HomeMy WebLinkAbout05/24/2022 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION ONLY
May 24,2022 Tuesday 1:00 PM
Council Work Room
451 South State Street Room 326
Salt Lake City,UT 84111
SLCCouncil.com
No Formal Meeting
Please note:A general public comment period will not be held this day.This is the Council's monthly
scheduled briefing meeting.Item start times and durations are approximate and are subject to change at
the Chair’s discretion.
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:09:16:51
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 ~1:00 p.m.
10 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:Department of Public Services ~1:10 p.m.
45 min.
The Council will receive a briefing about the proposed Department of Public Services
budget for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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.Fiscal Year 2022-23 Budget:Department of Public Lands ~1:55 p.m.
45 min.
The Council will receive a briefing about the proposed Department of Public Lands budget
for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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
4.Fiscal Year 2022-23 Budget:Fire Department ~2:40 p.m.
45 min.
The Council will receive a briefing about the proposed Fire Department budget for Fiscal
Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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.Tentative Break ~3:25 p.m.
20 min.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -n/a
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
6.Fiscal Year 2022-23 Budget:Fleet Fund ~3:45 p.m.
30 min
The Council will receive a briefing about the proposed Fleet Fund budget for Fiscal Year
2022-23,which provides vehicles,fuel,and vehicle maintenance and repair services for all
City departments.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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.Fiscal Year 2022-23 Budget:Sustainability Department and Refuse
Fund ~4:15 p.m.
30 min.
The Council will receive a briefing about the proposed Sustainability Department budget
and Refuse Fund for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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
8.Fiscal Year 2022-23 Budget:Non-Departmental Fund ~4:45 p.m.
40 min.
The Council will receive a briefing about the proposed Non-Departmental Fund budget for
Fiscal Year 2022-23,which accounts for transfers to other funds,grants,and other special
revenue funds that do not belong to particular City departments.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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
9.Fiscal Year 2022-23 Budget:Golf Fund ~5:25 p.m.
30 min
The Council will receive a briefing about the proposed Golf Fund budget for Fiscal Year
2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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
10.Dinner Break ~5:55 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
11.Fiscal Year 2022-23 Budget:Insurance and Risk Management ~6:25 p.m.
20 min.
The Council will receive a briefing about the proposed Insurance and Risk Management
fund budget,which accounts for employee insurance plans,for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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
12.Fiscal Year 2022-23 Budget:Justice Court Department ~6:45 p.m.
20 min.
The Council will receive a briefing about the proposed Justice Court Department budget
for Fiscal Year 2022-23.The Justice Court handles misdemeanor criminal citations,small
claims,traffic citations and traffic school for moving violations.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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
13.Fiscal Year 2022-23 Budget:Unresolved Issues TENTATIVE
-
The Council will receive a briefing about unresolved issues relating to the proposed
budget for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,May 24,2022
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
Standing Items
14.Report of the Chair and Vice Chair
Report of Chair and Vice Chair.
15.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.
16.Tentative Closed Session
The Council will consider a motion to enter into Closed Session.A closed meeting described
under Section 52-4-205 may be held for specific purposes including,but not limited to:
a.discussion of the character,professional competence,or physical or mental health
of an individual;
b.strategy sessions to discuss collective bargaining;
c.strategy sessions to discuss pending or reasonably imminent litigation;
d.strategy sessions to discuss the purchase,exchange,or lease of real property,
including any form of a water right or water shares,if public discussion of the
transaction would:
(i)disclose the appraisal or estimated value of the property under
consideration;or
(ii)prevent the public body from completing the transaction on the best
possible terms;
e.strategy sessions to discuss the sale of real property,including any form of a water
right or water shares,if:
(i)public discussion of the transaction would:
(A)disclose the appraisal or estimated value of the property under
consideration;or
(B)prevent the public body from completing the transaction on the best
possible terms;
(ii)the public body previously gave public notice that the property would be
offered for sale;and
(iii)the terms of the sale are publicly disclosed before the public body
approves the sale;
f.discussion regarding deployment of security personnel,devices,or systems;and
g.investigative proceedings regarding allegations of criminal misconduct.
A closed meeting may also be held for attorney-client matters that are privileged pursuant to
Utah Code §78B-1-137,and for other lawful purposes that satisfy the pertinent requirements
of the Utah Open and Public Meetings Act.
CERTIFICATE OF POSTING
On or before 5:00 p.m.on Friday,May 20,2022,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.
Administrative
updates
May 24, 2022
Last week
This week
April 19 –May 24
Last week This week
COVID -19
update
Current
status
summary
An average of 339 cases per day were
reported in Salt Lake County, a 46 percent
increase from the average two weeks ago.
Despite the increase, community levels in
Salt Lake County are still considered low
based on hospitalizations and deaths.
www.slc.gov/feedback/
Regularly updated with ways to engage with the City.
Community Engagement Highlights
Transportation
•Virginia Restriping
•Survey opened www.slc.gov/mystreet/virginia
•2100 South Reconstruction
•Intercept Surveys tomorrow
Sustainability
•Waste Rate Increase
•www.slcgreen.com/rates
•Mailers landed last week
•Electric Vehicle Ready Ordinance
•Open comment period as begun
•Through June 3rd
Housing Stability
•HUD 2022-2023 Annual Action Plan
•CDBG, HOME, ESG, and HOPWA
•Public Comment period May 25th –June 24th 2022
Homelessness Update:
HRC and Overflow Occupancy
May 9th -13th
STH -1000 West
Men's HRC
STH -King
Women's HRC
STH -Miller Mixed
HRC Total
Shelter Capacity 300 200 200 700
Avg number of beds occupied/night 289 194 197 681
Avg number of beds unoccupied/night 11 6 3 19
Avg % of beds occupied/night 96.3%97.1%98.6%97.2%
Avg % of beds unoccupied/night 3.7%2.9%1.4%2.8%
Cleaning and Abatements
Victory Road Followup this week
Kayak Court Fri May 20th @ Jordan River
Justice Court
Ruff Haven
Jordan River Commission
GREENbike
Next Resource Fair:
June 10th-Location TBA
Homelessness
Update
Contact/ Intake:
801-990-9999
HB 440/ C.O.M. Process
May-Funding/ Operator discussions
(ongoing)
June-Present ranked list to full COM
July-COM vote on proposed site(s)
Aug-COM present choice(s) to COG
Sept 1 -Deadline for feasible plan
submission
Oct-Opening of overflow(s)
Winter
Overflow
Shelter Update
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
SLC Budget FY23
TO:City Council Members
FROM:Allison Rowland
Public Policy & Budget Analyst
DATE:May 24, 2022
RE: FY2023 BUDGET – PUBLIC SERVICES DEPARTMENT - UPDATED
MAYOR’S RECOMMENDED BUDGET PAGES:
Key Changes, 44. Department Overview, 211 to 218. Staffing, 276 to 281
UPDATED: Several changes were made to the staff report after it was initially forwarded to the
Council based on additional information from the Department. These are marked in red text
below.
The Public Services Department is charged with managing and administering services to the public, through its
Streets and Compliance Divisions, as well as support services to virtually every other City function, through the
Facilities Services, Engineering, Administrative Services Divisions, and the Fleet Enterprise Fund. The proposed
Fiscal Year 2023 (FY23) budget for the full Public Services Department would reach nearly $70 million, which is
12% ($7.5 million) higher than in FY22. As in other departments this year, the increase primarily reflects
increases to Personal Services costs, that is, salaries, merit changes, and insurance rate changes. Because the
Public Services Department is one of the largest, with over 300 FTEs, this amount is large, more than $4.4
million. The proposed budgets of the Public Services Divisions that are supported by the general fund are
reviewed in this report; the Fleet Fund is briefed separately.
General Fund Budget. Together, the FY23 budgets for the five Public Services Divisions that are supported by
the general fund are proposed to reach nearly $39.5 million, which is 15% ($5.1 million) higher than in FY22.
Each of the Divisions would see an increase, ranging from 8%, up to 41% (see figure below).
Item Schedule:
Briefing: May 24, 2022
Budget Hearings: May 17, June 7
Potential Action: June 14 (TBD)
Department of Public Services
2
Streets Facility Services Engineering (in
CAN FY21)
Compliance Admin. Services
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
FY21 Actuals
FY22 Adopted
FY23 Recommended
Trends in Public Services Funding
The Fleet Fund is briefed separately
Staffing. The full-time employees (FTEs) in these Public Services Divisions are expected to rise to 261 in FY23.
This total includes 23 who would be paid with ongoing revenue from FOF for Streets, and three homeless
encampment “Rapid Intervention Team” positions that were funded by Federal ARPA grants in FY22, whose
salaries would be transferred to FOF’s Public Safety rubric. Proposed new employees for FY23 would include six
paid from the general fund, and another six in FOF. These positions are funded for only 10 months, which
means additional ongoing funds would be needed for their fully annualized salaries in FY24. See each Division
for additional detail. Staff note: Some clarification is needed for several proposed new FTEs that appear in the
MRB with incomplete information. Staff will work with Public Services and the Finance Department for
further information.
In response to a Council staff question, the Department stated that “all new positions proposed are responding
to the growth experienced in the City and its demand for municipal services, and could be considered as critical
to accomplish the Department’s mission.”
Vacancies. The Department reports that “a challenging and highly competitive labor market has impacted
recruitment and retention, from entry-level to professional positions. Services have not been suspended but in
many cases the public experiences increased wait and response times.” In addition to the compensation-related
measures proposed across the City, the Public Services budget includes a pay increase for part-time workers,
primarily school crossing guards, which totals $44,524.
The Council may wish to ask how many employees would be affected by this increase
and whether it is sufficient to attract and keep the part-time workers the Department
needs.
BACKGROUND AND ADDITIONAL INFORMATION
A.Public Utilities and Contractual Charges. Unlike many other City departments, Public Services is
responsible for paying expenses whose ultimate size is largely determined by other departments. The
primary example are utilities bills for departments that are housed in the City County Building and Plaza
349. Facilities pays for public EV charging. Streets pays street signal electricity costs. Several other
departments—Fire, Police, and Public Lands—along with most enterprise funds, do pay their own utilities.
Budgeting in the face of this variety is further complicated by year-to-year fluctuations that depend on
Department of Public Services
3
weather conditions, the City’s new asset purchases, contractual changes, and more. With FY22 spending
that surpassed $13.3 million, precise budget forecasts are challenging.
Several years ago, at the Department’s request, the Council adopted an approach that funds Utilities and
Contractual Increases for Public Services on an annual basis. By explicitly placing anticipated amounts for
these items in the annual budget, the Department avoids the mid-year need to shift funding from approved
areas into what are essentially predictable but unfunded expenses. Now, the annual Utilities and Contractual
budget request is based on CPI plus proposed rate increases for public utilities. Fuel costs have been
separated out from other Utilities this year because of the special volatility that can result in much larger
price swings than the other two categories.
Estimates for Utilities and Contractual Changes
FY22 Adopted FY23
Recommended
Utilities Increases 128,500 464,000
Contractual Increases 115,100 340,500
Fuel 96,709
Total 243,500 901,209
In FY22, the Department offered the following caveat on these estimates:
“Both Public Lands and Public Services monitor utility, and all other operational
expenses, on a monthly basis and shift budgets as necessary across the Department to
cover utilities, which are for the most part non-discretionary expenses. And at times in
the past, we have requested budget amendments. For FY22, contractual budgets are
being watched very closely due to the effects of COVID in the market for many items,
especially contracted services and construction materials.”
B.Public Services Department /Administrative Services ($3,297,887, 18 FTEs). In a significant
City administrative reorganization in FY22, nearly half of the divisions in Public Services at the time were
separated to form a new Public Lands Department. This change also moved the Youth and Families
Division from Public Services to the Department of Community and Neighborhoods (CAN), and CAN’s
Engineering Division was moved to Public Services. The goal of moving Engineering, as stated in the that
budget, was to “bring general fund asset development and management together under one leadership
structure.”
The result is five Public Services Divisions: Streets; Facilities Services; Engineering; Compliance; and
Administrative Services.
1.Goals and Metrics. Public Services reports that each Division establishes its own goals and metrics,
with the overall Department will be focusing on four strategic goals this year:
o Optimizing construction project delivery;
o Promoting and participating in a City-wide capital planning effort;
o Developing a culture that embraces diversity, equity and inclusion; and,
o Consolidating intra- and interdepartmental programs.
The Department’s strategic goals from FY22 are being carried on, through the leadership transition. The
recently-confirmed Director provided the following assessment:
Department of Public Services
4
a. Create a life-cycle picture of capital assets from conception to renewal: Although not at the ideal
level of funding, moderate success has been accomplished as this year the CDCIP board has
recommended funding for the Facilities’ 10 year Capital Asset Replacement Plan.
b. Improve emergency capabilities: Multiple employees in the Department have received FEMA
sponsored training. In addition, COOP plans for each Division have been reviewed over the past
year making necessary adjustments to include pandemic response and telecommuting
alternatives for bad air quality days.
c. Continue critical workforce evolution planning: The Department has been successfully filling
most supervisor and lead worker positions with internal talent. However entry-level positions,
as well as certain trades positions, continue to be difficult to fill. The plan is to continue to
incorporate apprenticeships as a strategy to succession.
d. Optimize technology tools for asset management and forecasting: Using more of the full power
and capability of CARTEGRAPH OMS software to streamline work order management and
customer surveys. Skyspark, a predictive diagnostics software, allows us to predict failures so
work orders are being created before a shutdown. This effort expands the life cycle of our assets
and improve customer service, reducing downtime of any equipment.
e. Invest in diversity, inclusion, and equity work to support both employees and the public they
serve: The Department recognizes past inequities and has implemented diversity and inclusion
in all hiring, promotion, reclassification policies and procedures. Especially in offering career
opportunities and mentoring of those not previously provided these opportunities.
2.Staffing. New staff proposed would include the following. Three new FTEs, with the Division total
increasing from 15 to 18.
10-month
salaries
12-month
salaries
Deputy Director 161,069 193,283
Safety Coordinator 98,815 118,578
Financial Analyst 106,175 127,410
C.Streets Division ($15,042,306, 113 FTEs). The largest Division in Public Services would remain so,
with 38% budget growth and three new FTEs proposed. (Note: Streets is separate from the Transportation
Division located in the Community and Neighborhoods Department.) The Streets Division provides snow
plowing, street sweeping for storm water management, and traffic signals maintenance—all of which
require after-hours response capacity. In addition, the Division provides all roadway painting (including
crosswalks); maintenance activities such as pothole patching and chip seal projects; and significant asphalt
road maintenance. In FY22, the City initiated an ongoing concrete street maintenance program to
complement its asphalt street maintenance program, which serves the vast majority of City streets. The
Division stated that “As part of the bond projects, Engineering is also paving numerous local streets with
concrete in place of asphalt. This increases the service life of a road while reducing the annual maintenance
costs for those road segments.” (For additional information on asphalt versus concrete street surfaces, see
Attachment C1.)
The Division’s primary goal with the FY23 proposed budget is to provide vital maintenance of the
transportation infrastructure. It will use metrics as follows to track its progress:
Department of Public Services
5
Number of asphalt road lane miles treated
Number of potholes filled
Percentage of annual signal inspections completed
Response time for service calls on traffic signals
1.Funding. In addition to general fund revenue, the proposed budget would allocate $5.2 million
of the City’s Funding Our Future (FOF) revenue to the Streets Division to enhance care for the
City’s roads (see figure below). Most of this amount ($3.5 million) would go to the Streets repair
crew and one-time equipment replacement costs, which are covered in the Fleet Fund staff
report. FOF Streets funding would also cover three new FTEs, adding to the existing 20: two
Traffic Maintenance Operator and a Traffic Signal Technician, as well as their program and
equipment expenses (see New Programs, below).
Trends in FOF Streets Funding
FY2021
Actual
FY22
Adopted FY23 MRB
Streets Crew (includes reclass)1,550,937 1,604,237 1,831,998
Streets Crew Supplies (including inflationary
adjustment, and supplies for concrete street work)785,348 985,348 985,348
Fuel 16,746 16,746 16,746
Fleet Maintenance (Fleet)138,500 138,500 138,500
Streets Fleet Equipment [One Time]-950,916 1,700,000
Concrete maintenance Equipment -58,000 0
Concrete Road Maintenance Initiative [One Time]-69,500 0
Traffic Sign & Marking Maintenance FTEs (2) 138,460
Program Expenses 20,000
Equipment (Fleet)133,000
Traffic Signal Maintenance FTE 83,175
Program Expenses 16,300
Equipment (Fleet) 170,300
TOTAL $4,891,531 $6,123,247 $5,233,827
3.Staffing. The Division’s overall number of employees would rise slightly in the proposed budget.
Salaries of the three new FTEs mentioned listed in the FY23 MRB with 10-month salaries, and the
ongoing costs for FY24 are calculated below as well. “Rolling vacancies” have been present throughout
the past year, with two positions (Concrete Finisher, and Asphalt Equipment Operator) open for over
two months.
10-month
salaries
12-month
salaries
Sales Tax Option: Traffic Maintenance Operator (2)158,460 190,152
Sales Tax Option: Traffic Signal Tech 99,475 119,370
Total $257,935 $309,522
4. New Programs. The Division provided the following information on the two new programs planned
for Streets:
Department of Public Services
6
f.Expansion of Traffic Signal Maintenance Initiative. “The addition of an FTE Traffic
Signal Technician provides the capacity necessary to meet the increased maintenance demand
created by the increase of additional devices and enabling an overall increase to the level of
service provided to all devices in the City. The current number of devices each technician is
responsible for exceeds the number recommended by the Federal Highway Administration. An
additional FTE Signal Technician would reduce the total number of intersections each tech is
responsible for which allows for more time to be allocated to each device. Additionally, creates
the ability to complete annual PMI cycles and provides the capacity to complete plan set
reviews, final walkthrough inspections, and other additional tasks. This request also includes
$170,300 for Fleet equipment of an aerial lift truck for this position.”
g.Traffic Marking Maintenance Expansion Initiative. “The significant workload increases
from the expanded surface treatment program and striping layout changes that require the
Signs and Markings Program to layout and paint these markings. This increased maintenance
demand has exceeded our current capacity and impedes the ability to complete all annual
maintenance cycles including devices imperative to safety such as crosswalks and stop signs.
The addition of two FTE Traffic Maintenance Operators will provide the service level increase
necessary to meet the demand of the current workload. This request also includes $133,000 for
Fleet equipment of two (2) service body utility trucks for these positions.”
5.Fees Outside the Consolidated Fee Schedule (CFS). The Division reports that the only fee
included in the CFS is the placement of orange flags at crosswalks. Revenue is collected from the
Concrete Program (Residential 50/50 and Commercial), but it is not in the CFS. No revenue is collected
for special event sweeping, parade route temporary striping, and displaced parking (temporary signage
installation).
6.Efficiencies. Streets has been implementing Cartegraph, the asset management system, which has led
to more efficient and productive operations. With the ability to track and analyze daily operations data
with Cartegraph, the Division can make real-time adjustments and has created new processes to
improve output, accountability, and efficiency. Street signs and signals projects have been updated this
year and standardized to reduce future maintenance costs. All cost-saving measures previously
implemented will be continued with the adoption of this budget.
The Council may wish to discuss with the Administration a contingency plan in
case actual sales tax revenue does not match budgeted amounts.
D.Facilities Services Division ($10,809,352, 52 FTEs). The key goals for the Facilities Services
Division are the following:
- Maintain the overall Facilities condition index for City-own and occupied buildings
- Timely response to service work orders
- Reduce the energy used by a building in relation to its area
- Successful operation of the Rapid Response Team
1.Funding. As noted above, in addition to general fund revenue, the proposed budget would
allocate $5.2 million of the City’s Funding Our Future (FOF) revenue to the Streets Division.
The remaining amount, $390,552, from the Public Safety rubric, was approved by the Council in
FY22 Budget Amendment #4 for the Community Commitment Program Rapid Intervention
Team, which was previously funded by ARPA. This Facilities Services Division program is
considered a pilot, as equipment and personnel needs are being assessed as the program
Department of Public Services
7
becomes fully established. The Department will coordinate with the HEART team to identify any
additional funding needs.
2.Staffing. During the FY22 budget process, the Division stated that it would need additional
staff in the future:
“Each new square foot of public plaza, business district, or building requires
staffing. Currently, Facilities is not able to fully meet its work order
completion goals because staff are spread thin. After-hours response to
vacant buildings is expensive both in time and actual OT and call-out pay.
We did not request new FTE’s in the FY22 budget but anticipate needing
them soon. The proposed addition of Engineering in Public Services,
management of additional vacant buildings, and the proposed requests for
bond and ARPA funding will require Facilities to add more project support
staff in future years.”
Five new FTEs are proposed to be added for FY23. Staff will work with Public Services and the
Finance Department to clarify information.
10-month salaries 12-month salaries
Sr. Project Manager - Facilities 139,160 166,992
Operations Manager - Business
Districts – Facilities $123,479 $148,175
District Supervisor Approved in FY22 Budget Amendment #4
Beautification Maintenance
Workers (2)Approved in FY22 Budget Amendment #4
The Council may wish to ask the Division how many additional employees would
be ideal for FY23.
3.New Responsibilities. Two new properties will become part of Facilities’ maintenance
inventory in FY23; $48,000 is included in the MRB to cover ongoing expenses. The Division
states that they expect the soon-to be-completed 300 North Bridge, to have minimal needs for
now and proposed funding would cover the maintenance contract for the elevator, preventative
maintenance on ice melt systems, and landscaping. The Fisher Carriage House also is scheduled
to be activated with new programing this summer, and maintenance is projected to be covered
with this funding, as well.
4.Cost savings. To save costs, Facilities will resume the Phase III water saving measures and
reduce 20% on grass controllers and 10% on trees and shrubs.
E.Engineering Division. The key goals for the Engineering Division are the following:
- Expand project volume capacity
- Improve project delivery turnaround time
- Streamline project budget support
The Division reports that measures that have historically been tracked are: Project bid count (up from 40 to
45) and public way permits issued (flat from last year at 2,600), and metrics added for tracking in FY23
are: Closed out construction projects (50), constituent complaints addressed (50), processed contractor
amendments (90), projects surveyed (40), average days to execute construction contract (45).
Commented [A1]: soon-to-be-completed, expecting
its operation late Summer, early Fall.
Department of Public Services
8
5.Staffing. The staffing document lists two new Division FTEs, but the information is not
consistent with that information. Staff will work with Public Services and the Finance
Department for further clarification.
10-
month
salaries
12-month
salaries
Sr. Project Manager - Engineering 142,290 170,748
Engineering GIS/Asset Management Specialist – erroneously
listed as a new position in the Staffing Document
Reclassification, not new
FTE
7.Efficiencies. The Division notes that the new FTEs that support project delivery will reduce project
delivery time. It also reports that it is constructing 300 West to be 20 feet narrower than its current
width. This should reduce the future pavement maintenance costs for the road segment between 900
South and 2100 South. The 20 feet of reduced width on the roadway is within the current 300 West
right-of-way, and this space will be used to widen and improve sidewalks, widen, and improve the park
strips and install a cycle track (bike path separated from the road with a barrier of some sort) behind the
new curb and gutter. These amenities will remain City property. Note: These improvements will be
more expensive to maintain as cycle-tracks require different equipment to maintain than roads. The
department estimates that with less roadway to maintain the impact to the budget may be neutral, but
the Council may wish to confirm understanding that equipment is available to maintain a cycle-track.
Compliance Division. FY23 goals for the Compliance Division include the following:
- Increased school crossing coverage with dedicated crossing guards.
- Consistent response time to safety-related calls for service
- Equitable parking enforcement throughout the City
1.Staffing. No additions or reductions in staffing levels are proposed for FY23. The staffing situation in
Compliance appears to have improved relative to the past several years. Only one enforcement officer
position has remained for more than two months during the fiscal year. Still, Compliance continues to
cover eligible school crossings because recruiting and retaining crossing guards has posed a challenge
year after year. This may put the division in a vulnerable position if staffing levels fall below the
minimum required. To address this risk, the Division reports that it is diversifying its recruitment
strategies, including the creation of a short video to showcase its culture and employee story to
encourage more applicants. Their social media is used to post open jobs, and they will attend job fairs
when these become available. Additionally, they are evaluating increasing the hourly rate to $17.00 per
hour to recruit and retain crossing guards.
2.Efficiencies. Parking pay stations are due to be replaced in FY23. The Compliance Division reports
that it will work with the Transportation Division in CAN on new curb management strategies to
optimize the placement of parking pay stations. The modernization of parking pay stations is expected
to provide a more reliable and cost-efficient service to the City and the users of the metered parking
spaces.
Given the difficulties experienced six or seven years ago, when the City last
replaced its parking pay stations, the Council may wish to request additional
information on this process and its expected results, including whether it will be
a new RFP or just an improvement on the existing system.
Department of Public Services
9
In addition, with a 75% fully electric fleet, Compliance continues to save on fuel expenses.
3.Parking Enforcement. Metered parking and increasing on-street parking usage is noticeably rising
back to pre-pandemic levels. Enforcement of metered stalls was higher in 2021 than it was in the same
period in 2020, with 30% more citations issued for expired or non-paid meters. The Division reports
show a steady increase in meter usage and revenue.
COUNCIL RETREAT – PROJECTS & PRIORITIES
At the Council retreat on January 25th, Council Members discussed a variety of policy projects that are of
particular interest, and will likely affect either the City as a whole or individual Districts. Below is a list of those
topics that related in some way to this Department budget. The Council may wish to ask for any updates the
Department representatives may have on any of the projects or if there is funding that could help move a related
item ahead.
1) Homelessness
a) Encampments, also non-Council role / steps
i) Number of camping locations around the City
ii) Related issues & response
iii) Identify solutions, outreach needs, resource barriers, models used in other cities, etc.
iv) Services for people in the camps
Note: The City continues to schedule resource fairs for both cleaning and offering services and
assistance to people living in homeless camps. There are a number of points needing coordination
with other stakeholders.
2) Business & Procurement
a) Review procurement policies for higher preference to environmental companies, and
small/minority/women owned businesses
b) Apprenticeship opportunities
3) Air Quality & Environment
a) Inland Port
i) Continued City role, involvement
ii) Assessing the impact of the project
ATTACHMENTS
Attachment C1. Information on Asphalt versus Concrete Street Surfaces.
Department of Public Services
10
Attachment C1. Information on Asphalt versus Concrete Street Surfaces.
What are the advantages and disadvantages of each surface? Why not pave all roads with
concrete?
Concrete is a rigid pavement and does not rely on the soil below it for support. Concrete roads do not require
routine maintenance for it to reach its life span. Any maintenance required is usually in areas that have cracked
and spalled and need to be replaced to keep the road whole.
Asphalt, on the other hand, is a flexible pavement and relies on the rigidity of the soil below for the required
support. Asphalt flexes every time a vehicle drives over the road. As asphalt ages, it loses its flexibility. To keep
the asphalt flexible, routine maintenance requires the coating of the asphalt with a slurry seal. The slurry seal
helps to rejuvenate the surface by reducing the brittleness of the asphalt.
Concrete pavement costs more to install, but less cost is required to prepare the soil below the concrete
pavement. Concrete pavement needs very little routine maintenance while asphalt pavement should have a
slurry seal every 4 years or so. The current cost of a slurry seal is around $15,000 per lane mile.
Asphalt pavement costs less to install, but costs more to install the soil below correctly since the asphalt relies on
the soil strength for support. All things considered, concrete pavement does cost more per square foot than
asphalt pavement.
In terms of installation costs, concrete and asphalt prices flux with the market. In today’s market with the
increase in crude oil the cost to install a concrete pavement road is only slightly higher than the cost to install an
asphalt pavement.
The two significant drivers to using concrete are as follows:
-Concrete pavement on roads with higher speeds tends to be noisy. Staff takes that into consideration
when determining concrete versus asphalt, and
-Engineering works closely with Public Utilities on where and when to install concrete versus asphalt. A
utility break below a concrete pavement is much more costly to repair that a break below an asphalt
pavement. Engineering will not propose a concrete pavement if the utilities below the road are aged and
may need to be repaired/replaced in an immediate time frame.
Information from FY22 on the Concrete Road Maintenance program.
There are 186 lane miles of concrete roads with more in the planning stage. Concrete roads are more expensive
than asphalt roads to build but last longer and do not need the same types of surface treatments to keep them in
good condition. Repairs to them, however, are not as easy as with asphalt roads and are very expensive. The
proposed program is designed to prevent those repairs by providing preventive maintenance (cleaning and
sealing joints) and limited slab repair to eleven lane miles annually. Not all of the 186 lane miles need treatment
every year. The program anticipates a 12-18 year maintenance cycle, so the plan is to address older roads first
based on OCI information in Cartegraph. It is important to note that the program is only available because
Streets was able to find efficiencies in their asphalt road program to free up employees during the winter season
to perform the work. The request is for $80,000 in ongoing materials and $127,500 in one-time equipment
($69,500 for smaller equipment in the Streets budget; $58,000 for larger equipment is in the Fleet budget). It is
important to clarify that this is not the ideal concrete road maintenance program, but it is one that can be done
with existing FTEs, thanks to efficiencies found and available labor hours because of milder winters.”
The Streets Division can perform preventive maintenance on concrete streets, as well as limited slab repair, but
large slab removal and replacement must be done by a contractor managed by the Engineering Division. Streets
does not fund sidewalk, curb, and gutter replacement, other than through the 50/50 program, and the
Department of Public Services
11
completion of 25 to 30 ADA ramps each year. Sidewalk, curb, and gutter replacement projects are funded in the
Capital Investment Program (CIP).
PUBLIC SERVICES DEPARTMENT
General Fund | FY23 Council Budget
The S-Line, maintained by Facilities
DEPARTMENT OVERVIEW
Mission Statement:
Public Services is a team of professionals who value integrity, diversity, and equity. We are committed to
providing essential municipal services and accessible public spaces for Salt Lake City by investing public
funds effectively, efficiently, and sustainably to make life better throughout the community.
Administrative Services Compliance Engineering Facilities Fleet Streets
ORGANIZATIONAL STRUCTURE
Department Director
Jorge Chamorro
Compliance
Damian Choi
Fleet
Nancy Bean
Facilities
Jim Cleland
Streets
James Aguilar (Acting)
Deputy Director;
Operations
Vacant
City Engineer
Matthew Cassel
Deputy Director;
Capital
JP Goates (Acting)
Engineering
Mark Stephens
Safety Program
Kristen Shulsen
Admin Services
Communications; Finance;
Technology; Strategic Planning
Workforce Evolution Planning
Work to recruit, train, and grow the
workforce we will need
Technology & Data
Optimize technology tools for asset
management, transparency, and
forecasting
Diversity, Equity, & Inclusion
Invest in DEI work to support our
employees and the public
FY23 STRATEGIC GOALS
Emergency Preparedness
& Safety
Improve emergency capabilities
and resiliency
Capital Planning
Create a lifecycle picture of capital
assets from conception to renewal
IMPACTS OF GROWTH
Project Delivery
Managing an unprecedented
amount of project funding
Operational
Additional infrastructure and
population contributing to
maintenance needs
Safety
Expanded support for internal
and public-facing City functions
•$87M road reconstruction bond
halfway completed
•FY22 CIP in process: ~$23M;
FY23 CIP proposed: ~$25M
•Two potential bonds equaling
~$187M in capital projects
•Over $1M received each of the
last three years in CIP funds for
Capital Asset Replacement Plan
•Recent incorporation of Rapid
Intervention Team
•Increasing maintenance and
construction demands on SBD &
CBD
•Expansion of street amenities,
sidewalks, and median
enhancements
•Growing number of downtown
residents and activities
•Expansion of internal Safety
Program, serving 900 employees
–up from 500
•Increasing number of safety
markings, signs, and signals to
support more diverse modes of
mobility
FY23 INITIATIVES
Project
Delivery Operational Safety
Improve the efficiency and
coordination of project
delivery
Improve the essential
services we provide to
residents and visitors
Expand and improve the
safety of our employees and
the community
Initiatives aim to help manage and plan for the impacts of growth on the department
as well as progress strategic goals.
PROJECT DELIVERY INITIATIVES
Engineering Division Fleet Needs
(one-time cost)
FY23
(10 months +
one-time costs)
FY24
Ongoing
(12 months)
Senior Project Delivery Manager ---$142,290 $163,720
Financial Analyst ---$113,175 $132,000
Facilities Division
Senior Project Delivery Manager $35,000 $139,160 $165,400
Totals $35,000 $394,625 $461,120
Administrative Services Division Fleet Needs
(one-time cost)
FY23
(10 months +
one-time costs)
FY24
Ongoing
(12 months)
Department Deputy Director ---$161,069 $192,300
Facilities Division
Business Districts Operations Manager $35,000 $123,479 $146,600
New Facilities Maintenance Increase ---$48,000 $48,000*
Totals $35,000 $332,548 $386,900
OPERATIONAL INITIATIVES
FFKR ARCHITECTS
*first-year estimate, subject to change
SAFETY INITIATIVES
Administrative Services Division Fleet Needs
(one-time cost)
FY23
(10 months +
one-time costs)
FY24
Ongoing
(12 months)
Safety Coordinator (PS, PL, Y&F)---$98,815 $117,600
Streets Division (FoF eligible)
Traffic Signal Maintenance Expansion -
Technician $170,300 $99,475 $116,100
Traffic Sign & Marking Maintenance
Expansion –Two Operator II (2 FTEs)$133,000 $158,460 $186,200
Totals $303,300 $356,750 $419,900
Questions & Comments
FY23 Public Services Department
Thank you!
BUDGET PROJECTIONS
Considering upcoming projects, strategic goals, current challenges, and recommended
initiatives for FY23, the following initiatives have been projected for the next two fiscal years.
FY24 Initiative Projections
•Enhanced Bicycle/Pedestrian Facility Maintenance
•Specialized delineators, paint, signals, etc.
•Engineering Senior Project Manager (Bond Funded)
•Facilities Project Delivery Support FTEs
•Safe School Crossing Education Program
FY25 Initiative Projections
•Replacement of 50-50 Sidewalk Program
•Streets Overlay Program
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
SLC Budget FY23
TO:City Council Members
FROM:Allison Rowland
Public Policy & Budget Analyst
DATE:May 24, 2022
RE: FY2023 BUDGET – PUBLIC LANDS DEPARTMENT - UPDATED
MAYOR’S RECOMMENDED BUDGET PAGES:
- Key Changes, 42-43; Department Overview, 203-210; Staffing, 273-276
UPDATED: Several changes were made to the staff report after it was initially forwarded to the
Council based on additional information from the Department. These are marked in red text
below.
OVERVIEW
The proposed Fiscal Year 2023 (FY23) budget for the Department of Public Lands, including the Golf Fund
would reach nearly $39 million in FY23, which is 37% ($10.5 million) higher than in FY22. The sharp increase
would be due primarily to a $5 million increase in the Golf Division, as well as $2.7 million more in the Trails &
Natural Lands Division, and $2.5 million more in the Parks Division.
Golf Parks Trails & Natural
Lands
Urban Forestry Public Lands
Administration
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
FY21 Actuals
FY22 Adopted
FY23 Recommended
Trends in Public Lands Funding
Item Schedule:
Briefing: May 24, 2022
Budget Hearings: May 17, June 7
Potential Action: June 14 (TBD)
Department of Public Services
2
As in other City departments, higher Personal Services costs (merit changes, salary, and insurance rate changes)
would account for a large share of the overall increase in the Department of Public Lands, fully 40% of the total
($4.2 million). This is due to the relatively large number of fulltime employees (FTEs), 177, listed in the FY23
Mayor’s Recommended Budget (MRB). Note: The Golf Division is an Enterprise Fund, briefed separately,
whose budget is supported primarily by revenue for services offered. The remaining Public Lands Divisions
are supported by the general fund and detailed here.
A. General Fund Budget.
The Public Lands Department was created in 2022, when the Public Services Department was split into two,
with five existing divisions shifting to Public Lands, including the Golf Enterprise Fund. The total proposed
FY23 Public Lands Department budget would reach nearly $24.2 million dollars, 23% higher than the FY22
budget, not including the Golf Fund (the remainder of this staff report excludes the Golf Fund). The Parks
Division would continue to receive the lion’s share of the budget in FY23, at nearly 58% of the total ($14.0
million). As noted earlier, the increase for the Trails & Natural Lands Division would be larger in dollar terms,
but that total would amount to much less, at $3.9 million (see figure below, and additional information on each
Division elsewhere in this report).
Proposed Changes in Department of Public Lands Divisions
FY22
Adopted
FY23
MRB
Change
FY22-FY23
FTES
FY22
FTEs
FY23
Parks 11,529,668 13,981,304 2,451,636 78 81
Trails and Natural Lands*1,302,175 3,947,665 2,645,490 7 30
Urban Forestry 2,846,418 3,455,849 609,431 15 18
Public Lands
Administration 3,073,610 2,856,963 (216,647)187.35 145.35
Total $18,751,871 $24,241,78
1 $5,489,910 1187.3
5
1434.3
5
* Note: This Division is incorrectly identified as Planning and Ecological Services in the FY23 MRB.
B. Staffing Levels.
1.New Positions. The proposed budget would add 8 new FTEs to the Public Lands Department on
an ongoing basis. Of these, 20 are Park Rangers of different levels, 18 of which were approved by the
Council in FY22 Budget Amendment #4. Note that apart from the Park Rangers, most of these
positions are funded for less than one full year, which means additional funds would be needed to
maintain the staffing level in FY24. The remaining 6 include a Board and Community Council
Liaison, a Program Coordinator for the Fisher Mansion Carriage House, a Groundskeeper for the
disc golf course, an arborist, an office tech, and a tree maintenance area forester. See Division
summaries below for additional information on these proposed FTEs.
2.Vacancies. Staff vacancies are an ongoing difficulty for the Department of Public Lands. Turnover
is frequent at some levels, and vacancies often remain unfilled for more than three months due to
the time involved in the hiring process and market competition for skilled labor. The Department
reports that “Unfilled part time and seasonal positions have had a significant impact on the
maintenance level of our parks. To protect core operations the Parks Division has shifted some
staffing to place workers where there is immediate high need, for example, in the SLC Cemetery to
prep for Memorial Day or to irrigation repairs for spring start up.” All five Divisions are creating
Department of Public Services
3
training positions for succession planning because of the tight labor market. Currently there are no
redundancies in some critical positions.
The Council may wish to ask how the Department plans to staff up to use the
additional $2 million for parks maintenance (located in CIP, from Funding our
Future). This policy question could also apply to the item below.
3.Seasonal Staff. Seasonal positions also have become increasingly difficult to fill, and the seasonal
nature of some maintenance work also often delays filling positions. Currently, the Parks Division
has 74 part-time/seasonal employees on payroll for Spring 2023. The Division needs 115 part-time
seasonal staff to fill all positions. The primary unfilled positions are groundskeepers. Duties of a
groundskeeper include weed removal, garbage removal, litter control, mowing, trimming, edging,
mulching, watering trees, irrigation repairs and mulch.
The FY23 MRB proposes raising the minimum starting wage for seasonal positions from $13.15 to
$17.00 per hour to make it more competitive. This would require $554,707 in new, ongoing funding.
The Department notes that without the pay increase, Public Lands would remain the lowest paying
City department for hourly/seasonal employees (see Attachment C1).
BACKGROUND, ADDITIONAL INFORMATION AND ADDITIONAL POLICY QUESTIONS
A.Public Utilities, Fuel, and Contractual Charges. Unlike many other City departments, Public Lands
is responsible for paying its utilities, contractual charges, and fuel for the Department. (Golf could be
considered an exception to this rule for enterprise funds. See the Golf Enterprise Fund Staff Report for May
24, 2022.) Public Lands pays utilities on infrastructure it maintains, such as watering and lights in parks,
some park strip irrigation, irrigation on roundabouts and on traffic islands. Year-to-year fluctuations
depend on weather conditions, the City’s new asset purchases, contractual changes, and more.
When the Public Lands Department was split from the Public Services Department in FY22, the Council
extended the approach used in Public Services to fund Utilities and Contractual Increases on an annual
basis. By explicitly placing anticipated amounts for these items in the annual budget, the Department can
avoid the mid-year need to shift funding from approved areas into what are essentially predictable but
unfunded expenses. Now, the annual Utilities and Contractual budget request is based on the Consumer
Price Index (CPI) plus proposed rate increases for public utilities.
FY23 MRB Public Lands Estimates for Utilities, Contractual
Increases, Fuel
FY22 FY23
Utilities Increases 162,500 332,157
Contractual Increases (“Dept Inflationary Costs”)79,000 391,468
Fleet Fuel 162,938
Total $886,563
B.Proposed Maintenance Funding for New Properties. In FY22, the Council approved the
Administration’s proposal to add ongoing maintenance funding for newly acquired properties, including
new CIP- and impact fee-funded projects that will be completed and delivered to Public Lands. The
inclusion of this funding in the MRB was considered an important step toward clarifying and covering the
Department of Public Services
4
effect of new properties on the Department’s overall budget. Note that the FY23 MRB does not propose
funding for all the properties acquired in FY22. At the request of Council staff, the Department forwarded
the complete list with cost estimates (see Attachment C2).
The FY23 MRB proposes funding the following “New Properties & Amenities”:
FY23 MRB Estimates for New Properties & Amenities
FY23
Cost FTEs
Months
of
salary
FY24
cost (12-
month)
Islands & Medians Seasonal Staff 81,400 81,400
Roots Disc Golf
Sr Groundskeeper 57,702 1 9 76,936
Seasonal Staff 29,000 29,000
Program Expenses 39,237 39,237
Fisher Mansion Carriage House
Recreation Program
Coordinator 62,307 1 9 83,076
Program Expenses 1,500 1,500
Seasonal Program Assistant &
Activation & Materials 35,000 35,000
TOTAL $306,146 2 $346,149
The Council may want to consider whether to include expanded amenities in the
same category as new properties, or as different to the extent they may not always
reflect past funding decisions by the Council.
The Council may wish to ask how additional new or expanded properties acquired in
FY22 will be maintained.
C.Public Lands Administration ($2,856,963, 14.35 FTEs).
1.Goals and Metrics. The key goals and corresponding metrics for Public Land Administration are
listed in the figure below.
Goals Metrics
Stewardship: Preserve, protect, maintain,
improve, and enhance natural areas, park
lands and our urban forest.
Ratio of maintained acres per maintenance FTE; trails
staff per system trail mile; percentage of properties
with formal restoration; maintenance budget per
acre.
Equity: Equitably accessed public spaces,
shaped by the character and diverse
community
Percentage of SLC residents living within ½ mile walk
of park; community engagement opportunities.
Livability: Our communities, public and
private partners and staff work together to
create safe, active, and inclusive public green
spaces.
Increase Friends of park/trail/cemetery volunteer
groups; number of park and natural area stewardship
volunteers
The Council may wish to inquire how it will be informed of performance on the
metrics listed.
2.Staffing Changes. The total number of FTEs in this Division would drop from 178.35 to 1145.35,
with five transferring to other Public Lands Divisions, and one new position. (Note: The staffing
document in the MRB appears to contain an error, with Parks Usage Coordinator listed as
Department of Public Services
5
“Transferred to Parks Division,” but one FTE appearing in the FY23 tally. Removing this position
results in a total of 145.35 FTEs). According to the Department, the new position (referred to in
different parts of the MRB as “Public Outreach & Info Liaison,” “Board & Community Council
Liaison,” and “Boards & Commissions Council Liaison,”) would serve as:
“[…] 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. In addition the liaison
will also work with Community Council Chairs to facilitate staff responses to inquiries,
requests for presentations and information distribution including articles for CC newsletters
and changes to Public Lands properties within their districts.”
The nine-month salary for this FTE would be $64,446, which equates to $85,928 for 12 months.
The Council may wish to clarify the correct title for this position so it can be
consistent in budget adoption documents.
D.Parks Division ($13,981,304, 81 FTEs).
The Parks Division is charged with oversight and care of all City Parks, the Salt Lake City Cemetery, and the
Regional Athletic Complex.
1.Goals and Metrics. The Division’s key goal is to preserve, protect, maintain, improve, and
enhance park lands. The metrics it uses to assess its progress are the following:
1. Parks Maintenance budget per acre
2. Parks Ratio of maintained acres per FTE
3. Cemetery Maintained Acres
4. Cemetery Maintenance budget per acre
5. Cemetery Ratio of maintained acres per FTE
6. RAC Maintained Acres
7. RAC Maintenance budget per acre
8. RAC Ratio of maintained acres per FTE
9. RAC Economic Impact (Calendar Year)
The Council may wish to inquire how it will be informed of performance on the
metrics listed.
2.Staffing Changes.
a.FTEs. The budget proposes one new for this division, and two transfers from other Public
Lands divisions. A new Senior Groundskeeper funded for 9 months at $57,702 ($76,936 for
12 months) would join one transferred from Trails & Natural Lands, while a Parks Usage
Coordinator would be transferred from Public Lands Administration.
b.Islands and Medians Seasonal Staff Crew ($81,400). The budget includes a separate
funding line item for additional seasonal staff to address the growing need for islands and
medians maintenance. The department indicates that 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.
Department of Public Services
6
3.Vacancies. The Parks Division is where staffing shortages and vacancies are being felt most
acutely. It reports that it “has experienced low application turnout in 2021-22. General labor
positions such as senior grounds keepers and grounds keepers are difficult to fill, including
seasonal, and part-time positions.” It is working with Human Resources for recruitment
opportunities but meanwhile, “The public will observe lack of weed maintenance on City-owned
property (not parks properties). Residents may also see delayed response to park repairs to park
amenities, as well as reduced park, island, and median maintenance due to lack of filled positions.”
4.New Efficiencies. In 2021-22, the Salt Lake Cemetery was able to convert an older central control
irrigation system to a more efficient watering system for watering turf and landscapes. This was
funded with the division’s budget and will continue with the adopted budget.
5.Unfunded Maintenance. The Parks Division will assume or has already assumed maintenance
responsibilities for several public properties that are new or redeveloped in FY22. These properties
are the result of land acquisitions, recently funded Capital Improvement projects, or externally
funded grant projects. These will increase maintenance responsibilities following project
completion. As noted in section B, above, without funding, the new properties acquired will not
receive needed maintenance.
The Council may wish to ask how the additional $2 million from funding our
future (contained in CIP), may help with some of these issues. See Attachment C2.
6.Weed Abatement. The complaint-based weed abatement on City-owned properties was formerly
funded through a Community and Neighborhoods fund. Those funds are no longer available, and no
funding exists within Parks to backfill. In response to a staff question, the Division provided the
following information on what would be required to reinitiate a year-round program (see figure).
2 Three-quarter-ton pickup trucks $75,818
1 One-ton dump truck 55,541
1 trailer 12,915
1 Kubota Flail Mower 47,335
Total One-Time Cost:$191,609
2 Full Time Weed Abate Techs (grade 16)162,800
6 Seasonal Employees 95,394
Associated materials & supplies 30,450
Fleet Fuel 6,000
Fleet Maintenance 5,000
Total Ongoing Cost:$299,644
Total Cost:$491,253
The Council may wish to ask if weed-abatement is contemplated in the $2 million
from FOF for additional parks maintenance.
7.Effects of Drought. In response to a staff question, the Parks Division stated that it will remain in
stage two of the water shortage contingency plan. The priority will be to water trees, sports fields,
and special event areas. The cemetery will be watered until Memorial Day, but after that water will
be scaled back. The public will see yellowing grass in the parks, commons areas, and islands.
8.Regional Athletic Complex (RAC).
Department of Public Services
7
Note: Council staff has requested updated revenue and expenses for FY21 and FY22, and
projections for FY23 and will provide these figures to the Council.
Department of Public Services
8
Past-Year Budgets for Regional Athletic Complex
Actual
s FY17
Actuals
FY18
Actuals
FY19
FY20
Adopted FY21 MRB
Revenue $536,428 $635,933 $510,088 $613,457 $497,719
Expenses -$1,099,788 -$1,082,445 -$1,113,916 -$1,057,085 -$1,095,385
General
Fund
Subsidy
$563,360 $446,512 $603,828 $443,628 $597,666
E. Trails & Natural Lands Division ($3,947,665, 30 FTEs). Note: This Division is incorrectly
identified as Planning and Ecological Services in the FY23 Mayor’s Recommended Budget book.
1. The Department provided the following information about this Division:
“For many years, investments in restoration and maintenance of Salt Lake
City’s urban nature parks and natural areas have been minimal, and many
of these spaces have been on a trend of prolonged ecological degradation.
The proposed budget helps to remedy this shortfall in restoration and
maintenance resources by providing dedicated funding for several new and
existing properties, which is expected to help [Trails and Natural Lands]
begin to reverse the process of degradation. However, this process will take
time and removal of noxious weeds, trash and waste clean-up, erosion
control, signage and amenity replacement, and a variety of other
maintenance items expected by the public and partner agencies like the
Salt Lake County Noxious Weeds Program will take several years to
address.”
2.Goals and Metrics. The overall goals of Trails & Natural Lands Division are listed in the figure
below:
Goals Metrics
Increase the capacity and expertise
in the Division.
Metrics: Acres per Natural Resources staff; system trail
miles per recreational trails staff
Make progress toward clearly
defined restoration and
enhancement objectives
Metrics: Number of native species planted annually in
SLC public lands; number of Council Districts with an
active biodiversity enhancement project; weed-impacted
acreage treated for noxious invasive weeds; and percent of
trail maintenance issues addressed/corrected
Improve the quality and impact of
signature planning & capital
projects
Metric: Percent of Foothills Trail System completed
Build lasting connections with
nature through diverse and
impactful community engagement.
Metrics: Number of people participating in interpretive
programs or activities; number of Community Parks with
nature programs
Department of Public Services
9
The Council may wish to inquire how it will be informed of performance on the
metrics listed.
3.Staffing Changes. This Division would grow considerably in the FY23, from 7 to 30 FTEs, some of
which were approved in Budget Amendment #4. These include the following changes. The Division
states that “with the proposed funding of the Recreation Program Coordinator, the team will work
closely with the newly implemented Public Lands Ranger Program both of which will utilize the
newly renovated Fisher Mansion Carriage House acquisition, master plan development, preparation
of grant applications, capital development and deferred maintenance projects, and park and trail
design.”
a. The new Park Rangers program is being established in the Trails and Natural Lands Division.
The Council approved 18 new positions in FY22 Budget Amendment #4, including one Park
Ranger Manager, one Park Ranger Supervisor, four Park Ranger Leads, and 12 Park Rangers.
Two more Park Rangers FTEs are proposed the FY23 MRB. Staff is clarifying the budget
amounts for these two new FTEs. (For more on the new Park Ranger program see section 4
below.)
b. In addition, the FY23 MRB proposes funding the following new positions:
i One Recreation Program Coordinator, funded for 9 months at $62,307
($83,076 for 12 months). This position would increase educational, interpretive, and
recreational activities and programs, as well as access to information about the Jordan River
Parkway Trail and water trail. In 2019, the Council approved funding the renovation of the
Fisher Carriage House to provide office space for Public Lands outreach and engagement
staff, and to offer recreational programming along the Jordan River.
ii One Public Outreach Information Liaison. Staff is confirming the salary for this
FTE, and whether is the same as one referred to elsewhere as “Recreation Program
Assistant who will support and expand interpretive and recreational programming along
the Jordan River.” On May 23, the Department confirmed this is the same FTE as the one
above.
iii One Office Facilitator. Staff is confirming the salary for this FTE. On May 23, the
Department indicated this position is part of the Park Ranger Program FTEs from BA #4.
c. Three additional FTEs would be transferred to the Trails and Natural Lands Division from
Public Lands Administration.
4.Park Rangers. The new Park Rangers are a key part of the City’s efforts to reduce or eliminate
crime and antisocial behaviors in parks, golf courses, trails, and natural lands. 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.
a.Funding. During FY22, the Council approved $1,914,200 in salaries and $218,400 for
equipment and supplies, providing the ongoing funding needed to put this program in motion.
This amount includes an Office Facilitator. The FY23 MRB proposes three modifications to the
current process:
- adding two more Park Rangers (bringing the total to 20).
- shifting the funding of eight of these FTEs from the General Fund to Funding
Our Future sales tax revenue and adding $18,000 in new program expenses,
Department of Public Services
10
under the rubric of “public safety.” The Council’s decided to expand this
definition to include elements of the City’s public safety alternative response
models, like Park Rangers, in FY22.
- reallocating funds within the Park Ranger program to cover the Foothill Trails,
which were not initially part of the program.
b.Current Status. The Department reports that three of the four Lead Rangers, as well as the
Office Facilitator positions have been filled, and their first day in the office will be Tuesday, May
31. Along with the Park Ranger Manager and Supervisor, they are now working to fill the
remaining 12 Park Ranger positions, and first round interviews were held May 18-20. After
training an initial group to ensure that the Park Rangers understand their roles and duties, they
may begin to work in the parks by mid-summer. The precise date depends on how quickly they
are able to hire and adequately train members of this initial group of rangers.
The metrics to assess the effectiveness of the park rangers are also under development at this
time. They include:
i.Several avenues for the park users to engage with and offer feedback on the ranger
program, from QR codes to online surveys and social media participation.
ii.Purchase of a software application. The Department describes this as one that will be
used not only for leadership to assign tasks to the rangers in any given park during their
shifts but also to offer an opportunity for the rangers to submit information back to the
program manager and supervisor in real time. This information will range from parking
and maintenance issues that the rangers are noticing in the parks, to being able to
report a positive interaction they have with a park user. All of this data will be
aggregated into a daily report that can be automatically sent to all interested parties.
They also will be working closely with SLC PD and Dispatch so that the efforts of the
park rangers support the work these agencies do to serve the community.
The Council may wish to ask the Administration how the park rangers will
coordinate with other diversified response teams in other departments, like the
Downtown Ambassadors program, the Fire Department’s MRT & CHAT team,
and the Rapid Response Team.
5.Park Ambassadors. During last year’s budget discussions, Public Lands reported that it had
contracted with a company called Pal American to perform Park Ambassador duties until the Park
Ranger program could be organized and employees hired and trained for their duties. This service
was to be spread across parks, and include the following:
providing services during league play at Pioneer Park;
opening and closing park restrooms;
sweeping parks for needles and other drug paraphernalia;
performing homeless outreach regarding resources, shelters and
job opportunities; and
providing customer-oriented support to make City
parks, trails, and natural lands more inviting.
Department of Public Services
11
The Council may wish to ask whether the Park Ambassador program will be
continued once the Park Rangers program is fully operational, and about the
funding for this program.
F. Urban Forestry Division ($3,455,849, 18 FTEs).
1. The Department indicates that the Urban Forestry Division “intends to increase the quality and
capacity of tree preservation, tree maintenance, and tree planting service delivery. The proposed
budget will enable the UF Division to sustain currently elevated tree planting levels, while allocating
additional staff resources to tree preservation efforts (including plan review, site inspections, and
insect/disease management). These increased services can easily be tracked in the Urban Forestry
Division’s tree inventory software. Metrics pertaining to tree pruning, planting, inspections/plan
review, and tree health treatments will all demonstrate the increased service capacity that results
from the proposed budget.”
2.Staffing. The Urban Forestry Division is proposed to grow from 15 to 18 FTEs in the proposed
budgets. Positions include
a. Tree Maintenance Area Forester – 9 Months - $71,964
b. Crew Arborist – (staff is clarifying – the MRB indicates this will be funded with “transferred
budget”)
c. Office tech - (staff is clarifying – the MRB indicates this will be funded with “transferred
budget”)
The department provided the following information regarding these staffing additions:
“The addition of another Area Forester will result in significantly greater
capacity to conduct development/construction plan reviews and
inspections. This increase in attention to construction activities will
significantly increase the Urban Forestry Division’s efforts to protect mature
trees from construction related destruction and ensure that new trees
(associated with development) are appropriately installed and cared for. The
additional Crew Arborist will result in increased tree maintenance capacity for
the urban forestry division and will enable the UF Division to provide
individualized tree health treatment services (giving City residents improved
tree preservation options).”
3.Additional funding for tree planting ($150,000). The proposed budget includes $150,000 for
tree planting to help the City maintain its goal of planting at least as many trees as it removes. Over
the past six to seven years, the Council has consistently added funding for this purpose.
The Council may wish to confirm with the Division that this would enable the
City to plant more trees than it removes.
4.Other budget additions ($142,000). The proposed budget includes $100,000 for office
reconfiguration and $42,000 for “program expenses.”
The Council may wish to ask for additional information on these line items.
5.Storm Damage/Recovery – The Urban Forestry Division was affected by recent large storm
events to a greater degree than many other departments. Note: The following information was
provided by the Division in response to a Council staff question about the “storm backlog.” The
items referenced in this information are not included in the MRB.
Department of Public Services
12
“The Urban Forestry Division’s storm related backlog is sitting at 2,100
trees. To maintain reasonable production and work quality
expectations for this quantity of trees, we propose that this work be done
via contract and estimate that it will cost $625,000. It will take 4 crews
approximately 6 months to complete this work (if we could get 8 crews
the work could be completed in as little as 3 months). This investment to
service the work backlogs that have resulted from storms over the last 2
years, would enable the Urban Forestry Division to once again service
customer tree pruning requests in a timely and high quality manner and
even begin to develop a proactive tree maintenance schedule that will
ultimately improve the health, safety, and resiliency of the City’s tree
canopy.
Please Note: The costs provided (to service a backlog of tree pruning), seek to
address the combined impacts of 5 different storms that have occurred over
the last two years. As periodic tree damaging weather events are reasonably
likely to continue to occur, the City may wish to consider setting aside a
certain amount of funding that could quickly be accessed for the purposes of
Tree Damage Storm Response. Doing so would enable the Urban Forestry
Division to put contracts in place (specifically for tree damage storm
response), and quickly activate contract crews to expedite clean-up efforts
and minimize the impact of storm events on Urban Forestry Division service
backlogs. A ‘Tree Damage Storm Response’ fund of $200,000
would provide for the swift activation of four (4) contracted tree
crews for approximately 25 workdays, and would serve to protect the
City from storm related service backlogs in all but the most severe storm
damage circumstance”
COUNCIL RETREAT – PROJECTS & PRIORITIES
A. Homelessness
1. Encampments, also non-Council role / steps
d. Number of camping locations around the City
e. Related issues & response
f. Identify solutions, outreach needs, resource barriers, models used in other cities, etc.
g. Services for people in the camps
B. Public Safety & Resident Safety issues
1. Park Ranger program – diversification of safety responses, public education and awareness, also
non-Council role / steps
C. Land Use & Development
1. Real estate assets
a. compile city-owned property inventory,
b. inventory review
c. Historic Preservation & city programs to incentivize re-use/improvement
Department of Public Services
13
d. improvement of land also non-Council role / steps
i Fleet Block
ii RMP Property on North Temple
iii Glendale Water Park
iv Wasatch Plunge
v Fisher Mansion
D. Neighborhood Impact
1. Xeriscaping requirement & water wise landscaping amendments (artificial turf, percentage of plant
covering), also non-Council role / steps Note: The Administration is pulling together a working
group, an Urban Forestry Action Plan was also transmitted which will intersect with water-wise
policy changes. Council staff will also be coordinating an informational video with USU
representatives.
ATTACHMENTS
Attachment C1. City Department Seasonal Employee Analysis
Attachment C2. New Properties in Department of Public Lands, FY22
Attachment C1. City Department Seasonal Employee Analysis (based on FY22
employee payroll data)
Department Seasonal
Count
Average Hourly
Rate
03000 - Public Svcs 18 $16.50
11400 - Public Utilities 11 $15.36
04050 - Youth & Family 15 $15.00
04000 - Public Lands (GF) 76 $13.66
Attachment C2. New Properties in Department of Public Lands, FY22
Council Staff Question to Department of Public Lands: Could you provide the list of new (FY22)
properties to be cared for by Public Lands? Please include cost estimates for their annual maintenance
and, if applicable, the number and type of additional staff that would be needed to provide the
appropriate level of care.
New Properties Delivery
Date
Ongoing
Costs
Full Time
Employee
Part-time/
Seasonal hrs.
Fisher Mansion Carriage House 22-Sep $143,600 1 1,471
Cornell & North Riverside Natural
Area (T&NL)22-Jun $113,900 0.66 2,350
Mountain View Corridor Trail (Parks) 22-May $71,600 0.33 1,471
Expanded Areas:
100 South Islands (Parks) 22-Apr $4,500 185
9Line Urban Orchard (Parks +
T&NL) 22-Oct $15,000 294
Fairmont Park Springs (T&NL)22-Nov $52,200 0.33 1,471
Folsom Trail (Parks)22-May $47,300 0.33 847
Islands & Medians Seasonal Staff
Crew Existing $81,400 4,788
Roots Disc Golf & Public Trail
(Parks) 22-Apr $148,300 1 1,706
Three Creeks Wetlands (T&NL)22-Dec $52,200 0.33 1,471
Total $730,000 4.0 16,054
* FTE would help oversee seasonal maintenance crews at other nearby sites as well.
Department of Public Lands
Budget | FY 2023 Council Budget Presentation
Stewardship | Livability | Equity
Our Mission
“Salt Lake City Public Lands 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.”
Key Values
Public Lands' divisions strive to weave the following three values into every project,
decision, and solution
Stewardship
Preserve, protect,
maintain, improve
and enhance natural
areas, parks, and our
urban forest.
Livability
Work with communities
and our public and private partners to
create safe, active, and
inclusive public green
spaces
Equity
Provide equitably
accessed public
spaces, shaped by the
character of our
diverse community
Organizational Structure
Department Director
Kristin Riker
Parks
Lee Bollwinkel
83 FTE
Golf
Matt Kammeyer
34 FTE
Urban Forestry
Tony Gliot
13 FTE
Deputy Director;
Planning & Trails & Natural
Lands
Tyler Murdock
7 FTE
Projects & Planning Team
3 FTE
Trails & Natural Lands
4 FTE
Cemetery
Parks Maintenance
Regional Athletic
Complex
Graffiti Removal
Finance & Accounting
Gregg Evans
Communications
Technology
Special Events Permitting
Ryen Schlegel
2 FTEBudget | FY 2023
Deputy Director; Operations
Carmen Bailey
132 FTE
Park Rangers
19 FTE
Public Lands 2021 Annual Report
Parks
10,249
2,104
11,367
7,015
10,501
Graffiti Removals
Snow Removal Hours
Hours of Mowing
Hours Irrigation Maintenance
Hours Park Clean Up
Film Permits issued
Different Parks hosted
a special event
Special Permits Issued
Special Permit
Assistance
93
31
331
427
9.5
126,217
23,600
Road Miles
Burials to Date
Graves Sold Not
Filled
8841
4,420
41
$18,000,000
Reservation Hours
Games Played
States Represented
Estimated in Economic
Impact
City Cemetery
Special Events Regional Athletic
Complex
Public Lands 2021 Annual Report
Urban Forestry
20,070 Park Trees
68,526 Neighborhood Street Trees
4,857,050 $ estimated annual
eco-benefit from SLC trees
15.8 MM lbs. of CO2 Removed
102,121 lbs. of Particulate Pollution
Saved or Intercepted
25,000+ Vacant Planting Sites
1,060 Emergencies Mitigated
4,486 Service Requests
3,863 Trees Pruned
2,343 Trees Planted
1,313 Trees Removed
12,650 Completed Work Records
2,343
Trees Planted
Natural Lands
50% Increase in native plant
propagation at four sites.
3 New recreational boat
ramps on Jordan River
0 Covid-19 Cases with a
team of 12 seasonal field staff
City Initiative Priorities & Importance
Our Growth, Environment, Community, City Family
Big Goals
SUSTAIN WELCOME PROTECT GROW CONNECT
Sustain quality
outdoor
spaces that
are welcoming,
safe and
walkable.
Provide public
green space
used by the
community,
inclusive and
reflective of
neighborhood
and community
culture.
Provide safe
green spaces for
the public while
protecting iconic,
irreplaceable
natural resources
that keep the city
wild.
Provide green
space and
recreation
opportunities in
relation to
population
growth.
Connecting
communities,
pedestrians,
cyclists, and
riders to the
City’s green
spaces and
outstanding
natural
landscapes.
Our City Family:
Employee well -being,
Prioritize workforce, Recruit
& retain best public
servants.
Nondiscretionary:Utilities: $332,157
Inflationary Contractual: $391,468
Fleet Fuel & Maintenance: $162,938
Seasonal Positions Competitive Wage Increase: $554,707
Increase minimum starting wage from $13.15 per hour to $17.00 per hour
City Departments Seasonal/Hourly Staff Count
•Tree Planting & Preservation $365,464 3 FTE
•Temporary 2-year Investment: $150,000 1,000 Trees Annually
•Reallocation: $0.00 1 FTE Crew Arborist; 1 FTE Office Tech
•One Time:Office Set Up, IMS & Equipment & new employee setup costs
•Ongoing: $115,000 -1 Area Forester
URBAN FORESTRY
Forest Growth, Preservation & Tree Maintenance
Our Environment :
Resilience, Stewardship, Natural
Systems, Social Inequities,
Climate Change
Community Priority Transformative Projects
Overall Importance/ Urgency:
Grow our Urban Forest 97% / 95%
Put Environment First 95% / 94%
Reimagine Neighborhood Parks 89% / 87%
1,245 1,200 1,333
2,568 2,383
4,040 4,776 5,596 5,319 5,399
11,187 10,314
11,842
13,594 13,594
2017 2018 2019 2020 2021
New Tree Planting Requests for Service
Total Individual Work Orders Completed
New Properties &
Amenities
•PARKS $207,339 |1 FTE
•Islands & Medians
Seasonal Staff Crew
$81,400
•New Public Trail along
JRT & Roots Disc Golf
$130,600
•TRAILS & NATURAL LANDS
$98,807 |1 FTE
•Fisher Mansion
Carriage House
|Complete
September 2022
Our Growth: Growth for the
good of all residents,
Renaissance of Culture &
Commerce, Obtainable for all
Our Community: Inclusive, Equitable
Opportunities, Safe and Affordable
Neighborhoods.
Board & Community Engagement: $89,800 |1 FTE
•Total Ongoing Costs: $110,000
▪PNUT Board Communications & Facilitation
▪Community Councils Communication & Facilitation
▪Improve diversity in public input
•One Time:$3,500 –IMS Equipment & new employee setup costs
Park Ranger Enhancements: Foothills
Striving to ensure that
city parks, trails and
natural lands are safe,
welcoming spaces for our
communities.
Our Growth
Our Environment
Our Community
Budget Adjustments Overview
Initiative Priorities FY23 Total 2 Yr. Temp.FTE Requests
Utility Increase $332,157 $0 0
Inflationary Contractual Increases $391,468 $0 0
Fleet Fuel & Maintenance Increases $162,938 $0 0
Competitive Wage Adjustment $554,707 $0 0
Forest Growth, Preservation, & Maintenance $365,454 150,000 3 (2 No Cost)
New Properties & Amenities $306,146 $0 2
Board & Community Engagement $65,946 $0 1
Park Rangers: Foothills $18,000 2
Total $2,196,826 150,000 8
Questions & Comments
FY23 Budget Presentation
STOP at LAST Slide, questions and Comments.
ONLY go to additional slides if information is
requested. Thank you ☺
Converting Parks to Primarily Full Time
Park Staffing Needs (Minimum Required)
Program
Full-
Time
FTE
(New)
Full-Time
Cost (New)
Seasona
l Annual
Hours
(New)
Seasonal
Hours
Decrease
(Offset)
Seasonal
Dollar
Decrease
(Offset)
Seasonal
Cost (Adj)
Ongoing
Operational
Cost (New)
Ongoing
Cost (New)
One -Time
Capital Cost
(New)Additional Equipment details
Parks District 1 5.00 $410,000 8,320 11,304 $206,869 $152,260 $14,000 $576,260 $60,000 (1) ¾ Crew Cab Truck
Parks District 2 2.00 $164,000 8,320 4,126 $75,508 $152,260 $11,000 $327,260 $75,000 (1) 1 Ton Dump Truck
Parks District 3 4.00 $328,000 10,400 2,288 $41,872 $190,325 $13,000 $531,325 $60,000 (1) ¾ Pickup Truck
Parks District 4 4.00 $328,000 6,240 5,056 $92,527 $114,195 $13,000 $455,195 $60,000 (1) ¾ Pickup Truck
Parks District 5 4.00 $328,000 7,280 4,171 $76,331 $133,228 $31,000 $492,228 $195,000 (1) Ton Crew cab, (2) ¾ Crew Cab trucks
Grand Total 19.00 $1,558,000 40,560 26,945 $493,107 $742,268 $82,000 $2,382,268 $450,000
Park Staffing Needs (Ideal Situation)
Program
Full-
Time
FTE
(New)
Full-Time
Cost (New)
Seasona
l Annual
Hours
(New)
Seasonal
Hours
Decrease
(Offset)
Seasonal
Dollar
Decrease
(Offset)
Seasonal
Cost (Adj)
Ongoing
Operational
Cost (New)
Ongoing
Cost (New)
One -Time
Capital Cost
(New)Additional Equipment details
Parks District 1 5.00 $410,000 12,480 7,144 $130,739 $228,390 $14,000 $652,390 $60,000 (1) ¾ Crew Cab Truck
Parks District 2 2.00 $164,000 13,520 (1,074)($19,655)$247,423 $11,000 $422,423 $75,000 (1) 1 Ton Dump Truck
Parks District 3 4.00 $328,000 15,600 (2,912)($53,291)$285,488 $13,000 $626,488 $60,000 (1) ¾ Pickup Truck
Parks District 4 4.00 $328,000 10,400 896 $16,397 $190,325 $13,000 $531,325 $60,000 (1) ¾ Pickup Truck
Parks District 5 7.00 $574,000 15,600 (4,149)($75,929)$285,488 $41,000 $900,488 $245,000 (1) Ton Crew cab, (2) ¾ Crew Cab trucks, (2) scagg mowers
Grand Total 22.00 $1,804,000 67,600 (95)(1,739)
$1,237,11
4 $92,000 $3,133,114 $500,000
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
Deputy Director
DATE:May 24, 2022
RE: FY23 BUDGET – FIRE DEPARTMENT
ISSUE AT-A-GLANCE
The Salt Lake City Fire Department provides fire and medical services to residents of and visitors to Salt Lake
City. Fire fighters are stationed at 14 fire stations around the City, including the Salt Lake City International
Airport. The proposed budget increases the Fire Department budget by 6.6%, about $3 million, from $45.6
million to $48.6 million. The Department currently has 381 full time positions (10 of which are unfunded FTEs
to account for turnover and training delays), and the proposed budget increases that amount to 392, reflecting
the addition of 4 firefighter FTEs for another Medical Response Team (MRT) , 6 firefighter FTEs to help with
overtime coverage, and 1 office facilitator in Emergency Management. The budget also reflects a shift in the
Medical Response Team, added last budget year with ARPA dollars, to the general fund. The Mission and
Vision Statements for the Department, as well as a more detailed Department overview, can be
found on pages 171 to 175 of the budget book.
Major budget changes proposed for FY23 include staffing additions noted above, to respond to an increased
usage of the overtime budget, reduce firefighter burnout, improve firefighter safety, and need for a more
sustainable way to respond to medical calls.
The Fire Department manages and administers the following services:
Fire Prevention, including
construction review
Fire Response, including
to the SLC Airport Emergency Management
- planning & response
CPR Training Medical Services Mobile Response Team
(MRT) & Community
Health Access Team
(CHAT)
Project Timeline:
Briefing: May 24
Budget Hearings: May 17, June 7
Potential Action: June 14 (TBD)
Page | 2
FY Actual FY 22 Adopted FY 23 Proposed Change
Fire Department Budget by Division
FTEs
Administrative Services 6,719,853$ 6,849,396$ 8,024,795$ 74 1,175,399$ 17.2%
Office of the Chief 2,766,965$ 4,168,893$ 3,677,450$ 9 (491,443)$ -11.8%
Operations 30,732,743$ 34,569,111$ 36,894,764$ 309 2,325,653$ 6.7%
Total 40,219,561$ 45,587,400$ 48,597,009$ 392 3,009,609$ 6.6%
Fire Department Budget by Type
Personal Services (Salaries/Benefits)37,712,360$ 41,291,239$ 45,679,000$ 4,387,761$ 10.6%
O & M 958,004$ 1,620,900$ 1,251,520$ (369,380)$ -22.8%
Charges and Services 1,523,716$ 2,517,061$ 1,608,489$ (908,572)$ -36.1%
Capital Expenditures 25,482$ 158,200$ 58,000$ (100,200)$ -63.3%
Total 40,219,562$ 45,587,400$ 48,597,009$ 3,009,609$ 6.6%
Goal of the briefing: Review the Fire Department’s General Fund budget for FY23 and identify
any follow-up issues.
KEY BUDGET ISSUES & POLICY QUESTIONS
A.Medical Response Team (MRT) – Shifting one existing MRT to General Fund (from grant
funds) and adding an MRT - 4 FTEs shifted, 4 FTEs added. New MRT: $264,240 for 11
months, $55,900 for equipment from Funding our Future. Shifted MRT: $288,262. The
proposed budget includes adding a Medical Response Team (proposed in the Sugar House Area) with
Funding our Future dollars and shifting the MRT that was funded for the Poplar Grove area in FY 22 with
ARPA dollars, to the general fund. The department is proposing to add a third MRT, based on the high level
of medical calls in those areas, and the efficiency in which the MRTs address them. This was a strategy
implemented initially in the downtown area to help reduce carbon emissions generated with larger fire
apparatus responding to predominantly low-acuity medical calls. It has also saved the department money
over the years, both from a fuel and fleet perspective, as well as freeing up heavy apparatus to respond to
more serious calls in other areas of the City. Fire estimates that about 80% of their calls are medical.
Apparatus for the additional MRT is included in the Fleet fund transfer in non-departmental ($50,000). The
full-year cost for the Poplar Grove-based MRT is $288,262. The Sugar House-based MRT is proposed for 11
months of funding ($264,240) and would have the same annualized cost as the Poplar Grove MRT (a
difference of $24,022). Funding this initiative for 11 months allows time for firefighter training and to
procure equipment, with a proposed implementation date of January 2023.
Background on the Medical Response Team – the MRT is a two-person team that utilizes an
SUV to respond to medical calls. The City initiated this new type of response model in September
2014 because the data showed that 80% of the calls answered by the Fire Department were medical
calls, and most were concentrated in the downtown area. With an increased interest in reducing the
City’s carbon footprint, and concerns for budget efficiency, this model has proven effective at
providing needed medical services during the hours when the city is most populated, while
maintaining fire fighter safety (note: one concern for not operating overnight is for safety reasons
of the two-person team).
The Administration notes that the call volume justifies the Poplar-Grove based MRT beyond
availability of ARPA dollars, which is why it is proposed to be shifted to the general fund this year.
In FY20 the Council adopted a legislative intent relating to the Medical Response Team, asking for
the Administration to continually evaluate data and recommend when an additional MRT made
sense. At that time the data didn’t support adding a unit, but the Administration indicates that the
data now supports adding a unit in the Sugar House area.
The Administration provided the following information with regard to metrics of the Medical
Response Team:
o The Downtown (Station 1) MRT response to approximately 7 calls per day (2,000 calls per
year)
Page | 3
o The Station 6 MRT (fully staffed in Jan 2022) responds to approximately 5 calls per day
(1,500 calls per year).
o The Sugar House MRT is projected to answer approximately the same amount of calls as
Station 6.
o Between the 3 teams, this will save 5,000 calls that would have otherwise been answered by
a heavy apparatus and 4 fire fighters.
B.6 additional fire fighters (3 FTEs for 11 months - $217,998, 3 FTEs for 5 months – $99,090) –
one-time equipment costs $5,400. The Administration is proposing to add 6 additional firefighters in a
phased approach (to recognize the other budget priorities in this fiscal year), to help alleviate the stress and
overtime burden of maintaining staffing levels. Because the Fire Department is required to have 4 fire
fighters on each apparatus (see background in the bullet point below), there are many times where current
staffing is insufficient because of available leave benefits. Employees required to fill overtime slots are
subject to burnout and the department has determined it is more financially prudent to add FTEs than to
continue adding to the overtime budget. The annualized cost of all 6 FTEs is $499,414, a difference of
$182,326 from what is budgeted in FY 23, which will have to be added to the FY 24 budget (not including
pay adjustments).
-Background on 4 fire fighters on each apparatus (known as “4-handed staffing”) – Former
SLC Mayor Rocky Anderson signed an 2002executive order requiring the Fire Department to make best
efforts to have 4 fire fighters on each firefighting apparatus. This was a result of many discussions with
the Fire Union and independent research into safe and effective best practice (particularly when
responding to Fire calls). In situations where the Fire Department is not fully staffed, they utilize a “buy
back” function and pay existing employees straight time or overtime to achieve 4 handed staffing. This is
not as financially effective as making sure there are enough authorized FTEs to help with full staffing.
-The department indicates that Emergency Responder Pandemic Leave, Covid, and increased usage of
parental, personal leave (PL), and short-term disability leave in the last 2 years have all contributed to
justifying adding FTEs rather than increasing overtime budgets.
C.Community Health Access Team (CHAT) – $316,092, 3 FTEs – The FY 23 budget reflects the
annualized cost of the action in Budget Amendment #4, that shifted 3 social workers into the Fire
Department to form the CHAT team. The Administration indicates that the intention is to utilize these
positions in conjunction with the MRT to serve in situations when there may be a mental health, substance
abuse, or social service-related issue along with a medical one. Launch date is fall of 2022. The Department
indicates they are evaluating ways to make the dispatching of these social workers with the MRT as practical
and efficient as possible and will adjust as the year goes on. The Council may wish to ask the
department how these functions will overlap/coordinate with the other diversified
response models (civilian response team, social workers in PD, park rangers).
D.Emergency Demolition revolving fund - $200,000 (in Non-Departmental Budget) – This
funding is located in the Non-Departmental budget but relates to the safety of the Fire Department. In
recent years, instances of fires in vacant buildings have increased dramatically (currently 155 of one type or
another). In some situations, this can present a public safety threat to those who occupy them but a life-
safety threat to firefighters, as the buildings can be unstable as firefighters are trying to clear them. The
Administration is proposing this program for the Fire Department, in conjunction with the Building Services
department, to identify select circumstances where the City may be justified in demolishing a building that
poses a public safety threat (the property owner would have the opportunity to demolish first). The only
buildings that would “qualify” for this would be buildings that: have been affected by fire previously
(therefore are compromised), occupy a parcel less than a quarter acre, have been abandoned, and are
deemed unsafe to occupy or respond to.
-The property owner would be provided with notice that their structure fits into this category and would
have opportunity to demolish at their own expense.
-If the property owner chooses not to demolish the structure, the City would have contracts in place to
invoke the emergency demolition ordinance and could pay to demolish the structure from this fund.
The City would then place a lien or administrative judgment on the property, which would replenish this
account for future years.
-The department indicates that they expect to need this tool only 2-3 times per year.
E.Fuel Increase - $116,009 – The FY 23 budget includes this adjustment to reflect increasing fuel prices.
Page | 4
F.Firefighter Personal Protective Equipment (PPE) - $82,000 ($12,000 is one-time) – The FY 23
budget includes this adjustment to repair and replace fire fighter turnout gear. Including $12,000 in a one-
time improvement for temperature control for the room that stores the PPE, which can routinely reach over
90 degrees and which can contribute to the degradation and reduced usage life of this equipment.
G.Pension and Insurance Rate Changes - $556,536 ($52,240 increase)– Pension contributions are
determined by the Utah State retirement system and cannot be independently negotiated by the City. This is
a $52,240 increase over the FY 22 budget.
H.Merit Changes - $782,380 ($120,288 increase). This budget increase reflects previously agreed-upon
contractual increases.
I.Office Facilitator for Emergency Management - $71,607 (10 months) – annualized cost of this
position is $85,928, a difference of $14,321, which would have to be included in the FY 24 budget.
J.Cost Saving measures – In the FY 22 budget cycle, the Department provided the following information
relating to cost saving measures that are ongoing, and apply to FY 23 as well:
i.The new Fire Training Center was recently completed and was a retrofit solution from an old fire
station. This provided savings not only in monetary value but also in sustainability initiatives. The
building was not demolished, saving tons of debris from going to the landfill. Other fire stations,
apparatus, and associated equipment are always being evaluated for cost efficiencies and energy
savings.
ii.Internal audits are being completed as staff time allows. This has resulted in savings and updated
department policies.
iii.Determinant Codes are also routinely assessed by Fire staff, in consultation with our medical
director, to provide the appropriate level of medical response. The continued evaluation of these
codes will ensure the proper resources are being sent on calls and may eliminate many dual-
apparatus responses.
iv.The Medical Response Team (MRT) unit was relocated to alleviate multiple heavy apparatus
response to the core of the city. This frees up resources to be used in other parts of the city and
reduces heavy-apparatus carbon emissions.
All above-mentioned measures have a positive impact as cost savings can be applied toward
other needs throughout the department such as equipment, PPE, and our 4-handed staffing
model. These cost savings will be maintained with the adoption of the FY21 budget and the
department will continue to identify and implement efficiencies.
K.Additional Residential Development Downtown - Staff inquired if additional residential
development downtown has changed peak hours for Fire/EMS response. There are almost 4,000 existing
residential units and an additional 4,000 are expected in the next couple of years. The Department indicates
that their call volume at night has increased, but that a large number of these calls are false fire alarms
(situations where an MRT would not be appropriate, but disrupts the recovery time for the heavy apparatus
in the downtown station). The Chief indicates he is looking at strategies deployed in other cities to sort out
the true calls from the false alarms, and they are continuing to monitor the data, as with the MRT program,
to evaluate when additional teams/shifts may be warranted from a budget perspective.
L.Fire Department Strategic Plan – The Department provided their 2020-2024 Strategic plan (see
attachment 2), as well as a recent report card for how they’re tracking with goals in the Strategic plan (see
attachment 3). The Department prepared this plan with feedback from community members, City
officials and fire department employees. The strategic plan outlines goals for the department as well as
strategies to meet those goals. The goals are as follows:
Provide unparalleled public safety service
Firefighter health and safety
Department training, leadership, and development
Community Risk Reduction
The Council may wish to discuss this plan in greater detail with the department.
Page | 5
ADDITIONAL & BACKGROUND INFORMATION
A. Performance Measures. Traditional Fire Department performance measures include call Volume
(see attachment 1). In addition, two of the performance measures listed on page 172 of the FY23
Mayor’s Recommended Budget book for “Turn-Out Times” and “Operational Injuries” refer to targets.
Other performance measures are tracked in the strategic plan report card, referenced above, and in
attachment 3.
B.The Administration provided the following objectives for Emergency Management, in the context of the
shift to the Fire Department in FY 21:
Emergency Management Objectives
1. Developing the organizational structure of the Emergency Operations Center (EOC) and its
place within SLCFD chain of command and Salt Lake City administration.
2. Providing emergency preparation, mitigation, and NIMS training for individual City
departments.
3. Improving upon the current City alerting system and better incorporating its use for both
internal and external audiences.
4. Identifying critical infrastructure, developing plans for its protection, and communicating and
coordinating those plans with all necessary parties.
5. Expanding upon public education initiatives to enable residents to become better prepared.
Focus on existing programs like: Firewise Communities, CERT, Safe Neighborhoods, Run-Hide-
Fight, Fix the Bricks, etc.
6. Maintaining and growing SLC’s Community Wildfire Protection Plan (CWPP).
7. Identifying SLC’s Emergency Shelters/Victim ID centers/ Family assistance centers and sharing
how these facilities benefit the community.
8. Emergency Management web page integration
9. Mutual aid/MOUs/contracts
C. Community Emergency Response Teams (CERT) Trainings - The CERT program managed by
Emergency Management provides disaster preparedness training for a variety of hazards to residents.
Specific topics include fire suppression, medical operations, light search and rescue and team
organization among others. The Emergency Management Division continues to offer online CERT
trainings during the pandemic. The training is now available in Spanish. At current funding levels
capacity exists for approximately 300 residents to be trained a certified annually.
D. Run Volume by Station: See attachment 1 for Run volume by Station and apparatus since 2019.
Note that EMS call volume is significantly higher than Fire call volume, and that Station 1 in Downtown
is the busiest station in both categories.
E. Cost recovery for fire service provided to the University of Utah facilities – The Council may
wish to ask the Administration about the response volume the SLCFD provides to the University of
Utah, as the University does not operate their own fire service. In previous years the council has
discussed whether it makes sense to dialogue with State Officials about potential cost recovery (full or
partial) for this service.
Attachments
Attachment 1 - Call volume by type and station, from 2019
Attachment 2 - SLCFD 2020-2024 Strategic Plan
Attachment 3 – SLCFD 2022 Strategic Plan Report Card
Attachment 4 – Map of all Fire Stations in Salt Lake City
0
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SLC Non-Core ApparatusSLC Core Apparatus
200 S 500 E West High Indiana 9th & 9thBallparkFairpark
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ME1 MRT1 ME2 T2 ME6 MRT6 ME7 ME8 T8 ME3 E4 ME5 T5 EQ9 E10 ME11 ME12 E13 EQ14
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Station 1 Station 2 Station 6 Station 5Station 8
SLC Non-Core ApparatusSLC Core Apparatus
200 S 500 E West High Indiana 9th & 9thBallparkFairpark
1
SALT LAKE CITY
FIRE DEPARTMENT
STRATEGIC PLAN 2020-2024
Photo credit: taylor seymour
2
The 2020-2024 SLCFD Strategic Plan
is reflective of feedback collected
from Salt Lake City community
members, City officials, and fire
department employees.
Collecting, evaluating, and
incorporating this information was
a year-long process, culminating in
the formation of this document.
3
GOAL 1
Provide Unparalleled
Public Safety Service
GOAL 2
Firefighter Health
and Safety
GOAL 3
Department
Leadership, Training,
and Development
GOAL 4
Community Risk
Reduction
8
12
16
20
MESSAGE FROM
THE FIRE CHIEF
2020 promises to be
a seminal year in Salt
Lake City. Our Capital
City is evolving and as
such, our community’s
service demands are
becoming more diverse
and challenging. The Salt
Lake City Fire Department
will need to grow and
innovate to meet these
demands as will our
responsibility to increase our value within city services. As the leader of this
proud organization, I want to capitalize on these opportunities and maximize
our ability to serve our residents with distinction. We need priorities. We need
a strategy. We need to ask not only our internal customers, but our external
stakeholders how we can meet their needs and become better. In short, we
need a plan. Only in this manner will we exemplify the professional agency
we purport to be. We are an organization that excels in customer service and
we will continue to address each goal in this document to improve.
In 2014 our department published its first strategic plan. The document was
specific and detailed in nature. We have learned much since then and I think
you will find that introspection reflected in the pages that follow. This five-
year plan is thoughtful, intentional and holistic in nature. It is also intended
to be simple in design and interesting to the reader. The 2020 Strategic Plan
should give anyone an idea of what the Salt Lake City Fire Department is
and what we strive to become. It is a positive reflection of a public safety
organization that recognizes its challenges and is committed to addressing
them. We are an entity that can objectively reflect on our history and learn
from our mistakes. This is how we have come to be who we are; the most
recognized and respected fire department in Utah since 1883.
Utah’s Capital City is the most progressive within the state. It should not be
surprising that its fire department follows in this image. The 2020 Strategic
Plan was developed with an ambitious mindset and a commitment to review
annually. From emergency response, to professional development, to health
and wellness, and community risk reduction we have much to focus on. The
objectives will provide the driving force of organizational advancement. The
firefighters will provide the will and commitment to make it happen.
Thank you for taking the time to look at what we will accomplish over the
next five years.
Sincerely,
Karl Lieb
4
MOTTO
Prepare Effectively
Respond Professionally
Impact Positively
MISSION
As Utah’s Capital City
fire department, it is
our mission to provide
unparalleled
fire, rescue, and
emergency medical
services to our community.
VISION
To redefine the standard
in emergency response,
community engagement,
and firefighter wellness.
VALUES
The members of the Salt Lake City Fire Department recognize the responsibility to
protect and serve the residents of our community. We welcome the challenge to
fulfill this duty by committing to the following core values:
• Trust
We recognize and value the trust provided to our department. We hold ourselves
to the principal standards of integrity and accountability to continually earn the
faith of those we serve.
• Community
We are actively engaged in the positive growth, development, and education of
neighborhoods within Salt Lake City. We not only serve the residents, we are a
part of the community.
• Respect
Salt Lake City is fortunate to be the most diverse, inclusive, and equitable city in
Utah. Our department and its members will provide the highest level of respect to
everyone we serve and serve with.
• Excellence
We strive for consistent excellence in all of our roles and responsibilities. We will
continue to seek new ways to improve through advancements in technology,
training, and professional development.
• Leadership
We are at the forefront of the most important issues facing our city. We can be
counted on as leaders for all community-risk education and emergency response
needs.
FEB 2016 MAR 2017
MAY 2017
APR 2016
MAY 2017
DEC 2017
Implemented SLC Fire
Cadet program
Began distribution
of naloxone kits in
partnership with UT
Naloxone
First Camp
Prometheus program
for young men
First Camp Athena
program for young
women Completed citywide
Community Wildland
Protection Plan
(CWPP)
SLCFD granted ISO
Class 1 designation
6
MAY 2018
OCT 2018
DEC 2018
AUG 2019
NOV 2018
Opened new SLC Fire
Station #14
First Net Zero, LEED Gold
certified fire station in the
country
Received new self-
contained breathing
apparatus (SCBA) for
all firefighters
Replaced frontline,
heavy apparatus over
a 5-year period
Opened new SLC Fire
Station #3
Second Net Zero, LEED Gold
certified fire station in the
country
Opened new SLC Fire
Logistics building
APR 2018
Created Community
Relations Division
7
8
GOAL 1
Provide unparalleled public safety service
Provide exceptional service to our community through efficiency and
professionalism
The members of our fire department recognize that responding to any call is a great responsibility.
Those who call for our services are often dealing with a moment of great stress or tragedy in which
they put their trust in the fire department to provide solace and relief. While we take great pride in the
level of service we provide, we realize there are always ways to improve. These strategies will continue
to advance our service to new heights.
Strategy 1
Dispatch coding,
protocols, and response times
o Review and improve dispatch codes to
confirm that the most appropriate units
are dispatched to each unique emergency
response.
o Perform an evaluation of the criteria
used by dispatchers to gather information
and recommend to Salt Lake City 911
dispatch protocols to improve dispatch
details.
o Continue to evaluate various dispatch
models and software providers.
Strategy 2
Create efficiencies in medical
response
o Assess and improve the current EMT/
paramedic response model using call
volume and patient dispositions.
o Improve the knowledge, skills,
and abilities of the Salt Lake City Fire
Department EMTs.
o Create an analysis of the Mobile
Response Team (MRT) data to determine
the most effective model for the MRT
program.
Strategy 3
Continue to improve fire
response
o Create a standardized template and
process for post incident analysis.
o Continue to develop Salt Lake City’s
wildland-urban interface program.
o Evaluate methods and technology that
will improve response times to critical
emergency calls.
Strategy 4
Enhance response to major
disasters and incidents
o Evaluate, enhance, and implement
Branch Operations policies and
procedures.
o Improve our unified command with Salt
Lake City Police, Emergency Management,
and Department of Airports.
o Establish protocols in partnership with
all valley fire departments to improve
emergency personnel response during a
large scale disaster.
“We strive to provide the
best training through self-
evaluation, technology and
innovation.”
Battalion Chief Kelly Carter
9
10
11
“Emergencies will
happen. It is through
preparation, education,
and training that we, as a
community, can become
better prepared to meet
and minimize their
impact .”
Battalion Chief Karl Steadman
12
GOAL 2
Firefighter health and safety
Maintain the highest standard for firefighter health and safety
When the community calls upon the fire department, they deserve and expect the highest level of
service to assist them in their times of need. Research has shown that repeated occupational exposure
can put a firefighter at significant risk for both mental and physical illness or injury. We aim to build
mental resilience, promote healthy lifestyle, optimize recovery, and establish research-driven support
networks. We advocate for wellness and crisis support programs for our members in an effort to
ensure their holistic wellness. The following strategies are the foundation to firefighter health and
safety.
Strategy 1
Fit to respond / Fit to retire
o Disseminate comprehensive
wellness training material through the
Certified Wellness Coordinators (CWCs)
with emphasis on the four pillars of
wellness: Mental Health, Physical Health,
Nutritional Education, and Recovery.
o Perform a needs assessment
and inventory, through the CWCs,
of each station to prioritize station
gym equipment, workout spaces, and
wellness options at all fire stations.
o Prioritize annual physical
examinations including developing an
annual job readiness assessment to
maintain the necessary standard of
physical fitness set forth by the TPT.
Strategy 2
Peer support and mental
health
o Review and improve Peer Support
Team (PST) policies to create more
efficient response from the PST following
traumatic incidents.
o Work with partnered department
clinicians, health providers, and local
universities to postulate further national
research regarding mental health and
wellness.
o Increase training on awareness
and prevention of firefighter suicide,
addiction, and post traumatic stress
injury (PTSI) related illness.
o Implement mental health and
resiliency training for all stages of a
department member’s career, from new
recruit to post-retirement.
o Improve department training
regarding available resources
for the families of department
members, including mental health
care and crisis resolution.
13
Strategy 3
Long-term health and injury/
illness prevention
o Collaborate with city officials
and insurance providers to expand
healthcare options and resources to
improve illness and injury prevention.
o Provide comprehensive cancer
screenings for department members
through in-station visits, trainings, and
private healthcare options.
o Continue to partner with local and
state union representatives to actively
pursue increased care and coverage
benefits for current and retired
department members.
o Continue to improve turnout
exposure protocols to better prevent
against exposure to carcinogenic toxins
in contaminated PPE.
Strategy 4
Improved workplace
environment
o Identify recruitment strategies that
will continue to add diversity and value
to all areas of the department.
o Secure funding to replace/refurbish
SLC Fire Stations 5 and 6 to improve
workplace environment.
o Continue to pursue and maintain
optimal fire department staffing.
14
“We hold ourselves
to the principal
standards of integrity
and accountability
in providing for
the demands and
expectations of the
community we serve.”
Battalion Chief Ron Fife
15
16
GOAL 3
Department training, leadership, and development
Increase investment in leadership development for fire department
personnel
With a strong economy, rising population, and a progressive and diverse population, the culture
and landscape of Salt Lake City continues to expand. With opportunity there will be challenges that
will test our resolve. Through redefined, sophisticated, and forward-thinking training solutions, our
department will innovate, adapt and continue to be a leader in our state and region.
Strategy 1
Expand Salt Lake City officer
development program
o Create a new and incumbent fire
officer development program specific
to the needs of the department with
an emphasis on new technology and
generational specific leadership skills.
o Provide consistent command and
control training to improve operations
and communication at all levels of
emergency management.
o Create opportunities for external
officer development, leadership, and
education for potential, new, and
experienced department officers.
o Institute a Fire Officer Mentoring
program in accordance with the
International Association of Fire Chiefs’
(IAFC) mentor program.
Strategy 2
Increase and enhance
department training
equipment
o Invest in new training tower props
and technology.
o Collaborate with the FAA and Salt
Lake City Department of Airports to
identify opportunities for an ARFF
training facility in Salt Lake City.
17
Strategy 3
Continuing education
opportunities and career paths
o Cultivate higher education
opportunities for all department members.
o Develop a career path that will
incentivize sworn and civilian employees to
seek opportunities for growth.
o Create an atmosphere of ongoing
personal and professional development.
“Mitigating the pain,
confusion, and chaos of a
person’s worst day with
compassion, skill, and
professionalism are the
hallmarks of the Salt Lake City
Fire Department.”
Captain Steve Crandall
18
19
“With all of the
bad things and the
negativity in the
world, I wanted to
know that in some
tiny way I’m making
sombody else’s life a
little bit better.”
Firefighter Vee Dickinson
20
GOAL 4
Community Risk Reduction
Effectively plan and prepare for any emergency, large or small
As the Capital City fire department, we are committed to leading the effort in community risk
reduction through planning and education. We recognize the impact that large scale disasters and
major emergencies can have on our city and our resources. Emphasis on public education will
dramatically increase the probability of a favorable outcome. Through collaboration with citizen
groups, local, state, and federal organizations, we will be able to ensure that effective communication
and training occurs. The following strategies will improve the resiliency of our community in the face
of human-caused and natural disasters.
21
Strategy 1
Service options for at-risk
target populations
o Work with community leaders
to improve the effectiveness of
treatment and care for identified at-risk
populations.
o Partner with Salt Lake City Police
outreach resources to decrease the
number of opioid-related emergencies
within the community.
Strategy 2
Advance our public
education efforts
o Through our Community Relations
Division (CRD), expand public
knowledge, outreach education,
and awareness to our community by
supporting community risk reduction
programs.
o Collaborate with Salt Lake City’s
Emergency Management Division
to design public safety education
programs that bring value to our
citizens.
o Develop and diversify the
department’s Community Health
Paramedic (CHP) program.
Strategy 3
Strengthen inspection
program
o Improve inspection technology
to ensure it meets the needs of the
department and the community.
o Ensure information gathered
during inspections is readily available
for use during incidents by fire
operations, dispatch, and support
services.
Strategy 4
Fire Prevention Division
support
o Present to the City Council
permits that should be added to the
city fee schedule to better serve the
community.
o Evaluate and monitor the
permitting process in an effort to
improve efficiency and effectiveness to
better serve the community.
Strategy 5
Collaborate with Salt
Lake City’s Emergency
Management Division
o Develop and practice effective
plans to respond to natural or human-
caused, physical or medical disaster
events.
o Participate fully in planning,
implementation, and review of all
local, state, and federally recognized
emergency drills.
o Develop Incident Action Plans (IAP)
for at-risk locations, including: airports,
arenas, schools, shopping centers,
hotels, public gatherings, urban
interface, etc.
Strategy 6
Enhance emergency
communications
o Enhance communications with the
media and the public through new
technologies, social media platforms,
and effective mediums for public
service announcements (PSAs) in times
of crisis.
o Practice internal call-back
procedures and enhance technology
for member communiation during a
major disaster.
o Establish a reporting network for
all department members and their
families to communicate during large
scale incidents.
“It is an honor to be part of
this vibrant community and we
strive to improve the lives of
all those that we have sworn to
serve.”
Assistant Chief Chris Milne
22
Acknowledgments
Salt Lake City Mayor’s Office
and Senior Leadership
Mayor Erin Mendenhall
Rachel Otto, Chief of Staff
Lisa Shaffer, Chief Administrative Officer
Lindsey Nikola, Director of Communications
Pam Lofgreen, Emergency Management Director
Bill Wyatt, Airport Director
Salt Lake City Council
Council Member James Rogers, District 1
Council Member Andrew Johnston, District 2
Council Member Chris Wharton, District 3
Council Member Ana Valdemoros, District 4
Council Member Darin Mano, District 5
Council Member Dan Dugan, District 6
Council Member Amy Fowler, District 7
Former Council Member Charlie Luke, District 6
Dr. Jennifer Seelig, PhD
Salt Lake City Fire Department
Karl Lieb, Fire Chief
Rusty McMicken, Deputy Chief
Mike Fox, Assistant Chief
Chris Milne, Assistant Chief
23
SLCFD Strategic Planning Committee
Battalion Chief Karl Steadman
Captain Brandon Shumway
Captain Robert Silverthorne
Captain Brandon Turman
Darby Egbert
Firefighter Brandon Heaney
Jose Vila Trejo
Firefighter Andrew Wilcox
Firefighter Matthew Wilson
Photo and Image Credits
Captain Adam Archuleta
Firefighter Jake Blaskowski
Trisha Thomas
Firefighter Gianni Valente
24
STRATEGIC PLAN 2020-2024
2022 REPORT CARD
Like so many in our community, the Salt Lake City Fire Department prides itself
on adapting to the challenges we face on a daily basis. We remain dedicated
to our values of Trust, Community, Respect, Excellence, and Leadership. While
circumstances may have reformed our methods, we have not diverted from
our resolve to our mission, our purpose, or our community. This Strategic Plan,
with its associated goals and objectives, guided us through it all, assisting us
in navigating a dynamic and evolving situation. Although this first report card
comes two years after the implementation of our 2020 Strategic Plan, we intend
to share subsequent report cards annually.
The purpose of this report card is not to highlight our triumphs, but to showcase
our commitment while providing accountability to those we serve with pride.
By reflecting on the past, we will continue to learn and be better prepared for
our future.
SALT LAKE CITY
FIRE DEPARTMENT
KEY PERFORMANCE INDICATORS
GOAL 1
Provide unparalleled public safety service
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS
29%
Accomplished
Strategy 1
Dispatch Coding, Protocols, and Response Times
Strategy 2
CREATE EFFICIENCIES IN MEDICAL RESPONSE
Strategy 3
improved fire response
Review and improve dispatch codes to confirm that the most appropriate units are
dispatched to each unique emergency response 25%
complete
Perform an evaluation of the criteria used by dispatchers to gather information and
recommend to Salt Lake City 911 dispatch protocols to improve dispatch response 50%
complete
Continue to evaluate various dispatch models and software providers 20%
complete
Assess and improve the current paramedic response model using call volume and patient
dispositions 0%
complete
Improve the expectations and the knowledge, skills, and abilities of Salt Lake City Fire
Department EMTs 50%
complete
Create an analysis of the Mobile Response Team (MRT) data to determine the most effective
approach to the MRT program 0%
complete
Create a standardized template and process for Post Incident Analysis (PIA)50%
complete
Continue to develop Salt Lake City’s wildland-urban interface (WUI) program 60%
complete
Evaluate methods and technology that will improve response times to critical emergency
calls 50%
complete
KEY PERFORMANCE INDICATORS
Strategy 4
ENHANCE RESPONSE TO MAJOR DISASTERS AND INCIDENTS
Evaluate, enhance, and implement Branch Operations policies and procedures 12.5%
complete
Improve unified command with Salt Lake City Police Department, Emergency Management,
and Salt Lake City Department of Airports 25%
complete
Establish protocols in partnership with all valley fire departments to improve emergency
personnel response during a large scale disaster 0%
complete
Review and improve Peer Support Team (PST) policies to respond more efficiently to our
members following traumatic emergencies 62%
complete
Work with partnered clinicians and local resources to aid in research regarding mental
health and wellness initiatives 50%
complete
Increase training on awareness and prevention of firefighter suicide, addiction, and PTSI-
related illness 66%
complete
Implement training for all stages of a member’s career, from new recruit to post-retirement 25%
complete
Improve health and wellness for the families of department members regarding care and
crisis resolution 15%
complete
Expand healthcare options and resources to improve injury and illness prevention 100%
complete
Provide cancer screenings for all department members 100%
complete
Partner with local and state representatives to actively pursue increased care and benefits
for current and retired members
100%
complete
Improve turnout protocols to prevent exposure to carcinogenic toxins in contaminated
protective equipment 50%
complete
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS
GOAL 2
Firefighter Health and Safety
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS
Strategy 1
FIT TO RESPOND, FIT TO RETIRE
Strategy 2
PEER SUPPORT AND MENTAL HEALTH
Strategy 3
LONGTERM HEALTH AND INJURY/ILLNESS PREVENTION
Strategy 4
IMPROVED WORKPLACE ENVIRONMENT
61%
Accomplished
Disseminate comprehensive wellness training material through the Certified Wellness
Coordinators (CWCs) with emphasis on the four pillars of wellness: Mental Health, Physical
Health, Nutritional Education, and Recovery.
33%
complete
Using the CWCs, perform a needs assessment and inventory of each station to prioritize
station gym equipment, workout spaces, and fitness options at all fire stations.80%
complete
Prioritize annual physical examinations, including developing an annual job readiness
assessment, to uphold the necessary standard of physical readiness set forth by the Task
Performance Assessment (TPA)
60%
complete
Identify recruitment strategies that will continue to add diversity to all areas of the
department 68%
complete
Secure funding to replace or refurbish Salt Lake City Fire Stations 5 and 6 to improve
workplace environment 0%
complete
Continue to pursue optimal fire department staffing 100%
complete
KEY PERFORMANCE INDICATORS
GOAL 3
Department Training, Leadership, and Development
KEY PERFORMANCE INDICATORS
Strategy 1
EXPAND OFFICER DEVELOPMENT PROGRAM
Strategy 2
INCREASE AND ENHANCE DEPARTMENT TRAINING EQUIPMENT
Strategy 3
CONTINUING EDUCATION OPPORTUNITIES AND CAREER PATHS
KEY PERFORMANCE INDICATORS
Create a fire officer development program specific to the needs of our department, with an
emphasis on new technology and generational-specific leadership behaviors 65%
complete
Provide consistent command and control training to improve emergency operations and
communications 100%
complete
Create external opportunities for officer development, leadership, and education 50%
complete
Institute a fire officer mentoring program 90%
complete
Review and improve Peer Support Team (PST) policies to respond more efficiently to our
members following traumatic emergencies 62%
complete
Work with partnered clinicians and local resources to aid in research regarding mental
health and wellness initiatives 50%
complete
Cultivate higher education opportunities for department members 50%
complete
Develop a career path that will incentivize sworn and civilian employees to seek
opportunities for growth 33.3%
complete
Create an atmosphere of ongoing personal and professional development 100%
complete
59%
Accomplished
GOAL 4
Effectively plan and prepare for any emergency, large or small
KEY PERFORMANCE INDICATORS
Strategy 1
SERVICE OPTIONS FOR AT-RISK TARGET POPULATIONS
Strategy 2
ADVANCE OUR PUBLIC EDUCATION EFFORTS
Strategy 3
STRENGTHEN INSPECTION PROGRAM
Strategy 4
FIRE PREVENTION DIVISION SUPPORT
KEY PERFORMANCE INDICATORS
Strategy 5
COLLABORATE WITH SALT LAKE CITY’S EMERGENCY MANAGEMENT DIVISION
KEY PERFORMANCE INDICATORS
Strategy 6
ENHANCE EMERGENCY COMMUNICATIONS
Work with community leaders to improve the effectiveness of treatment and care for
identified at-risk populations 50%
complete
Partner with Salt Lake City Police Department in an effort to decrease the number of opioid-
related emergencies within the community 0%
complete
Through our Community Relations Division (CRD), expand public knowledge and awareness
to better support our community 50%
complete
Collaborate with Salt Lake City Emergency Management Division to design public safety
education programs that bring value to members of our community 0%
complete
Develop and diversify the Community Health Paramedic (CHP) program 50%
complete
Develop and practice effective disaster response plans 10%
complete
Participate in the review, planning, and implementation of all local, state, and federally-
recognized emergency drills 0%
complete
Develop incident action plans (IAP) for at-risk locations, such as airports, arenas, schools,
shopping centers, hotels, public gatherings, urban interfaces, and more.20%
complete
KEY PERFORMANCE INDICATORS
33%
Accomplished
Improve inspection technology and ensure it meets the needs of the department 100%
complete
Ensure information gathered during inspections is readily available during incidents, for use
by combat crews, dispatch personnel, and support services 50%
complete
Present to the Salt Lake City Council members a list of permits that should be added to the
City’s fee schedule, to better serve the community 0%
complete
Evaluate the department’s permitting process in an effort to improve efficiency and
effectiveness, to better serve the community 50%
complete
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS
Enhance communications with the media through new technologies, social media platforms,
and effective media for public service announcement to provide timely and relevant
communication to the public during emergency incidents and disasters
40%
complete
Practice internal callback procedures and enhance technology for member notification of
service during a major disaster 30%
complete
Establish a reporting network for all department members and their families to
communicate well-being during large scale incidents 40%
complete