00 2.00 2.00
HVAC Technician II 21 1.00 1.00 1.00
Waste Water Plant Maint. Operator IV 21 8.00 8.00 8.00
Water Reclamation Facility Operator III 21 19.00 17.00 17.00
Painter II 20 1.00 0.00 0.00
Waste Water Preventative Maint Worker 19 1.00 1.00 1.00
Water Reclamation Plant Total 69.00 69.00 69.00
Finance
Finance Administrator 39 1.00 1.00 1.00
Financial Manager III 35 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 3.00 2 Changed from Account IV (29)
Customer Service Manager Public Utilities 29 1.00 1.00 1.00
Accountant IV 29 3.00 3.00 1.00 2 Changed to Financial Analyst IV (32)
Financial Analyst III 29 1.00 1.00 3.00 2 Changed from Accountant III (27)
Water Metering Technologies Manager 27 1.00 1.00 1.00
Accountant III 27 2.00 2.00 1.00 2 Changed to Financial Analyst III (29), 1 New position
Water Metering Technologies Supervisor 25 1.00 1.00 1.00
Billing Office Supervisor 25 1.00 1.00 1.00
Customer Services Supervisor 23 1.00 1.00 1.00
Customer Service Accts/Coll Invent 18 6.00 6.00 6.00
Sr. Utilities Rep. - Generalist 15 9.00 9.00 9.00
Sr. Utilities Rep. - Customer Service 15 7.00 7.00 7.00
Advanced Metering Infrastructure Tech II 19 6.00 7.00 7.00
Water Meter Reader III 18 1.00 2.00 2.00
Water Meter Reader II 14 7.00 5.00 5.00
Finance Total 50.00 50.00 51.00
Water Quality & Treatment
Water Quality & Treatment Administrator 37 1.00 1.00 1.00
Water Treatment Systems Manager 33 1.00 1.00 1.00 Title Changed from Water Treatment Plant Manager (33)
Water Treatment Systems Assistant Manager 31 0.00 0.00 1.00 Changed from Water Treatment Plant Assistant Manager (30)
L&C Cross Connection Control Manager 30 0.00 1.00 1.00
Regulatory Program Manager 30 1.00 1.00 1.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
286
DEPARTMENT OF PUBLIC UTILITIES (Continued)
Watershed Program Manager 30 1.00 1.00 1.00
Storm Water Quality Program Manager 30 1.00 1.00 1.00
Water Treatment Plant Assistant Manager 30 1.00 1.00 0.00 1 Changed to Water Treatment Systems Assistant Manager (31)
Lead and Copper Supervisor 27 0.00 1.00 1.00
Project Manager 27 0.00 1.00 0.00 Changed to Watershed Special Projects Coordinator (26)
WTP Facility Manager/Supervisor 27 0.00 3.00 3.00
Watershed Operations Supervisor 27 1.00 1.00 1.00
Storm Water Compliance Specialist 25 1.00 1.00 1.00 Grade changed from 25 to 27
Cross Connection Control Manager 26 1.00 0.00 0.00
Water Treatment Plant Lead Oper 26 3.00 0.00 0.00
Watershed Special Projects Coordinator 26 0.00 0.00 1.00 1 Changed from Project Manager (27)
Storm Water Quality Coordinator 23 3.00 3.00 3.00
Cross Connections Control Coord 23 1.00 1.00 1.00
Storm Water Technician II Union 22 0.00 2.00 2.00
Lead and Copper Technician 21 0.00 0.00 2.00 2 New positions
Storm Water Technician Union 21 2.00 0.00 0.00
Cross Connections Control Inspector 21 1.00 1.00 1.00
Quality Assur Sr Samp Cl Water 17 2.00 2.00 2.00
Lead Watershed Ranger 21 2.00 4.00 4.00
Watershed Ranger 19 5.00 4.00 4.00
Water Plant Operator II 21 25.00 25.00 25.00
Water Quality & Treatment Admin Total 53.00 56.00 58.00
Water Resources
Water Resources Manager 33 1.00 1.00 1.00
Department Special Projects Manager 30 0.00 0.00 0.00
Utilities Water Rights, Contracts and Property Manager 30 1.00 1.00 1.00
PU Sustainability Manager 29 1.00 1.00 1.00
Sustainability Program Manager 28 0.00 0.00 0.00
Water Conservation Program Manager 30 1.00 1.00 1.00
Water Resources Eng/Scientist 27 2.00 2.00 1.00 1 Changed to Hydrologist (27)
Hydrologist I 27 0.00 0.00 1.00 1 Changed from Water Resources Eng/Scientist (27)
Water Rights & Property Agent 26 1.00 1.00 1.00
Property & Water Contracts Asst 20 1.00 1.00 1.00
Hydrology Specialist Union 23 1.00 1.00 1.00
Conservation Technician 23 0.00 1.00 1.00
PU Records Prog Specialist 23 1.00 1.00 1.00
Water Rights Assistant 16 0.00 0.00 0.00
Water Resources Total 10.00 11.00 11.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
287
DEPARTMENT OF PUBLIC UTILITIES (Continued)
Engineering
Chief Engineer - Public Utilities 37 1.00 1.00 1.00
Engineer III-VII 29-36 16.00 23.00 23.00
Sr Water Treatment Engineer 35 1.00 1.00 1.00
Project Control Specialist 31 1.00 1.00 1.00
Engineering Construction Program/Projects Manager 29 1.00 1.00 1.00
Engineer II 27 0.00 0.00 0.00
Engineering Tech II - VI 19-27 0.00 17.00 19.00 2 New positions [Engineering Tech V (24)]
Engineering Tech IV- VI 23-27 9.00 0.00 0.00
Engineering Tech III-V 21-24 5.00 0.00 0.00
Eng Contracts Coord Public Util 22 1.00 2.00 2.00
Engineering Tech III 21 2.00 0.00 0.00
Engineering Tech II 19 2.00 0.00 0.00
Document Controls Specialist 18 1.00 0.00 0.00
Administrative Secretary 18 0.00 1.00 1.00
Engineering Tech I 17 1.00 0.00 0.00
Contracts Process Coordinator 17 0.00 1.00 1.00
Contracts Technician 15 1.00 0.00 0.00
Engineering Total 42.00 48.00 50.00
Street Lighting
Engineer V 33 1.00 1.00 1.00
Engineering Tech IV 23 1.00 0.00 0.00
Engineering Tech III 21 0.00 1.00 1.00
Engineering Tech I 17 0.00 0.00 0.00
Street Lighting Total 2.00 2.00 2.00
PUBLIC UTILITIES DEPT TOTAL 435.00 452.00 459.00
Water Utility Fund 276.65 283.16 288.16
Sewer Utility Fund 122.01 126.55 127.65
Storm Water Utility Fund 34.82 39.57 40.47
Street Lighting Fund 1.52 2.72 2.72
DEPARTMENT OF SUSTAINABILITY
Waste & Recycling Division Refuse Fund
Waste & Recycling Div Director 35 1.00 1.00 1.00
Financial Manager I 33 1.00 1.00 1.00
Waste & Recycling Operations Manager 31 1.00 1.00 1.00
Maintenance Program Manager 28 0.00 0.00 0.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
288
DEPARTMENT OF SUSTAINABILITY (Continued)
Special Projects Analyst and Safety Coordinator 28 1.00 1.00 1.00
W&R Operations Supervisor 27 0.00 2.00 2.00
Maintenance Supervisor 25 2.00 0.00 0.00
W & R Permit Coordinator 19 1.00 1.00 1.00
W & R Education & Permits Lead 20 1.00 0.00 0.00
WR Program Lead 20 0.00 2.00 2.00
Waste & Recycling Equip Op II 18 28.00 29.00 29.00
Senior Equipment Operator 19 4.00 4.00 4.00
Lead Equipment Operator 20 4.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 1.00
W & R Education Specialist I-II 16-19 0.00 0.00 5.00 5 Changed from W & R Education Specialist (15)
Office Tech II 15 4.00 3.00 3.00
W & R Education Specialist 15 5.00 5.00 0.00 5 Changed to W & R Educations Specialist I-II (16-19)
Container Maintenance Worker 14 2.00 2.00 2.00
Waste & Recycling Total 56.00 56.00 56.00
Environ & Energy Division Refuse Fund
Sustainability Envir Director 41 1.00 1.00 1.00
Sustainability Deputy Director 37 1.00 1.00 1.00
Sr Energy Climate Program Mgr 35 1.00 1.00 1.00
Sustainability Program Manager 29 1.00 3.00 3.00
Sustainability Community Manager 28 1.00 0.00 0.00
Sustainable Business Prog Coor 24 1.00 0.00 0.00
Special Projects Assistant 21 0.00 1.00 1.00
Office Facilitator II 19 1.00 0.00 0.00
Environ & Energy Division Refuse Fund 7.00 7.00 7.00
SUSTAINABILITY DEPARTMENT (Refuse Fund) TOTAL 63.00 63.00 63.00
Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
289
This page has been intentionally left blank
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 STAFFING DOCUMENT
290
This page intentionally left blank
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
293
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
294
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
295
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
296
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
297
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
298
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
299
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
300
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
301
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
302
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
303
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
304
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
305
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
306
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
307
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
308
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
309
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
310
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
311
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX A: LIBRARY
312
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX B: INSURANCE PREMIUMS
313
MAYOR'S RECOMMENDED
BUDGET
Fiscal Year 2022-23 APPENDIX B: INSURANCE PREMIUMS
314
SALT LAKE CITY
PROGRAM
BUDGETING
Start with Why:There are huge societal problems that need to be addressed (think homelessness, equity,
climate action, safer communities, healthy people, thriving local economies).
Why Government?For so many of these challenges, it's really up to government, and often local
government, to take action and try to orchestrate solutions. Take homelessness, if local government doesn't attempt
solutions, it's not like there are a bunch of eager private sector companies dying to get into the homelessness
business. Therefore, if local governments don't at least attempt to tackle these problems, the likelihood grows that
they'll go unaddressed -that is unacceptable to the founders of ResourceX. On top of this, pretty much everywhere
there are people, there are local governments created to serve them -so in terms of massive impact, if we can help
local governments, we stand the greatest chance to help the most amount of people.
What does government need to attempt to solve these problems?Resources! (truth
is we need a lot of things, like cultures of innovation, evolved business models, great leaders at all levels of the
organization, and more...). But if there's one common tie that binds all local governments, it's the need for the
resources to fund solutions (either solving these problems directly, or funding partners to orchestrate solutions).
So what's the problem?The problem is most governments don't feel like they have enough to "keep the
lights on" and do the basics, let alone channel resources toward these future focused ambitions like climate change.
The problem is local governments may not pursue grand solutions to society level problems because they don't feel
they have the resources to adequately go after them...
Hence the purpose of ResourceX:we have consistently demonstrated that resources can be made
readily available. That's our piece of the puzzle -creating readily available resources (so that local government
doesn't succumb to the excuse of resource scarcity).
How will we succeed?Through Priority Based Budgeting, communities are able to consistently identify
opportunities at the program level for massive resource reallocation, and entrepreneurial revenue generation.
Among our top practitioners of PBB are those who reallocate 10% or more of their budgets to free up resources to
fund the results of tomorrow. We enable change agents to tackle their community's most ambitious goals,
unencumbered by resource scarcity. That's why we're here.
Thesis of
Programs are the Vehicle for Change
Why?
As The Leader in 21st Century Budgeting,
We're Doing Budgeting Differently
The company: ResourceX has supported > 300 organizations across North America
create frameworks for better decision-making and recenter budgets to achieve outcomes.
The solution: Fund programs and services rather than line items, and evaluate each against priorities.
Here’s the challenge with traditional, line-item budgeting..
(line-item budget requests are ”all or nothing”)
+ $5,000
+ $25,000
-$1,000
+ $29,000
While easy on the departments, it’s unclear what
outcomes are being impacted
What if you doubled this spending –would it improve
our ability to achieve our results?
What if we reduced this line item, what impact would
it have on our results?
Is this increase associated with a mandate, is there a
partner who we could share the costs with, is there
an increase in demand driving this, etc etc?
Will it (the increase in professional services)
improve our ability to achieve our results?
City & County of Denver, ColoradoBudgeting for
Equity
Perceived Disconnect
Clear Definition
of Equity Objective
Unclear How Budget
Supported Equity Objective
Key to Solution: Train Staff how to Recenter Budget and
Equity Recommendations at Program Level (not line-item)
More intuitive to identify
initiatives to increase equity
at the program/service
level
Goal: Better budget recommendations, truly aligned with Equity objective
Path to Action: 1.) define programs and costs, 2.) program insights for equity
Skills and Capacity: create better budget proposals and fund them
PROGRAM INVENTORY
Big Picture:
Data is the Foundation for Insights and
Action
COSTING
SCORING
DATA CREATION INSIGHTS AND ACTION
DATA INSIGHT ACTION
Create Data:
•Program Inventory
•Program Costs
•Program Scores
•Program Performance
Metrics
•...and more
Identify Opportunity:
•Program Future / Fate
•Increase Service Levels
•Repurpose Resources
•Efficiency,
Sourcing, Service
Levels
•Generate Revenue
Take Action:
•Budget and approve of
new program launches
•Budget for reallocation of
resources
•Budget for revenue
generation
•Execution
Program Inventory
Line-item (resource) data
Basic Program Attributes
Impact on Outcomes
Program’s Future Direction
Program/Service
Business Intelligence
•Imperative data to answer:
o What programs need more
resources?
o What programs can we do less
of?
o What programs can we change
how we deliver?
o Where can we partner?
•Programs are a vehicle for analyzing,
communicating change, and a platform
for insight and action
Line-item
Business Intelligence
•Good for informing broad decisions
that impact cost types (personnel,
capital, training, etc)
•Especially useful for decisions of
non-personnel nature (defer capital,
suspend travel, reduce fuel and
supplies)
•Lacks connection to impacts on
services, service-levels, and
outcomes
Building Business Intelligence
(Layering Data)
Salt Lake
City Insights
Purchasing
Deputy Director
◦$126,380 for 10 months
◦$8,000 in one-time costs
◦Increasing demand on contracts and purchase orders
◦Position will allow the Purchasing division to better meet demand in a timely manner
◦Contract requests and contract spending are trending upward
◦Transitioning to a new Contract Development Software
Program Insight #1 -1.0 FTE SVU Victim Advocate
Victim Advocate Program
INSIGHT DESCRIPTION INSIGHT BUDGET IMPACT
1.0 FTE SVU Victim Advocate Fund a victim advocate position that is currently awarded through a federal
OVC grant and that ends in August 2022.
Complexity Timeline On Going Exp One Time Exp On Going Rev One Time Rev
Low Short Term $83,801 $3,000 (IMS)
20
City of Pittsburgh PA: Institutionalize Equity Lens
(and Climate) into Budget Development Process
Program Alignment with Results
The City of Salt Lake City
Program Budgeting
Next Steps:
May –December 2022
•Migrate to next generation ResourceX Program Budgeting platform (includes Budgeter module)
•Expand Program Budgeting to 6 -8 additional departments
•Perform Insights with new departments
•Pilot Budgeter module
•Fully apply Program Budgeting across the organization for FY23-24 budget cycle
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 BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: Jennifer Bruno, Lehua Weaver, Ben Luedtke
Allison Rowland, Sylvia Richards
Sam Owen
DATE: May 10, 2022
RE: Fiscal Year 2022-23 Budget Overview
The FY 2023 budget proposed by the Administration reflects the continued projections for a growing local
economy, and increase in City population, increased use of City services. It continues to emphasize the long-
term goal of aligning necessary service level increases in response to growth with on-going revenue sources. At
the same time, it takes advantage of immediate one-time opportunities presented by the American Rescue Plan
Act (ARPA), and the City’s healthy rainy-day fund (a.k.a. “Fund Balance”).
Budget-setting is one of the City Council’s most important functions. The Council’s role in this process is to
review the Mayor’s recommended budget, consider broader policy goals and implications of the funding
strategies, receive and consider public comment on the Mayor’s recommendation, and determine whether to
make changes before adopting a final budget. In this budgeting and legislative oversight role, the Council
considers the following factors, among others:
opportunities to address previously discussed policy goals or priorities identified by elected officials and
the public,
the impact these budget proposals may have on residents and businesses in the City,
the extent to which the proposed budget addresses City/Department needs and service levels,
the impacts decisions made this year would have on budgets for future years,
the extent to which the City’s budget furthers the overarching commitment to social equity,
potential unintended consequences that may result from budget and policy decisions,
how these decisions align with the traditional role of City government to ensure an efficient use of
taxpayer dollars.
The proposed budget includes several policy choices to balance that could be viewed through alternative policy
lenses. The Council may choose to focus some discussion on these policy areas, and more detail on these choices
can be found later in this report and in future budget staff reports on individual departments:
Revenue Increases paid for by residents & businesses – when factored in with the Library’s
proposal of a $2.8 million tax increase, the Administration has estimated that the proposals in the
budget will result in an estimated $130 per year increase for a median priced home or $442 per year for
a commercial property valued at $1 million (see page 19 for a breakdown of the City’s portion of property
taxes). Additional costs would be imposed through other city fees like utilities. It should be noted that a
Project Timeline:
Briefing: May 10, 2022
Budget Hearings: May 17, June 7
Potential Action: June 14 (TBD)
Page | 2
General Bond is a separate item, and only impacts property taxes if approved by voters in fall (and if
approved it would not show on taxes until FY 24 at the earliest).
Growing Structural Deficit – The proposed budget uses one-time money to pay for on-going needs,
although it moves the City toward aligning ongoing revenues with ongoing needs in the future by
implementing smaller property tax and fee increases over multiple years rather than larger increases in
a single year. In addition to using one-time revenue like ARPA and fund balance, this includes using
one-time grant dollars to fund positions and programs that are likely to continue beyond grant funding
availability. This approach will mean that balancing the budget in future years, when the ongoing needs
are still there but the one-time revenue is not, will be more challenging. This concept is sometimes
referred to as a “structural deficit.” See page 15 for more on the concept of a structural deficit. The City
is fortunate to have enough fund balance and significant federal grant money to use in this way. In years
where revenue and expenses are not impacted by a severe economic downturn, policy makers do their
best to avoid paying for on-going needs with one-time funding. The Administration indicates that in
their budget deliberations, they looked at a three-year projection with the goal of aligning ongoing needs
with ongoing revenues by year three (would be FY2025).
Employee Costs – The proposed budget includes a cost of living increase for current employees
(including represented employees) and adds 110.6 employees in the general fund compared to last year’s
base budget (including 4 proposed to be funded with American Rescue Plan Grant dollars, and 46
positions added mid-year through budget amendments), 7 in Public Utilities, and 8 in Information
Management Services (IMS). These would be considered ongoing expenses in the context of the point
above.
Maintaining Healthy Fund Balance – The proposed budget leaves fund balance at 16.5%. Note that
current City policy calls for a 13% fund balance minimum target, and bond rating agencies have
recommended at least a minimum 10% fund balance level.
Funding Our Future Categories – The proposed budget adds a category of Parks Maintenance
because of increased revenues over previous years, shifts some “Funding our Future” sales tax revenue
towards items previously funded by the general fund, and shifts funds among categories. The Council
may wish to talk about how to engage with the community on the use of the funds, and adding park
maintenance to the original four “need areas” that the funding has historically been used for. The 4 focus
areas (not legally binding) have been housing, street infrastructure (sidewalk-to-sidewalk), public safety
(911, fire, police, and related), and transit. The Mayor’s proposed budget accounts for every adjustment
proposed, in keeping with the original commitment to transparency.
Two bonds – The Mayor’s proposal includes two bonds: A Sales Tax bond of $63.5 million (to be
issued by the Council), and a General Obligation or GO Bond (to be considered by the voters) of $80
million. The Sales Tax bond provides an avenue to make critical infrastructure upgrades and repairs to
historic spaces while the GO Bond focuses on implementing parts of the Reimagine Nature Master Plan,
bringing new infrastructure, new parks and trails and amenities to neighborhoods. See page 9 for more
detail on this proposal. The total amount of bonds issued in both cases can be adjusted by the Council.
Policy Balancing
The Proposed budget...
Uses a significant amount of one-
time money to fund on-going
needs and expansion of staffing
and programs.
The City was in the fortunate
position to have fund balance and
federal grants to use in this way.
This approach adds to the structural
deficit in future budget years,
although it is partially offset by the
proposed property tax increases.
Increases taxes and fees to keep
up with the costs of providing
services to a growing City.
Previously residents and businesses
have expressed an interest in having
small increases each year, rather
than large increases every few years.
Residents and businesses are also
experiencing inflation, and some
may find it difficult to afford to stay
in the City.
Page | 3
Keeps fund balance at 16.5%,
which exceeds City policy of 13%
fund balance minimum target,
and bond rating
recommendation of at least a
minimum 10% fund balance
level.
Using fund balance funds helps
offset what might have been a larger
tax increase otherwise.
To the extent fund balance is used
for ongoing needs, this could add to
a structural deficit in future years.
Adds over 110.6 FTEs between
general fund and grant dollars
(45 were added via mid-year budget
amendments)
The City was in the fortunate
position to have fund balance and
federal grants to use in this way.
The Council may wish to discuss
whether the pandemic recovery
demands and potential future City
needs align with where new
employees are proposed?
Adjusts all General Fund fees
commensurate with the October
2021 Western Region Consumer
Price Index (CPI) – 4.6%
Generates just under $1.2 million in
ongoing revenue
The Council could discuss changing
the ordinance given current
economic conditions, since higher
fees would add to inflation burdens
on businesses. Reducing fee
increases would require the general
taxpayers to absorb inflationary
costs in this area.
Projects sales tax at a level that
matches actual revenues received
in FY 2022 YTD, which is a
conservative approach given
double digit increases over the
previous year.
Preserves and enhances core city
services and functions with an
approach that is in line with
economic forecasting from the state.
If the economic rebound is not
sustained, then program/staffing
expansions could need to be re-
evaluated. Sales tax is the most
volatile of the City’s major revenues
sources. This budget further relies
upon sales tax as the largest revenue
source for the General Fund.
Funding our Future revenues are
projected to increase by $8.7
million for a total of $47 million,
and the proposed budget adds a
category of Parks Maintenance,
anticipating additional parks
infrastructure that will need to be
maintained in addition to
catching up on existing
maintenance needs in parks.
Consistent with the City’s
transparency goals, the
Administration has provided a line-
by-line detail of each program
(included as an attachment to the
overview staff report).
The Council may wish to review the
distribution among the now-five
categories to confirm they align with
the Council’s priorities.
Includes two major Bond
proposals to invest in City
infrastructure/facilities and add
to the City’s parks portfolio
The City’s interest rate is low
because of favorable bond ratings,
and it has capacity to issue this debt.
This will allow the City to invest in
projects that have been delayed for
years due to lack of funds.
Interest rates are increasing as are
construction costs, and it is
unknown whether all these projects
can be completed for the costs
estimated, or if the City has staff
capacity to deliver them all within
time limits set by the bond.
Increases ongoing funding for
the Police Department and
implements several
recommendations from the
Council’s operational audit and
the Racial Equity in Policing
Commission.
This will allow the Police
Department to implement a civilian
response team as well as increasing
resources for victim advocate and
youth support. All new FTEs added
are civilians and moves the City
further towards its goal of
diversifying the City’s response to
emergencies, especially mental
health.
It increases the total police budget
to over $100 million, representing
the largest department budget in the
city aside from “Non-
Departmental”.
ISSUE AT-A-GLANCE
Page | 4
In the Mayor’s budget presentation, she stated that the budget was built with the following policy goals:
Harnessing growth
Leading in environmental stewardship
Creating inclusive, safe and equitable communities
Supporting City employees
The overall FY 23 City budget of $1.5 billion represents a 14.4% decrease from FY 22, largely due to capital
project completions in the Airport Fund. Most other funds are increasing in total amount over FY 22, due largely
to sales tax increases, property tax increases and fee increases.
Public Utilities Funds
(Water, Sewer,
Stormwater, Lighting)
27%
General Fund
27%
Airport Fund
24%
Internal Service Funds
(Fleet, IMS, Insurance &
Risk)
7%
RDA
4%
Housing Loans & Trust
2%
Golf
1%
Captial Improvement
Funds
2%
All other Funds (CDBG,
Transportation, E-911,
Special Service Districts)
6%
The FY 23 General Fund budget represents a$56.4 million (15.36%) increase from FY 22, growing from $367.6
million to $424 million. Approximately $25.1 million (6%) is one-time from fund balance, and $21.4 million is
one-time from federal grants. This year represents the fourth year that sales tax revenues exceed property tax
revenues as a proportion of the City budget. It’s important to note that sales tax is the most volatile of the City’s
major revenue streams and the General Fund budget is more reliant upon sales tax than in prior years.
Page | 5
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%FY 2006FY 2007FY 2008FY 2009FY 2010FY 2011FY 2012FY 2013FY 2014FY 2015FY 2016*FY 2017FY 2018FY 2019FY 2020FY 2021FY 2022 Adopted**FY 2023 Proposed**General Fund Revenue % Change from Previous Year
*FY 2016 – state law changed to require RDA revenue “pass through” the general fund and therefore was not an increase
in new revenue for General Fund purposes.
**FY 2022 & FY 23 budget include use of one-time revenues (Federal Grants and Fund Balance) that may not be available
in future years.
The Council will receive in-depth briefings on departments with significant proposed changes over the next few
weeks (see Attachment 1 for a schedule of department budget briefings), as well as hold two public hearings
(May 17th, and June 7th), to get the public’s input on the Mayor’s Recommended Budget. The purpose of this staff
report is to provide a general orientation as it relates to various Council priorities and potential public interest. It
is a starting point for future discussions and to identify potential follow-up questions that can inform the
Council’s final decisions.
Note: The Mayor’s budget proposal for the Salt Lake City Redevelopment Agency (RDA) will be addressed in a
separate staff report and is scheduled for discussion during a special RDA meeting on May 17th, with follow-up
discussions as needed. The RDA Budget will also have public hearings on May 17th and June 7th.
Note on budget terminology: This proposed budget is sometimes referred to as the Fiscal Year (FY) 2023
budget, meaning the budget that ends on June 30, 2023. The budget that we are in as of the date of this staff
report is the FY 2022 budget, meaning the budget that starts on July 1, 2021 and ends on June 30, 2022.
The following chart depicts how the General Fund receives revenue:
Page | 6
Property Taxes
25%
Payment in Lieu of Taxes
0%
Sales and Use Taxes
35%
Franchse
Taxes
3%
Intergovernmental
1%
Charges for services
1%
Interfund
transfers in
6%
Other Revenue
19%
Use of Fund Balance
6%
RDA Pass through
4%
The following chart depicts how expenses are divided among City departments for the FY 2023 Mayor’s
Recommended Budget:
Page | 7
Economic
Development
1%
HR
1%
Mayor
2%Council
1%
Justice
Court
1%
Attorney
2%Finance
3%911 Communication
Bureau
3%
Public Lands
6%
Community and
Neighborhoods
7%
Public Services
9%
Fire
11%
Police
24%
Non-Departmental
29%
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
Economic
Develop
ment
HR Mayor Council Justice
Court
Attorney Finance 911
Communi
cation
Bureau
Public
Lands
Communi
ty and
Neighbor
hoods
Public
Services
Fire Police Non-
Departm
ental
FY 2020 Adopted $2,185,42 $2,800,54 $3,760,98 $4,403,61 $4,667,12 $7,117,83 $8,253,52 $8,271,45 $25,130,0 $46,548,2 $42,552,5 $82,235,7 $92,496,8
FY 2021 Adopted $2,388,56 $2,629,00 $3,883,06 $4,226,07 $4,726,86 $7,123,63 $8,387,67 $8,260,57 $-$24,318,5 $46,655,2 $42,737,5 $79,097,3 $91,695,8
FY 2022 Adopted $2,714,91 $3,267,66 $4,761,78 $4,551,15 $4,850,90 $8,029,30 $8,767,75 $9,016,38 $18,751,8 $24,003,8 $34,341,9 $45,587,4 $83,370,5 $115,566,
FY 2023 Proposed $3,731,75 $4,259,40 $6,687,98 $5,433,37 $5,204,99 $9,074,13 $10,829,9 $10,873,9 $24,241,7 $28,837,8 $39,490,5 $48,597,0 $103,944,$122,899,
4 Year Department Budget Comparison
The following are highlights of the Mayor’s recommended budget (not inclusive of every change):
Revenue Changes due to economic conditions
o Sales tax revenue is proposed to increase by about $24 million (Funding our Future
represents $8.8 million of this increase). This represents about a 9% increase year over year
from the adopted FY 22 budget. This brings sales tax levels to the actual revenues received in
FY 22. While this is aggressive growth compared to previous years, the Administration is basing
the forecast on recent actual receipts. However, they are continuing to monitor economic data
and actual sales tax receipts. Note: sales tax receipts represent a two-month delay from actual
spending. For example, actual sales tax received in April represents actual spending in
Page | 8
February. Historically, while this line item has represented the largest year-over-year growth
percentage, it has also been the most volatile line item in the City budget, and in the recession
of 2009 the City saw significant budget shortfalls.
o The Administration is also proposing to recognize $364,464 in new growth property tax
revenue, which is the same amount as was received last year. In previous years the
Administration had estimated new growth based on building permits and certificates of
occupancy, but last budget year the final number did not comport with that data by nearly $1
million. Staff will work with the Tax Commission through the budget process to identify if there
is an error in the formula or our understanding of how it is implemented. Staff cannot confirm
that figure from the tax commission until early June (per state law it’s due by June 8), and it
cannot appeal the final figures from the State. Given this uncertainty, the Mayor’s
recommended budget figure for this item represents a cautious budgeting approach.
If the number is lower than what is in the Mayor’s recommended budget, the Council
would either need to re-balance the budget with the lower number (cutting expenses) or
increase property taxes to meet the proposed expenses. If the number is higher than
what is in the Mayor’s recommended budget, the Council could add expenditures to the
budget or adjust one of the other line items (like decreasing the proposed property tax
increase for example)
Staff note: Actual new growth since FY 2010 has varied from negative $90,000 to a
high of $3 million in FY 2010. The new growth formula changed in the 2016 legislative
session, and as such new growth has been significantly easier to predict. (See chart on
page 21 for a history of actual new growth revenue received)
Recognizing this revenue in the budget does not constitute a property tax increase, as
it is paid by new buildings, and therefore does not require a Truth in Taxation hearing
per state law.
o Building permit revenue is projected to increase by $6.4 million over last year. This sector
has maintained a healthy pace despite economic conditions like interest rates and inflation. It’s
unclear if this trend will continue this pace into future years, and in the past this budget line
item has also been volatile.
o Licenses revenue is projected to increase by $2.8 million, largely due to the Airport parking
fee and the transient room tax, as both the travel and hospitality sectors are rebounding.
o Fines and forfeitures are projected to increase by $290,729 due to rebounding justice court
operations and more parking tickets issued with more activity in the City. (Staff note: this line
item is still not at pre-pandemic levels).
o Interest income is projected to increase by $800,000 due to rising interest rates set at the
federal level. This is revenue that is received from the City investing cash balances.
o Franchise Taxes are expected to decrease by $445,001. These taxes are capped by state law.
Items contributing to this budget are taxes collected on utilities, phone lines and gas bills. The
Administration will be discussing state legislative options to address continuing decline in this
line item.
Revenue from Policy Choices and/or New proposals
o Property Tax Increases – as noted above the Administration is proposing several items that
will impact property tax bills of residents and businesses. In total, when also factoring in the
proposed Library tax increase, this would increase tax bills by $130/year on an average
residential property and $442 per year on a $1 million commercial property. By including these
approaches in the budget, it triggers the need for a truth in taxation hearing, which will be
scheduled in August, and the figures listed above will be advertised as required by state law.
4.9% increase for general City operations, which generates $4.4 million in
ongoing revenue
$4 million from restoring a ongoing revenue source for Governmental Immunity,
which is essentially legal coverage for the City. State law allows the City to levy an
independent property tax line item to fund the City’s legal coverage. Since the early
Page | 9
1980s the City has elected to fund this year by year from the General Fund. However,
because of the swings in amounts needed each year, the Administration is proposing to
fund it from dedicated property taxes to provide a more stable source of revenue, and
potentially build up a reserve to offset fluctuations in future years. This approach saves
$2.7 million in the General fund.
Property tax stabilization – The Administration is proposing to adjust the City’s
property tax budget upward to match the actual property tax revenues received in the
previous fiscal year. The City has also taken this approach in FY 2009, FY 2010, FY
2016, FY 2018 and FY 2020-22. If property tax revenues come in higher than budgeted
for a given fiscal year, that money will in effect become “one-time” money, unless the
City undergoes a truth in taxation hearing to raise its official property tax budget by that
same amount. Raising the official property tax budget guarantees this additional
property tax revenue as ongoing in future years. In FY 2022 (the current year), the City
received approximately $2 million more in personal property tax revenue above what
was set as the property tax budget. If the economy continues to grow, only the new
growth will be paying for this additional revenue. However, if the economy experiences
a downturn, the “revenue budget watermark” will have been set, and according to truth
in taxation law, overall City taxpayers would see an increase to make up for the
downturn. Council Staff can schedule additional discussions on this if Council
Members are interested.
o City General Fund fees will bring in an additional $1.2 million due to an inflationary
Consumer Price Index (CPI) adjustment in all fees charged by the City (set by the Council in
ordinance in 2014). For FY 2023 the western U.S. region CPI used (set in October 2021) is 4.6%.
In FY22 the amount was 2.35%. If the Council wanted a more updated CPI from this spring it
would likely be higher than 4.6%. These fees and permits will always have to be cost-justified,
and the City undergoes a study regularly to confirm that the City is not charging more in fees
than it costs to provide the associated service. Adjusting these fees yearly allows the City to keep
pace with the cost of doing business in small amounts each year, rather than one-time
considerations of larger fee increases. The Council could consider changing this ordinance given
the unique economic circumstances for businesses and individuals at this time, as these fees are
paid by businesses.
o One-time Revenue
Federal American Rescue Plan Act (ARPA) – Revenue loss replacement -
$19,890,111 (compared to $11 million in FY 21. The last installment will be $14.6m in
FY 24). See chart on page 17 for a detailed accounting of usage of ARPA dollars for last
year and this year (Staff note: Because this revenue replacement is used to inherently
balance the budget, once these funds expire in FY 2025, other ongoing revenue sources
or budget cuts will need to be identified.)
Use of General Fund Balance - $25.1 million – If adopted as proposed, the budget
would still leave the City with just under 16.5% fund balance (approximately $14.8m
above the 13% threshold). Note: The Administration is proposing to recapture the $2.3
million and the $2 million holding accounts that had been set aside for implementing
some of the Council’s operational audit of the Police Department and Racial Equity in
Policing commission’s recommendations. Many of those recommendations are being
implemented in this proposed budget (see section on Council priorities for more
detail). If the FY2023 annual budget is approved as proposed, then the two holding
accounts would have $1.7 million and $842,000 remaining for future use.
o Judgement Levy – the proposed budget includes a judgement levy of $450,499. A judgement
levy is a one-time, one-year property tax increase to pay the City back for prior year judgements
which result in budget shortfalls. The City will not know the final amount of the judgment levy
until June 8th, when we receive official figures from the State Tax Commission and County
Page | 10
Auditor. At that point the Council can decide whether to add it into the budget. The amount
cannot exceed the amount authorized by the County.
The Administration is proposing two different bonds to fund needed projects – A Sales Tax
bond of $63.5 million (issued by the Council), and a GO Bond of $80 million (considered by the voters)
The revenue bond provides an avenue to make upgrades and repairs to these historic spaces while the
GO Bond focuses on bringing new infrastructure, new parks and trails and amenities to neighborhoods.
GO Bonds are paid for by an increase in property taxes that is set to cover the debt service on the bond.
The GO Bond, if approved, would not be issued until FY 24, so property owners would not see an
increase until that year. For the GO Bond to be included on this fall’s ballot, the Council must vote to put
it on the ballot by August 2022. The Administration estimates that the bond would require a $31.43 per
year increase on a median home. The recommended budget includes a $4.4 million debt service
placeholder (this could be adjusted based on the projects included in the sales take bond and when it is
actually issued). The following chart lists the projects and placeholder amounts for each bond:
Bond Proposals
Sales Tax Bond $Notes
City Cemetery Road Repairs / Reconstruction $11,200,000 Total road repairs and reconstruction estimated at $12.5 million (2020
Cemetery Master Plan)
Pioneer Park Improvements $10,000,000
In FY20 CIP, the Council approved $3.445 million of parks impact fees
for Pioneer Park improvements. Public engagement is currently
ongoing for selecting amenities and locations
600 North Corridor Transformation $9,753,000 In FY22 CIP, the Council approved over $1.8 million for this project
Radio Towers $7,500,000
Part of a larger radio infrastructure upgrade project with a total
estimated cost of $20 million. The FY23 annual budget proposal also
includes $3.7 million for new radios
Central Plant Electrical Transformer Upgrade &
Emergency Backup Generators $6,100,000 Required by Rocky Mountain Power by 2024 (estimate based on 70%
constreuction docs)
Westside Railroad Quiet Zones $6,100,000 Three at grade crossings would be improved to create a single quiet
zone in residential neighborhood (Cost estmate reviewed in fall 2021)
Warm Spring Historic Plunge Structure
Stabilization $6,000,000 Structure stabilization including security and fire suppression systems.
Not necessarily ready for an operator.
Smith's Ballpark Improvements $3,000,000
Total deferred maintenance and improvements identified by the
Facilities condition index (industry best practice) is estimated at over
$12.7 million. This does not factor in recently identified improvements
requested by minor league ballparks
Urban Wood Reutilization Equipment and
Storage Additions $2,000,000 New program would also require one or two new full-time City
employees
Fisher Mansion Stabilization $1,800,000
This funding is for structure stabilization, not necessarily for public or
private uses. In FY20 CIP, the Council funded almost $1.4 million for
restoration of the Carriage House, and in FY21 another $504,732 for
construction overages
S ales Tax Bond Total $63,453,000
GO Bond (to be considered by voters - would not impact FY 23 property taxes)
Glendale Regional Park $27,000,000 This project would use up to $27 million in bond proceeds, in addition
to $3.2m in impact fees that were previously allocated to the project
Jordan River Corridor Improvements $9,000,000
Allen Park $9,000,000
Seven Neighborhood Parks, 1 per district $7,000,000
Dept ideas - D1: Madsen Park; D2: Poplar Groe Park; D3: Warm
Springs Park; D4: Reservoir Park; D5: Jefferson Park; D6: Donner Park;
D7: Fairmont Park N. Entry/McClelland Trail
Fleet Block Park $5,000,000
Liberty Park Playground $2,000,000
Folsom Trail Completion $5,000,000
20% contingency $16,000,000
GO Bond Total $80,000,000
Total Both Bonds $143,453,000
Page | 11
Other budget highlights relating to Council priorities - Staff has highlighted priorities as
based on Council’s discussions in the recent year, and informed by the Council’s January retreat
discussion: Equity & Diversified Public Safety Response, Homelessness, Transit/Transportation,
Business Support, Land Use & Development (including Affordable Housing). The following is a
snapshot of NEW or CHANGED items in the Mayor’s recommended budget in the various categories
(this does not include continuation of programs started in previous years, and does not include
everything the City is doing in relation to each of these areas):
o Equity and Diversified Public Safety Response – The Mayor’s recommended budget
contains several new and expanded initiatives to fulfill the Mayor and Council’s priorities of
Equity including Diversified Public Safety Response, and recaptures funding that had been set
aside for implementing the Council’s operational audit of the Police Department and
Commission on Racial Equity in Policing’s recommendations:
Mayor’s Office Increasing Language Access - $300,000
Stipends for Boards and Commissions - $119,120 ($40 per meeting)
Community and
Neighborhoods
Shifting Youth and Family from ARPA to ongoing General Fund – 2
FTEs - $189,074
Youth & Family – My Brother’s Keeper – 1 FTE - $102,000
Fire CHAT Team (BA #4) – proposed for FOF – 3 FTEs - $316,000
MRT Team transfer from ARPA to General Fund - $288,262 – 4
FTEs
Expansion of MRT Team with FOF – 4 FTEs & Equipment -
$320,000
6 FTE Firefighters - $317,100
Human Resources Police Recruiter - $90,000
Apprentice Recruiter - $90,000
Police 11 FTEs (BA #6 – COPS Grant) – Police Officers
SVU Victim Advocate Program – Director, Coordinator, salary and
program adjustments (2 FTEs) - $315,016
Promising Youth Program – Youth Specialists – 4 FTEs and Program
Expenses - $274,000
GRAMA Program FTE - $100,000
Community Outreach and HR Coordinator - $157,007
Civilian Response Team – Director (1 FTE), specialists (12 FTEs) and
program expenses - $745,307
Public Lands Fisher Mansion Carriage House – Recreation Program Coordinator (1
FTE) & Programming Expenses - $99,000
Board and Community Council Liaison (1 FTE) - $65,000
Public Services Safety Coordinator (1 FTE) - $94,000
911 Dispatch Salary Enhancement - $1.05 million
Reduce 8 FTEs ($736,000 savings) – delay 32 hour workweek pilot to
get to full staffing
Overtime funding - $250,000
Convention/Networking and Public Relations Campaign - $12,000
Non-Departmental Apprenticeship Program - $1,025,000
Police Body Cameras and Vehicle integration - $513,000 additional
(from FOF)
Enhancement of Tuition Aid Program - $20,000
Fleet vehicles to support diversified response (MRT, Civilian
Response Team, etc) - $425,300 from FOF
Rose Park Golf Course Infrastructure renewal - $500,000
Hispanic Entrepreneurs Program (one time) - $30,000
Policy Question on Diversified response – Does the Administration need any
additional capacity in the 911/Dispatch to be able to direct calls to the various response
teams relating to crime, homelessness, mental health crises, and community
cleanliness? Staff has listed the various response teams below:
Page | 12
Fire Department – Community Health Access Team (CHAT), Medical Response
Team (MRT)
Police Department – Social Worker Co-Responders, Civilian Response Team
CAN – Homeless Engagement and Response Team (HEART), Downtown
Ambassadors, Code Enforcement
Public Lands – Park Rangers Program
Public Services – Community Cleaning Program (CCP) Rapid Intervention
Team
o Homelessness (some overlap with other categories) -- The Mayor’s proposed
budget continues the consolidation of homeless services expenses (except tangentially-related
public safety responses mentioned above, parks maintenance, and RDA affordable housing
development) into the CAN Department, managed by a coordinator and program manager.
This can be discussed in more detail during the CAN budget discussions or any of the below
department discussions. The following are additional elements in the proposed budget that
could be seen as directly or tangentially related to this issue:
Mayor’s Office C&C Building Police Presence - $177,800
Community and
Neighborhoods
CCC Lease/Utilities - $300,000
Increased Landfill Fees - $17,000
Street Ambassador Program - $1.3 million (to ensure ongoing
funding for all expanded locations)
Public Lands Park Ranger Program (BA #4) – 19 FTEs and equipment - $2.1
million ($687,424 and 8 FTEs funded from FOF
Expansion of Park Ranger Program – 2 FTEs
Tree Maintenance Forester – 1 FTE - $72,000
Increased Tree Planting Funding - $150,000
Groundskeeper – 1 FTE - $57,702
Public Services (BA #4) – CCP Rapid Intervention Team – Transfer From ARPA to
General Fund/FOF – (3 FTEs) - $390,552
Non-Departmental Enhanced Parks Maintenance (from FOF) - $2,000,000
Enhanced Vacant Building Maintenance - $700,000
Park Rangers Additional Information - The FY23 MRB incorporates 19
total civilian Park Rangers into the Department of Public Lands on an ongoing basis,
following Council approval of FY22 Budget Amendment #4 ($1,914,200 for 19 rangers
of different ranks, $218,400 for equipment and supplies). The funding for 8 of these
FTEs would be shifted from the General Fund to Funding Our Future sales tax revenue,
under the rubric of “public safety,” following the Council’s decision to expand this
definition to include elements of the City’s public safety alternative response models.
The Department considers the rangers part of its efforts to reduce or eliminate crime
and antisocial behaviors in parks, golf courses, trails, and natural lands. Additionally,
the MRB proposes reallocating funds within the Park Ranger program to cover the
Foothill Trails, which were not initially part of the program, adding $18,000 in new
program expenses.
Ambassadors Additional Information - The FY23 MRB proposes expanding the
Downtown Ambassadors Program to the Central City and Ballpark neighborhoods on
an ongoing basis. The program would be funded through CAN at a cost of $1,288,101
annually. Staff is requesting additional information on this program including adjacent
businesses support, and rebranding of the program to reflect additional regions beyond
“Downtown”.
Policy Question – the Council may wish to ask the Administration for an update on
state-level efforts to address homelessness, as well as the progress of the Council of
Mayors to identify a temporary winter overflow.
Page | 13
Transit/Transportation - Both the FY 2019 and FY 2020 budgets made significant progress
towards implementing the City’s transit master plan. New sales tax funding enabled a20-year
interlocal agreement with UTA to provide enhanced bus services, specifically adding more
frequent service and extended hours on key transit master plan routes. Previously City funding
was not available to enable increased/enhanced access to transit, other than the Hive Pass
program. The Council will have a more in-depth discussion of this initiative during the
Community and Neighborhood Department briefing. The following are additional elements in the
proposed budget that could be seen as directly or tangentially related to this issue:
Community and
Neighborhoods
Transportation Planners from the Transportation Fund – 3 FTEs (revenue
offset)
2 FTE – Transportation Planner III & Program Expenses - $215,000
Non-Departmental HIVE Passes for School Children - $100,000
600 North Corridor Transformation (from FOF) - $1.8 million (to be added to
Sales Tax Bond)
FOF - Service for Key Routes (UTA Contract) - $998,681 increase ($6.6m
total)
FOF - On Demand Ride Service - $800,000 increase ($1.9m total)
FOF - UTA Outreach - $100,000
o Land Use & Development, including Affordable Housing - The Administration is
proposing to continue the streamlining of housing development into RDA, while HAND will
focus on housing programs with the remainder of the funding our future dollars. Several mid-
year adjustments related to affordable housing, including transferring all housing loans to the
RDA, and allocating $4 million from APRA into the Westside Community Initiative. Those can
be discussed in more detail during the RDA budget discussion on May 17th. The following are
additional elements in the proposed budget that could be seen as directly or tangentially related
to this issue:
Community and
Neighborhoods
Northwest Quadrant Liaison - $106, 175
Historic Preservation Survey - $75,000
Redevelopment Agency Affordable Housing Development - $2,590,000 (transfer from FOF to RDA)
Housing Development Fund - $1 million
Westside Community Initiative - $500,000 (in addition to $4m seed funds
from ARPA)
Central Business District - $734,000
Primary Housing Fund - $1.6 million
Housing Stability (CAN) –
Repurposing Accounts from
repaid loans originally from
HUD Grant Programs
$12m - While not included in the FY 23 proposed budget, the Administration
has transmitted a proposal to repurpose funds that have been repaid to
programs originally created with HUD Grants, into affordable housing related
activities (that comply with the original HUD Grant guidelines). More
information on this proposal is forthcoming.
o Business Support (some overlap with other categories)
Community and
Neighborhoods
Civil Enforcement Officer - $66,000
2 FTEs Building Inspector I - $143,213
Economic Development Construction Mitigation Funding - $200,000
Finance Grants Manager (BA #6) - $131,888
Purchasing Deputy Director - $125,689
Good Landlord Position - $64,113
Public Services Engineering Project Manager ( 1 FTE) - $143,000
Traffic Sign and Marking Maintenance Expansion (2 FTEs) - $140,000
Traffic Signal Maintenance Expansion (1 FTE) - $84,000
Business Districts Operations Manager (1 FTE) - $116,000
Non-Departmental Biohive branding and marketing ($50,000 from BA #6 and $35,000 one time)
Additional funding for SL Arts Council - $150,000
Page | 14
o Capital Improvement Program (CIP) – The proposed budget funds CIP at 9% of ongoing
General Fund revenues or $30,250,431. Previous plans identified 7% as a recommended
minimum level of investment and a goal of 9%. The City has not reached a 9% level of CIP
investment in the past decade. It’s important to note that one-time revenues are contributing to
reaching the 9%. Some highlights include:
$3.7 million for hand held radios as part of a larger equipment and tower upgrade
project. This funding was set aside in the FY2022 annual budget for the first payment
on a proposed sales tax revenue bond, however, the funding was not needed for the first
payment because the bond did not proceed.
$2 million to front repairs to City buildings damaged in the March 2020 earthquake
that is expected to be reimbursed by property insurance.
The FY2023 annual budget includes a revised proposal for sales tax revenue bonds and
$4,393,161 is included in CIP to make the first payment on the bonds in June 2023 if
the Council approves the current project list and funding amounts.
There are 90 project funding requests in the FY2023 CIP Funding Log which is more
than the program has seen the last six years. At the time of publishing this staff report
the Administration was working to complete a CIP Budget Book with details on debt
service payments, ongoing commitments and recommended project funding.
Annual CIP Process Summary: Each year, the Council appropriates the overall
funding available for the Capital Improvement Program (CIP) and approves debt
payments as part of the annual budget in June. Over the summer, the Council reviews
individual projects and per state law must approve project specific funding by
September 1. CIP is an open and competitive process where residents, local
organizations and City departments submit project applications. The Community
Development and Capital Improvement Program (CDCIP) resident advisory board
reviews the applications in public meetings and makes funding recommendations to the
Mayor and Council. The Mayor provides a second set of funding recommendations to
the Council which ultimately decides project specific funding.
Background on Infrastructure - Infrastructure in the City is funded several ways:
CIP (enhanced by Funding our Future in FY 20)– funds a variety of ongoing
infrastructure projects including sidewalks, ADA ramps, bridges, curb/gutter,
facilities and buildings, park amenities and usually local/residential
neighborhood streets. These are either funded through annual allocations on a
pay as you go basis, or larger projects are sometimes financed with debt service
(future revenue bonds such as sales tax).
County Quarter Cent Sales Tax for Transportation Funds (Fund Class
69 – new in FY 20) – The Administration will be tracking both the receipt and
expenditure of these funds in a separate account to make reporting to the state
more streamlined (these funds are restricted as to use).
Class C (gas tax) funds in CIP – this usually funds larger scale projects and
is typically allocated in a large quantity. In recent year, the Council
appropriated these funds as a batch for street reconstruction and asphalt
overlays. The internal Roadway Selection Committee determines which specific
street segments receive improvements based on several criteria and other major
projects.
Streets Division Budget located in the Public Services Department –
this usually funds the more small-scale, maintenance activities such as pothole
patching and chip seal-type projects. The City does not have a concrete street
maintenance program but funding to create one is proposed in the FY22
budget. The City currently has an asphalt street maintenance program. The vast
majority of City streets are asphalt pavement.
Page | 15
Impact Fees – Pay for bigger demand on City facilities caused by population
and employment growth. More specifically, impact fees are a payment of money
imposed upon a new development activity as a condition of development
approval to mitigate the impact of the new development on public
infrastructure and services. There are four types of impact fees charged by the
General Fund which are limited to eligible uses identified in the City’s Impact
Fees Plan. The four types are: fire, parks, police and transportation.
Infrastructure is also addressed indirectly through staff in Engineering,
Transportation (Community and Neighborhoods Department), and Streets
(Public Services) general fund budgets, and Public Utilities Budget (sewer,
stormwater and water).
o Overall Fiscal Health of the City – in FY 20 the Council established a goal of setting Fund
Balance at 13%. The Mayor’s recommended budget uses $25 million from fund balance to
balance the budget but maintains a fund balance of 16.5% ($14.8m over the 13% recommended
threshold). This is an increase from previous fund balance levels and is due in part to sales tax
overperforming the conservative budgeted amount from the previous year, as well as
anticipating some City Departments will not fully spend their budgets in FY 22. As noted above,
this budget uses one-time funds to pay for on-going expenses and utilizes one-time savings to
balance the budget. Both of these strategies will increase the “structural deficit” for the next
budget year.
o New FTEs and Potential future structural deficit –The Mayor’s recommended budget
includes 110.60 new general funded FTEs, 45 of which were approved during budget
amendments over the past fiscal year (and are therefore likely already filled). Because the
budget is balanced with a significant amount of one time dollars, this ongoing expense could
add to the structural deficit in the future. Several of the new FTEs are proposed to be funded for
a period of less than 12 months. This can be an effective budgeting tool to help balance the
budget, since realistically it takes several months to hire an employee through the City’s HR
process. That said, it does add to the potential structural deficit for the following budget year,
once that FTE is filled. The following chart lists staffing levels by department currently and as
proposed. More detail on each position will be available during each department discussion over
the coming weeks.
Bu d get Bu d get Bu d get FY 22-23
DEPARTM EN T 2020-21 2021-2022 2022-2023 Va r i a nce
GEN ERAL FU N D
At t or n ey's Off i ce 50.25 55.25 58.50 3.25
Cit y Cou n ci l 35.00 35.00 36.00 1.00
911 Co m m u n icat i o n s Bur eau 100.00 108.00 100.00 (8.00)
Co m m un i t y an d N eigh b o r ho o d 204.00 176.00 188.00 12.00
Econ o m i c Devel op m en t 18.00 18.00 22.00 4.00
Depar t m ent o f Fin ance 69.70 71.70 76.70 5.00
Fi r e 366.00 374.00 392.00 18.00
Hu m an Reso u r ces 21.20 26.05 31.40 5.35
Just i ce Co u rt s 42.00 42.00 42.00 0.00
Mayo r's Of f i ce 26.00 30.00 32.00 2.00
Po l i ce 711.00 720.00 750.00 30.00
Pu b l i c Lan d s 0.00 118.35 144.35 26.00
Pu b l i c Ser vi ces 329.35 249.00 261.00 12.00
N on Dep ar t m en t al 0.00 0.00 0.00 0.00
GEN ERAL FU N D TOTAL 1972.50 2023.35 2133.95 110.60
STAFFIN G DOCU M EN T SU M M ARY
COM PARI SON OF FI SCAL YEARS 2021 TH ROU GH 2023
Page | 16
“Structural Deficit” context: There is a certain share of structural deficit that occurs
regardless of the Council’s policy choices each year. This includes things like health
insurance premium increases, union-agreed pay adjustments, use of one-time revenues
used in the previous year, etc. Given the usage of fund balance and federal grants to balance
the budget this year, as well as the one-time savings and grant funded positions noted
above, the structural deficit for the FY 24 budgets could be much larger than in previous
years, although this will be mitigated to some extent by the proposal to increase property
taxes, which is an ongoing source of revenue. This annual conversation causes the
Administration, through their Department experts, to look for creative efficiencies in
expenditures that they might not have otherwise been willing to explore. The
Administration, with their front-line employees, are best equipped to identify opportunities
for efficiency gains. If all efficiencies have been exhausted, the “fall-back” options to
address the structural deficit are service/program cuts or additional tax increases because
per state law the City must adopt a balance budget annually.
ADDITIONAL KEY ELEMENTS OF THE MAYOR’S BUDGET PROPOSAL
A. Legislative Intents of the Council – The Administration has included all FY 2021 Legislative Intent
Statements and Interim Study Items adopted by the Council in the Mayor’s Recommended Budget Book,
starting on page 109, and the Council held a high-level review of these at the April 19 work session. Staff will
make a note of relevant items throughout the department budget briefings and hold a legislative intent
briefing later in the budget process to confirm the list for the coming fiscal year.
B. Funding our Future - In 2015 the Legislature authorized the City to impose a 0.5% additional local sales
tax option as a result of the decision to relocate the State prison. The Council initiated this option, and while
the state enabling legislation did not restrict what the City could do with these funds, the Council and
Administration determined four critical need areas of focus for the funds based on resident engagement and
feedback: housing, public safety (911, fire and police), transportation, and street infrastructure (sidewalk-to-
sidewalk).
The FY 23 budget anticipates $40.3 million from this line item (an increase of $8.8m). The
Mayor’s budget proposes to take advantage of this increased dollar figure and add a fifth category,
Parks Maintenance, to the allowable expenditure categories for this revenue source.
The Administration’s proposed budget tracks the revenues and expenses separately to increase
transparency for the public as to how these funds are used. The public can also visit
fundingourfutureslc.com for details on the programs and projects funded from these dollars and
the voter-approved $87 million Streets Reconstruction Bond.
The proposed budget includes several policy shifts for Funding our Future dollars that the Council
may wish to discuss further, in particular how to communicate these shifts to the public, and
whether they should be considered temporary, and how they will be tracked.
In particular, the Mayor’s recommended budget increases funding in the broadened category of
“Public Safety”, with expanded uses such as Fire, mental health responders, dispatchers, and
emergency management personnel.
See Attachment 4 for a detailed list of Funding our Future initiatives, by category.
Staff will highlight this revenue tool in each of the relevant departments.
C. Other Expense-related items of note – staff will be highlighting important expense changes in each
department briefing. The following is a list of noteworthy Citywide items that may be of interest to the
Council and/or the general public:
1.Department Overviews and Objectives and Measurements – The Mayor’s Recommended
Budget Book includes a helpful 2-3 page overview of each department starting on page 135. This
section includes objectives and measurements where available and tracked by the department. In
addition, these department overview pages include the following information:
Page | 17
Org chart of the department
Vision statement/mission statement and overview of the purpose and functions of the
department
Performance measures where tracked
Comparison of actual/adopted/proposed budget by category or division
High level description of changes from last year
Council Staff will highlight each of these as departments are briefed before the Council. The
Council may wish to provide feedback to the Administration at that time, regarding any
additional helpful measurements/outcomes that would help the Council in their budget
deliberations.
2. American Rescue Plan Act (ARPA) Funding
The Mayor’s Recommended Budget includes continued expenditure of the federal grant dollars
awarded to the City under the American Rescue Plan Act. The Administration has provided the chart
below detailing how these funds have been budgeted and how much is anticipated to be remaining.
All the funds must be spent by December 31, 2024. As noted before, in years when the ARPA funds
are gone other revenue would need to be identified for the new FTEs and program expansions to
continue (in some cases the FY 23 Mayor’s Recommended Budget has begun the process of shifting
these items to the General Fund – such as the Youth and Family Program Manager and Medical
Response Teams):
FY2021 FY2022 FY2023 FY2024 TOTAL
Taking Care of the City:
Revenue Loss (Based on Calendar Year Calculations)11,432,646$ 19,890,111$ 14,677,543$ 46,000,300$
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 As s is tant for Community Commitment Program (CAN)93,829$ 93,829$
- Youth & Family Community and Program Manager (from BA#2) (CA N)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 Dev elopment)290,000$ 211,000$ 501,000$
- Grant A dminis trator (Finance)101,020$ 95,000$ 196,020$
- Grant Manager (Finance)95,000$ 95,000$
- Apprentices hip Program (A ll Departments )1,000,000$ 1,000,000$
- MRT Expans ion [6 Months ] (Fire)136,762$ 136,762$
- MRT Expans ion [One-Time $46,700] (Fire)46,700$ 46,700$
Water and Sewer Infrastructure 2,000,000$ 2,000,000$
Council A dded BA 2 - A nnex Building Renovation for Odys s ey Hous e 500,000$ 500,000$
A RPA Rev enue Los s
One Time Us e of General Fund Balance
One Time Us e of General Fund Balance (FOF)
Homelessness and Public Safety: the City's Greatest Current Need
Police OT for Clean Neighborhoods teams 1,505,920$ 1,505,920$
Salary Restoration (Public Lands Park Rangers)1,508,044$ 1,545,746$ 792,195$ 3,845,985$
Public Lands Park Rangers (One-time directly from ARPA funding)69,247$
CCP clean-up 325,250$ 325,250$
HEART 57,000$ 59,565$ 30,527$ 147,092$
Advantage Services Contract -$
Emergency Shelter Set Aside 600,000$ 600,000$
Police Overtime 400,000$ 400,000$
Building Community Resilience
Social Impact Investment -$
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$21,801,422$15,500,265$75,237,074$
Amount of Distibution 85,411,572$
ARPA remaining 10,174,498$
Salt Lake City
ARPA Budgeted Funding
Page | 18
3. The Police Department budget is proposed to increase by $20,574,081 or 25% to a new total of
$103,944,583. Most of the increased funding is for increased compensation of existing employees
and new FTEs. The budget would add 30 FTEs for a new total of 750 FTEs which is 4.2% more than
last year. 11 of the new FTEs were initially approved by the Council in FY2022 Budget Amendment
#6 which were one sergeant to supervise detectives in the Special Victims Unit and 10 new police
officers forming a Violent Crimes Unit. Other new FTEs are listed below. There are also several
reclassifications of job titles including creation of a data scientist and two additional social work
managers.
1 Lieutenant sworn officer FTE to act as the Director over the proposed Civilian Response
Team
12 Civilian Responder Specialists funded for six months so the new director (lieutenant
above) has time to design and build out the new program
Note that creation of a civilian responder program is a recommendation from the
Council’s operations audit of the Police Department in 2020 – 2021
1 Victim Advocate Program Director
1 Victim Advocate Volunteer Coordinator
1 Victim Advocate (currently this position is funded by a Federal grant ending in August
2022)
4 Youth Specialists as part of the Promising Youth Program (three of these positions are
currently funded by a federal grant which ends in July 2022)
1 GRAMA Program Manager to help with increasing workload
1 Community Outreach and Recruiting Coordinator
4.Enterprise Resource Planning (ERP) Initiative – The budget continues the City’s
implementation of the Enterprise Resource Planning Initiative. Over the next two years, this will be
a key focus of the City’s Innovations team, and will also need the support and focus of many FTEs
throughout the City in order to make it successful. This initiative is key to enabling the City to
evaluate the overall budget in the future on a program by program basis.
Staff will highlight in various department briefings where additional staff is proposed to be
added to facilitate these efforts.
Background: The City currently utilizes a number of programs to help the City manage
and track human resources and finance data. Because these systems are out of date and do
not cross-communicate, there are several pain points that significantly reduce the efficiency
of City employees, hampering efforts at streamlining and transparency. As has been
discovered in the recent Audit of the Police Department, current organization of the City’s
financial system also hampers analytical projects like a zero-based budget exercise for the
Police Budget. Due to the fact that all of these systems are in need of updating the City
decided in FY 20 to embark on securing a system-wide solution known as Enterprise
Resource Planning (ERP). Other Cities are utilizing this technology to dramatically
streamline operations and increase transparency. The Administration has convened a team
with representatives from various departments to guide this process and ensure that all
stakeholder needs are met. This can be addressed in more detail in the IMS Department
budget discussion.
5.Stipends for boards and commissions – The MRB includes $119,120 in the Mayor’s Office
budget for a $40 per meeting stipend (starting in October) for each board and commissioner. This
is consistent with the Council’s discussions at the outset of the Racial Equity and Policing
Commission, in an effort to broaden the constituencies who may be able to serve on boards and
commissions by offsetting potential costs (transportation, childcare, etc).
6. Public Utilities Funds items of note
Page | 19
Note the administration calculates that the various fee increases will have an
impact of $191.94 on a residential property with minimum usage, $339.05 on
a property with medium usage.
Water Utility – There is a proposed rate increase of 15 percent for water this year.
Rate increases for this and future years for the utility are timed based on capital project
needs and related bonding to finance the projects. Debt service cost for all the funds is
modeled to peak around 2037. The Water Fund anticipates fiscal year 2022 bond
proceeds from a new issuance currently in progress. Cash from the bonds supports
large-scale capital needs related to the utility’s water treatment plants totaling in the
hundreds of millions of dollars.
Sewer Utility – The budget includes a proposed rate increase of 15 percent for the
sewer utility. Increases are timed based on capital project needs and the related
bonding to finance the projects. In FY 22 rates increased 18 percent. Rate increases and
bonding activity are related to the generational Water Reclamation Facility
construction project, to comply with federal standards for water quality and treatment.
Bond activity proposed and planned for the end of the current fiscal year (fiscal 2021-
22) would yield the utility about another $300 million cash for the current project
needs.
to peak this year at 27 percent and taper to 24 percent through fiscal 2026.
Stormwater Utility - There is a proposed rate increase of 15 percent this year. Previous
bond revenue for infrastructure needs will provide cash for projects. Massive ongoing
capital requirements and debt payments drive the proposed rate increase. Recent
infrastructure activity in this utility accompanies the City’s 2018 bond for streets
reconstruction, because stormwater and streets projects are often closely connected.
Street Lighting Utility - This fund will not have a rate increase this year, however the
department is proposing funding for a rate study to inform potential future rate increases.
The utility will also consider implementation of its proposed Street Lighting Master Plan.
7.NBA All-Star Game – The Mayor’s recommended budget includes a total of $1 million in
expenses to cover associated City department costs that are likely necessary due to the NBA All-Start
Game. The main event and related activities are occurring from Feb 17-19, 2023. Cost are broken
down in the non-departmental budget and include Police & Fire overtime costs, road closures and
barricade costs, parks maintenance and citywide marketing. Benefits to the City include increased
worldwide exposure, sales tax and hotel tax revenue from visitors. However, those are not
delineated specifically in the budget.
8.Golf – The Administration is proposing to continue the previous approach of using transfers from
the General Fund to help the Golf Fund into a balanced operational budget. Due to increase play this
last year, pursuing this strategy for the upcoming fiscal year will allow the Golf Fund to dedicate the
$1 per round Capital Project fee to needed capital projects (recent years this fee has been used to
offset operational losses). This year the Administration is proposing the following transfers from
Non-Departmental (Gen fund) to the Golf Fund:
Cost of living wage for golf employees - $370,100
ESCO debt service payment - $493,239
Administrative Fees -- $339,335 (these will be paid back to the general fund and is done for
accounting/transparency purposes)
IMS Fees - $350,000 (these will be transferred to the IMS fund)
General transfer to assist Golf - $500,000 - This transfer for general golf operations was
proposed as one time initially in FY 20, but has transitioned into an ongoing transfer. In FY
23 it is proposed to be used for Rose Park Infrastructure Renewal.
Given the proposed general fund subsidy for Administrative Fees currently paid by other
Enterprise funds (such as the Airport), the Council may wish to request the
Page | 20
Administration’s key public policy findings that support the notion of not
charging Administrative fees and supporting the debt of an enterprise fund.
9. County transportation option - In 2018 the state legislature passed SB 136, which provided a
process for Counties to add a sales tax levy to pay for “regionally significant transportation projects,”
and indicated that beginning July 1, 2019, cities in those counties would receive 0.1% of the tax
(UTA also receives 0.1% and the County retains 0.05%) for this purpose. Technically this is a tax
collected by the County and remitted to the City, although it still falls under the category of a sales
and use tax. This is anticipated to generate approximately $9.6 million that will be transferred to
CIP for consideration in FY 23, per Council legislative intent. Note: the Administration is tracking
this particular revenue and expense in a separate fund, so the total is not reflected in the general
fund budget from an accounting perspective.
10. Compensation Changes - The total cost for compensation in the City is $258.1 million,
representing 61% of the total City budget. The MRB includes a 4.5% base salary increase for non-
represented City employees with an estimated cost of $11.4 million in the general fund. There is
another $1.7 million of merit pay increases for some represented employees, and $4.6 million for
raises negotiated in FY 21 for other represented employees.
Another salary increase is recommended for employees in positions that were found to be
significantly lagging the market based on salary surveys. The City’s compensation
philosophy is to pay employees in the 95%-100% of market to maintain competitive
compensation levels compared to other employers along the Wasatch Front. These market-
based salary adjustments are estimated to cost $2.3 million for the general fund and $4.5
million across all funds.
The Administration is currently in negotiations with other unions representing City
employees. Additional compensation changes for represented employees may be
recommended to the Council as part of the FY2023 annual budget based on those ongoing
negotiations.
11.Health insurance – The Administration is proposing to continue the up-front contribution to health
saving accounts (HSAs) for employees on the Summit Star High Deductible Health Plan (HDHP). This is
$750 for a single employee and $1,500 for double and family. Premiums are also proposed to increase
(6%) for the City’s health plan.
12.Retirement – The Utah State Retirement System (URS) indicates to the City each year how much the
City must contribute towards employees’ retirement. The past few years this line item has increased
substantially, to make up for retirement system’s anticipated funds lost during the Great Recession of
2008. As in recent years, FY 2023 increases are not as significant as previous years. Council Staff flags
this item annually as a necessary expense associated with City personnel that is not controlled by City
policymakers.
13.Property Tax Split – Below is a chart depicting the current (as of 2021) distribution of property taxes
to various entities, that are paid by residents and businesses in Salt Lake City (note that this shifts each
year slightly if one entity elects to pursue an increase in taxes):
Page | 21
SLC School District
26%
State Basic School Levy
14%
Charter School Levy
1%
SL County
15%
Salt Lake City
29%
Salt Lake City JL
0%
SLC Library
6%
SLC Library JL
0%
Metro
Water
SLC
2%
SLC Mosquito
Abatement
1%
Central UT Water
Conservancy
4%
Multicounty
Assessment Levy
0%
County Assessor Levy
2%
14.New growth fluctuations – The following chart illustrates the historic new growth received by
the City each year. Staff noted that the pattern in recent years does not track the actual pattern of
building permit activity, particularly in years before state law was clarified in 2016, and since 2020,
when building permits in the City have been steadily increasing:
$(500,000)
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
Actual New Growth Received
ATTACHMENTS:
Attachment 1 - FY 2023 Department Budget briefing schedule
Attachment 2 – FY 2023 CIP Recommended Projects
Attachment 3 – FY 2023 Not recommended Projects
Attachment 4 – Funding Our Future FY 23 detail
Page | 22
ATTACHMENT 1 - FY 2020 Department Budget Briefing Schedule
April 19
Work Session
Airport
Public Utilities
May 3
Work Session
Library
Formal Meeting
Mayor’s Recommended Budget Presentation
May 10
Work Session
Budget Highlights from the Mayor’s Administration, including revenue
Council Staff Budget Overview
Metro Water
Justice Court
Attorney's Office
May 17
Redevelopment Agency (RDA) Meeting
RDA Budget Overview & Budget focus
Council Work Session
Community & Neighborhoods
Police
Compensation
Human Resources
IMS
RDA, City Council, and Local Building Authority Budget Public Hearing - 7:00 p.m.
May 25
Economic Development Department
Public Services
Public Lands Department
Sustainability Department & Refuse Fund
Golf Fund
Insurance and Risk Management
Non-Departmental
Fire
Unresolved Issues
CIP Overview
Thursday, June 2nd
Work Session
Fleet
911 Communications Bureau
Finance
Consolidated Fee Schedule
Legislative Intents and Interim Study items
Unresolved Issues
June 7
Formal Meeting
City Council Budget Public Hearing
Thursday June 9
Unresolved Issues
Tuesday June 14th
RDA
Potential budget adoption
Council Work Session
Unresolved Issues
Council Formal Meeting
Potential budget adoption
July XXX
CIP
Tuesday, August 16th
Council Formal Meeting - State-required Truth in Taxation Public Hearing
Division (Priority) / App RefOrganization NameApplication Title Project Description/SummaryCommittee ScoreFinal Recommended General FundsFinal Recommended Class C Final Recommended Street Impact FeesFinal Recommended Parks Impact Fees Final Recommended FOF Street Final Recommended FOF Other Final Recommended FOF Transit Final Recommended Qcent Tax Final Recommended General FundsFinal Recommended Class C Final Recommended Street Impact FeesFinal Recommended Parks Impact Fees Final Recommended FOF Street Final Recommended FOF Other Final Recommended FOF Transit Final Recommended Qcent Tax % of ArtNA $156,107$156,107CIP Cost OverrunNA $208,143$208,143C31 Constituent400 S Safety ImprovementsAdd a school zone, crosswalk striping, curb bulb‐outs and Rectangular Rapid Flashing Beacons s to 400 S prioritizing children and other pedestrian safety in the wake of multiple incidents in the last few years which caused fatalities and hospitalizations.102 $ 513,313 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 513,313 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ T1 New200 South Reconstruction / Transit Corridor SupplementTo support 1,100 local and regional buses per day, 200 South will become a de facto Bus Rapid Transit corridor. These funds will supplement 2023's 200 South Reconstruction project with exemplary bus boarding islands, bus shelters and designated bus lanes.95 $ 1,500,000 $ ‐ $ 252,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,300,000 $ 2,700,242 $ ‐ $ 252,000 $ ‐ $ ‐ $ 2,643 $ ‐ $ 1,300,000 C9 ConstituentThree Creeks West ‐ RoadwaysReconstruct a block of 1300 South and a block of 1000 West along Jordan River and install badly needed sewers. Will improve multimodal transportation, park access, public safety and basic sanitation, expanding on success of Three Creeks Confluence Park.92 $ 1,359,130 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,359,130 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ T5 Renewal300 N Complete Street Reconstruction SupplementAdd intersection safety / Complete Streets elements to the 300 N reconstruction project: possible protected intersection at 1000 W and 300 N; improved pedestrian safety at intersections at 900 W, 800 W, 700 W, and 600 W; buffered bike lane on 300 N.91 $ 500,000 $ ‐ $ 40,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ ‐ $ 40,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ C27 ConstituentRose Park Neighborhood Center Community GardenThis community garden would be developed through the WCG Green City Growers Program in partnership with SLC Parks and Rose Park Neighborhood Center. The goal is to increase access to fresh, local produce & reduce barriers to urban food production.91 $ ‐ $ ‐ $ ‐ $ 160,819 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 160,819 $ ‐ $ ‐ $ ‐ $ ‐ E1 RenewalStreet Improvements 2022/2023This annual program funds reconstruction or rehabilitation of deteriorated City streets, including curb and gutter, sidewalk, and drainage improvements as necessary. Where appropriate, it will include appropriate bicycle and pedestrian access improvements.89 $ ‐ $ 3,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ P16 PlanningAsset Management PlanPlan development to comprehensively guide future asset condition assessment and asset replacement, renewal and deferred maintenance needs in our parks citywide, including cataloging all park assets and current conditions.85 $ 160,160 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 160,160 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ T4 NewTransit Capital for Frequent Transit Routes / Operational InvestmentsFunds will construct bus stops so SLC‐supported new and revised transit routes (4, 205, 1, 200, and others) are legal, accessible, safe, and convenient; and may provide match to federal grants received for transit hubs (especially 200 S, Westside hubs).84 $ ‐ $ ‐ $ 110,000 $ ‐ $ ‐ $ ‐ $ 990,000 $ ‐ $ ‐ $ ‐ $ 110,000 $ ‐ $ ‐ $ ‐ $ 990,000 $ ‐ CDCIP RecommendationsMayors Recommendations*Note: Deviations between the CDCIP Board and Mayor recommendations are highlighted in PINK
Division (Priority) / App RefOrganization NameApplication Title Project Description/SummaryCommittee ScoreFinal Recommended General FundsFinal Recommended Class C Final Recommended Street Impact FeesFinal Recommended Parks Impact Fees Final Recommended FOF Street Final Recommended FOF Other Final Recommended FOF Transit Final Recommended Qcent Tax Final Recommended General FundsFinal Recommended Class C Final Recommended Street Impact FeesFinal Recommended Parks Impact Fees Final Recommended FOF Street Final Recommended FOF Other Final Recommended FOF Transit Final Recommended Qcent Tax CDCIP RecommendationsMayors Recommendations*Note: Deviations between the CDCIP Board and Mayor recommendations are highlighted in PINKFA1 NewFacilities Asset Renewal Plan FY23Following a 10 year plan to eliminate the $33,800,000 in deferred asset renewal, the Facilities Division will utilize the funds requested to replace assets that are beyond their useful life, prioritizing assets based on their criticality.84 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,192,357 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,192,357 $ ‐ $ ‐ E4 NewBridge Replacement (650 North over the Jordan River)This project will replace the 650 North bridge over the Jordan River. The bridge was rated 61.44 BHI by UDOT (under 60 requires replacement) prior to the earthquake. A consulting firm with specialized experience will be used for this project.84 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,700,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,700,000 E2 RenewalPublic Way Concrete 2022/2023This project will address displacements in public way concrete through saw‐cutting, slab jacking, and removal and replacement of deteriorated or defective concrete sidewalks, accessibility ramps, curb and gutter, retaining walls, etc.84 $ 436,281 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 436,281 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ E3 RenewalAlleyway Improvements 2022/2023This new annual program funds reconstruction or rehabilitation of deteriorated City alleyways, including pavement and drainage improvements as necessary.80 $ 142,919 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 142,919 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ P1 PlanningUrban Farm development at 2200 West The demand for urban farming and local, sustainable food production has increased in the past years. This project would fund planning and design for new urban farm development at 2200 West located in Rose Park, and the Cannon Greens located in Glendale.80 $ 425,040 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 425,040 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ E6 RenewalBridge Preservation 2022/2023The City is responsible for performing appropriate preservation activities on the 31 of the 35 vehicle bridges in Salt Lake City. Engineering manages a strategy to extend periods between major bridge repairs, based on UDOT's biennial condition report.79 $ 108,008 $ ‐ $ ‐ $ ‐ $ 65,000 $ ‐ $ ‐ $ ‐ $ 108,008 $ ‐ $ ‐ $ ‐ $ 65,000 $ ‐ $ ‐ $ ‐ P10 RenewalCemetery Master Plan Project ImplementationDesign and Construction of projects outlined in the Cemetery Master Plan which may include structural preservation and restoration of historic WPA walls, installation of plat markers and interpretive/wayfinding signage.77 $ 1,200,242 $ 2,643 P12 NewRAC Playground Phase IIDesign and construction of a new playground for ages 5‐12 and shade sails at the Regional Athletic Complex to supplement CIP funding for design awarded in FY2021‐22 and complete all phases of this project.73 $ ‐ $ ‐ $ ‐ $ 521,564 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 521,564 $ ‐ $ ‐ $ ‐ $ ‐ E8 Phase700 South (Phase 7, 4600 West to 5000 West)This project will complete the last half mile of a 4.6 mile 700 South reconfiguration from 25 Ft wide deteriorated asphalt road to a 50 FT wide concrete street with bicycle lanes, curb and gutter, sidewalk, and storm drainage from Redwood Rd to 5600 West.73 $ ‐ $ 1,120,000 $ ‐ $ 850,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,120,000 $ ‐ $ 850,000 $ ‐ $ ‐ $ ‐ C10 Constituent900 South River Park Soccer FieldAccess to healthy outdoor recreation is a vital part of community health and wellbeing. There is an underused area perfect for a soccer field at 9th S. River Park. With minimal expense or upkeep this can be a great place for the community to recreate.72 $ ‐ $ ‐ $ ‐ $ 287,848 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 287,848 $ ‐ $ ‐ $ ‐ $ ‐ P11 NewMemorial Tree Groves Design and InfrastructureDesign and implementation of memorial tree groves that provide an opportunity to dedicate trees on public property through a donation by a member of the public. Project may include site alternatives, landscape design, irrigation installation, and signage.61 $ ‐ $ ‐ $ ‐ $ 867,962 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 867,962 $ ‐ $ ‐ $ ‐ $ ‐ FA2 RenewalStreets Steam Bay ExpansionThe existing steam bay is operating beyond capacity, limiting the efficiency of the asphalt crew and posing an environmental risk if the oil separator collapses. Adding a steam bay will mitigate this risk and ensure proper operation of asphalt equipment.58 $ 597,792 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 597,792 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TOTAL $ 6,942,885 $ 3,000,000 $ 1,522,000 $ 1,838,193 $ 915,000 $ 1,195,000 $ 990,000 $ 5,000,000 $ 6,942,885 $ 3,000,000 $ 1,522,000 $ 1,838,193 $ 915,000 $ 1,195,000 $ 990,000 $ 5,000,000 ***Total GF Recommendations + % of Art and Cost Overrun7,307,135$ 7,307,135$
Division (Priority) / App RefOrganization NameApplication TitleCommittee ScoreRequested AmountRequested General FundsRequested Class CRequested Street Impact FeesRequested Parks Impact Fees Requested FOF Street Requested FOF Other Requested FOF Transit Requested Qcent Tax Sustainability Score(1‐10)Sustainability CommentsPNUT Board Rank (1‐18)Pavement ConditionC41 ConstituentCalifornia Avenue Safety Improvement Study91 $ 100,000 $ 100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Project intended to investigate potential traffic calming measures in project area, which may enhance safety for pedestrians and other alternative forms of transportation. 0 SeriousC28 Constituent 1000 W Fairpark Traffic Circle 90 $ 569,534 $ 569,534 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0 PoorC40 Constituent 900 West Corridor 89 $ 1,000,000 $ 1,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Project will enhance safety for pedestrians and cyclists, promoting active transportation in this area.0 Fair/GoodT7 Planning2100 South Conceptual Design / Corridor Transformation88 $ 250,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 250,000 0 FailedT3 New Livable Streets Implementation 88 $ 3,000,000 $ ‐ $ ‐ $ 300,000 $ ‐ $ ‐ $ 2,700,000 $ ‐ $ ‐ 7"The requested General Funds are suggested to come from Funding Our Future. Recent discussions with city leadershipand city council have suggested that it may be appropriate to consider Livable Streets as a public safety relatedexpenditure. Public safety is one of the four themes recognized in the original council intents around Funding Our Futuresales tax. 10% of each line item anticipated to come from Impact Fees as part of the ongoing bike and pedestrian safety enhancements." Supports comprehensive pedestrian safety enhancements/traffic calming measures. 00T2 NewHighland Drive / 1100 E Complete Street & Parley's Trail Supplement (1700 S‐I‐80)88 $ 3,500,000 $ ‐ $ ‐ $ 245,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 3,255,000 7 Expands/enhances needed active transportation opportunities within the project area 0 FailedP19 RenewalPublic Lands ADA Walkway and Asphalt Replacement87 $ 873,062 $ 873,062 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 3 Enhances equitable access to public green open space. 90C20 ConstituentJordan River Peace Labyrinth Park Improvements87 $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 3 Preserves and enhances public open space. Project plans not specific. 15 0P18 Renewal Playground Replacement 87 $ 1,874,063 $ 1,874,063 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 1 Enhanced access to public green open space. 7 0C14 Constituent Madsen Park Renewal 87 $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4This park should be an asset to the community but has been neglected for too long. With the growth coming to the area, the neighbors believe we need to reclaim this park for the enjoyment of the community and to push away criminal activity. Improving Madsen Park creates a positive gathering place for neighbors, in an up‐and‐coming area of SLC that needs to embrace its open space assets. Enhances open space, priority area of City, enhances public access amenity. 00P9 New Folsom Trail Landscaping Phase I85 $ 1,767,908 $ 1,767,908 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 5The Folsom Trail provides opportunity for alternative transportation in high‐needs areas, identified in the PL Needs Assessment. Addition of landscaping will provide biodiversity, improved air quality and green space access in these communities. The Folsom Trail Corridor will provide residents with a unique urban trail and that supports a safe and comfortable walking and bicycling connection for all ages and abilities. Landscaping and other amenities are important to it's success.12 0C35 Constituent Liberty Wells Traffic Calming 85 $ 420,000 $ 420,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Project will enhance safety for pedestrians and cyclists, promoting active transportation in this area. 0Serious/Very PoorP13 Renewal Cottonwood Park Pavilions 82 $ 756,094 $ 756,094 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 1 Enhanced access to public green open space. 18 0C30 Constituent 400 North Street Improvement 82 $ 599,746 $ 599,746 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Project will enhance safety for pedestrians and cyclists, promoting active transportation in this area. 0 SeriousP20 Renewal Court Resurfacing 81 $ 1,478,739 $ 1,478,739 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00T8 PlanningBallpark Study Implementation ‐ Phase 181 $ 500,000 $ 450,000 $ ‐ $ 50,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4 Enhances safety for pedestrians and cyclists 0 0T12 NewLocal Streets 2023 Reconstruction Supplement 80 $ 200,000 $ 200,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 2These two local streets are in areas with considerable pedestrian activity; this funding will support the addition of sidewalks and safer crossings along with potential street trees and lighting, similar to nearby streets.0 Serious/FailedC22 Constituent SLC Cemetery Infrastructure Repairs 80 $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4 Preserves and enhances green public open space. 6 Very PoorC29 Constituent1000 W intersection upgrades at 300 N and 400 N80 $ 539,693 $ 539,693 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Project will enhance safety for pedestrians and cyclists, promoting active transportation in this area. 0 PoorP3 PlanningTree Succession Design for Liberty Park79 $ 90,160 $ 90,160 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 5 Preserves public green space 11 0P2 PlanningJordan River Tree Planting and Irrigation79 $ 210,834 $ 210,834 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 7Trees increase air quality and quality of life. The Jordan River serves many communities across the City as well as many high ‐needs areas, according to the Needs Assessment. Native trees will mitigate invasive species and provide shade to usersresidents. The Jordan River is the ecological heart of Salt Lake's Westside. This project will further develop tree canopy that provides shade for recreational users and improves wildlife habitat throughout the entire JRP corridor.14 0P7 PlanningRiverview Native Plant Center Phase 1A77 $ 412,160 $ 412,160 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 7Design & construction documents for a native plant center on the Jordan River. The farm, greenhouse and related infrastructure would create capacity to grow native plants for citywide projects, increasing health and biodiversity of SLC'spublic lands. The site is near many schools which would provide educational opportunities. Additionally, it would provide a functional and accessible facility for west side communities and visitors that would help contribute to environmental sustainability in the City.17 0
C38 Constituent Sugar House Safe Side Streets Part 277 $ 400,000 $ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0Serious/Very PoorT13 Renewal Replacement Traffic Signals (4) 77 $ 1,400,000 $ 1,260,000 $ ‐ $ 140,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00C6 ConstituentBrentwood Circle Storm Water Drainage76 $ 160,129 $ 160,129 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 8Project mitigates stormwater flooding incidents that have caused damage to homes in the neighborhood, particularly during "100‐year storm events". Proposed project is example of resilience measure that will be needed to mitigate climate‐related impacts.0 SatisfactoryT6 RenewalMulti‐modal Transportation Safety Improvements76 $ 300,000 $ 270,000 $ ‐ $ 30,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 2 Supports comprehensive pedestrian safety enhancements 0 0C23 Constituent Taufer Park Revamp 76 $ 50,000 $ 50,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 3 Enhances maintenance and accessibility of green public open space. 00P8 RenewalLibrary Plaza Repair and Improvements76 $ 205,755 $ 205,755 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00T11 RenewalReplacement Traffic Signal; Asset Condition Report76 $ 450,000 $ 415,000 $ ‐ $ 35,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00P4 PlanningNW Quadrant trails and Greenway Planning76 $ 257,600 $ 257,600 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 8The lack of open space/parks in the NW Quadrant results in perpetuation of environmental injustice. This network would provide alternative modes of transport that would minimize health risks and provide essential green space to underservedcommunitiesThe trails would provide essential green space in a sea of industrial development, connectivity for safe, alternative modes of transportation to other City communities, and support additional, developed recreation opportunities near SR‐20150T9 PlanningFuture Transformations: Corridor and Area Studies75 $ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 5This project will contract with an engineering firm with expertise in structures such as bridges and tunnels to complete 40% design and cost estimates to improve pedestrian and bike crossings across Foothill Drive. This will include multiple, likely grade‐separated, ped/bike crossings (bridges or tunnels)as well as enhancements to other at‐grade crossings that already exist00C17 ConstituentReopen Dinwoody Park as a Public Park74 $ 71,198 $ 71,198 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 3 Preserves and enhances public open space in urban neighborhood. 00C19 ConstituentFolsom Trail‐ Request on behalf of River District Business Alliance 74 $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 5The first phase of the Folsom Trail project, which is currently on‐going, focuses on trail design and construction thatsupports a safe and comfortable walking and bicycling connection for all ages and abilities. Future phases of improvements to the Folsom Corridor will explore options for encouraging redevelopment, expanding the focus on greenspace, ecological improvements, and water quality. The City has also studied the feasibility of creating a small streamchannel, or“daylighting”using the excess City Creek runoff currently in the Folsom Drain. The amounts requested above will provide funding for the elements of the project that have been omitted from the current scope of the project due to budgetary constraints. Enhancement to active transportation corridor project. 80E10 NewBridge Replacement (200 South over Jordan River)73 $ 3,500,000 $ 3,500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0 Very Poor/FairP14 Planning Public Lands 5‐Year Strategic Plan 72 $ 154,000 $ 154,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 6The Public Lands 5‐Year Strategic Plan will provide key organizational directives to help effectively accomplish the goals of the Reimagine Nature Master Plan. The document will be the third of 3 documents required for CAPRA accreditation.This plan will provide strategies for project implementation from the Master Plan, recommendations for which came from the Needs Assessment which identified underserved areas and priority projects based on public engagement and demographicanalysis. Supports city‐wide efforts to maintain and enhance public green open space. 20E9 RenewalBridge Rehabilitation (400 South over the Jordan River)72 $ 1,700,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,700,000 0 Fair/PoorC21 ConstituentReplace Fairpark Tennis Courts with New Sports Court72 $ 496,109 $ 496,109 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00P15 PlanningJordan Park and International Peace Gardens Master Plan and CLR71 $ 251,160 $ 251,160 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Enhances/expands access to public green open space in a high‐needs area as designated in the Needs Assessment.00C25 Constituent1200 East Median, Raise Curb, new irrigation, new tree planting70 $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 3 Enhances maintenance and accessibility of green public open space. 0Serious/Very PoorC36 ConstituentNeighborhood Identification Equity Project70 $ 245,215 $ 245,215 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0Satisfactory/PoorP6 Planning Urban Wood Reutilization 69 $ 206,080 $ 206,080 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 7This plan will allow the City to begin the process of reusing wood from downed, removed trees throughout as playground mulch, building materials, etc. to minimize landfill impacts, and provide sustainable reuse of materials and result in cost savings30F1 New Mixed‐Use Three‐Story Fire Prop 68 $ 856,690 $ 856,690 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00P17 PlanningMemory Grove Master Plan and Cultural Landscape Report68 $ 341,320 $ 341,320 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 16 0
C11 Constituent Gateway Triangle Property Park 68 $ 499,563 $ 499,563 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Park and garden development on SLC property between Gateway Community Garden and Grants Tower RR tracks, adjacentto Folsom Trail (under construction). Uses may include Garden expansion, playground, off‐leash dog park, active recreationspace. Coupled with the Folsom Trail, this property will provide a connection and access from the Westside. There are no other ped surface connections within two blocks of thisproperty. This tremendous residential growth proximate to this SLC property creates demand:. Uses may include: 1) dog park; 2) playground; 3) garden park; 4) expanded community garden; 5) sport activity; 6) buffer from intense RR activity and noise. Enhances/expands greenspace, promotes active transportation, may expand community garden activities. 00T10 Renewal Multimodal Capital Maintenance 67 $ 250,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 225,000 $ ‐ $ ‐ $ 25,000 5As a maintenance project that primarily supports walking, bicycling, and transit, its equity impacts are principally about equity among modes‐providing renewal for walking, biking, and transit infrastructure that may be excluded from routine maintenance.00P5 Planning Rose Park Open Space Concepts 66 $ 154,560 $ 154,560 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4This project could provide activation and public access along the JRP, utilized by citywide residents, and visitors. This area also serves communities in high‐needs areas as identified by the Needs Assessment. Restoration efforts could reduce env. impacts. Project would expand publicly accessible open space and determine preferred site developments and activation improvements for the largest open space along the JRP00C2 Constituent Back Alley Block Project 66 $ 517,500 $ 517,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4"The alleys we are looking to rejuvenate through this project have been selected partially based on the economic and racialdiversity of the surrounding neighbors (compared to Liberty Wells at large). We also hope to encourage walking and biking options. Transforming a portion of the 5 miles of public alleys in Liberty Wells into walkable, bikeable, community gathering spaces would strengthen the community by bringing neighbors together, preserving and enhancing existing open spaces, andsupporting art. We also intend to install solar lighting, landscaping, art, and placemaking intitiatives in these alleys. Enhances active transportation/walkability0 FailedC13 ConstituentLindsey Gardens Natural Springs Pollinator Garden65 $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 8The Lindsey Spring Pollinator Project intends to daylight a natural spring, allowing for native species to flourish and to provide habitat for pollinators and to serve as a learning tool for residents, particularly for nearby Ensign Elementary students It creates a critical habitat ribbon near the urban wildland interface, provides educational opportunities for students, daylights ahistorically significant spring currently diverted to storm drains and improves the psychological health of all. Enhances/supports riparian habitat and wildlife coriddors.10 0E7 RenewalRail Adjacent Pavement Improvements 2022/202365 $ 70,000 $ 70,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 3This program provides improved transitions from roadway to railway on at‐grade crossings. These improvements will enhance safety for pedestrians, bicyclists, and drivers, reduce potential damage to bikes and vehicles, and reduce noise pollution. Enhances active transportation access/safety. 00C16 Constituent337 S 400 E Pocket Park Improvement64 $ 54,096 $ 54,096 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Creates and enhances public open green space in urban neighborhood undergoing heavy development. 00C15 Constituent Rose Park Community Pump Track 64 $ 498,584 $ 498,584 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00F2 Renewal Training Ground Site Improvements 64 $ 755,991 $ 755,991 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0 SeriousC34 ConstituentSunnyside Ave Pedestrian Safety Improvements64 $ 235,750 $ 235,750 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4 Project will enhance safety for pedestrians, promoting active transportation in this area. 0 PoorC37 Constituent Yalecrest Traffic Calming 61 $ 240,000 $ 240,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Project intended to investigate potential traffic calming measures in project area, which may enhance safety for pedestrians and other alternative forms of transportation. 0 Serious/PoorC32 ConstituentEast Bench Traffic Calming and Pedestrian Safety61 $ 467,929 $ 467,929 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 4Project will enhance safety for pedestrians and cyclists, promoting active transportation in this area. 0 Serious/PoorC12 Constituent Jefferson Park Walking Path 61 $ 496,472 $ 496,472 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00E5 PlanningProject Management Software Renewal61 $ 79,999 $ 79,999 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00E11 Planning Wingpointe Levee Design 59 $ 800,000 $ 800,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 8Wingpointe levee was modified during golf course construction and does not meet revised FEMA criteria nor current US Army Corps of Engineers standards. The levee must be reconstructed to prevent flooding the neighboring communities. Project mitigates flooding hazard that may be exacerbated by climate related flooding events. 00C24 Constituent Welcome Signage 57 $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00C26 Constituent Mountain Dell Disc Golf Course 57 $ 500,000 $ ‐ $ ‐ $ ‐ $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ 00C33 Constituent Sugar House Crosswalk Murals 56 $ 50,000 $ 50,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00C18 Constituent First Encampment Park 53 $ 363,916 $ 363,916 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 3 Maintenance and improvements to public open green space 0 0C1 Constituent 1200 E Curb/Gutter/Sidewalk 53 $ 275,919 $ 275,919 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 2“This project will make it safer for pedestrians to walk up and down the street, & will allow appropriate drainage so puddles don’t form and wear away/break down the asphalt of the road further or encourage bugs. Road maintenance will be improved." Pedestrian‐usage enhancement0 SatisfactoryC4 ConstituentSouth Belaire Dr Road Reconstruction51 $ 699,650 $ 699,650 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0 Serious/FailedC8 ConstituentRepair Alley #4195 after 9th South rebuild project48 $ 72,450 $ 72,450 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0 Very PoorC3 Constituent Pave Benchmark Circle 44 $ 199,307 $ 199,307 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0 FailedC7 ConstituentHarvey Milk Blvd. Rainbow Crosswalk43 $ 459,346 $ 459,346 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 00C5 ConstituentStorm Drains 1100 East South of Zenith Ave41 $ 92,735 $ 92,735 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0 FailedTOTAL $ 40,671,015 $ 31,066,015 $ ‐ $ 800,000 $ 500,000 $ 225,000 $ 2,700,000 $ ‐ $ 5,380,000
Attachment 4 - Funding our Future detail FY 2023 5/6/2022
FY2023
Revenues FY 2022 Amount 40,359,137
General Fund (FOF represents 1/2 Percent) 8,764,489
Civilian Response Team Recapture 2,100,608
Use of Funding Our Future Fund Balance (2,129,483)
Use of Funding Our Future Transit Key Routes Holding
Account (1,879,654)
Total FOF FY 23 Revenues 47,215,097
Community and Neighborhoods FY 2022 Amount 3,046,398
Personal Services Base to Base Changes 54,400
Annualization of partially funded positions -
Pension Changes (916)
Insurance Rate Changes 4,000
Merit Changes -
Salary Proposal 32,668
Budget Amendment #2 - Salary Changes 20,156
Transportation Planner III (Grade 28) (10 Months) 203,747
Program Expenses [One-Time $8,800] 11,000
TOTAL Community and Neighborhoods 3,371,453
Fire Department FY 2022 Amount 236,448
Personal Services Base to Base Changes 25,846
Pension Changes (1,264)
Insurance Rate Changes 1,648
Merit Changes -
Salary Proposal 6,696
316,092
Fleet Fuel Cost Increase
Remove FD Deployment Expense Reimbursement [One Time]
Remove Emergency Management Phase 2 [One Time] (36,066)
Transfer MRT from ARPA Funding
MRT Expansion (Firefighter) - (Grade 17) (11 Months) 264,240
Program Expenses [One-Time $47,200] 55,900
TOTAL Fire 869,540
Funding our Future
Budget Amendment #4 - CHAT (3 FTEs from Police, Funding
from Non Departmental)
Attachment 4 - Funding our Future detail FY 2023 5/6/2022
Police Department FY 2022 Amount 8,749,563
Personal Services Base to Base Changes 985,535
Annualization of partially funded positions
Pension Changes 16,223
Insurance Rate Changes 54,240
Merit Changes 120,288
Salary Proposal 534,466
NFP & CCAC Cost Projections [41 Impacted Employees]
Budget Amendment #2 - Salary Changes 1,002,346
Civilian Response Team Program Director - (Grade 32) (10 Months) 130,143
Civilian Response Team Specialist - (Grade 19) (6 Months) (CRT Funded) 520,164
Program Expenses 95,000
Total Police Department 12,207,968
Public Lands
Move Park Ranger to Funding Our Future 687,424
TOTAL Public Lands 687,424
Public Services FY 2022 Amount 2,675,831
Personal Services Base to Base Changes (4,016)
Annualization of partially funded positions -
Pension Changes 3,358
Insurance Rate Changes 12,400
Merit Changes 6,344
Salary Proposal 62,552
Budget Amendment #2 - Salary Changes 77,623
390,552
138,460
Program Expenses 20,000
Expansion of Traffic Signal Maintenance (Grade 23) (10 Months) 83,175
Program Expenses 16,300
TOTAL Public Services 3,482,579
911 Dispatch FY 2022 Amount 281,325
Annualization of partially funded positions 511,059
Total 911 Dispatch Bureau 792,384
Expansion of Traffic Sign & Marking Maintenance (Grade 18)
Budget Amendment #4 - CCP-Rapid Intervention Team
Attachment 4 - Funding our Future detail FY 2023 5/6/2022
Non Departmental FY2023 Budget
Capital Improvement Projects and Maintenance Fund 3,100,000
Parks Maintenance from FOF 2,000,000
Transfer Out to CIP Fund Funding Our Future Transit
Key Routes Holding Account (One-time) (600 North
Corridor Transformation)
Fleet Fund:
Public Safety Apparatus/Vehicle Replacement 4,000,000
Streets Fleet Equipment/Vehicle Replacement 1,700,000
Public Services - Concrete Maintenance Equipment
Fleet - Centralized Fleet Maintenance 138,500
Fire - MRT 50,000
Police - Civilian Response Team Program Director 60,300
Police - Civilian Response Team Members 315,000
Public Services - Traffic Sign & Marking 133,000
Public Services - Traffic Signal Maintenance 170,300
IMS Services:
IMS Services 430,054
IMS Expenses for New Positions (GF - 47, FOF - 22) 66,000
Housing:
Housing Plan - Land Discounts and Financing (transfer to
RDA) 2,590,000
Public Safety:
Police Body Cameras and Vehicle Integration 512,578
Police Officer Training [One-Time $150,400]
Social Worker Program 962,109
Increased Mental Health Responders 450,000
BA#2 Transfer Social Workers to Fire Department (316,092)
Diversifying Public Safety Civilian Response Models
Holding Account 842,000
Transit:
Transit Plan - Service for Key Routes (1, 2, 9 & 21) 6,600,000
Transit Plan - On Demand Ride Services 1,900,000
Transit Plan - UTA Outreach 100,000
25,803,749
Total FOF FY 23 Expenses 47,215,097
American Rescue Plan Act (ARPA)
BUDGET UPDATE
Learn more about funds spent at www.tinyurl.com/SLCFY23
MAY 10, 2022
Balancing Our Priorities
Funds Spent by Department
DEADLINE TO SPEND ONE-TIME ARPA FUNDS: DECEMBER 2024
Policy Questions
How much should we
reserve for FY2024?
What projects in
FY2023 CIP and the
two proposed bonds
are ARPA eligible?
How do we balance
one-time projects with
ongoing people and
program expenses?
What are our unmet
community needs?
What have we heard
from the community?
1
2
3
4
5
Financial Overview
$85,411,572
$37,222,175
Total funds
Funds spent (44%)Funds remaining (31%)
Proposed in MRB
for FY2023 (25%)
$26,387,975$21,801,422
= ongoing expense
ARPA Items in Mayor’s Recommended Budget for FY2023
General Fund ARPA Revenue Replacement
General Fund ARPA Available Salary Restoration (from half year hiring freeze)
Economic Development Sta (2 Existing FTEs)
Finance Grant Administrator (1 Existing FTE)
Community & Neighborhoods Community Commitment Program Advantage Services Cleanings
Total Proposed Spending (45.2% of funds remaining)
100% proposed spending on ongoing expenses
14% proposed spending on 3 Existing FTEs
$19,890,111
$1,545,746
$211,000
$95,000
$59,565
$21,801,422
$21,801,422
$306,000
1
2
3
4
5
General Fund
Police
Redevelopment Agency (RDA)
Community & Neighborhoods (CAN)
Economic Development (ED)
Public Utilities
Public Lands
Apprenticeship Program (Multiple Depts)
Public Services
Sustainability
Winter Overflow Shelter (Nonprofit)
Finance Fire
30.7%
28%
10.7%
7.9%
6.3%
5.4%
4.2%
2.7%
1.3%
0.9%
0.8%
0.5%
0.5%
30.7%
General Fund
28%
Police
10.7%
RDA
7.9%
CAN
Learn more about funds spent at www.tinyurl.com/SLCFY23
FY22 ARPA-Funded Projects
= ongoing expense
General Fund Revenue Replacement
Police Ocer Salary Increases
Multiple Departments Apprenticeship Program
Community & Neighborhoods Youth & Family COVID-19 Programming Continuation
Economic Development Sta (2 New FTEs)
Fire Medical Response Team Expansion (4 New FTEs, 6 Months)
Finance ARPA Grant Administrator (1 New FTE, sunsets with ARPA Funding)
Finance ARPA Grant Manager (1 New FTE, sunsets with ARPA Funding)
Community & Neighborhoods Special Projects Assistant (1 New FTE)
Community & Neighborhoods Youth & Family Community & Program Manager (1 New FTE)
Economic Development Strategic Plan
Medical Response Team Equipment for Expansion
$11,432,646
$8,507,318
$1,000,000
$711,350
$290,000
$136,762
$101,020
$95,000
$93,829
$90,633
$50,000
$46,700
1
2
3
4
5
6
7
8
9
10
11
12
Funded by the Annual Budget
Redevelopment Agency Seed Funds for Westside Community Initiative (Perpetual Housing Fund)
Public Utilities Matching Funds to State Grant for New Water Reclamation Facility
Economic Development Business Assistance Grants
Community & Neighborhoods Nonprofit Assistance Grants
Police Community Commitment Program Police Support Overtime
Public Lands Park Ranger Pilot Program (19 New FTEs, 6 Months)
Public Lands Park Ranger Pilot Program Vehicles
Police Emergency Winter Overflow Shelter Police Overtime
Nonprofit Operator Emergency Winter Shelter Lease Payment Support
Sustainability Community Commitment Program Rapid Intervention Team (3 New FTEs, 7 Months)
Sustainability Community Commitment Program Rapid Intervention Team Vehicles
Community & Neighborhoods Community Commitment Program Advantage Services Cleanings
Total ARPA Funds Spent
67.6% spent on ongoing expenses
5.8% spent on 32 New FTEs
$4,000,000
$2,000,000
$2,000,000
$2,000,000
$1,505,920
$1,175,491
$401,800
$400,000
$301,456
$164,750
$160,500
$57,000
$37,222,175
$25,165,699
$2,147,485.00
14
15
16
17
18
19
20
21
22
22
23
24
Funded by Budget Amendment #4
Public Services Annex Building Repairs (Odyssey House)$500,00013
Funded by Budget Amendment #2
It's your city, it's your business!
Es su ciudad, y es importante
estar informados!
www.slccouncil.com | 801-535-7600
Council Budget Overview
5.10.22
Council Budget Role
The Council considers:
•opportunities to address previously discussed policy goals or priorities identified by
elected officials and the public,
•the extent to which the City’s budget furthers the overarching commitment to social
equity,
•the extent to which the proposed budget addresses community needs and service
levels,
•the impacts decisions made this year would have on budgets for future years,
•potential unintended consequences that may result from budget and policy decisions,
•how these decisions align with the role of City government and whether there are
duplications with the role of other governmental entities, to ensure an efficient and
transparent use of taxpayer dollars
•There are many proposals in the budget and in the two bond proposals that address long-standing
basic City needs and significantly move progress forward on many of the Council’s priorities.
•This proposed budget is a step towards aligning ongoing sources of funds with ongoing needs, but
still uses significant amounts of one time money from federal grants and the City’s savings account.
This informs what is known as the City’s structural deficit. It maintains a 16.5% fund balance level,
which is $14.5million over the preferred threshold.
•In FY 22, the City used close to $30 million in one time money (fed grants and fund balance) to
balance the budget. More one time funds were used in adding employees and programs through
grants or general fund balance through budget amendments. Those programs and employees were
seen as critical to addressing the City’s response to the pandemic and meeting the needs of the
community.
•This will perpetuate the need to fix the City’s structural deficit in future years with program cuts or
property tax adjustments.
•The pace of sales tax growth has allowed the City to rely more heavily on that revenue source, but
as has been noted before it is a volatile revenue source, and the Council cannot vote to increase it
without State authorization.
•The following slides highlight proposals in the Mayor’s recommended budget relating to Council
Priorities.
High-level Budget takeaways
Equity and Diversified Response Models
Department Proposed Changes
Mayor’s Office Increasing Language Access -$300,000
Stipends for Boards and Commissions -$119,120 ($40 per meeting)
Community and Neighborhoods Shifting Youth and Family from ARPA to ongoing General Fund –2 FTEs -$189,074
Youth & Family –My Brother’s Keeper –1 FTE -$102,000
Fire CHAT Team (BA #4) –proposed for FOF –3 FTEs -$316,000
MRT Team transfer from ARPA to General Fund -$288,262 –4 FTEs
Expansion of MRT Team with FOF –4 FTEs & Equipment -$320,000
6 FTE Firefighters -$317,100
Human Resources Police Recruiter -$90,000
Apprentice Recruiter -$90,000
Police 11 FTEs (BA #6 –COPS Grant) –Police Officers
SVU Victim Advocate Program –Director, Coordinator, salary and program adjustments (2 FTEs) -$315,016
Promising Youth Program –Youth Specialists –4 FTEs and Program Expenses -$274,000
GRAMA Program FTE -$100,000
Community Outreach and HR Coordinator -$157,007
Civilian Response Team –Director (1 FTE), specialists (12 FTEs) and program expenses -$745,307
Public Lands Fisher Mansion Carriage House –Recreation Program Coordinator (1 FTE) & Programming Expenses -$99,000
Board and Community Council Liaison (1 FTE) -$65,000
Public Services Safety Coordinator (1 FTE) -$94,000
911 Dispatch Salary Enhancement -$1.05 million
Reduce 8 FTEs ($736,000 savings) –delay 32 hour workweek pilot to get to full staffing
Overtime funding -$250,000
Convention/Networking and Public Relations Campaign -$12,000
Non-Departmental Apprenticeship Program -$1,025,000
Police Body Cameras and Vehicle integration -$513,000 additional (from FOF)
Enhancement of Tuition Aid Program -$20,000
Fleet vehicles to support diversified response (MRT, Civilian Response Team, etc) -$425,300 from FOF
Rose Park Golf Course Infrastructure renewal -$500,000
Hispanic Entrepreneurs Program (one time) -$30,000
For reference –response teams in different departments:
•Fire Department –Community Health Access Team (CHAT), Medical
Response Team (MRT)
•Police Department –Social Worker Co-Responders, Civilian
Response Team
•CAN –Homeless Engagement and Response Team (HEART),
Downtown Ambassadors, Code Enforcement
•Public Lands –Park Rangers Program
•Public Services –Community Cleaning Program (CCP) Rapid
Intervention Team
Department Proposed Changes
Mayor’s Office C&C Building Police Presence -$177,800
Community and Neighborhoods CCC Lease/Utilities -$300,000
Increased Landfill Fees -$17,000
Street Ambassador Program -$1.3 million (to ensure ongoing funding for all expanded
locations)
Public Lands Park Ranger Program (BA #4) –19 FTEs and equipment -$2.1 million ($687,424 and 8 FTEs
funded from FOF
Expansion of Park Ranger Program –2 FTEs
Tree Maintenance Forester –1 FTE -$72,000
Increased Tree Planting Funding -$150,000
Groundskeeper –1 FTE -$57,702
Public Services (BA #4) –CCP Rapid Intervention Team –Transfer From ARPA to General Fund/FOF –(3
FTEs) -$390,552
Non-Departmental CIP funding at 9%
Enhanced Parks Maintenance (expansion of FOF) -$2,000,000
Enhanced Vacant Building Maintenance -$700,000
A portion of Homelessness Expenditures & Maintenance of Public Spaces*
*Does not include related projects in the proposed Sales Tax Bond or CIP
Department Proposed Changes
Community and
Neighborhoods
Transportation Planners from the Transportation Fund –3 FTEs (revenue offset)
2 FTE –Transportation Planner III & Program Expenses -$215,000
Non-Departmental HIVE Passes for School Children -$100,000
600 North Corridor Transformation (from FOF) -$1.8 million (to be added to Sales
Tax Bond)
FOF -Service for Key Routes (UTA Contract) -$998,681 increase ($6.6m total)
FOF -On Demand Ride Service -$800,000 increase ($1.9m total)
FOF -UTA Outreach -$100,000
Transit & Transportation*
*Does not include related projects in the proposed Sales Tax Bond or CIP
Department Proposed Changes
Community and Neighborhoods Northwest Quadrant Liaison -$106, 175
Historic Preservation Survey -$75,000
Redevelopment Agency Affordable Housing Development -$2,590,000 (transfer from FOF to RDA)
Housing Development Fund -$1 million
Westside Community Initiative -$500,000 (in addition to $4m seed funds
from ARPA)
Central Business District -$734,000
Primary Housing Fund -$1.6 million
Housing Stability (CAN) –
Repurposing Accounts from repaid
loans originally from HUD Grant
Programs
$12m -While not included in the FY 23 proposed budget, the Administration
has transmitted a proposal to repurpose funds that have been repaid to
programs originally created with HUD Grants, into affordable housing related
activities (that comply with the original HUD Grant guidelines). More
information on this proposal is forthcoming.
Land Use & Development, including Affordable Housing *
*Does not include related projects in the GO Bond or CIP
Department Proposed Changes
Community and Neighborhoods Civil Enforcement Officer -$66,000
2 FTEs Building Inspector I -$143,213
Economic Development Construction Mitigation Funding -$200,000
Finance Grants Manager (BA #6) -$131,888
Purchasing Deputy Director -$125,689
Good Landlord Position -$64,113
Public Services Engineering Project Manager ( 1 FTE) -$143,000
Traffic Sign and Marking Maintenance Expansion (2 FTEs) -$140,000
Traffic Signal Maintenance Expansion (1 FTE) -$84,000
Business Districts Operations Manager (1 FTE) -$116,000
Non-Departmental Biohive branding and marketing ($50,000 from BA #6 and $35,000 one time)
Additional funding for SL Arts Council -$150,000
Business Support
Budget Budget Budget FY 22-23
DEPARTMENT 2020-21 2021-2022 2022-2023 Variance
GENERAL FUND
Attorney's Office 50.25 55.25 58.50 3.25
City Council 35.00 35.00 36.00 1.00
911 Communications Bureau 100.00 108.00 100.00 (8.00)
Community and Neighborhood 204.00 176.00 188.00 12.00
Economic Development 18.00 18.00 22.00 4.00
Department of Finance 69.70 71.70 76.70 5.00
Fire 366.00 374.00 392.00 18.00
Human Resources 21.20 26.05 31.40 5.35
Justice Courts 42.00 42.00 42.00 0.00
Mayor's Office 26.00 30.00 32.00 2.00
Police 711.00 720.00 750.00 30.00
Public Lands 0.00 118.35 144.35 26.00
Public Services 329.35 249.00 261.00 12.00
Non Departmental 0.00 0.00 0.00 0.00
GENERAL FUND TOTAL 1972.50 2023.35 2133.95 110.60
STAFFING DOCUMENT SUMMARY
COMPARISON OF FISCAL YEARS 2021 THROUGH 2023
FTE Changes
*Note: 46 of the 110.6 proposed new FTEs were added in budget amendments throughout the current fiscal year.
Bond Proposals
Sales Tax Bond $Notes
City Cemetery Road Repairs / Reconstruction $11,200,000 Total road repairs and reconstruction estimated at $12.5 million (2020
Cemetery Master Plan)
Pioneer Park Improvements $10,000,000
In FY20 CIP, the Council approved $3.445 million of parks impact fees
for Pioneer Park improvements. Public engagement is currently
ongoing for selecting amenities and locations
600 North Corridor Transformation $9,753,000 In FY22 CIP, the Council approved over $1.8 million for this project
Radio Towers $7,500,000
Part of a larger radio infrastructure upgrade project with a total
estimated cost of $20 million. The FY23 annual budget proposal also
includes $3.7 million for new radios
Central Plant Electrical Transformer Upgrade &
Emergency Backup Generators $6,100,000 Required by Rocky Mountain Power by 2024 (estimate based on 70%
constreuction docs)
Westside Railroad Quiet Zones $6,100,000 Three at grade crossings would be improved to create a single quiet
zone in residential neighborhood (Cost estmate reviewed in fall 2021)
Warm Spring Historic Plunge Structure
Stabilization $6,000,000 Structure stabilization including security and fire suppression systems.
Not necessarily ready for an operator.
Smith's Ballpark Improvements $3,000,000
Total deferred maintenance and improvements identified by the
Facilities condition index (industry best practice) is estimated at over
$12.7 million. This does not factor in recently identified improvements
requested by minor league ballparks
Urban Wood Reutilization Equipment and
Storage Additions $2,000,000 New program would also require one or two new full-time City
employees
Fisher Mansion Stabilization $1,800,000
This funding is for structure stabilization, not necessarily for public or
private uses. In FY20 CIP, the Council funded almost $1.4 million for
restoration of the Carriage House, and in FY21 another $504,732 for
construction overages
Sales Tax Bond Total $63,453,000
GO Bond (to be considered by voters - would not impact FY 23 property taxes)
Glendale Regional Park $27,000,000 This project would use up to $27 million in bond proceeds, in addition
to $3.2m in impact fees that were previously allocated to the project
Jordan River Corridor Improvements $9,000,000
Allen Park $9,000,000
Seven Neighborhood Parks, 1 per district $7,000,000
Dept ideas - D1: Madsen Park; D2: Poplar Groe Park; D3: Warm
Springs Park; D4: Reservoir Park; D5: Jefferson Park; D6: Donner Park;
D7: Fairmont Park N. Entry/McClelland Trail
Fleet Block Park $5,000,000
Liberty Park Playground $2,000,000
Folsom Trail Completion $5,000,000
20% contingency $16,000,000
GO Bond Total $80,000,000
Total Both Bonds $143,453,000
Truth In Taxation
Holds constant the dollar amount of property taxes that an entity receives,
regardless of changes in property values
Value
Rate
Baseline Property Tax Budget (DOLLARS)
Rate
Value
•Unless the Council chooses to increase taxes to receive more $ -requires public hearing & notice
•One exception –“New Growth” authorized by the County & State
•Other related concepts to cover at a later date –“Judgement Levy”, “Property Tax Stabilization”
New Growth
New DevelopmentNew $ received by
City
Centrally Assessed PropertyPersonal PropertyChanging Real Property ValuesBaseline Property Tax Budget
New City BudgetNew “Baseline”
FY 22
Adopted
Property
Tax Budget
FY 2022 Property Tax Revenue FY 2023 Property Tax Revenue
Without Property Tax Stabilization or Increase
Allowed “Baseline”REAL PROPERTY
NEW GROWTH
FY 22
Adopted
Property
Tax Budget
Amount
received
above budget
FY 22
Adopted
Property
Tax Budget
FY 2022 Property Tax Revenue FY 2023 Proposed
Property Tax Revenue
With Property Tax Stabilization & Proposed Increase
NEW City “Baseline”
REAL PROPERTY
NEW GROWTH
Stabilization
FY 22
Adopted
Property
Tax Budget
Amount
received
above budget
General Tax
Increase
Legal Fund Tax
FY 22
Adopted
Property
Tax Budget
FY 2022 Property Tax Revenue FY 2023 Proposed
Property Tax Revenue
NEW City “Baseline”
REAL PROPERTY
NEW GROWTH
Stabilization
FY 22
Adopted
Property
Tax Budget
Amount
received
above budget
General Tax
Increase
Legal Fund Tax
Who Pays?
If economy grows at the same rate
Existing Taxpayers
New Investment
in Personal Property
like business equipment
Existing Taxpayers
New Buildings
(Real Property)
New Business Investment
(Personal Property)
FY 22
Adopted
Property
Tax Budget
FY 2022 Property Tax Revenue FY 2023 Proposed
Property Tax Revenue
NEW City “Baseline”
REAL PROPERTY
NEW GROWTH
Stabilization
FY 22
Adopted
Property
Tax Budget
Amount
received
above budget
General Tax
Increase
Legal Fund Tax
Who Pays?
If economy DOES NOT grow at the same rate
Existing Taxpayers
New Investment
in Personal Property
like business equipment
Existing Taxpayers
New Buildings
(Real Property)
Dollar Amount % increase
General Property Tax
for City Operations
$4.3 million 4.9%
Legal Fund Tax $4 million 4.5%
Total City $8.3 million 9.4%
Related
Library Fund $2.8 million 3.2%
Stabilization $2 million TBD
Note: Does not include GO Bond which voters would consider in Nov, and would be issued in FY 2024
FY 23 Property Tax Proposals
Median Priced Home ($520k) -$130.49 per year ($10.87 per month)
$1m Commercial Property -$442.76 per year ($36.90 per month)
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
Amber
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
www.slccouncil.com/city-budget
TO:City Council Members
FROM: Sylvia Richards
Policy and Budget Analyst
DATE:May 10, 2022
RE:Office of the City Attorney FY 22-23
Budget: Civil Division, Recorder’s
Office & Prosecutor’s Contract
PROJECT TIMELINE:
Briefing: May 10, 2022
Public Hearing: May 17 & June 7
Potential Action: June 14, 2022
ISSUE AT-A-GLANCE
The Office of the City Attorney includes three divisions: Civil Practice, Recorder’s Office, and Risk
Management, as well as a contract with the County District Attorney’s Office (DAO) to manage the
Prosecutor’s Office. (Budgets relating to the Risk Management Division are analyzed separately with
the Governmental Immunity Fund and the Insurance & Risk Management Fund.)
The proposed FY23 budget requests $9,074,133 and 58.5 full-time employees (FTE). There is an
increase of $1,044,831 or 13.0% from the FY 2022 Adopted budget. The proposed budget increase is
attributed to several factors, including the proposed addition of 2.25 FTE’s, the continuation of salary
changes and an FTE approved during Budget Amendment No. 2, a request to fund special consultants
and outside counsel requests, and an increase to personal services including reclassifications in the
Recorder’s Office. Information regarding the proposed budget is included on pages 36 and 147 through
151 of the Mayor’s Recommended Budget Book FY 2023.
BUDGET HIGHLIGHTS (Available on Page 36 of the Mayor’s Recommended Budget)
Request for 2.25 Additional FTE’s – Attorney’s and Recorder’s Offices
The City Attorney’s Office proposes the addition of one Legal Secretary III position
($69,230 for 10 months). Currently the Attorney’s Office has three legal secretaries; however,
an additional position is being requested to address an increase in workload. Last year, one
additional legal secretary was approved and hired to devote fifty percent of their time
Page | 2
reviewing plats and the other fifty percent on litigation work; however, plat work is taking 90%
of an FTE, according to the Attorney’s Office.
The Recorder’s Office is requesting 1.25 FTE’s including a new Boards and Commissions
Liaison position ($83,175 for 10 months) to manage boards and commissions training,
interviews, board member terms, renewals, and applications. (This requested FTE would work
collaboratively with the Mayor’s Office on boards and commissions.) The position would also
be responsible for centralizing the recognized community organization management and
notifications opportunities.
Additionally, the Recorder’s Office proposes to change an Archive Clerk from a part-time
position to full time (additional $57,027 for 10 months to cover increase salary and benefits) to
address an increase in staff load, including staff requests, implementation of a citywide
retention policy, and changing paper files to e-files.
The Council may wish to ask whether the public would notice a decreased
level of service if the 2.25 proposed positions were not funded at this time.
Continue Salary Funding and FTE from Budget Amendment No. 2
In Budget Amendment No.2, FY21-22, the Recorder’s Office requested a Minutes and Records
Clerk FTE ($87,740) to address increased workload. The employee is a resource to both
branches of the City and is tasked with transition of Elected Officials including assistance with
Oath of Office Ceremony planning, records management focusing on text messages and social
media policy development, as well as GRAMA response development for the Mayor and City
Council Office. Additionally, the City Council adopted salary changes ($215,323) for City
employees during Budget Amendment No. 2.
$111,600 Special Consultants and Outside Counsel (ongoing)
In recent years, and more frequently now, the Attorney’s Office receives requests from City
departments to hire outside specialized consultants and legal counsel to assist with inquiries
and questions relating to equity issues, Title 6 issues, CRB-related issues, as well as other
complex and technical matters. This request for funding would allow the Attorney’s Office to
fund these requests and services.
The Council may wish to ask for the total amount of funding paid out by
the Attorney’s office for these services to date during FY21-22.
$162,278 Reclassification (7 positions in Recorder’s Office)
As a result of the increased service levels the Recorder’s office has recently provided, seven
positions have been reclassified to reflect compensation more appropriate for the increased
responsibilities, including additional meetings/minutes, contract execution, elections, boards
and commissions, and oversight of adoption and publication of City municipal code.
GRAMA Requests and Contract Metrics
The following metrics were provided by the Department:
GRAMA data: Total number of records requested in 2021 were 15,976. (Breakdown: Police:
14,299; Fire: 706; Airport: 233; City: 737)
Contract data: Total number of contracts processed during 2021 calendar year: 1,116.
CCAC Salary Recommendations for Non-Represented Employees
The Council may wish to note that the Citizens Compensation Advisory Committee requested a
survey for certain non-represented employee positions which lag either slightly or significantly
behind market pay rates by more than 2%. The Administration will consider these salary
adjustments after the annual budget process is completed. There are potentially 55 employees
in this Department who may be impacted by these changes.
Page | 3
ADDITIONAL CHANGES TO THE BUDGET:
$385,016 Personal Services Base to Base Changes: The proposed FY 2022 budget includes
an increase of $385,016 in base to base personal services changes.
$262,272 Attorney’s Office portion of the salary proposal described in the Budget
Summary portion of the Mayor’s Recommended Budget Book
$50,000 Primegov: To streamline administrative approval process (transmittals,
Laserfiche Connection & OPMA practice)
$35,948 Insurance rate changes affecting all City departments.
$15,000 Election (printing/preparation costs to fund a ranked choice voting pilot project)
$10,908 eDiscovery Tech Contract Increases (Westlaw contract)
ADDITIONAL BACKGROUND INFORMATION
RECORDER’S OFFICE
The Recorder’s Office administers all legislative actions ensuring transparency to the public, such as
public meeting notification, City Council meeting minutes; coordination of city elections including
candidate forms; acts as a compliance office for State and local statutes, including GRAMA and the
Open and Public Meetings Act, and general access to City records; provides support for contract
execution, and oversight of adoption and publication of the City’s Municipal Code; and provides
support service to the City Administration and Council. In addition to these functions, the Recorder’s
Office has also assumed the role of Induction Officer to manage the tasks related to bringing on newly
elected Council Members, as well as the coordination of the Induction Ceremony. To provide these
functions to the various City Departments, the Recorder’s Office has 8.75 full-time employees and one
part-time employee.
PROSECUTOR’S OFFICE
The City contracts with the District Attorney’s Office (DAO) to manage thirty full time and one part
time prosecutors and staff to provide prosecutor services for the City. The contract includes staffing
salaries, lease fees for the office space, a management fee, and other operating fees. The prosecutors
staff the Salt Lake City Justice Court while DAO prosecutors take those cases over when entered into
district court calendars. The contract between Salt Lake County and Salt Lake City has been in place
since 2015. Salt Lake City prosecutors and staff operate in the same workspaces as other Salt Lake
County District Attorney employees. The DAO and City Prosecutors interact with state and local law
enforcement agencies, as well as the City Homeless Services group, Community Action Teams, Salt
Lake County Criminal Justice Advisory Council, and the Salt Lake Area Family Justice Center. The
Prosecutor’s Office also participated in other programs, including a two-phase expungement program
and continued referrals through the Crime Prevention Investment Program (CPIP) Diversion
Program.
Vision Statement
Our goal is to be valued and trusted partners, recognized and relied upon for our expertise, creativity,
and commitment to advancing the City’s goals.
Mission Statement
The City Attorney’s Office’s mission is to provide high-quality, timely legal advice to the City, and be
relied upon as a trusted productive, and a positive City team member.
Department Overview
The Office of the Salt Lake City Attorney includes a section responsible for civil matters and
administration, a section responsible for risk management, and a section responsible for criminal
matter and the Office of the City Recorder.
Page | 4
The Office of the Salt Lake City Attorney strives to supervise and coordinate efforts of its four
Divisions. From and administrative perspective, the office closely coordinates with Risk Management
on litigation submitted against the city. The City Attorney also works with the Prosecutor’s Office on
budgetary and administrative matters and works with the Recorder’s Office to serve the city’s goals of
compliance with the law.
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:
Rachel Otto, Chief of Staff
Date Sent to Council:
TO: Salt Lake City Council DATE: March 24, 2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff to Mayor Mendenhall
SUBJECT: Ordinance Protecting Patient Privacy and Rights Near Healthcare Facilities
STAFF CONTACTS: Katie Lewis
Weston Clark
DOCUMENT TYPE: Proposed ordinance
RECOMMENDATION: Adopt the proposed ordinance
BUDGET IMPACT: None
BACKGROUND/DISCUSSION:
This proposed ordinance would help protect the privacy and security of patients utilizing or visiting
healthcare facilities in Salt Lake City. It would do this by setting clearer guidelines for the proper place for,
and the manner of, the exercise of free speech in the vicinity of patients and patient access points of all
medical facilities.
This ordinance would prohibit:
•a person from congregating, patrolling, picketing, or demonstrating in an area that extends 15 feet
from the entrance of a healthcare facility;
•a person from making an unreasonably loud noise within 30 feet of a healthcare facility, after being
ordered to stop or reduce the volume;
•a person from using any sound amplification device within 50 feet of a hospital, healthcare facility, or
mental health facility; and
•a person to remain within 10 feet of an individual approaching a healthcare facility after that person
verbally indicates they don’t want to speak with that person.
4/8/2022
4/8/2022
rachel otto (Apr 8, 2022 10:11 MDT)
SALT LAKE CITY ORDINANCE
No. _____ of 2022
(Ordinance related to buffer zones, enforcement around healthcare facilities)
WHEREAS, it is proposed that Section 9.28.110 of the Salt Lake City Code relating to
buffer zones around healthcare facilities, be enacted to protect patient access and safety when
seeking medical care;
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Enacting Salt Lake City Code Section 9.28.110. That Section 9.28.110, of
the Salt Lake City Code shall be enacted as follows:
Article I: DEFINITIONS:
For the purposes of this Section, the following terms, phrases, words, and their derivations
shall have the meanings given herein. The word "shall" is always mandatory and not merely
directory:
A. “Entrance” means any ramp, stairway, or walkway extending from the front door of a
healthcare facility to the sidewalk or park strip.
B. “Person” means either an individual or a group of two or more individuals acting
together.
C. “Healthcare facility” means a physician's office or mental health facility, or any building
in which a medical or mental health practitioner provides medical or mental health
services.
Article II: PROHIBITIONS AND ENFORCEMENT
A. It is unlawful for a person to knowingly congregate, patrol, picket, or demonstrate in a
zone extending 15 feet from any entrance to a healthcare facility.
B. It is unlawful for a person, after having been ordered by a law enforcement office to
cease or reduce the volume of such noise, to make an unreasonably loud noise within 30
feet of the entrance to a healthcare facility. It is unlawful for a person to use any sound
amplification device within 50 feet of the entrance to a hospital, healthcare, or mental
health facility or office.
C. Within 30 feet of a healthcare facility, it is unlawful for a person to remain within ten feet
of an individual approaching a healthcare facility after that person verbally indicates they
do not want to speak or otherwise engage with the actor.
D. Violation:
1. Any person violating this chapter shall be liable for a civil penalty not to exceed
$500.
2. If police officers have probable cause to believe a person violated this chapter,
they may (but are not required to) give a warning in lieu of a citation.
i. If the police have probable cause to believe that a person has violated this
chapter within seven days after receiving a warning, the responding
officers shall issue a citation to the person
E. The provisions of this section A-C of this chapter do not apply to the following
individuals while acting in their official capacity:
1. Police and other public safety officers;
2. Fire and rescue personnel;
3. Emergency services personnel; or
4. Employees or agents of the hospital, healthcare facility
SECTION 2. Effective Date. This ordinance shall become effective on the date of its first
publication.
Passed by the City Council of Salt Lake City, Utah, this ______ day of ______________, 2022.
______________________________
Dan Dugan, Council Chair
ATTEST AND COUNTERSIGN:
______________________________
CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor's Action: _______Approved. _______Vetoed.
______________________________
MAYOR
______________________________
CITY RECORDER
(SEAL)
Bill No. ________ of 2022.
Published: ______________.
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date:____March 22, 2022
__________________________________
Katherine Lewis, City Attorney
SALT LAKE CITY ORDINANCE
No. _____ of 2022
(Ordinance amending Section 12.36.020 of the Salt Lake City Code to Change the Speed Limit
from 25 Miles an Hour to 20 Miles an Hour on City Streets)
WHEREAS, Chapter 12.36 “Speed Limits” sets forth the speed limits for streets within the
Salt Lake City boundaries; and
WHEREAS, Section 12.36.020(B) of the Salt Lake City Code currently sets the prima facie
speed limit for all streets at twenty-five (25) miles per hour, with some exceptions for school zones
and school bus stops; and
WHEREAS, the Salt Lake City Transportation Division is committed to providing a safe
and efficient transportation system for those travelling within Salt Lake City and further supports
the goals of the Vision Zero and Zero Fatalities programs; and
WHEREAS, the Transportation Division has presented evidence that a reduction of the
prima facie speed limit to twenty (20) miles per hour will likely decrease the frequency of
collisions involving motorized vehicles, as well as the severity of outcomes for those involved in
collisions, particularly for vulnerable road users such as bicyclists and pedestrians; and
WHEREAS, the Salt Lake City Council finds that updates to the current ordinance are
necessary to reduce the prima facie speed limit within Salt Lake City from twenty-five (25) miles
per hour to twenty (20) miles per hour to promote public safety and welfare.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Amending Section 12.36.020. Section 12.36.020 of the Salt Lake City Code
shall be, and hereby is, amended to read as follows:
Where no special hazard exists that requires a lower speed for compliance with section
12.30.010 of this chapter, or its successor, the speed of any vehicle in excess of limits specified in
this title is prima facie evidence that the speed is not reasonable or prudent and that it is unlawful:
A. Twenty Miles Per Hour for Special Hazards:
1. Upon meeting or overtaking any school bus which has stopped on the street for
the purpose of receiving or discharging any schoolchildren, provided such school bus bears
upon the front and rear thereof a plainly visible sign containing the words “school bus” in
letters no less than four inches (4”) high which can be removed or covered when the vehicle
is not in use as a school bus;
2. When passing a school building or the grounds thereof, or through a designated
school crossing zone during school recess, or while children are going to or leaving school
during opening or closing hours;
B. Twenty Miles Per Hour. As of the effective date of this ordinance, on any city
streets in which the speed limit is 25 miles per hour, whether posted or not, the speed limit shall
be reduced to 20 miles per hour. The city transportation director shall modify all existing posted
signs to reduce the speed limit from 25 miles per hour to 20 miles per hour.
SECTION 2. Effective Date. This Ordinance shall become effective on the date of its first
publication.
Passed by the City Council of Salt Lake City, Utah this __ day of ____________, 2022.
____________________________
Daniel Dugan, Council Chair
ATTEST:
______________________________
CITY RECORDER
Transmitted to Mayor on __________________
Mayor’s Action: _______Approved. _______Vetoed.
_____________________________
Mayor Erin Mendenhall
____________________________
CITY RECORDER
(SEAL)
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
_____________________________
Katherine Lewis, City Attorney
Bill No. ________ of 2022
Published: ______________.
Katherine Lewis (May 6, 2022 13:30 MDT)