HomeMy WebLinkAbout06/07/2022 - Formal Meeting - Meeting MaterialsSALT LAKE CITY COUNCIL
and
REDEVELOPMENT AGENCY of SALT LAKE CITY
and
LOCAL BUILDING AUTHORITY of SALT LAKE CITY
FORMAL MEETING AGENDA
June 7,2022 Tuesday 7:00 PM
Council Work Room
451 South State Street Room 326
Salt Lake City,UT 84111
SLCCouncil.com
CITY COUNCIL MEMBERS:
Dan Dugan,Chair
District 6
Darin Mano,Vice Chair
District 5
Victoria Petro-Eschler
District 1
Alejandro Puy
District 2
Chris Wharton
District 3
Ana Valdemoros
District 4
Amy Fowler
District 7
Generated:09:11:18
Public Comments:The public can give comments to the Council during the meetings
online through Webex or in-person in Room 326 of the City and County Building.In-
person attendees can fill out a comment card and online participants will register
through Webex in order to be added to the comment queue.
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.
LOCAL BUILDING AUTHORITY of
SALT LAKE CITY,UTAH MEETING
Please note:Dates not identified in the FYI -Project Timeline are either not applicable or not yet
determined.
WELCOME AND PUBLIC MEETING RULES
A.LBA OPENING CEREMONY:
1.Board/Council Member Amy Fowler will conduct the formal meeting.
2.Pledge of Allegiance.
3.Welcome and Public Meeting Rules.
B.LBA PUBLIC HEARINGS:
1.Resolution:Budget for the Capital Projects Fund of the Local Building
Authority for Fiscal Year 2022-23
The Board will accept public comment and consider approving a resolution
adopting the final budget for the Capital Projects Fund of the Local Building
Authority of Salt Lake City for Fiscal Year 2022-23.
The LBA’s Capital Projects Fund for Fiscal Year 2022-23 only includes the bond
debt services for the Glendale and Marmalade Libraries.(Other Capital projects
throughout the City are included in the Mayor’s Recommended Budget.)The LBA
is a financing tool for cities and government entities,like libraries,to bond for
capital projects at better interest rates.Capital projects are big projects like parks,
public buildings,and street projects.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
C.LBA ADJOURNMENT:
REDEVELOPMENT AGENCY of
SALT LAKE CITY,UTAH MEETING
Please note:Dates not identified in the FYI -Project Timeline are either not applicable or not yet
determined.
D.RDA PUBLIC HEARINGS:
1.Resolution:Budget for the Redevelopment Agency of Salt Lake City for
Fiscal Year 2022-23
The Board will accept public comment and consider approving a resolution
adopting the final budget for the Redevelopment Agency of Salt Lake City for Fiscal
Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
E.RDA ADJOURNMENT:
SALT LAKE CITY COUNCIL MEETING
Please note:Dates not identified in the FYI -Project Timeline are either not applicable or not yet
determined.
F.OPENING CEREMONY:
1.The Council will approve the work session meeting minutes of September 14,2021
as well as the formal meeting minutes of May 3,2022.
G.PUBLIC HEARINGS:
Ordinances listed below (G1 –G10)are associated with the
implementation of the Mayor’s Recommended Budget for Salt Lake City,
including the Library Fund,for the Fiscal Year (FY)2022-23.All
ordinances will be heard as one public hearing item during the May
17th and June 7th public hearings.
1.Ordinance:Amending the Available Methods of Delivering Records
Related to Business Licensing
The Council will accept public comment and consider adopting an ordinance that
would amend sections 5.02.080 and 5.02.110 of the Salt Lake City Code to amend
the available methods of delivering records related to business licensing.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
2.Ordinance:Addressing Certain Fees for the Use and Cleaning of the
City’s Recreational Facilities
The Council will accept public comment and consider adopting an ordinance that
would amend the Salt Lake City Code to address certain fees for the use and
cleaning of the City’s recreational facilities.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
3.Ordinance:Adopting the rate of tax levy,including the levy for the
Library Fund,for Fiscal Year 2022-23
The Council will accept public comment and consider approving an ordinance
adopting the rate of tax levy,including the levy for the Library Fund,upon all real
and personal property within Salt Lake City made taxable by law for Fiscal Year
2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
4.Ordinance:Adopting the Budget for the Library Fund of Salt Lake City,
Utah for Fiscal Year 2022-23
The Council will accept public comment and consider approving an ordinance
adopting the budget for the Library Fund of Salt Lake City,Utah for Fiscal Year
2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
5.Ordinance:Amendments to the Salt Lake City Consolidated Fee
Schedule for Fiscal Year 2022-23
The Council will accept public comment and consider approving an ordinance
amending various fees and fee information set forth in the Salt Lake City
Consolidated Fee Schedule.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
6.Ordinance:Appropriating Necessary Funds to Implement Provisions
of the MOU between Salt Lake City and the International Association of
Firefighters for Fiscal Year 2022-23
The Council will accept public comment and consider adopting an ordinance
appropriating the necessary funds to implement,for Fiscal Year 2022-23,the
provisions of the Memorandum of Understanding (MOU)between Salt Lake City
Corporation and the International Association of Firefighters Local 81,
representing eligible employees.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
7.Ordinance:Appropriating Necessary Funds to Implement Provisions of
an MOU between Salt Lake City and AFSCME for Fiscal Year 2022-23
The Council will accept public comment and consider adopting an ordinance
appropriating necessary funds to implement,for Fiscal Year 2022-23,the
provisions of the Memorandum of Understanding (MOU)between Salt Lake City
Corporation and the American Federation of State,County,and Municipal
Employees (AFSCME)Local 1004,representing eligible employees.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
8.Ordinance:Appropriating Necessary Funds to Implement Provisions
of the MOU between Salt Lake City and the Salt Lake City Police
Association for Fiscal Year 2022-23
The Council will accept public comment and consider adopting an ordinance
appropriating necessary funds to implement,for Fiscal Year 2022-23,the
provisions of the Memorandum of Understanding (MOU)between Salt Lake City
Corporation and the Salt Lake Police Association,representing eligible employees.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
9.Ordinance:Compensation Plan for All Non-represented employees of
Salt Lake City for Fiscal Year 2022-23
The Council will accept public comment and consider adopting an ordinance
approving a compensation plan for all non-represented employees of Salt Lake
City.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
10.Ordinances relating to the Fiscal Year 2022-23 City Budget,excluding
the budget for the Library Fund
The Council will accept public comment and consider approving an ordinance
adopting the budget for Salt Lake City,Utah,excluding the budget for the Library
Fund which is separately adopted,and the employment staffing document of Salt
Lake City,Utah for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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
Staff Recommendation -Refer to motion sheet(s).
H.POTENTIAL ACTION ITEMS:
1.Ordinance:Zoning Map Amendment at Western Gardens 550 South
600 East
The Council will consider adopting an ordinance that would amend the zoning of
the property located at 550 South 600 East Street from CN (Neighborhood
Commercial District)to FB-UN2 (Form Based Urban Neighborhood District).The
parcel is currently occupied by the Western Gardens commercial center.This
proposal would facilitate redevelopment of this parcel into a multifamily
residential project.The zoning map amendment does not require an amendment to
the Central Community Master Plan.Consideration may be given to rezoning the
property to another zoning district with similar characteristics.Petition No.:
PLNPCM2021-00420
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,March 22,2022
Set Public Hearing Date -Tuesday,March 22,2022
Hold hearing to accept public comment -Tuesday,April 5,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,June 7,2022
Staff Recommendation -Refer to motion sheet(s).
I.COMMENTS:
1.Questions to the Mayor from the City Council.
2.Comments to the City Council.(Comments are taken on any item not scheduled for
a public hearing,as well as on any other City business.Comments are limited to
two minutes.)
J.NEW BUSINESS:
NONE.
K.UNFINISHED BUSINESS:
1.Ordinance:Public Lands Twenty-Year Master Plan,Reimagine Nature
The Council will consider an ordinance that would adopt the City’s Twenty-Year
Public Lands Master Plan,Reimagine Nature.This is a Citywide long-range vision
for creating a sustainable system of parks,natural lands,and urban forests,
including special places like the Salt Lake City Cemetery and the Regional Athletic
Complex.The scope,scale and form of implementation will be determined through
development of individual projects and initiatives in coming years,beginning with
more detailed Public Lands Department Five-Year Strategic Plans.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,April 5,2022
Set Public Hearing Date -Tuesday,April 5,2022
Hold hearing to accept public comment -Tuesday,April 19,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,June 7,2022
Staff Recommendation -Refer to motion sheet(s).
2.Ordinance:Economic Development Revolving Loan Fund to Buddies,
Inc.,1150 East 600 South
The Council will consider adopting an ordinance that would approve a $150,000
loan from the Economic Development Loan Fund for Buddies,Inc.,at 1150 East
600 South.The business would own and operate the concessions and rides at
Liberty Park.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Thursday,June 2,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,June 7,2022
Staff Recommendation -Refer to motion sheet(s).
L.CONSENT:
1.Resolution:Capital Improvement Program Projects
The Council will set the dates of Tuesday,July 12,2022 and Tuesday,August 9,
2022 at 7 p.m.to accept public comment and consider adopting a resolution for
project funding allocations in the Capital Improvement Program,which involves
the construction,purchase or renovation of buildings,parks,streets or other city-
owned physical structures.Generally,projects have a useful life of at least five
years and cost $50,000 or more.The Council approves debt service and overall CIP
funding in the annual budget process,while project-specific funding is approved by
September 1 of the same year.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,June 7,2022
Set Public Hearing Date -Tuesday,June 7,2022
Hold hearing to accept public comment -Tuesday,July 12,2022 and Tuesday,
August 9,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,August 16,2022
Staff Recommendation -Set date.
2.Board Appointment:Racial Equity in Policing Commission –Lisia
Satini
The Council will consider approving the appointment of Lisia Satini to the Racial
Equity in Policing Commission for a term ending December 30,2024.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,June 7,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,June 7,2022
Staff Recommendation -Approve.
3.Board Appointment:Housing Authority of Salt Lake City –Janis
Bennion
The Council will consider approving the appointment of Janis Bennion to the
Housing Authority of Salt Lake City for a term ending June 7,2026.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,June 7,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,June 7,2022
Staff Recommendation -Approve.
4.Board Appointment:Arts Council –Thomas Kessinger
The Council will consider approving the appointment of Thomas Kessinger to the
Arts Council for a term ending June 7,2025.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,June 7,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,June 7,2022
Staff Recommendation -Approve.
5.Board Appointment:Sugar House Park Authority Board of Trustees
–Siavash Ghaffari
The Council will consider approving the appointment of Siavash Ghaffari to the
Sugar House Park Authority Board of Trustees for a term ending June 7,2026.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,June 7,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,June 7,2022
Staff Recommendation -Approve.
6.Board Reappointment:Transportation Advisory Board –Daniel
Mendoza
The Council will consider approving the reappointment of Daniel Mendoza to the
Transportation Advisory Board for a term ending September 29,2025.
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 -Tuesday,June 7,2022
Staff Recommendation -Approve.
7.Board Reappointment:Transportation Advisory Board –Suzanne
Stensaas
The Council will consider approving the reappointment of Suzanne Stensaas to the
Transportation Advisory Board for a term ending September 29,2025.
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 -Tuesday,June 7,2022
Staff Recommendation -Approve.
M.ADJOURNMENT:
CERTIFICATE OF POSTING
On or before 5:00 p.m.on _____________________,the undersigned,duly appointed City
Recorder,does hereby certify that the above notice and agenda was (1)posted on the Utah Public
Notice Website created under Utah Code Section 63F-1-701,and (2)a copy of the foregoing provided
to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any
others who have indicated interest.
CINDY LOU TRISHMAN
SALT LAKE CITY RECORDER
Final action may be taken in relation to any topic listed on the agenda,including but
not limited to adoption,rejection,amendment,addition of conditions and variations
of options discussed.
The City &County Building is an accessible facility.People with disabilities may make requests for
reasonable accommodation,which may include alternate formats,interpreters,and other auxiliary
aids and services.Please make requests at least two business days in advance.To make a request,
please contact the City Council Office at council.comments@slcgov.com,801-535-7600,or relay
service 711.
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TO:LBA Board Members
FROM: Ben Luedtke
Budget & Policy Analyst
DATE:June 7, 2022
Item B1
MOTION SHEET
LOCAL BUILDING AUTHORITY of SALT LAKE CITY
tinyurl.com/SLCFy23
RE:MOTION SHEET – Resolution: Budget for the Capital Projects Fund of the Local Building
Authority for Fiscal Year 2022-23
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Board close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Board continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Board close the public hearing and adopt a resolution approving the capital projects fund of the
Local Building Authority for Fiscal Year 2023.
Staff Note: This motion would adopt the LBA FY2023 annual capital project fund budget as proposed by the
Administration without any changes. The Board is tentatively scheduled to adopt the proposed budget June
14 along with other annual budgets.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Board close the public hearing and proceed to the next agenda item.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
1
Resolution No. ____ of 2022
(Adopting the Final Budget for the Capital Projects Fund of the Local Building Authority
of Salt Lake City, Utah for Fiscal Year 2022-2023)
A Resolution Adopting the Final Budget for the Capital Projects Fund of the Local
Building Authority of Salt Lake City, Utah, for the remainder of the Fiscal Year Beginning July
1, 2022 and Ending June 30, 2023.
PREAMBLE
WHEREAS, the Salt Lake City Council has created the Local Building Authority of Salt
Lake City, Utah (the “Building Authority”), and has appointed Mary Beth Thompson as the
Budget Officer of the Building Authority (the “Budget Officer”); and
WHEREAS, the Budget Officer previously filed with the Board of Directors (the
“Board”) of the Building Authority a tentative budget for the capital projects fund of the
Building Authority (the Building Authority not having any operational expenses and therefore no
need for an operating budget); and
WHEREAS, on __________, 2022, the Board adopted the tentative budget by Resolution
No. ____ of 2022; and
WHEREAS, the tentative budget adopted by the Board and all supporting schedules and
data was a public record in the office of the Secretary of the Building Authority, available for
public inspection for a period of at least ten days before the adoption of the final budget; and
WHEREAS, following due notice of a public hearing given at least seven days before the
hearing (a) by posting in three public places within Salt Lake City, Utah and (b) by publishing on
the Utah Public Notice Website, at its ___________, 2022, and ________, 2022 meetings, the
Board held a public hearing on the budget tentatively adopted, at which hearing all interested
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persons in attendance or connected remotely were given an opportunity to be heard on the
estimates of revenues and expenditures or any item in the tentative budget.
NOW, THEREFORE, be it resolved by the Board of Directors of the Local Building
Authority of Salt Lake City, Utah, as follows:
1. The purpose of this resolution is to adopt a final budget for the capital projects
fund of the Building Authority for fiscal year 2022-2023. All conditions precedent to the
adoption of the final budget have been accomplished.
2. The budget attached hereto and made a part of this resolution shall be, and the
same hereby is adopted as, the final budget for the capital projects fund of the Building Authority
for the remainder of the fiscal year 2022-2023, in accordance with the Fiscal Procedures for
Local Districts Act, Utah Code Title 17B, Chapter 1, Part 6.
3. The Budget Officer is hereby authorized and directed to certify and file a copy of
said final budget in the office of the Secretary of the Building Authority, whose office is located
at 451 South State Street, Room 415, Salt Lake City, UT 84111, as required by Utah Code
Section 17B-1-615. Said final budget shall be available to the public for inspection during
regular business hours.
4. The Budget Officer is hereby authorized and directed to certify and file a copy of
said final budget with the State Auditor as required by Utah Code Section 17B-1-614 within 30
days after its adoption.
5. This Resolution shall take effect immediately upon its approval and adoption.
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Passed by the Board of Directors of the Local Building Authority of Salt Lake City, Utah,
this ____ day of _____________________, 2022.
PRESIDENT
ATTEST:
SECRETARY
APPROVED AS TO FORM
Boyd Ferguson
Boyd Ferguson, Senior City Attorney
Date: ________________________
TO:RDA Board Members
FROM: Ben Luedtke
Budget & Policy Analyst
DATE:June 7, 2022
Item D1
MOTION SHEET
REDEVELOPMENT AGENCY of SALT LAKE CITY
tinyurl.com/SLCFY23
RE: MOTION SHEET – Resolution: Budget for the Redevelopment Agency of Salt Lake City for
Fiscal Year 2022-23
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Board close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Board continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Board close the public hearing and adopt a resolution approving the annual budget for the Fiscal
Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the RDA FY2023 annual budget as proposed by the Administration
without any changes.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Board close the public hearing and proceed to the next agenda item.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
REDEVELOPMENT AGENCY OF SALT LAKE CITY
RESOLUTION NO__________
(Adopting the Budget for the Redevelopment Agency of Salt Lake City, Utah
for Fiscal Year 2022-2023)
A resolution of the Board of Directors of the Redevelopment Agency of Salt Lake City,
Utah adopting the budget for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
WHEREAS, the Redevelopment Agency of Salt Lake City (“Agency”) was created to
transact the business and exercise the powers provided for in the Community Reinvestment
Agency Act; and
WHEREAS, the Agency’s Board of Director’s (“Board”) has determined it is both
necessary and desirable to adopt the 2022-2023 annual budget (“Budget”); and
WHEREAS, the Board has determined that the public improvements to be carried out
with tax increment in each of the project areas will be of benefit to the project area which
generated the tax increment; and
WHEREAS, on May , 2022 the Board of Directors tentatively adopted the
tentative budget by Resolution ________ of 2022 (“Tentative Budget”); and
WHEREAS, at its , 2022, and , 2022 meetings, the Board held
public hearings on the Tentative Budget, at which hearings all interested persons in attendance or
connected remotely were given an opportunity to be heard on the estimates of revenues and
expenditures or any item in the Tentative Budget; and
WHEREAS, the Tentative Budget adopted by the Board and all supporting schedules and
data was a public record in the Office of the Salt Lake City Recorder, available for public
inspection for a period of at least ten days before the adoption of the Budget; and
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WHEREAS, the Agency caused a copy of the proposed Budget to be published at least
seven days before the hearing a) in three places within the city; b) on the Utah Public Notice
Website created in Utah Code Section 63A-16-601; and c) on the City’s publicly viewable
Website until the final hearing takes place.
NOW, THEREFORE, be it resolved by the Board of Directors of the Redevelopment
Agency of Salt Lake City, that the previously adopted Tentative Budget, as modified by the
“Key Changes” attached and made a part of this Resolution, is adopted as the Budget of the
Redevelopment Agency of Salt Lake City for the fiscal year commencing on July 1, 2022 and
ending June 30, 2023.
BE IT FURTHER RESOLVED, that the following budget contingencies are hereby
adopted with the Agency's 2022/2023 Budget:
A. (Contingencies TBD).
B. A copy of the Budget shall be certified and filed in the Office of the Salt Lake City Recorder
whose permanent office is located at 451 South State Street, Room 415, Salt Lake City, Utah
84111 and be available to the public for inspection during regular business hours.
C. A copy of the Budget shall be certified and filed with the Salt Lake County Auditor, the State
Tax Commission, the State Auditor, the State Board of Education, and each taxing entity
from which the Agency receives project area funds as required by Utah Code Section 17C-1-
601.5(6) within 90 days after its adoption.
D. This Resolution shall take effect on July 1, 2022.
Passed by the Board of Directors of the Redevelopment Agency of Salt Lake City, this
____ day of June, 2022.
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________________________________
Ana Valdemoros, Chair
Approved as to form: Allison Parks
Salt Lake City Attorney’s Office
Allison Parks
May 3, 2022
The Executive Director:
____ does not request reconsideration
____ requests reconsideration at the next regular Agency meeting
_________________________________
Erin Mendenhall, Executive Director
Attest:
_________________________
City Recorder
PENDING MINUTES –NOT YET APPROVED
The City Council of Salt Lake City,Utah,met in Work Session on Tuesday,September 14,2021 in an
Electronic Meeting,pursuant to the Chair’s determination.
The following Council Members were present:
Darin Mano,Dennis Faris,James Rogers,Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel
Dugan
Present Legislative leadership:
Cindy Gust-Jenson,Executive Director;Jennifer Bruno,Deputy Director;Lehua Weaver,Associate
Deputy Director
Present Administrative leadership:
Mayor Erin Mendenhall;Rachel Otto,Chief of Staff;Lisa Shaffer,Chief Administrative Officer
Present City Staff:
Ben Luedtke –Senior Public Policy Analyst,Cindy Lou Trishman –City Recorder,Andrew Johnston
–Director of Homelessness Policy and Outreach,Allison Rowland –Public Polixy Analyst II,Nick
Norris –Planning Director,Taylor Hill –Council Staff,Kristin Riker –Deputy Director of Public
Lands
Council Member Fowler presided at and conducted the meeting.
The meeting was called to order at 1:00 pm.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
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The Council will begin with a closed session then convene as RDA.They will
resume the work session items after the RDA meeting.
Work Session Items
1.Informational:Updates from the Administration ~5:15 p.m.
30 min.
The Council will receive an update from the Administration on major items or projects,
including but not limited to:
•COVID-19,the March 2020 Earthquake,and the September 2020 Windstorm;
•Updates on relieving the condition of people experiencing homelessness;
•Police Department work,projects,and staffing,etc.;and
•Other projects or updates.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Recurring Briefing
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
Minutes:
Council Member Fowler welcomed attendees to the meeting.
Mayor Mendenhall presented the COVID-19 updates including:current metrics,state-wide
child metrics,K-12 mask requirements,countywide district cases,westside vaccination rates,
county-wide vaccination demographics,Rose Park Elementary vaccine clinic,and the National
League of Cities summit information.
Andrew Johnston presented homelessness updates,including:shelter occupancy,High
Utilizer Court dates,and upcoming resource fairs.
Council Member Valdemoros inquired on the mask mandate for school age children and how
long the mandate would be in place.Mayor Mendenhall invited Council Members to invite Dr.
Dunn to present COVID-19 information,said the key factor included increasing vaccination
rates,and suggested including the state health department in the conversation.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
2
2.Informational:Updates on Racial Equity and Policing ~5:45 p.m.
15 min.
The Council will hold a discussion about recent efforts on various projects City staff are
working on related to racial equity and policing in the City.The conversation may include
issues of community concern about race,equity,and justice in relation to law enforcement
policies,procedures,budget,and ordinances.Discussion may include:
•An update or report on the Commission on Racial Equity in Policing;and
•Other project updates or discussion.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Recurring Briefing
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
Minutes:
Allison Rowland stated the Council adopted the Racial Equity in Policing (REP)Ordinance
in September 2020,and would vote to continue the Commission at the September 21,2021
meeting,and the first meeting of the new REP Commission would be on September 29,2021.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
3
3.Ordinance:Budget Amendment No.2 for Fiscal Year 2021-22 ~6:00 p.m.
20 min.
The Council will receive a briefing about an ordinance that would amend the final budget of
Salt Lake City,including the employment staffing document,for Fiscal Year 2021-22.Budget
amendments happen several times each year to reflect adjustments to the City’s budgets,
including proposed project additions and modifications.This amendment includes continued
funding for the Downtown Ambassador pilot programs on North Temple and the Rio Grande
neighborhood,funding for a new RV/Car camping outreach &mitigation pilot program,and
renovation of the City-owned Annex Building leased by Odyssey House among other items.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,September 14,2021
Set Public Hearing Date -Tuesday,September 7,2021
Hold hearing to accept public comment -Tuesday,September 21,2021 at 7 p.m.
TENTATIVE Council Action -TBD
Minutes:
Ben Luedtke presented the budget amendment and stated there were 18 items for
consideration,explained that the City was on track to receive no refunds for impact fees in
2022,and reviewed the following items:
•A1 -Continued Funding for Downtown Ambassador Pilot Programs:North Temple and
Rio Grande
•A2 -Change of Source for Foothill Trails Plan and Central Plant Boilers
•A3 -Car and RV Camping Pilot Program
•A4 –Return of Operation Diversion Funds
•I1 -Re-scope CIP Project -Yalecrest Historic signs to allow additional missed sign
•I2 -Reverse Recapture for Final Invoice Payments ($150,753 of Class C Funds from FY22
CIP back to Project Budgets)
•I3 -Recapture Completed CIP Projects Funding for FY22 CIP ($38,334 from General
Fund to CIP)
•I4 -Annex Building Renovation CIP Application from Odyssey House ($500,000 from
ARPA)
•I5 -Securing Potential Contamination Site at Fairmont Park ($250,000 from Fund
Balance)
•I6 -Full-Time Minutes &Records Clerk Position in the Recorder’s Office ($52,416 from
Fund Balance)
•I7 -Requested by the Administration to re-scope the $200K for the CCC (Community
Connection Center)to relocate and now include utilities
Council Member Rogers asked where the RVs and Campers would be allowed to park in the
City for longer than 48 hours.Andrew Johnston stated it was a City-wide issue,best
practices nation-wide were KOAs but that did not exist,a permanent area was needed for this
type of housing,hoped to work with the County,and help with financing small repairs to get
people to follow the current ordinance.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
4
Council Member Rogers asked how far the funding would reach.Mr.Johnston reviewed the
cost for tow and dismantles versus small repairs of the vehicles indicating the funding could
help a number of people remain in their RVs and not push them out to the streets.
Straw poll:Unanimous support to move forward with item I7.
4.Resolution:Sales and Excise Tax Revenue Bonds,Community Capital
Improvement Projects (Series 2021A and 2021B)~6:20 p.m.
45 min.
The Council will receive a briefing about a resolution authorizing the issuance and sale of up to $58
million for a tax exempt bond and a taxable bond that would fund several community capital
improvement projects;giving authority to certain officers to approve the final terms and provisions
of the sale within parameters set forth in the resolution;and providing for related matters.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,September 14,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -TBD
Minutes:
Ben Luedtke presented the Sales and Excise Tax Revenue Bonds.
Council Member Rogers inquired about the timeline for RFP’s for the Fisher Mansion.
Council Member Wharton inquired on what it would take to make the Warm Springs Plunge
into a usable space.
Mr.Luedtke explained that there would be follow-up from the Administration on both
questions from Council Members.
Council Member Fowler inquired what the next steps were for the bond.Mr.Luedtke
stated there was no deadline,it was up to the Council to provide feedback to staff regarding
line items;then the Council would have a public hearing and vote.
Council Member Wharton asked where the dollar amount for the bond came from.Mayor
Mendenhall stated the reason was that the City did not want to over spend on new capitol
projects,acknowledging the need that was present with CIP projects.
Council Member Valdemoros asked how accurate the numbers were to construct the proposed
projects.Mr.Luedtke explained that staff worked on estimates and it was more of a moving
target due to the changes in the current construction market
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
5
Council and Staff discussed how inflation was currently affecting construction.
Lisa Shaffer explained how estimates were currently created due to the changes in the
market and how the City was working toward a strategy to work with the funding.
Council Member Valdemoros asked if there were written estimates from contractors that
would give a base price for a project and create a history for a project.Ms.Shaffer explained
that all estimates came from professional estimators contracted by the City;design was often
included in the bonds,it created challenges when it came to fully actualized designs.
Council Member Valdemoros asked what happened when the estimates were not accurate and
what was the process to fix those inaccuracies.Mr.Luedtke explained the Council could create
a list of priorities,but it was not something future Councils would be held to.
Jorge Chamorro explained that in certain projects the budget could be adjusted to hit
certain points.
5.Informational:Initial Discussion of Legislative Intents for Fiscal Year
2021-22 ~7:05 p.m.
30 min.
The Council will hold the first of three planned briefings on its Legislative Intent statements for
Fiscal Year 2021-22.Legislative Intents are formal requests the Council makes of the
Administration that are adopted along with the annual budget.This briefing will consist of
conversations with the Administration designed to exchange any preliminary information and
feedback needed to clarify each Intent.In addition,the Council will review and consider staff
recommendations for closing some previous years’intents.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,September 14,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -n/a
Minutes:
Allison Rowland presented the Initial Discussion of Legislative Intents for Fiscal year
2021-22.
Cindy Gust-Jenson explained the briefing would help staff and Administration know if the
writing communicated what staff intended.
Council Member Valdemoros expressed support for the boarded-building fee intent.
Council Member Fowler asked for clarification regarding the Funding Our Future program and
if it was complete.Ms.Rowland stated information was added and the intent was to keep the
discussion going until it was all complete.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
6
Council Member Mano asked that item F include additional language concerning clean-
emitting buildings.
Council Member Fowler expressed that item G should be expanded to include all departments.
Kristin Riker expressed concern regarding item E,what did ‘adequately maintain’mean;
also what did Council mean when it stated ‘all city’s public lands’.
Council Member Faris asked if it would be appropriate for the Public Lands Department to
work on a definition that was manageable for the department.Ms.Riker asked what the
Council would like to achieve with the request.Council Member Fowler explained that it could
mean constituents were no longer complaining about how well maintained the areas were,
there were different definitions depending on the area and would like the department to help
define terms in small group meetings with Council.
6.Resolution:Local Emergency Declaration Extension (COVID)~7:35 p.m.
10 min.
The Council will receive a briefing about a resolution that would extend the Mayor’s August 20
proclamation that declared a local emergency related to COVID-19,rising cases,and
resurgence of the Delta variant.If extended,the related emergency order for masks in K-12
schools,would also be extended.
FYI –Project Timeline:(subject to change per Chair direction or Council discussion)
Briefing -Tuesday,September 14,2021
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,September 14,2021
Minutes:
Jennifer Bruno presented the Local Emergency Declaration Extension (COVID),explained
that the initial declaration was 30 days and that the Council could extend it for the length they
choose.
Council Members and Ms.Bruno discussed the time frame for the extension and how often it
would need to be renewed,using trackable metrics to determine an end point for the
Declaration,and Dr.Dunn (County Health Department)would be speaking to the Council at a
later date regarding the pandemic.
Mayor Mendenhall explained the State’s metrics were pre delta variant and
suggested additional information be obtained by health care professionals.
Straw poll to extend the mandate for 30 days to allow for information to be
gathered was supported by Council Members Mano,Farris,Valdemoros,
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
7
Wharton,Dugan,and Fowler;Council Member Rogers was not in support.
Council Member Rogers expressed disagreement with Council dictating what should happen in
schools regarding wearing masks;it should be left for the School Board to decide.
Council Member Fowler commented there was an overwhelming amount of support from
constituents.
Council Member Mano commented on the amount of constituent support for the extension.
Standing Items
7.Report of the Chair and Vice Chair
Report of Chair and Vice Chair.
Minutes:
Item not held.
8.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.
Minutes:
Item not held.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
8
9.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.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
9
Minutes:
Closed Session began at 1:08 pm
Closed Session Attendees:
Council Members Rogers,Faris,Valdemoros,Wharton,Mano,Dugan and Fowler
City Staff Attendees:Erin Mendenhall,Andrew Johnston,Jennifer Bruno,Katie Lewis,Lehua
Weaver,Rachel Otto,Allison Rowland,Ben Luedtke,Boyd Ferguson,Cindy Gust-Jenson,Dan
Weist,Nick Norris,Hannah Vickery,Taylor Hill,Justin Anderson,Sam Owen,Paul Nielson,
Mike Brown,Tracey Fletcher,Michelle Hoon,Hassan Abdi,Cindy Lou Trishman,Nick Tarbet,
Blake Thomas,Lisa Shaffer,Russell Weeks and Lindsay Nikola.
Motion by Wharton,seconded by Faris to exit the closed session.Roll call vote
was completed (Rogers,Faris,Wharton,Mano,Dugan,and Valdemoros)
–motion passed;Fowler (absent)
Motion:
Moved by Councilmember Mano,seconded by Councilmember Dugan to enter into Closed
Session for the purposes of advice from Counsel.
AYE:Darin Mano,Dennis Faris,James Rogers,Amy Fowler,Daniel Dugan
ABSENT:Ana Valdemoros,Chris Wharton
Final Result:5 –0 Pass
Motion:
Moved by Councilmember Wharton,seconded by Councilmember Faris to exit the Closed
Session.
AYE:Darin Mano,Dennis Faris,James Rogers,Ana Valdemoros,Chris Wharton,Daniel
Dugan
ABSENT:Amy Fowler
Final Result:6 –0
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
10
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
11
Meeting adjourned at:8:05 pm.
Minutes Approved:
_______________________________
City Council Chair
_______________________________
City Recorder
This document is not intended to serve as a full transcript as other items may have been discussed;
please refer to the audio or video for entire content pursuant to Utah Code §52-4-203(2)(b).
To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake City
Public Body Minutes library,available at www.data.slc.gov,selecting the Public Body Minutes
hyperlink.If you are viewing this file in the Minutes library,use the links on the right of your screen
within the ‘Document Relationships’information to listen to the audio or view meeting materials.
This document along with the digital recording constitutes the official minutes of the City Council
Work Session meeting held Tuesday,September 14,2021.
MINUTES OF THE SALT LAKE CITY COUNCIL
Tuesday,September 14,2021
12
PENDING MINUTES –NOT APPROVED
The Local Building Authority,Redevelopment Agency,and the Salt Lake City Council of Salt
Lake City,Utah met in Formal Session on Tuesday,May 3,2022.
The following Board Directors/Council Members were present:
Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,Alejandro Puy,
Victoria Petro-Eschler
Present Legislative leadership:
Cindy Gust-Jenson,Executive Director;Jennifer Bruno,Deputy Director;Lehua
Weaver,Associate Deputy Director
Present Administrative leadership:
Mayor Erin Mendenhall;Rachel Otto,Chief of Staff;Lisa Shaffer,Chief Administrative Officer;
Danny Walz,Redevelopment Agency Chief Operating Officer
Present City Staff:
Katherine Lewis,City Attorney;Cindy Lou Trishman,City Recorder;Brian Fullmer,Policy
Analyst;Sylvia Richards,Public Policy Analyst;Thais Stewart,Minutes &Records Clerk;Taylor
Hill,Council Staff;Michelle Barney,Minutes &Records Clerk;Ben Luedtke,Public Policy
Analyst;and Isaac Canedo,Council Staff
Council Member Dugan presided at and conducted the meeting.
The meeting was called to order at 7:19 pm.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
1
A.LBA OPENING CEREMONY:
1.Board/Council Member Dan Dugan will conduct the formal meeting.
Minutes:
Council Member Dugan welcomed all in attendance,reviewed the rules of decorum
and the role of City Council Members as members of the Local Building Authority and the
Redevelopment Agency.
2.Pledge of Allegiance.
Minutes:
The Pledge of Allegiance was recited.
B.LBA UNFINISHED BUSINESS:
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
2
1.Resolution:Tentative Budget for the Capital Projects Fund of the Local
Building Authority for Fiscal Year 2022-23
The Board will consider approving a resolution adopting the tentative budget for
the Capital Projects Fund of the Local Building Authority of Salt Lake City,Utah for
Fiscal Year 2022-23.
The LBA’s Capital Projects Fund for Fiscal Year 2022-23 only includes the bond
debt services for the Glendale and Marmalade Libraries.(Other Capital projects
throughout the City are included in the Mayor’s Recommended Budget.)The LBA
is a financing tool for cities and government entities,like libraries,to bond for
capital projects at better interest rates.Capital projects are big projects like parks,
public buildings,and street projects.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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 -Tuesday,May 3,2022
Staff Recommendation -Refer to motion sheet(s).
Motion:
Moved by Board Member Puy,seconded by Board Member Wharton to
approve Resolution 01 of 2022,adopting the tentative budget for the Capital
Projects Fund of the Local Building Authority of Salt Lake City,Utah for Fiscal
Year 2022-23.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
C.LBA ADJOURNMENT:
Motion:
Moved by Council Member Wharton,seconded by Council Member Mano to
adjourn as the Local Building Authority and convene as the Redevelopment
Agency.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,Alejandro Puy,
Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
3
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
4
REDEVELOPMENT AGENCY of
SALT LAKE CITY,UTAH MEETING
Please note:Dates not identified in the FYI -Project Timeline are either not applicable or not yet
determined.
D.RDA UNFINISHED BUSINESS:
1.Resolution:Tentative Budget for the Redevelopment Agency of Salt
Lake City for Fiscal Year 2022-23
The Board will consider approving a resolution adopting the tentative budget for
the Redevelopment Agency of Salt Lake City for Fiscal Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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 -Tuesday,May 3,2022
Staff Recommendation -Refer to motion sheet(s).
Motion:
Moved by Director Mano,seconded by Director Puy to adopt Resolution 05 of
2022,adopting the tentative budget for the Redevelopment Agency of Salt
Lake City,Utah for Fiscal Year 2022-23.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
E.RDA ADJOURNMENT:
Motion:
Moved by Council Member Puy,seconded by Council Member Wharton to adjourn
as the Redevelopment Agency and convene as the City Council.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
5
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,Alejandro Puy,
Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
6
SALT LAKE CITY COUNCIL MEETING
Please note:Dates not identified in the FYI -Project Timeline are either not applicable or not yet
determined.
F.OPENING CEREMONY:
1.Welcome and Public Meeting Rules.
Minutes:
Council Member Dugan welcomed everyone to the City Council meeting.
2.The Council will approve the work session meeting minutes of February 8,2022;
April 12,2022;and April 19,2022 as well as the formal meeting minutes of
October 5,2021;March 22,2022;April 5,2022;and April 12,2022.
Motion:
Moved by Council Member Fowler,seconded by Council Member Puy to
approve the Work Session Meeting Minutes of February 8,2022;April 12,
2022 and April 19,2022;as well as the Formal Meeting Minutes of October 5,
2021;March 22,2022;April 5,2022;and April 12,2022.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
3.Mayor Mendenhall will present the proposed Salt Lake City budget,including the
Library Fund,for Fiscal Year 2022-23.
Minutes:
Mayor Mendenhall presented the budget for Fiscal Year 2022-23,speaking to the
growth for Salt Lake City,the budget responding to the needs and requests of Salt Lake
residents while planning for the future,prioritizing growth that equitably benefited all City
residents;making Salt Lake City more environmentally resilient and sustainable;
bolstering communities with inclusive and equitable opportunities for all;and supporting
City employees’physical,mental and economic well being;noted a property tax increase
and bond proposals to assist with funding critical projects.
Adam Janisieski (ASL Interpreter)joined Mayor Mendenhall.
Council Member Dugan reviewed the next steps for the budget process and encouraged
the public to attend meetings and make comments.
G.PUBLIC HEARINGS:
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
7
1.Grant Application:2023 Distracted Driving Prevention Program Grant
The Council will accept public comment for a grant application request from the
Police Department to the Utah Department of Public Safety.If awarded,the grant
would fund distracted driving enforcement/education overtime shifts.The grant
project period will be one year beginning October 1,2022.
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 -Tuesday,May 3,2022 at 7 p.m.
TENTATIVE Council Action -n/a
Staff Recommendation -Close and refer to future consent agenda.
Minutes:
No public comments.
Motion:
Moved by Council Member Petro-Eschler,seconded by Council Member Mano
to close the Public Hearing and refer Item G-1 to a future Consent Agenda for
action.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
8
2.Ordinance:Rezone and Master Plan Amendment at 1950 S West
Temple and 1948 S West Temple
The Council will accept public comment and consider adopting an ordinance that
would amend the zoning map for the properties at 1950 South West Temple and a
portion of the property at 1948 South West Temple,changing them from RMF-35
(Moderate Density Multi-Family Residential)to CG (General Commercial).This
ordinance would also amend the Future Land Use Map in the Central Community
Master Plan from "Medium Density Residential"to "Medium Residential/Mixed
Use."The requests are part of an effort to expand the existing Intermountain
Wood Products operation into a new office building with uniform zoning on their
properties.Consideration may be given to rezoning the property to another zoning
district with similar characteristics.Petition No.:PLNPCM2021-00291 &
PLNPCM2021-00292
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,April 19,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 3,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,May 17,2022
Staff Recommendation -Refer to motion sheet(s).
Minutes:
Brian Fullmer gave a brief presentation of the rezone request.
George Chapman spoke in opposition to the proposal;possible noise issues and
traffic;increased height would be an issue next to a single family residental zone.
Motion:
Moved by Council Member Mano,seconded by Council Member Puy to close
the Public Hearing and defer action to a future Council meeting;further
move that the Council direct staff to work with the petitioner and City
Attorney’s Office to prepare an agreement for future consideration that
would limit building height on the property to 35 feet.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
9
3.Ordinance:Rezone and Master Plan Amendment at 1902 South 400
East
The Council will accept public comment and consider adopting and ordinance that
would amend the Central Community Master Plan Future Land Use Map for
property located at 1902 South 400 East from Low Density Residential to Medium
Density Residential and the zoning map from R-1-5,000 (Residential)to RMF-35
(Moderate Density Multi-Family Residential District).The purpose of the rezone
request is to facilitate the construction of townhomes.Consideration may be given
to rezoning the property to another zoning district with similar characteristics.
Petition No.:PLNPCM2021-00717 &PLNPCM2021-00718
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,April 19,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 3,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,May 17,2022
Staff Recommendation -Refer to motion sheet(s).
Minutes:
Brian Fullmer gave a brief presentation of the rezone request.
Caitlyn Tubbs (Principal Planner)stated she was available for any questions.
George Chapman spoke in opposition to the proposal;the development would drive up
the cost of housing in the area and destroy the nature of the neighborhood.
Jeff Bair reviewed the history of the property and spoke in opposition to the
proposal as it would not be affordable and asked the Council to deny the petition.
Motion:
Moved by Council Member Puy,seconded by Council Member Fowler to close
the Public Hearing and defer action to a future Council meeting.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
10
4.Ordinance:Library Budget Amendment No.1 for Fiscal Year 2021-22
The Council will accept public comment and consider adopting an ordinance that
would amend the budget for the Library Fund for Fiscal Year 2021-22.Budget
amendments happen several times each year to reflect adjustments to the City’s
budgets,including proposed project additions and modifications.The proposed
amendment includes a budget for property tax revenues that are legally required to
be passed through the Library to the Utah Inland Port and the County Convention
Center Hotel,among other changes.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,April 19,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 3,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,May 17,2022
Staff Recommendation -Refer to motion sheet(s).
Minutes:
Ben Luedtke gave a brief presentation on the Library Budget Amendment.
No public comments.
Motion:
Moved by Council Member Puy,seconded by Council Member Wharton to
continue the Public Hearing to a future Council meeting.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
11
5.Ordinance:Budget Amendment No.7 for Fiscal Year 2021-22
The Council will accept public comment and consider adopting an ordinance that
would amend the final budget of Salt Lake City,including the employment staffing
document,for Fiscal Year 2021-22.Budget amendments happen several times
each year to reflect adjustments to the City’s budgets,including proposed project
additions and modifications.The proposed amendment includes funding repairs at
The Leonardo caused by flooding,transferring the Housing Trust Fund to the
Redevelopment Agency,rebuilding a pedestrian bridge over the Jordan River to
Cottonwood Park,and cybersecurity improvements among other items.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,April 19,2022 and Tuesday,May 3,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 3,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,May 17,2022
Staff Recommendation -Refer to motion sheet(s).
Minutes:
Ben Luedtke gave a brief presentation of the Budget Amendment.
Maevlyn Stevens spoke in support of the proposal specifically to the Open Public Lands
portion of the request and asked the Council to approve the budget amendment.
George Chapman spoke in support of the mobile cameras and the need for additional
light pole cameras in high crime areas;Granary Flood Plain money should be used for a
park on the Fleet Block,and a police precinct on the east side of the City should be made a
priority.
Motion:
Moved by Council Member Puy,seconded by Council Member Wharton to
Close the public hearing and adopt Ordinance 20 of 2022 amending the FY
2021-22 final budget of Salt Lake City including the employment staffing
document only for items as shown on the motion sheet.
A-1:Open Space Acquisition Public Lands ($700,000 from Parks Impact Fees)
A-2:Cottonwood Park Bridge Rebuild ($195,000 from Public Lands Department Vacancy
Savings)
A-3:UDOT Pass-Through Funds –RAC Access Road ($1 million from UDOT)
A-4:WITHDRAWN
A-5:Road Cost Center Adjustments for Class C Funds (Rescope $611,749 from 1300 East
Reconstruction to 900 South Reconstruction)
A-6:Leonardo Flood Damage Repair ($300,000 from Fund Balance)
A-7:IMS Cyber Security Portfolio Expansion ($713,680 from Fund Balance)
D-1:Youth &Family,Salt Lake County Central City Damages Payment ($37,892 from General
Fund)
D-2:WITHDRAWN
D-3:UTA Sponsored Routes –Encumbrance Carryforward ($184,259 from General Fund)
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
12
D-4:Wildland Deployment Reimbursements ($653,571 from General Fund)
D-5:Fire Department –Other Reimbursements ($21,896 from General Fund)
D-6:Remove Transfers for ARPA Funding ($1,508,000 from General Fund)
D-7:700 South Corridor Preservation Funds Reimbursement ($611,500 from CIP Fund)
D-8:Transfer to Sustainability ($440,000 from General Fund)
D-9:Public Utilities Revenue Bonds ($874,000 –Sewer and $234,000 –Water)
D-10:Police Budget Reallocation for Workers Compensation ($199,500 from General Fund)
D-11:Community Connection Center Supplies and Tenant Improvements ($482,809 from
Police Department Vacancy Savings)
D-12:Central Business Improvement Area (CBIA)($500,000 Expense Budget from Misc.
Special Services and $1,770,813 Revenue Budget)
D-13:Mobile Surveillance Trailer Cameras ($383,160 from Police Department Vacancy
Savings)
D-14:Housing Trust Fund Transfer to RDA ($2,800,000 from Housing Fund)
E-1:State of Utah,Governor’s Office of Planning and Budget,Granary District Flood Plain
Mitigation ($2 million from CIP Fund and $2,238,000 from Miscellaneous Grants Fund)
Section G:Council Consent Agenda No.3
G-1:National Renewal Energy Lab (NREL),Solar Energy Innovation Network (SEIN)Round 3
Multi-Stakeholder Team ($166,979 from Miscellaneous Grants Fund)
G-2:Utah State Department of Public Safety,Bureau of Forensic Services,FY21 Paul
Coverdell Forensic Science Improvement Grant Program ($7,500 from Miscellaneous Grants
Fund)
G-3:Utah Department of Health –Bureau of Emergency Medical Services (EMS)Grant,FY22
Per Capita Allocation (additional funding of $4,200 from Miscellaneous Grants Fund)
I-1:RAISE Grant Match Increase ($1.24 Million from Funding Our Future Revenues above
Budget)
I-2:One-time Transfer for TBD Capital Investments ($10 Million from Fund Balance to CIP
Holding Account)
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
H.POTENTIAL ACTION ITEMS:
1.Ordinance:Public Lands Twenty-Year Master Plan,Reimagine Nature
The Council will consider an ordinance that would adopt the City’s Twenty-Year
Public Lands Master Plan,Reimagine Nature.This is a Citywide long-range vision
for creating a sustainable system of parks,natural lands,and urban forests,
including special places like the Salt Lake City Cemetery and the Regional Athletic
Complex.The scope,scale and form of implementation will be determined through
development of individual projects and initiatives in coming years,beginning with
more detailed Public Lands Department Five-Year Strategic Plans.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,April 5,2022
Set Public Hearing Date -Tuesday,April 5,2022
Hold hearing to accept public comment -Tuesday,April 19,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,May 3,2022
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
13
Staff Recommendation -Refer to motion sheet(s).
Motion:
Moved by Council Member Wharton,seconded by Council Member Puy to
defer action to a future date.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
I.COMMENTS:
1.Comments to the City Council.(Comments are taken on any item not scheduled for
a public hearing,as well as on any other City business.Comments are limited to
two minutes.)
Minutes:
Council Member Dugan reviewed the rules of decorum and the process for general
comments.
Keiko Jones,Fairpark Community Council member,spoke to the redistricting maps,the
number of districts the Fairpark Community was included in and why having the multiple
districts helped the community and surrounding neighborhoods,urged the Council to vote
for the minimal changes map as presented.
Lindsey Bateman spoke to the survey conducted regarding financial security she
conducted for a class at the University of Utah,requested more information regarding
financial stability be offered to the public.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
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Kathrine Stewart spoke to providing more outdoor activities for the youth of Salt Lake
City,asked for the former Raging Waters site to remain a water park and importance of
keeping it an area for outdoor activities to provide options for youth to exercise.
Josh Stewart spoke to the need to keep the water park available for the youth,spoke to
the nature of the proposal for the site given during the Councils’work session,the need to
get kids off their screens and outside to exercise,give the kids a place to go that was
exciting and adventurous.
George Chapman stated the Westside should have an outdoor swimming pool,
City surveys had limited responses and the City needed to allow for more housing
development on the Westside.
Christopher Butler spoke against the proposed police budget,suggested the money be
used for homelessness and helping those with mental illness.
Written Comment submitted during the meeting via comment card:
Robert Goodman:For the 22/23 budget,I support public health funds to be used to
improve the safety of roadways,as the number of pedestrians deaths climb,and in my
neighborhood which is considered to be very walkable.
J.NEW BUSINESS:
1.Ordinance:Amendment to Rename the Housing and Neighborhood
Development Division (HAND)as the Housing Stability Division
The Council will consider adopting an ordinance amendment that would rename
the Housing and Neighborhood Development Division as the Housing Stability
Division.The Directors of Community and Neighborhoods (CAN)Department and
Housing and Neighborhood Development Division (HAND)have decided to
rename the Housing Stability Division to better reflect the mission of the division.
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 -Tuesday,May 3,2022
Staff Recommendation -Refer to motion sheet(s).
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
15
Motion:
Moved by Council Member Puy,seconded by Council Member Petro-Eschler
to adopt Ordinance 21 of 2022,an amendment to rename the Housing and
Neighborhood Development Division (HAND)as the Housing Stability
Division.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
2.Advice and Consent:Public Services Department Director –Jorge
Chamorro
The Council will consider approving the appointment of Jorge Chamorro as
the Salt Lake City Public Services Department Director.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,May 3,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,May 3,2022
Staff Recommendation -Suspend the rules and consider motions.
Motion:
Moved by Council Member Wharton,seconded by Council Member Puy to
appoint Jorge Chamorro as the Director of Public Services.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
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AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
K.UNFINISHED BUSINESS:
1.Resolution:Tentative Budget of Salt Lake City,including the Tentative
Budget of the Library Fund,for Fiscal Year 2022-23
The Council will consider approving a resolution adopting the tentative budgets of
Salt Lake City,Utah,including the tentative budget of the Library Fund,for Fiscal
Year 2022-23.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -TBD
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 -Tuesday,May 3,2022
Staff Recommendation -Refer to motion sheet(s).
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
17
Motion:
Moved by Council Member Petro-Eschler,seconded by Council Member
Valdemoros to approve Resolution 11 of 2022,adopting the tentative budget
for Salt Lake City,Utah,including the tentative budget of the Library Fund,
for Fiscal Year 2022-23.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
2.Ordinance:Budget Amendment No.6 for Fiscal Year 2021-22
The Council will consider adopting an ordinance that would amend the final
budget of Salt Lake City,including the employment staffing document,for Fiscal
Year 2021-22.Budget amendments happen several times each year to reflect
adjustments to the City’s budgets,including proposed project additions and
modifications.This amendment includes $1.3 million from a state grant and
rescoping $1.3 million of parks impact fees matching funds to create five new
trailheads as part of the Foothills Trails System.The Council adopted most items
in this amendment at previous public meetings.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,February 1,2022;Tuesday,February 8,2022;Tuesday,
February 15,2022;and March 22,2022
Set Public Hearing Date -Tuesday,February 1,2022
Hold hearing to accept public comment -Tuesday,February 15,2022 and Tuesday
March 1,2022 at 7 p.m.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
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TENTATIVE Council Action -Tuesday,March 1,2022;Tuesday March 22,2022;
and Tuesday,May 3,2022
Staff Recommendation -Refer to motion sheet(s).
Motion:
Moved by Council Member Puy,seconded by Council Member Mano to adopt
Ordinance 22 of 2022,amending the Fiscal Year 2021-22 final budget of Salt
Lake City including the employment staffing document only for items as
shown on the motion sheet.
Items Adopted:
•
Items E-4 and I-2 to be used only for planning,design,and community
engagement for the five Foothill Trailhead
•
E-4:State of Utah,Governor’s Office of Economic Opportunity,Bonneville Shoreline
Trail Grant ($1.3 million)
•
I-2:Rescope $1.3 Million of Parks Impact Fees as Match to State Grant for Five New
Foothills Trailheads (Budget Neutral)
•
And approve the Department’s additional requests as follows:
•
a.Add a “no construction clause”to the planning,design,and community engagement
for the five Foothill Trailheads until the FY22 conditional appropriation requirements
are met.
•b.Approve the request to continue the pause on trail construction until Spring 2023.
•c.Approve maintenance work to rehabilitate the trench above Terrace Hills.
•d.Approve maintenance of the constructed trail network starting in Spring 2022.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
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3.TENTATIVE –Ordinance:Amending Salt Lake City Code Pertaining to
the Use of City Owned Motor Vehicles
The Council will consider approving an ordinance that would amend sections
2.54.030 and 2.54.060 of the Salt Lake City Code Pertaining to the Use of City
Owned Motor Vehicles by employees.The changes include:revising personal use
allowances,expanding the distance limit from 35 miles to 60 miles from city
limits;location monitoring,reporting and enforceability;cleanups to align with
state law;and allowances during emergency circumstances.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,April 19,2022 and Tuesday,May 3,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -TBD
Staff Recommendation -Refer to motion sheet(s).
Motion:
Moved by Council Member Puy,seconded by Council Member Wharton to
adopt Ordinance 23 of 2022,amending Salt Lake City Code Chapter 2.54
pertaining to the use of city-owned vehicles.
City Recorder clarified for the public record,the version provided as
approved as to form had minor grammatical/date errors that would be
corrected prior to signature.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
20
4.Parameters Resolution:Public Utilities Revenue Bonds,Series 2022
The Council will adopt a parameters resolution that outlines holding a public
hearing,establishing a protest period,and authorizing the issuance and sale of not
more than $360,000,000 aggregate principal amount of Public Utilities revenue
bonds,series 2022,related to water,sewer,and storm water capital
improvements.The Council's action includes authorizing the execution of a
supplemental indenture,a bond purchase agreement,and other documents as
required.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,May 3,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 17,2022 at 7 p.m.
TENTATIVE Council Action -Tuesday,May 3,2022
Staff Recommendation -Refer to motion sheet(s).
Motion:
Moved by Council Member Mano,seconded by Council Member Wharton to
adopt Resolution 12 of 2022,for the series 2022 bond parameters,and
recognize the date was set for a public hearing on the bond issuance for May
17,2022.
City Recorder confirmed the adoption of the resolution also included
establishing the protest period.
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,
Alejandro Puy,Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
21
L.CONSENT:
1.Grant Holding Account Items (Batch No.6)for Fiscal Year 2021-22
The Council will consider approving Grant Holding Account Items (Batch No.6)
for Fiscal Year 2021-22.The Administration indicates this item will not be
replenished through a budget amendment.
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 -Tuesday,May 3,2022
Staff Recommendation -Approve.
2.Parameters Resolution:Public Utilities Revenue Bonds,Series 2022
The Council will confirm the date of Tuesday,May 17,2022 at 7 p.m.to accept
public comment for a parameters resolution authorizing the issuance and sale of
not more than $360,000,000 aggregate principal amount of Public Utilities
revenue bonds,series 2022,related to water,sewer,and storm water capital
improvements.The Council's action includes authorizing the execution of a
supplemental indenture,a bond purchase agreement,and other documents as
required.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,May 3,2022
Set Public Hearing Date -Tuesday,April 19,2022
Hold hearing to accept public comment -Tuesday,May 17,2022 at 7 p.m.
TENTATIVE Council Action -May 3,2022
Staff Recommendation -Confirm Public Hearing date.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
22
3.Board Appointment:Business Advisory Board –Pook Carson
The Council will consider approving the appointment of Pook Carson to the
Business Advisory Board for a term ending December 28,2026.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,May 3,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,May 3,2022
Staff Recommendation -Approve.
4.Board Appointment:Cultural Core Finance Committee –Shaleane Gee
The Council will consider approving the appointment of Shaleane Gee to the
Cultural Core Finance Committee for a term ending May 3,2026
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,May 3,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,May 3,2022
Staff Recommendation -Approve.
5.Board Appointment:Parks,Natural Lands,Urban Forestry and Trails
(PNUT)Advisory Board –Frances Ngo
The Council will consider approving the appointment of Frances Ngo to the PNUT
Board for a term ending May 3,2025.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,May 3,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,May 3,2022
Staff Recommendation -Approve.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
23
6.Board Appointment:Parks,Natural Lands,Urban Forestry and Trails
(PNUT)Advisory Board –Wisam Khudhair
The Council will consider approving the appointment of Wisam Khudhair to the
PNUT Board for a term ending May 3,2025.
FYI –Project Timeline:(subject to change per Chair direction or Council
discussion)
Briefing -Tuesday,May 3,2022
Set Public Hearing Date -n/a
Hold hearing to accept public comment -n/a
TENTATIVE Council Action -Tuesday,May 3,2022
Staff Recommendation -Approve.
Motion:
Moved by Council Member Wharton,seconded by Council Member Puy to approve
the Consent Agenda of May 3,2022 except Item L6 (proposed appointment of
PNUT board member Mr.Khudhair.)
AYE:Amy Fowler,Ana Valdemoros,Chris Wharton,Daniel Dugan,Darin Mano,Alejandro Puy,
Victoria Petro-Eschler
Final Result:7 –0 Pass
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
24
M.ADJOURNMENT:
Meeting adjourned at 8:35 pm.
Council Minutes Approved:
RDA Minutes Approved:
LBA Minutes Approved:
_______________________________
City Council Chair
_______________________________
Redevelopment Agency Chair
_______________________________
Local Building Authority Chair
_______________________________
City Recorder
This document is not intended to serve as a full transcript as other items may have been
discussed;please refer to the audio or video for entire content pursuant to Utah Code
§52-4-203(2)(b).
To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake
City Public Body Minutes library,available at www.data.slc.gov,selecting the Public Body
Minutes hyperlink.If you are viewing this file in the Minutes library,use the links on the right of
your screen within the ‘Document Relationships’information to listen to the audio or view
meeting materials.
This document along with the digital recording constitute the official minutes of the LBA,RDA,
and City Council Formal meeting held Tuesday,May 3,2022.
MINUTES OF THE SALT LAKE CITY COUNCIL,LOCAL BUILDING
AUTHORITY AND REDEVELOPMENT AGENCY
Tuesday,May 3,2022
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Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
SALT LAKE CITY ORDINANCE
No. ______ of 2022
(Amending Sections 5.02.080 and 5.02.110 of the Salt Lake City Code to Amend the Available
Methods of Delivering Records Related to Business Licensing)
WHEREAS, the Salt Lake City department of finance is responsible for overseeing and
administering various aspects of business licensing in Salt Lake City; and
WHEREAS, the department of finance will be implementing new business licensing
software that will allow for the electronic transmission of business licensing records; and
WHEREAS, Salt Lake City Corporation (“City”) desires to update the City’s ordinances
to provide a more robust description of the the business license application processes and to
facilitate the electronic transmission of business licensing records in appropriate circumstances;
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. That section 5.02.080 of the Salt Lake City Code shall be, and hereby is,
amended to read as follows:
5.02.080: LICENSE; STATEMENT OF AMOUNT ASSESSED:
After the licensee has made application for a new business license, or for the renewal of an
existing business license, as provided by the ordinances, the Office of Business Licensing shall
furnish to the licensee, either personally, by mail, by electronic mail, or pursuant to an electronic
application process, notice of all amounts assessed to the applicant as part of the business
licensing application process. If any person applying for a new business license fails or refuses to
pay the amounts assessed when they becomes due, then the application remains incomplete, and
the City will not issue the new business license until the amounts assessed have been paid. If
any person seeking the renewal of an existing business license fails or refuses to pay the amounts
assessed when they become due, then the business license renewal process remains incomplete
and the License Supervisor shall proceed to enforce collection of such unpaid amounts as
provided by ordinance.
SECTION 2. That section 5.02.110 of the Salt Lake City Code shall be, and hereby is,
amended to read as follows:
2
5.02.110: LICENSE; ISSUANCE OF CERTIFICATE:
A. Formal Requirements: All certificates of license shall be signed by the mayor, attested by the
city recorder under the seal of the city, and shall contain the following information:
1. The name of the person to whom such certificate has been issued;
2. The kind of license, and the class of license, if such licenses are divided into classes;
3. The term of the license, stating the commencing date and the expiration date.
B. Issuance Approval: No new business license certificate which requires inspection or
approval of any department of city government, whether new or renewal, shall be provided to the
licensee until issuance of such license has been approved by the mayor or the mayor’s designee.
SECTION 3. That this ordinance shall become effective immediately upon publication.
Passed by the City Council of Salt Lake City, Utah, this _____ day of __________, 2022.
________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________
Mayor’s Action: ____ Approved ____ Vetoed
_________________________
MAYOR
ATTEST:
_______________________________
CITY RECORDER
(SEAL)
Bill No. _________ of 2022.
Published: ___________________.
Salt Lake City Attorney’s Office
Approved As To Form
Senior City Attorney
SALT LAKE CITY ORDINANCE
No. ______ of 2022
(Amending Sections 5.02.080 and 5.02.110 of the Salt Lake City Code to Amend the Available
Methods of Delivering Records Related to Business Licensing)
WHEREAS, the Salt Lake City department of finance is responsible for overseeing and
administering various aspects of business licensing in Salt Lake City; and
WHEREAS, the department of finance will be implementing new business licensing
software that will allow for the electronic transmission of business licensing records; and
WHEREAS, Salt Lake City Corporation (“City”) desires to update the City’s ordinances
to provide a more robust description of the the business license application processes and to
facilitate the electronic transmission of business licensing records in appropriate circumstances;
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. That section 5.02.080 of the Salt Lake City Code shall be, and hereby is,
amended to read as follows:
5.02.080: LICENSE; STATEMENT OF AMOUNT ASSESSED:
After the licensee has made application for a new business license, or for the renewal of an
existing business license, as provided by the ordinances, the Office of Business Licensing shall
furnish to the licensee, either personally, by mail, by electronic mail, or pursuant to an electronic
application process, notice of all amounts assessed to the applicant as part of the business
licensing application process. If any person applying for a new business license fails or refuses to
pay the amounts assessed when they becomes due, then the application remains incomplete, and
the City will not issue the new business license until the amounts assessed have been paid. If
any person seeking the renewal of an existing business license fails or refuses to pay the amounts
assessed when they become due, then the business license renewal process remains incomplete
and the License Supervisor shall proceed to enforce collection of such unpaid amounts as
provided by ordinance.
SECTION 2. That section 5.02.110 of the Salt Lake City Code shall be, and hereby is,
amended to read as follows:
2
5.02.110: LICENSE; ISSUANCE OF CERTIFICATE:
A. Formal Requirements: All certificates of license shall be signed by the mayor, attested by the
city recorder under the seal of the city, and shall contain the following information:
1. The name of the person to whom such certificate has been issued;
2. The kind of license, and the class of license, if such licenses are divided into classes;
3. The term of the license, stating the commencing date and the expiration date.
B. Issuance Approval: No new business license certificate which requires inspection or
approval of any department of city government, whether new or renewal, shall be provided to the
licensee until issuance of such license has been approved by the mayor or the mayor’s designee.
SECTION 3. That this ordinance shall become effective immediately upon publication.
Passed by the City Council of Salt Lake City, Utah, this _____ day of __________, 2022.
________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________
Mayor’s Action: ____ Approved ____ Vetoed
_________________________
MAYOR
ATTEST:
_______________________________
CITY RECORDER
(SEAL)
Bill No. _________ of 2022.
Published: ___________________.
Salt Lake City Attorney’s Office
Approved As To Form
Senior City Attorney
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
SALT LAKE CITY ORDINANCE
No. ______ of 2022
(An ordinance amending the Salt Lake City Code to address certain fees for the use and cleaning
of Salt Lake City’s recreational facilities)
WHEREAS, on May 17, 2011, the City Council adopted Ordinances 2011-23, 2011-24
and 2011-25 to authorize and create the Salt Lake City Consolidated Fee Schedule; and
WHEREAS, Salt Lake City (the “City”) modifies the Consolidated Fee Schedule from
time to time to ensure the fees are updated and correspond with the appropriate Salt Lake City
Code provisions; and
WHEREAS, City is currently in the process of modifying the Salt Lake City
Consolidated Fee Schedule, and such modifications include amending certain fees regarding the
use and cleaning of the recreational facilities that Salt Lake City (“City”) makes available to the
public; and
WHEREAS, the City Council desires to amend Salt Lake City Code Section 15.16.010
to match the corresponding modifications reflected in the amendments to the Salt Lake City
Consolidated Fee Schedule.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. That Salt Lake City code section 15.16.010 shall be, and hereby is,
amended to read as follows:
15.16.010: ATHLETIC FACILITY RESERVATION FEES:
A. Reservation Fees: Except as may be provided under written agreement with the city, any
person, organization or group desiring to utilize any city owned athletic facility, may reserve that
facility according to the fees shown on the Salt Lake City consolidated fee schedule.
Those reserving athletic facilities shall also be assessed the fees shown on the Salt Lake City
consolidated fee schedule for any cleaning required of the parks division after the athletic facility
is used.
2
B. Payment: Weekday reservations must be made and paid in full at least twenty four (24)
hours in advance. Weekend reservations must be paid in full by the Thursday prior.
C. "Sweat Equity":
1. Community youth teams and organizations may be eligible to receive credit of up to
fifty percent (50%) of the cost of their annual field usage fees. Credits earned will be applied to
the team or organization's account balance before the end of the season. The team or
organization's remaining account balance is due in full after all payments and credits have been
applied. A payment of one-half (1/2) of the field usage fee is due at the time the field is reserved.
2. Community youth teams and organizations shall submit a proposal to the parks and
public land program staff for the maintenance type work they propose to complete in exchange
for their credit. Once the proposal is approved, the community youth team or organization shall
work with supervisory staff of the parks and public lands division to implement the proposal.
3. Team and organization credit is earned at a rate of ten dollars ($10.00) per hour per
person by providing volunteer time for the following types of maintenance work for the city
which has been approved by the parks and public lands division:
a. Painting of facilities and structures, such as concession stands, dugouts, or
bleachers;
b. Providing field repair materials and related labor donations, such as sod, soil,
seed, or irrigation supplies;
c. Graffiti removal;
d. Labor to apply soil and sod;
e. Curbside placement and retrieval of garbage containers;
f. Beginning of the season field prep work;
g. Hand weeding;
h. Assisting the city with other projects administered by Salt Lake City's
volunteer program; and
i. Essential field prep.
4. All field users shall leave the fields free of trash after their use of the field. No credit
can be earned for trash removal.
3
5. The city welcomes donations and partners for larger capital projects or improvement
needs. Teams or organizations interested in larger projects should contact the city's public
services department. (Ord. 19-13, 2013)
SECTION 2. Passed by the City Council of Salt Lake City, Utah, this _____ day of
__________, 2022.
________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________
Mayor’s Action: ____ Approved ____ Vetoed
_________________________
MAYOR
ATTEST:
_______________________________
CITY RECORDER
(SEAL)
Bill No. _________ of 2022.
Published: ___________________.
Salt Lake City Attorney’s Office
Approved As To Form
Senior City Attorney
SALT LAKE CITY ORDINANCE
No. ______ of 2022
(An ordinance amending the Salt Lake City Code to address certain fees for the use and cleaning
of Salt Lake City’s recreational facilities)
WHEREAS, on May 17, 2011, the City Council adopted Ordinances 2011-23, 2011-24
and 2011-25 to authorize and create the Salt Lake City Consolidated Fee Schedule; and
WHEREAS, Salt Lake City (the “City”) modifies the Consolidated Fee Schedule from
time to time to ensure the fees are updated and correspond with the appropriate Salt Lake City
Code provisions; and
WHEREAS, City is currently in the process of modifying the Salt Lake City
Consolidated Fee Schedule, and such modifications include amending certain fees regarding the
use and cleaning of the recreational facilities that Salt Lake City (“City”) makes available to the
public; and
WHEREAS, the City Council desires to amend Salt Lake City Code Section 15.16.010
to match the corresponding modifications reflected in the amendments to the Salt Lake City
Consolidated Fee Schedule.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. That Salt Lake City code section 15.16.010 shall be, and hereby is,
amended to read as follows:
15.16.010: ATHLETIC FACILITY RESERVATION FEES:
A. Reservation Fees: Except as may be provided under written agreement with the city, any
person, organization or group desiring to utilize any city owned athletic facility, may reserve that
facility according to the fees shown on the Salt Lake City consolidated fee schedule.
Those reserving athletic facilities shall also be assessed the fees shown on the Salt Lake City
consolidated fee schedule per staff hour for any cleaning required of the parks division after the
athletic facility is used.
2
B. Payment: Weekday reservations must be made and paid in full at least twenty four (24)
hours in advance. Weekend reservations must be paid in full by the Thursday prior.
C. "Sweat Equity":
1. Community youth teams and organizations may be eligible to receive credit of up to
fifty percent (50%) of the cost of their annual field usage fees. Credits earned will be applied to
the team or organization's account balance before the end of the season. The team or
organization's remaining account balance is due in full after all payments and credits have been
applied. A payment of one-half (1/2) of the field usage fee is due at the time the field is reserved.
2. Community youth teams and organizations shall submit a proposal to the parks and
public land program staff for the maintenance type work they propose to complete in exchange
for their credit. Once the proposal is approved, the community youth team or organization shall
work with supervisory staff of the parks and public lands division to implement the proposal.
3. Team and organization credit is earned at a rate of ten dollars ($10.00) per hour per
person by providing volunteer time for the following types of maintenance work for the city
which has been approved by the parks and public lands division:
a. Painting of facilities and structures, such as concession stands, dugouts, or
bleachers;
b. Providing field repair materials and related labor donations, such as sod, soil,
seed, or irrigation supplies;
c. Graffiti removal;
d. Labor to apply soil and sod;
e. Curbside placement and retrieval of garbage containers;
f. Beginning of the season field prep work;
g. Hand weeding;
h. Assisting the city with other projects administered by Salt Lake City's
volunteer program; and
i. Essential field prep.
4. All field users shall leave the fields free of trash after their use of the field. No credit
can be earned for trash removal.
3
5. The city welcomes donations and partners for larger capital projects or improvement
needs. Teams or organizations interested in larger projects should contact the city's public
services department. (Ord. 19-13, 2013)
SECTION 2. Passed by the City Council of Salt Lake City, Utah, this _____ day of
__________, 2022.
________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________
Mayor’s Action: ____ Approved ____ Vetoed
_________________________
MAYOR
ATTEST:
_______________________________
CITY RECORDER
(SEAL)
Bill No. _________ of 2022.
Published: ___________________.
Salt Lake City Attorney’s Office
Approved As To Form
Senior City Attorney
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
SALT LAKE CITY ORDINANCE
No. ____ of 2022
(Adopting the final rate of tax levy, including the final levy for the
Library Fund, upon all real and personal property within
Salt Lake City, made taxable by law for fiscal year 2022-2023)
An ordinance adopting the final rate of tax levy, including the final levy for the Library
Fund, upon all real and personal property within Salt Lake City made taxable by law for fiscal
year 2022-2023.
Be it ordained by the City Council of Salt Lake City:
PREAMBLE
Chapter 2, Title 59 of the Utah Code states that the governing body of each city shall, by
ordinance or resolution, adopt a proposed tax levy or, if the tax rate is not more than the certified
tax rate, a final tax levy on the real and personal property for various municipal purposes.
Chapter 2, Title 59, of the Utah Code provides for certain notice and hearing requirements if the
proposed tax rate exceeds the certified tax rate. In that event, the proposed tax rate does not
become final unless approved by resolution of the City Council following such notice and public
hearing. It is the intent of Salt Lake City to comply with the mandate of the Utah Legislature,
but reserve in itself the power to amend the tax rates set herein to guarantee, after final appraisal
figures have been determined, that it does not exceed the amount required for its governmental
operations and taxing authority granted by the Legislature.
It is the intent of Salt Lake City to adopt a total final tax rate for the general fund that will
raise $________________, including $_____________ in new growth property tax revenue.
Similarly, it is the intent of Salt Lake City to adopt a final tax rate for the Library that will raise
$_______________ including $______________ in new growth property tax revenue, which the
City acknowledges will require a truth in taxation hearing.
Further, it is the intent of the City to levy an additional tax, pursuant to Utah Code 63G-
7-704, that will raise $_____________ for the City’s governmental immunity fund from which
appropriate payments for defense costs, claims, settlements, and judgments may be made.
Finally, it is the intent of the City to levy an additional tax, if necessary, to cover costs of
State legislative mandates or judicial or administrative orders under Chapter 2, Title 59 of the
Utah Code.
SECTION 1. PURPOSE. The purpose of this ordinance is to adopt a final tax levy,
which includes the amount of the final library fund tax levy previously adopted, pursuant to
Chapter 2, Title 59 of the Utah Code, upon all real and personal property within Salt Lake City
made taxable by law during fiscal year 2022-2023 to defray the necessary and proper expenses
of Salt Lake City to maintain the government thereof and for operating and maintaining its
libraries and reading rooms and to pay for costs of State legislative mandates or judicial or
administrative orders under Chapter 2, Title 59 of the Utah Code.
SECTION 2. FINAL TAX LEVY: 2022-2023. The City Council hereby adopts the
following final levy, subject to Chapter 2, Title 59 of the Utah Code, upon all real and personal
property within Salt Lake City made taxable by law, for the fiscal year of Salt Lake City
beginning July 1, 2022, and ending June 30, 2023, a tax of _______ on each dollar of taxable
valuation of said property apportioned as follows:
a) __________ shall be credited as revenue in the general fund, generating
$___________ of ongoing revenue; and
b) _____________ shall be credited to the judgment levy for the general fund, a one-
year adjustment generating $_____________ of one-time revenue; and
c) ___________ shall be credited as revenue for the governmental immunity fund,
generating $ ________ of ongoing revenue; and
d) _______________ shall be credited as revenue in the special library fund, generating
$_________________ of on-going revenue; and
e) ______________ shall be credited toward repayment of General Obligation Bonds,
generating $______________ of on-going revenue; and
f) _______________ shall be credited to the judgment levy for the library fund, a one-
year adjustment generating $_______________ of one-time revenue.
The City Council hereby further levies a tax to cover the costs of State legislative mandates or
judicial or administrative orders under Chapter 2, Title 59 of the Utah Code as determined by the
Utah State Tax Commission and the Salt Lake County Auditor’s Office.
Said tax levies in this Section 2 shall be subject to Mayor approval and City Council
reconsideration pursuant to § 10-3b-204 of the Utah Code.
SECTION 3. CERTIFIED TO AUDITOR. The tax levies hereinabove determined and
levied shall be certified by the City Recorder to the Auditor of Salt Lake County, State of Utah,
pursuant to the provisions of Chapter 2, Title 59 of the Utah Code.
SECTION 4. RESERVED POWER AND RIGHT TO AMEND. The City hereby
expressly reserves the power and right to amend any property tax levy made herein as it may
deem just, proper and appropriate under the law.
SECTION 5. EFFECTIVE DATE. This Ordinance shall become effective on July 1,
2022.
Passed by the City Council of Salt Lake City, Utah, this _______ day of
________________, 2022.
______________________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________________.
Mayor’s Action: _____Approved. _____Vetoed.
______________________________
MAYOR
ATTEST:
____________________________
CITY RECORDER
(SEAL)
Bill No. _______ of 2022.
Published: ____________________.
Salt Lake City Attorney’s Office
Approved As To Form
Date:____________________
By:_________________________
Jaysen Oldroyd, Senior City Attorney
SALT LAKE CITY ORDINANCE
No. ____ of 2022
(Adopting the final rate of tax levy, including the final levy for the
Library Fund, upon all real and personal property within
Salt Lake City, made taxable by law for fiscal year 2022-2023)
An ordinance adopting the final rate of tax levy, including the final levy for the Library
Fund, upon all real and personal property within Salt Lake City made taxable by law for fiscal
year 2022-2023.
Be it ordained by the City Council of Salt Lake City:
PREAMBLE
Chapter 2, Title 59 of the Utah Code states that the governing body of each city shall, by
ordinance or resolution, adopt a proposed tax levy or, if the tax rate is not more than the certified
tax rate, a final tax levy on the real and personal property for various municipal purposes.
Chapter 2, Title 59, of the Utah Code provides for certain notice and hearing requirements if the
proposed tax rate exceeds the certified tax rate. In that event, the proposed tax rate does not
become final unless approved by resolution of the City Council following such notice and public
hearing. It is the intent of Salt Lake City to comply with the mandate of the Utah Legislature,
but reserve in itself the power to amend the tax rates set herein to guarantee, after final appraisal
figures have been determined, that it does not exceed the amount required for its governmental
operations and taxing authority granted by the Legislature.
It is the intent of Salt Lake City to adopt a total final tax rate for the general fund that will
raise $________________, including $_____________ in new growth property tax revenue and
$____________ in property tax stabilization revenue, which the City acknowledges will require
a truth in taxation hearing. Similarly, it is the intent of Salt Lake City to adopt a final tax rate for
the Library that will raise $_______________ including $______________ in new growth
property tax revenue, which the City acknowledges will require a truth in taxation hearing.
Further, it is the intent of the City to levy an additional tax, pursuant to Utah Code 63G-
7-704, that will raise $_____________ for the City’s governmental immunity fund from which
appropriate payments for defense costs, claims, settlements, and judgments may be made.
Finally, it is the intent of the City to levy an additional tax, if necessary, to cover costs of
State legislative mandates or judicial or administrative orders under Chapter 2, Title 59 of the
Utah Code.
SECTION 1. PURPOSE. The purpose of this ordinance is to adopt a final tax levy,
which includes the amount of the final library fund tax levy previously adopted, pursuant to
Chapter 2, Title 59 of the Utah Code, upon all real and personal property within Salt Lake City
made taxable by law during fiscal year 2022-2023 to defray the necessary and proper expenses
of Salt Lake City to maintain the government thereof and for operating and maintaining its
libraries and reading rooms and to pay for costs of State legislative mandates or judicial or
administrative orders under Chapter 2, Title 59 of the Utah Code.
SECTION 2. FINAL TAX LEVY: 2022-2023. The City Council hereby adopts the
following final levy, subject to Chapter 2, Title 59 of the Utah Code, upon all real and personal
property within Salt Lake City made taxable by law, for the fiscal year of Salt Lake City
beginning July 1, 2022, and ending June 30, 2023, a tax of _______ on each dollar of taxable
valuation of said property apportioned as follows:
a) __________ shall be credited as revenue in the general fund, generating
$___________ of ongoing revenue; and
b) _____________ shall be credited to the judgment levy for the general fund, a one-
year adjustment generating $_____________ of one-time revenue; and
c) ___________ shall be credited as revenue for the governmental immunity fund,
generating $ ________ of ongoing revenue; and
d) _______________ shall be credited as revenue in the special library fund, generating
$_________________ of on-going revenue; and
e) ______________ shall be credited toward repayment of General Obligation Bonds,
generating $______________ of on-going revenue; and
f) _______________ shall be credited to the judgment levy for the library fund, a one-
year adjustment generating $_______________ of one-time revenue.
The City Council hereby further levies a tax to cover the costs of State legislative mandates or
judicial or administrative orders under Chapter 2, Title 59 of the Utah Code as determined by the
Utah State Tax Commission and the Salt Lake County Auditor’s Office.
Said tax levies in this Section 2 shall be subject to Mayor approval and City Council
reconsideration pursuant to § 10-3b-204 of the Utah Code.
SECTION 3. CERTIFIED TO AUDITOR. The tax levies hereinabove determined and
levied shall be certified by the City Recorder to the Auditor of Salt Lake County, State of Utah,
pursuant to the provisions of Chapter 2, Title 59 of the Utah Code.
SECTION 4. RESERVED POWER AND RIGHT TO AMEND. The City hereby
expressly reserves the power and right to amend any property tax levy made herein as it may
deem just, proper and appropriate under the law.
SECTION 5. EFFECTIVE DATE. This Ordinance shall become effective on July 1,
2022.
Passed by the City Council of Salt Lake City, Utah, this _______ day of
________________, 2022.
______________________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________________.
Mayor’s Action: _____Approved. _____Vetoed.
______________________________
MAYOR
ATTEST:
____________________________
CITY RECORDER
(SEAL)
Bill No. _______ of 2022.
Published: ____________________.
Salt Lake City Attorney’s Office
Approved As To Form
Date:____________________
By:_________________________
Jaysen Oldroyd, Senior City Attorney
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
SALT LAKE CITY ORDINANCE
No. ____ of 2022
(Adopting the budget for the Library Fund
of Salt Lake City, Utah for fiscal year 2022-2023)
An ordinance adopting the budget for the library fund of Salt Lake City, Utah for fiscal
year 2022-2023.
PREAMBLE
Pursuant to the provisions of Section 10-6-111 of the Utah Code, the City Budget Officer
prepared and filed with the City Council a tentative budget in proper form for all funds for which
budgets are required by said law, including the tentative budget for the Library Fund, for fiscal
year 2022-2023. The tentative budget was accompanied by a budget message as required by
law.
The tentative budget, including the tentative budget for the Library Fund, was adopted by
the City Council in Resolution No. ____ of 2022, on May 3, 2022.
Section 10-6-118 of the Utah Code requires that before the 30th day of June of each fiscal
year, or before September 1, in case of a property tax increase under Sections 59-2-919 through
59-2-923 of the Utah Code, the governing body shall, by resolution or ordinance, adopt a budget
for the ensuing fiscal year for each fund for which a budget is required.
The City budget officer has now prepared a budget for the Library Fund, in proper form.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City:
SECTION 1. PURPOSE. The purpose of this ordinance is to adopt the budget for the
Library Fund, for fiscal year 2022-2023. All conditions precedent to the adoption of the budget
for the Library Fund have been accomplished.
SECTION 2. ADOPTION OF BUDGET. The budget attached hereto and made a part of
this Ordinance, shall be, and the same hereby is adopted as the budget for the Library Fund of the
City for the fiscal year beginning July 1, 2022, and ending June 30, 2023, in accordance with the
requirements of Sections 10-6-105, 10-6-118 and 59-2-923 of the Utah Code. The budget for the
Library Fund is subject to the approval of the Mayor and reconsideration of the City Council
pursuant to Section 10-3b-204 of the Utah Code.
SECTION 3. FILING OF BUDGET. The City Budget Officer is hereby authorized and
directed to certify and file copies of the budget with the State Auditor as required by Section 10-
6-118 of the Utah Code.
SECTION 4. PUBLIC INSPECTION. The City Budget Officer is hereby authorized and
directed to certify and file copies of the budget in the office of said Budget Officer and in the
Office of the City Recorder whose permanent office is located at 451 South State Street, Room
415, Salt Lake City, UT 84111, which budget shall be available for public inspection during
regular business hours as required by Section 10-6-119 of the Utah Code.
SECTION 5. EFFECTIVE DATE. This Ordinance shall become effective on July 1,
2022.
Passed by the City Council of Salt Lake City, Utah, this _______ day of
________________, 2022.
______________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________________.
Mayor’s Action: _____Approved. _____Vetoed.
______________________________
MAYOR
ATTEST:
______________________________
CITY RECORDER
(SEAL)
Bill No. _______ of 2022.
Published: ____________________.
Salt Lake City Attorney’s Office
Approved As To Form
By:_________________________
Jaysen Oldroyd
Date:____________________
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
SALT LAKE CITY ORDINANCE
No. of ____ 2022
Amendments to the Salt Lake City Consolidated Fee Schedule)
An ordinance amending various fees and fee information set forth in the Salt Lake City
Consolidated Fee Schedule.
WHEREAS, on May 17, 2011 the City Council adopted Ordinances 2011-23, 2011-24
and 2011-25 to authorize and create the Salt Lake City Consolidated Fee Schedule; and
WHEREAS, the Salt Lake City Consolidated Fee Schedule has since been amended from
time to time; and
WHEREAS, it is now proposed that the Salt Lake City Consolidated Fee Schedule be
amended to include, eliminate, or otherwise modify various fees and fee information as shown in
the attached Exhibit “A”; and
WHEREAS, the City Council finds (i) the fees set forth in Exhibit A are necessary,
reasonable, and equitable in relation to regulatory and service costs incurred by the City; and (ii)
adoption of this ordinance reasonably furthers the health, safety, and general welfare of the
citizens of Salt Lake City.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. That the Salt Lake City Consolidated Fee Schedule shall be, and hereby is,
amended in pertinent part as set forth in the attached Exhibit “A”.
SECTION 2. That a revised copy of the Salt Lake City Consolidated Fee Schedule that
reflects the amendments set forth in the attached Exhibit “A” shall be published on the official
Salt Lake City website.
SECTION 3. Effective Date. That this ordinance shall become effective July 1, 2022.
Passed by the City Council of Salt Lake City, Utah this __ day of _________, 2022.
CHAIRPERSON
ATTEST:
CITY RECORDER
Transmitted to Mayor on ____________________________.
Mayor’s Action: _________ Approved. ____________ Vetoed.
MAYOR
CITY RECORDER
SEAL)
Bill No. _______ of 2022.
Published: __________________
Salt Lake City Attorney’s Office
Approved As To Form
By: ___________________________
Jaysen Oldroyd
Date: ______________________ 5/2/2022
EXHIBIT “A”
Salt Lake City
Consolidated Fee Schedule
Amended XX/XX/2022 by Ord. 2022 - XX Page 1
Salt Lake City
Consolidated Fee Schedule
This document shows fees charged by Salt Lake City to offset regulatory and administrative service
costs. Although most City fees are shown, this consolidated fee schedule does not show penalties,
such as fines and late fees; court fees; credit card processing fees; or fees required by a city
contract, such as concession and franchise fees. It also may not show fees authorized by
administrative rules or a general delegation of authority. The City intends that future versions of
this document will show such fees.
Fees are generally listed by City department and the associated service. References to a "section" in
the comments column means a section of the Salt Lake City Code. The code may be accessed by
going to Sterlingcodifiers.com
More than one fee may apply to a given set of circumstances. For answers to questions, please call
the number shown at the top of each section.
The fees here may change. The current consolidated fee schedule may be accessed by clicking
here. The fee schedule was originally adopted by Ordinance 2011-25 and has been subsequently
amended by:
Amended XX/XX/2022 by Ord. 2022 - XX Page 2
Amended By:Code Sections Affected:
Ordinance 2011-44
5.04.070 5.48.030 5.76.120 5.76.120 15.16.090
5.09.010 5.56.040 5.90.010 5.90.010 17.16.670
5.14.040 5.60.030 6.16.030 6.16.030 17.72.030
5.16.060 5.61.120 12.56.170 12.56.170 17.81.200
5.16.180 5.64.280 12.56.210 12.56.210 18.44.030
5.37.080 5.70.040 14.52.030 14.52.030
5.42.030 5.74.080 15.16.031 15.16.031
Ordinance 2011-75 15.16.031
Ordinance 2012-3 8.04.065 8.04.070
Ordinance 2012-6 8.06.010
Ordinance 2012-27 18.98.190
Ordinance 2012-44
9.08.030 15.16.090 16.56.050 16.60.120
12.56.170 16.12.140 16.56.090 17.04.030
12.56.240 16.12.150 16.56.100 17.16.670
15.16.020 16.12.155 16.56.130 17.16.680
15.16.031 16.12.160 16.56.150 17.64.040
15.16.035 16.12.170 16.56.170 17.72.030
15.16.060 16.12.180 16.56.180 18.44.030
15.16.080 16.12.190 16.60.110 21A.64.010
Ordinance 2012-54 8.04.135
Ordinance 2012-69 15.16.090
Ordinance 2012-93 17.90.020 17.95.300
Ordinance 2013-17 15.16.010 15.16.110
Ordinance 2013-28 2.12.040 3.02.020
Ordinance 2013-37 2.75.040
Ordinance 2013-38 3.16.050
Ordinance 2013-39 03.02.030 Annual CPI Adjustment
Ordinance 2013-40 3.16.040
Ordinance 2013-42 15.16.020
Ordinance 2013-43 12.96.025
Ordinance 2013-51 15.24.290
Ordinance 2014-10 18.98.190 17.81.400
Amended XX/XX/2022 by Ord. 2022 - XX Page 3
Ordinance 2014-27 17.16.590 17.16.670
Ordinance 2014-41
Annual CPI Adjustment 2.12.040 3.50.020 5.16.090
5.51.027 15.16.090 15.24.120 18.98.090 18.98.160
3.16.005 12.56.600 15.16.120
Ordinance 2014-50 15.16.031 15.16.035
Ordinance 2014-51 15.16.031
Ordinance 2014-55 21A.06.030 21A.46.120
21A.06.050 21A.50
Ordinance 2015-01
Ordinance 2015-44
Ordinance 2015-65 5.04.070 5.15.020
Ordinance 2015-72 9.08.030 9.08.115 9.08.140 9.08.200
Ordinance 2016-01 12.96.025
Ordinance 2016-10 21A.16.010
Ordinance 2016-41 2.61.030
Ordinance 2016-43 15.16.090
Ordinance 2016-44
Ordinance 2016-45 15.16.031 15.16.035
Ordinance 2016-46 Authority to Set Municipal Fees
Ordinance 2016-49 09.08.030 15.16.090
Ordinance 2016-58 5.63.050
Ordinance 2016-79 18.98.020 18.98.050
Ordinance 2017-09 12.56.00 12.28.095
Ordinance 2017-11 15.16.031 15.16.035
Ordinance 2017-22 15.16.031
Ordinance 2017-38 Annual CPI Adjustment
Ordinance 2017-52 Federal Trade Zone
Amended XX/XX/2022 by Ord. 2022 - XX Page 4
Ordinance 2018-11 9.08.200
Ordinance 2018-25 18.58.010
Ordinance 2018-34 Annual CPI Adjustment
Ordinance 2018-42 14.56.060 14.56.070
Ordinance 2019-06 18.98.020 18.98.120 18.98.160
Ordinance 2019-10 16.60.065 16.64.030
Ordinance 2019-21 8.04.390
Ordinance 2019-30 Annual CPI Adjustment
Ordinance 2019-31
Ordinance 2019-32 12.56.550 12.56.580
Ordinance 2019-55
Ordinance 2020-26 Annual CPI Adjustment
Ordinance 2020-30
Ordinance 2020-53 18.48.100
Ordinance 2021-11 12.58.040
Ordinance 2021-35 Annual CPI Adjustment
Ordinance 2021-41 8.15.020 8.15.025 8.15.027
Amended XX/XX/2022 by Ord. 2022 - XX Page 5
Consolidated Fee Schedule
Table of Contents
Page(s)
Airport 7 - 8
Animal Services 8
Building Rental/Use: City and County Building, Washington Square, Public Safety Building
and Pioneer Precinct 8
Business Licensing 8 - 11
Cemetery 11
CAN - Community and Neighborhoods 12 - 17
Economic Development 17
Engineering 17 - 18
Fire 18 - 20
Gallivan Center 20
Golf 20 - 22
HAND - Housing and Neighborhood Development 22
Impact Fees 23
Parking and Traffic 23 - 25
Police 24 - 28
Parks and Public Lands 25 - 24
Records and Elections 28
Refuse 28 - 29
Sanitary Sewer Utilities 29 - 33
Special Events 33 - 35
Storm Water 35
Street Lighting 35
Water 35 - 38
Watershed Recreational 38
Zoning Fees 39 - 40
General Fund Miscellaneous Fees 40
Amended XX/XX/2022 by Ord. 2022 - XX Page 6
Salt Lake City
Consolidated Fee Schedule
AIRPORT
For questions regarding Airport Fees Contact: 801-575-2721
Service Fee Additional Information Section
Aircraft Parking Fees
Daily
Less than 12,500 pounds (U42 - SVRA)$10.00 Ramp and tie down parking 16.56.100
12,500 pounds to 44,999 pounds (U42 - SVRA)$60.00 Ramp and tie down parking 16.56.090
Tooele Valley Airport (TVY)$15.00 Ramp and tie down parking 16.56.100
Aircraft parking fees exemption: Any person engaging in air transportation services having an assigned gate hold
Aeronautical Services
Aircraft rental permit $250.00 Annual, per rental aircraft 16.56.090
Aircraft sales permit $250.00 Annual 16.56.100
Commercial flight service permit $250.00 Annual 16.56.130
Commercial Flight service aircraft owner permit $250.00 Annual, per aircraft in addition to
Commercial Flight Service Permit Fee 16.56.130
Flight training permit $250.00 Annual 16.56.150
Flight training aircraft owner permit $250.00 Annual, per aircraft in addition to flight
training owner permit fee 16.56.150
Airframe and/or Power Plant Repair $250.00 Annual 16.56.170
Radio, instrument or propeller repair service permit $250.00 Annual 16.56.170
Hangar Application Wait List Fee $150.00 $50 refundable 16.56.050
Miscellaneous business permit $250.00 Annual 16.56.050
Multiple aeronautical services
Any person desiring to engage in two (2) or more commercial aeronautical
activities is responsible for payment of all fees as established for each
aeronautical activity engaged in; however, fees for owned aircraft (as the
term "owner" is defined in Section 16.04.30 of this title), will be assessed for
one (1) aeronautical activity only.
16.56.180
Any Person offering any such services, or combinations thereof, shall do so under written lease or permit agreement with the City. For exemptions and other information, see Section 16.56.010.
AVI Fees (Automated Vehicle Identification)
Vehicle Category Fee
1 to 5 passengers Set forth in current rate
schedule based on
Administrative Rules and
Regulations
16.60.110;16.60.120
6 to 9 passengers Rates established by Administrative Rules and Regulations (See Ground
Transportation Rules and Regulations, Section 2.0); also see the current rate
schedule.
10 to 15 passengers
16 to 24 passengers
> 24 passengers
Campus Dwell Time
30 minutes No Cost 16.56.090
30-45 minutes $2.00 16.56.100
45-60 minutes $10.00 16.56.090
Every 5 minutes over 60 minutes $20.00 16.56.100
Terminal Front Dwell Time 16.56.090
0-20 minutes No Cost 16.56.100
20-30 minutes $3.00 16.56.090
30-40 minutes $20.00 16.56.100
Every minute over 40 minutes $5.00 16.56.090
Cargo Carrier Ramp Use Fees Formula based See Section 16.12.170 16.12.170
Fuel Royalties $0.06 per gallon of fuel For provisions, see Section 16.12.190 16.12.190
Landing Fees
Fixed-wing aircraft Formula based See Section 16.12.160 16.12.160
For Landing Fee Exemptions: See Section 16.12.160
Off Airport In-Flight Caterers 7% of gross sales at airport Paid within 15 days of the end of each month, see
Section 16.12.155 for provisions 16.12.155
Parking
Economy Lot
First hour $5 12.56.240
Each additional hour $5 12.56.240
Daily maximum $10 12.56.240
Click N Park Daily $3 12.56.240
Hourly/Daily (Parking Garage)
First hour $5 12.56.240
Each additional hour $5 12.56.240
Amended XX/XX/2022 by Ord. 2022 - XX Page 7
Daily maximum $35 12.56.240
Walking Lot
First hour $5 12.56.240
Each additional hour $5 12.56.240
Daily maximum $21 12.56.240
Concierge
Daily rate only $55 12.56.240
Terminal use Fees*
Annual terminal space rental Formula based See Section 16.12.150
Annual basement & baggage make-up space Formula based See Section 16.12.150 16.12.140
Common use bag claim Formula based Per enplaned passenger 16.12.150
Common use ticket counter and bag make-up space Formula based Per use/ Use equals 3 hours Rates established by Administrative
Rules and Regulations; also see the
current rate schedule.
Common use gates Formula based Per use/ Use equals 3 hours
Common use boarding bridge Formula based Per use/ Use equals 3 hours
Use of international arrival building Formula based Per passenger deplaned
*Terminal use fee exemption: Any airline that has a valid and existing agreement
with the City covering use of bag claim and terminal facilities.
ANIMAL SERVICES
Note: Salt Lake City contracts with Salt Lake County for Animal Services.
Animal service fees are set and administered by Salt Lake County.
http://slco.org/animal-services/about-us/fees-and-services/
For questions regarding Animal Service Fees Contact: 385-468-7387
BUILDING RENTAL/USE: CITY and COUNTY BUILDING, WASHINGTON SQUARE, PUBLIC SAFETY BUILDING and PIONEER PRECINCT
For questions regarding Building and Square fees Contact: 801.535.7280
Service Fee Deposit Additional Information Section
Activity with food $825 $508 15.14.020
Filming (Commercial)
Fewer than 8 staff, crew and other persons $317 $635 Each 4 hour block 15.14.020
8 - 15 staff, crew and other persons $623 $934 Each 4 hour block 15.14.020
More than 15 staff, crew and other persons $1,332 $1,904 Each 4 hour block 15.14.020
Miscellaneous Meetings
Regular city business hours (8am - 5pm)$26/hr $95 Up to 40 people, no more than three hours 15.14.020
Non-city business hours $26/hr $95 See Section 15.14.020 15.14.020
Supplemental Charge for Exclusive Building Use 127 NA 15.14.020
Wedding Ceremony
Base fee for two hours $184 $95 No food 15.14.020
See Section 15.14.010 for damage and deposit provisions, additional fees and exceptions.
BUSINESS LICENSING
For questions regarding Business Licensing Fees Contact: 801-535-6644
Service Fee Additional Information Section
All Businesses pay a Base License Fee and Employee Fee as listed below
Base License Fees
Before Sept' 22 Effective Sept' 22
Home occupation businesses $126 $132 5.04.070
Non-home occupations $159 $167 5.04.070
Employee Fee $23 $24 Annual, per full or part-time employee, if business has
more than one employee.
Additional fees may apply depending on type of business according to list below
Before
Sept' 22
Effective
Sept' 22
Fees with an effective date other than July 1, 2011 are
indicated by two columns.
Amusement Devices $4 $4 Annual, per device 5.70.040
Amusement Devices Wholesale $27 $29 Annual 5.76.120
Amended XX/XX/2022 by Ord. 2022 - XX Page 8
Apartment Units See Rental Dwelling 5.90.010
Application for Certificates
Public convenience and necessity $139 $145 5.05.130
Auctioneer $136 $143 Per auctioneer 5.16.060
Auction House, Transient $257 $269 Per day, per business 5.16.180
Automobiles
Auto Dealers New/Used $62 $65 Annual 5.76.120
Parts sales $117 $122 Annual 5.76.120
Auto/RV/Other Rental Agencies $27 $29 Annual 5.76.120
Auto/Truck & Mechanic Related Services $62 $65 Annual 5.76.120
Towing / Wrecking $21 $22 Annual 5.76.120
Police Rotation $20 $21 Annual 5.76.120
Automobile Trailer Court Refer to base license fee listed in this section Annual per trailer, per space on premises, see section 5.86.056 5.86.056
Financial Institution $132 $138 Annual 5.76.120
Alcohol Sales Before Sept' 22 Effective Sept' 22
Retail Alcohol/Beer $325 $340 Annual, per license 5.90.010
Restaurant $257 $269 Annual, per license 5.90.010
Bar or Tavern $363 $380 Annual, per license 5.90.010
Single Event $257 $269 Annual, per license 5.90.010
Microbrew pub $257 $269 Annual, per license 5.90.010
Recreational facility beer $325 $340 Annual, per license 5.90.010
Banquet or Reception Center $292 $292 Annual, per license 5.90.010
Beer Sales Application Fee No charge Fee could be assessed in future as per ordinance 5.51.030
Billiards/Pool Tables $4 $4 Annual, per device 5.70.040
Billiards/Pool Tables - Pool Hall $25 $26 Annual 5.76.120
Business License Transfers
Information Change - Non Regulated $19 $19 5.02.210
Information Change - Regulated $43 $45 5.02.210
Childcare Facilities $136 $143 Annual 5.76.120
Clothing Sales $103 $107 Annual 5.76.120
Construction Business $28 $29 Annual 5.76.120
Convalescent and Retirement Facilities $164 $171 Annual 5.76.120
Reception/Venue Centers $21 $22 Annual 5.90.020
Dance Studio Refer to base license fee listed in this section 9.04.050
Dance Hall - Public Dance Hall Refer to base license fee listed in this section 9.04.040
Dating/Marriage Service $109 $114 Per Business 5.42.030
Dry Cleaning and Laundry $136 $143 Annual 5.76.120
Electronic Goods Sales $164 $171 Annual 5.76.120
Consulting $27 $29 Annual 5.76.120
Entertainment
Concert $95 $100 Annual, per exhibition room 5.90.010
Dance hall $21 $22 Annual, per room 5.90.010
Live entertainment No charge Fee could be assessed in future as per ordinance 5.90.010
Theater, live $136 $143 Annual, per exhibition room 5.90.010
Theater, motion picture No charge Fee could be assessed in future as per ordinance 5.90.010
Fire and Damaged Goods Sales No charge Fee could be assessed in future as per ordinance 5.32.025
Fireworks
Inside $84 $88 Annual, per location 9.20.020
Outside $84 $88 Annual, per location 9.20.020
Fireworks Sales Refer to base license fee listed in this section Paid at least 10 days prior to opening of business. See also 2.120.040 under Fire 9.20.020
Furniture Sales $62 $65 Annual 5.76.120
Gas/Oil, Wholesale Gas $278 $291 Annual 5.90.010
Gas/Oil, Wholesale Businesses $27 $29 Annual 5.76.120
Gasoline Stations $160 $168 Annual 5.76.120
Government Owned Alcohol Related Business $182 $191 Annual 5.90.010
Grocery/Convenience Stores $136 $143 Annual 5.76.120
Amended XX/XX/2022 by Ord. 2022 - XX Page 9
Hardware Stores $136 $143 Annual 5.76.120
Healthcare Related $48 $51 Annual 5.76.120
Ice Cream Truck Vehicle Inspection $31 $32 5.64.740
Ice Cream Truck Operator Application Fee No more than $31 5.64.580
Ice Cream Vendors $35 $36 Annual 5.90.010
Design Services $27 $29 Annual 5.76.120
Cleaning/Janitorial $76 $79 Annual 5.76.120
Legal Services/Law Office $21 $22 Annual 5.76.120
Licenses Requiring a Special Public Hearing $62 $65 Plus actual costs 5.02.240
Live Entertainment
Concerts $21 $22 5.76.120
Private Club Refer to base license
fee listed in this section 5.28.080
Restaurants Refer to base license fee listed in this section 5.28.080
Taverns Refer to base license
fee listed in this section 5.28.080
Locksmiths No Charge Fee could be assessed in future as per ordinance 5.90.010
Manufacturing $48 $51 Annual 5.76.120
Miscellaneous Services $27 $28 Annual 5.76.120
Mobile Food Business (Truck/Trailer)
Standard $103 $103 Also refer to base license fee for this section 5.69.060
Reciprocal $103 $103 No base license fee required 5.69.060
Motion Picture Theaters $99 $104 Annual 5.76.120
Numismatic and/or Bullion Dealer Refer to base license fee listed in this section See Section 5.47.030 5.47.030
Nursing Home Refer to base license fee listed in this section See Section 5.86.306 5.86.306
Out of Doors - Restaurants & Occasional Banquets No Charge For occasional banquets, fee could be assessed in future as per ordinance 5.54.040
Participant License Fee Refer to base license fee listed in this section 5.64.330
Pawnshop and Secondhand Dealer
Pawnbroker $1,706 $1,784 Annual, per business 5.48.030
Secondhand compact disk exchange dealer $512 $536 Annual, per business 5.60.030
Secondhand computer exchange dealer $227 $238 Annual, per business 5.60.030
Pedi-cabs No charge Fee could be assessed in future as per ordinance 5.90.010
Proprietor $44 $46 Per automatic amusement device 5.12.050
Real Estate Agencies $21 $22 Annual 5.76.120
Rental Dwelling License with Good Landlord Certification (Per Ordinance)
Dwelling units $20 Per rental unit 5.14.040
Fraternities, sororities, rooming and boarding
house $20 Per room for lodging or sleeping purposes 5.14.040
Rental Dwelling License without Good Landlord Certification (Per Ordinance)
Dwelling units $342 Per rental unit 5.14.040
Fraternities, sororities, rooming and boardinghouse $342 Per room for lodging or sleeping purposes 5.14.040
Restaurants/Cafeterias $103 $107 Annual 5.76.120
Retail/Wholesale Sales $48 $51 Annual 5.76.120
Retail Service Station Refer to base license
fee listed in this section 5.86.410
Room Rentals (rooming houses, boarding houses and for profit residential treatment facilities)
Boarding/rooming house $6 $6 Annual, per rental unit 5.56.040
Hotel $6 $6 Annual, per rental unit 5.56.040
Motel $6 $6 Annual, per rental unit 5.56.040
RV Parks and Campgrounds $27 $28 Annual, per space 5.76.120
Scrap Metal Processor Refer to base license
fee listed in this section See Section 5.58.030 5.58.030
Sexually Oriented Business
Adult business $393 $411 Annual, per business 5.61.120
Nude agency $1,023 $1,070 Annual, per business 5.61.120
Nude entertainment business $393 $411 Annual, per business 5.61.120
Amended XX/XX/2022 by Ord. 2022 - XX Page 10
Semi-nude dance agency $396 $414 Annual, per business 5.61.120
Semi nude dancing bar $303 $317 Annual, per business 5.61.120
Outcall agency $1,364 $1,427 Annual, per agency 5.61.120
Adult employee (non-escort)$240 $251 Annual, per employee 5.61.120
Outcall non-performer (non-escort)$240 $251 Annual, per employee 5.61.120
Nude performer employee*$273 $286 Annual, per nude performer; for prorated formula see
Section 5.90.010 5.61.120
Semi-nude dance performer*$273 $286 Annual, per semi-nude performer; for prorated formula see Section 5.90.010 5.61.120
Semi-nude performer employee*$273 $286 Annual, per semi-nude performer; for prorated formula
see Section 5.90.010 5.61.120
Outcall performer (escort)*$1,023 $1,070 Annual, per outcall performer; for prorated formula see section 5.90.010 5.61.120
Sexually oriented business transfer $96 $100 Annual, per performer transfer 5.61.120
Photography (adult)$191 $200 Annual, per photographer 5.61.120
*These fees shall be prorated as follows: If 180 days or fewer remain before the employer's license expires, the fee shall be 50% of the full fee. If 181 or more days
remain before the employer's license expires, the full fee shall be charged
Shared Mobility per Device $30 $30 Per device
Shared Mobility per Ride $0.10 $0.10 Per ride
Mailing/Shipping/Logistics $48 $51 Annual 5.76.120
Solicitor $136 $142 Per Individual 5.64.280
Solicitor ID Card $31 $33 For period of time stated on card 5.64.130
Solicitor Registration $18 $19 For ID card 5.64.430
Single Event - Alcohol Concession Agreement $282 $295 This fee is a daily rate. Rate estimated on the number of days the alcohol would be served for the Special Event
Sporting Goods Sales $48 $51 Annual 5.76.120
Storage/Warehouse $62 $65 Annual 5.76.120
Theater, Concert Hall, Motion Picture House or Other Place
of Amusement $62 $65 Per day 5.74.080
Temporary Merchant Refer to base license fee listed in this section See Section 5.64.310 5.64.310
Tobacco Products - Retail Sales $116 $122 Annual, includes grocery and convenience stores,
taverns, private clubs, hotels, motels and restaurants.5.76.120
Tobacco Sales Refer to base license fee listed in this section Annual 5.86.480
Towing Operations
Refer to base license
fee listed in this
section
5.84.140
Unmanned Kiosks $47 $49 Redbox, Best Buy, Etc
Vehicle Authorized Certificate
Refer to base license
fee listed in this
section
5.72.170
Wrecker Service Refer to base license fee listed in this section 5.84.040
CEMETERY
For questions regarding Cemetery fees Contact: 801.596.5020
Service Fee Additional Information Section
Burial Rights Adult Infant
Resident $1,500 $750 15.24.120
Non-resident $2,124 $1,062 15.24.120
Continuing Care Fees Adult Infant
Resident $620 $310 15.24.120
Non-resident $1,100 $550 15.24.120
Transfer of Burial Rights $200 15.24.180
Continuing care on property transfer Adult Infant 15.24.180
Resident $620 $310 15.24.180
Non-resident $1,100 $550 15.24.180
Opening and Closing
Amended XX/XX/2022 by Ord. 2022 - XX Page 11
Cremains
Residents $500 15.24.290
Non-residents $700 15.24.290
Removal Cremains $814 Based on Sexton Approval 15.24.290
Single grave:Adult Infant
Residents $1,000 $600 Infant: 5' in length or less 15.24.290
Non-residents $1,430 $975 Infant: 5' in length or less 15.24.290
Removal of remains $1,635 $1,056 Based on Sexton Approval 15.24.290
Double deep grave:Lower Grave
Residents $1,150 15.24.290
Non-residents $1,584 15.24.290
Removal of remains $1,635 Based on Sexton Approval 15.24.290
Burial on top of open grave $100 15.24.290
Winter fee - grave opening $300 15.24.290
Winter fee - cremains $50 15.24.290
After Hours Surcharge
After 4PM any day $373 Per hour 15.24.290
Saturday $400 Per day 15.24.290
Sunday or holiday $373 Per hour 15.24.290
Removal and lowering Adult Infant
Resident $2,424 $1,056 Based on Sexton Approval 15.24.290
Non-resident $2,424 $1,056 Based on Sexton Approval 15.24.290
Head Stone Monitoring
Ground level $77 15.24.290
Upright $96 15.24.290
Oversize $500 Requires variance process 15.24.290
COMMUNITY AND NEIGHBORHOODS (CAN)
For questions regarding Community Development fees Contact: 801.535.6000
Service Fee Additional Information Section
Boarding or Securing of Buildings
Administrative Costs $127 Plus actual costs, see Section 18.48.110 18.48.100
Initial (first year)$888 Each Structure 18.48.210
Annual Fee $1,523 Per each structure, due on or before boarding permit anniversary 18.48.215
City maintenance of building $216 Annual, plus actual costs, see Section 18.48.270 18.48.270
Building Permits
Total project valuation:
$0.01 - $500.00 $47.05 18.32.035
$500.01 - $2,000.00
$47.05 for the first $500 plus $4 for each additional $100 or fraction thereof, to and including $2,000
18.32.035
$2,000.01 - $25,000.00
$107.05 for the first $2,000 plus $20 for each additional $1,000 or fraction thereof, to and including $25,000
18.32.035
$25,000.01 - $50,000.00
$567.05 for the first $25,000 plus $14 for each additional $1,000 or fraction thereof, to and including $50,000
18.32.035
$50,000.01 - $100,000.00
$917.05 for the first $50,000 plus $10 for each additional $1,000 or fraction thereof, to and including $100,000
18.32.035
$100,000.01 - $500,000.00
$1,417.05 for the first $100,000 plus $8 for each additional $1,000 or fraction thereof, to and including $500,000
18.32.035
$500,000.01 - $1,000,000.00
$4,617.05 for the first $500,000 plus $7 for each additional $1,000 or fraction thereof, to and including $1,000,000
18.32.035
Amended XX/XX/2022 by Ord. 2022 - XX Page 12
$1,000,000.01 and up
$8,117.05 for the first $1,000,000 plus $5 for each additional $1,000 or fraction there of and above
18.32.035
Demolition Landscaping Waivers
Property inspection $141 If waiver is denied, this fee will be refunded 18.64.030
Pre-demolition salvage permit 20% of demolition fee See Section 18.64.080 18.64.030
Demolition Permit Application Fees
Building floor area:
5 - 2,000 sq. feet $84 18.64.030
2,001 - 4,000 sq. feet $98 18.64.030
4,001 - 6,000 sq. feet $113 18.64.030
6,001 - 8,000 sq. feet $155 18.64.030
8,001 - 10,000 sq. feet $169 18.64.030
10,001 - 12,000 sq. feet $211 18.64.030
12,001 - 14,000 sq. feet $253 18.64.030
14,001 - 16,000 sq. feet $295 18.64.030
16,001 - 18,000 sq. feet $337 18.64.030
18,001 - 20,000 sq. feet $372 18.64.030
20,001 - 22,000 sq. feet $422 18.64.030
22,001 - 24,000 sq. feet $478 18.64.030
24,001 - 26,000 sq. feet $520 18.64.030
26,001 - 28,000 sq. feet $576 18.64.030
28,001 - 30,000 sq. feet $632 18.64.030
30,001 - 32,000 sq. feet $682 18.64.030
Square feet over 32,000 $14 Per 500 sq. ft. unit 18.64.030
Electrical Permits (Commercial and Industrial)
Minimum fee (up to $1,600)$34 18.36.120
Base Fee $49 18.36.100
New service or change of service Alterations or repairs of 600 volt or less capacity service entrance equipment 18.36.120
Up to 100 amps $34 18.36.120
101 amps to 200 amps $34 18.36.120
Each additional 100 amps or fraction $5 18.36.120
Motor generator installation for emergency or standby power
Up to 500 kVa $121 18.36.120
Above 500 kVa $180 18.36.120
Alternate fee schedule - Bids Under $100,000
Electrical work up to $10,000 .0166 of total valuation When a fee cannot be computed on the standard schedules, it shall be computed as outlined in this section up to, but not exceeding, $100,000 18.36.120
Electrical work between $10,001 and $100,000 Bid minus $10,000 multiplied by .0039 + 136
When a fee cannot be computed on the standard schedules, it shall be computed as outlined in this section up to, but not exceeding, $100,000 18.36.120
Electrical Permits - Work Exceeding $100,000
Work exceeding $100,000 but less than $250,000 $506 Plus $0.4252 of 1% over $100,000 18.36.130
Work exceeding $250,000 $1,180 Plus $0.1452 of 1% all work at $250,000 or more 18.36.130
Electrical Permits (Residential)
Base Fee $49 18.36.100
Minor remodel and additional circuits $34 18.36.100
Service change with 1 or 2 new circuits $34 18.36.100
Service change or alteration $34 18.36.100
Homeowner electrical remodel permit $41 18.36.100
New single family dwelling
Up to 1,500 sq. feet $0.0502 Per square foot 18.36.100
Above 1,500 sq. feet $0.0343 Per square foot 18.36.100
Total renovation of electrical systems
Existing single family dwelling $34 18.36.100
Multi-unit apartment building*
1 or 2 units $34 18.36.100
3rd and 4th units $13 Each 18.36.100
Additional units including house meter $7 Each 18.36.100
Note: Projects including multi buildings or row houses shall be computed for each building or house separately.
Amended XX/XX/2022 by Ord. 2022 - XX Page 13
*New Multi-unit apartments (excluding transient occupancies, such as hotel or motel which are classified as commercial)
First 3 unit $0.057 Per sq. foot 18.36.100
4 - 10 units $13 Each 18.36.100
11 units and above $7 Each 18.36.100
Projects including multiple buildings and/or row houses Computed for each building or house separately
Power panel with no issue for single occupancy buildings $13 18.36.100
Power to panel for construction purposes only
60 Days 30 Day Extension
No issue fee $25 $9 18.36.100
Individual apartments in an apartment building, or condominium
units nor for occupancy $5 Each additional meter 18.36.100
Electrical Temporary Metering
Up to 100 amp load capacity $22 18.36.100
Each additional, or part thereof, 100 amp capacity $5 18.36.100
Fencing Permit $39 18.36.100
Fire Extinguishing Systems
Base Fee $49 18.36.100
Automatic fire sprinklers in range hood or vent $7 18.56.040
Dry standpipe $17 Plus $3 each outlet 18.56.040
Fire pump $51 Each 18.56.040
Fire sprinkler systems:
1 to 100 sprinkler heads $42 18.56.040
Over 100 sprinkler heads $43 Plus $0.1398 per head 18.56.040
Flow switch $8 Each 18.56.040
Hood extinguishing system $42 Each 18.56.040
Hydrants on private property $13 Each 18.56.040
Tamper valve $8 Each 18.56.040
Underground piping $22 18.56.040
Water storage tank $17 Each 18.56.040
Wet standpipe $17 Each, plus $2 each hose cabinet 18.56.040
Housing Inspections
Existing single-family dwelling Not more than $27 18.48.030
Additional dwelling units on premises $13 Each 18.48.030
Loan Subordination $57 2.61.030
Mechanical Permits
Base Fee $49 18.52.050
Installation or relocation of each forced air or gravity type furnace
or burner Including ducts or vents attached to such appliance
Up to and including 200,000 BTU.h $25 18.52.050
Over 200,000 BTU.h up to and including 300,000 BTU.h $35 18.52.050
Over 300,000 BTU.h up to an including 1,000,000 BTU.h $56 18.52.050
Over 1,000,000 BTU.h $56 18.52.050
Each additional 500,000 BTU.h or part thereof $20 18.52.050
Installation or relocation of each floor furnace, including vent $15 18.52.050
Installation or relocation of each suspended, recessed wall or floor mounted unit heaters
Up to and including 200,000 BTU.h $20 18.52.050
Over 200,000 BTU.h up to and including 300,000 BTU.h $35 18.52.050
Over 300,000 BTU.h $56 18.52.050
For the installation, relocation or replacement of each appliance
vent installed and not included on an appliance permit $15 18.52.050
For the repair of, alteration of or addition to each heating
appliance, refrigeration unit, cooling unit, absorption unit or each
heating, cooling, absorption or evaporative cooling system
Including alteration of controls regulated by this code
Up to $1,000 contract value $35 18.52.050
Greater than $1,000 contract value $86 18.52.050For the installation or relocation of each boiler or compressor to
and including 3 horsepower, or each absorption system to and
including 200,000 BTU.h
$25 18.52.050
Installation or relocation of boilers:
Amended XX/XX/2022 by Ord. 2022 - XX Page 14
Over 200,000 BTU.h to and including 300,000 BTU.h $35 Each 18.52.050
Over 300,000 BTU.h to and including 1,000,000 BTU.h $56 Each 18.52.050
Over 1,000,000 BTU.h to and including 2,000,000 BTU.h $86 Each 18.52.050
Over 2,000,000 BTU.h $86 Plus $17 for each additional 500,000 BTU.h or part thereof 18.52.050
Air handling unit
To and including 10,000 cubic feet per minute, including ducts attached thereto $25
This fee shall not apply to air handling unit which is a portion of a factory assembled cooling unit, evaporative cooler or absorption unit for which permit is required elsewhere in this code.
18.52.050
Over 10,000 cubic feet per minute $56 18.52.050
Evaporative cooler other than portable type
Up to 6,500 cubic feet per minute $20 Each 18.52.050
More than 6,500 cubic feet per minute $56 Each 18.52.050
Ventilation fan connected to a single duct $15 18.52.050
Ventilation system which is not a portion of any heating or air
conditioning system authorized by a permit $15 18.52.050
Installation of each hood which is served by mechanical exhaust,
including the ducts for each unit $35 18.52.050
Installation or relocation of domestic type incinerator $20 Each 18.52.050
Installation or relocation of commercial or industrial type
incinerator $56 Each 18.52.050
For each appliance or piece of equipment regulated by this code
but not classed in other appliance categories, or for which no
other fee is listed in this code
$20 18.52.050
Installation or relocation of cooling towers:
1 1/2 horsepower up to and including 4 horsepower or tons $25 18.52.050
4 1/2 horsepower up to and including 10 horsepower or tons $35 18.52.050
11 horsepower or tons and over $66 18.52.050
For the purpose of calculating the rate in tons, the tonnage shall be considered not less than then the following:
a. Total maximum BTU peer hour of capacity of the installation divided by 12,000 or
b. The nameplate horsepower of any compressor prime mover unit or for any air conditioning installations; or
c. 2/3 of the nameplate horsepower subsection A18b of this section, for any refrigeration installation
Installation or relocation of compressor or absorption systems
1 1/2 horsepower to and including 4 horsepower or tons $20 18.52.050
4 horsepower to and including 5 horsepower or tons $24 18.52.050
5 horsepower to and including 6 horsepower or tons $30 18.52.050
6 horsepower to and including 7 horsepower or tons $34 18.52.050
7 horsepower to and including 8 horsepower or tons $37 18.52.050
8 horsepower to and including 9 horsepower or tons $40 18.52.050
9 horsepower to and including 10 horsepower or tons $46 18.52.050
Each additional horsepower or tons $3 18.52.050
Other appliances*$20 18.52.050
*Fee for each appliance or piece of equipment regulated by this code but not classed in other
appliance categories, or for which no other fee is listed in Section 18.52.050
Mobile Home Park Construction Permits
General building permit - pads, patio slabs, metal sheds, curb,
gutter, drives, piers, sidewalks, fence, wall.$3 Per mobile home space 18.76.050
Inspection of gas line/meter for utility clearance purposes $20 18.56.040
Electric meter stands or pedestals
First 10 $6 Each 18.76.050
Next 90 $4 Each 18.76.050
Over 100 $3 Each 18.76.050
Park plumbing system, including sewer and water risers $6 Per mobile home space 18.76.050
Permanent buildings, swimming pools, etc.Regular and normal fee schedule 18.76.050
Fire hydrants within property lines $6 Each hydrant 18.76.050
News Racks
Permit application $58 14.36.080
News Rack Fee $6 Per news rack in the public right-of-way
News Rack Relocation Fee $12 Per news rack, per relocation
Removal of Non-Compliant News Rack $333 Per news rack
Storage of Non-Compliant News Rack $6 Per news rack, per day at a city facility
Certificate filing fee $6 Per news rack 14.36.110
Plan Review Fees
Amended XX/XX/2022 by Ord. 2022 - XX Page 15
Plan review fee 65% of building permit fee 18.32.035
Hourly Plan Review Fee $144
Deferred Plan Review Items after permit issuance, Project Changes after permit issuance, Plan reviews for permits that aren't a "Building Permit" (Mechanical, Electrical, Fire Alarm, Fire Suppression, etc.)
18.32.035
Expedited building plan review Twice the cost of a standard plan review fee See Section 18.20.050 18.20.050
Condominium preliminary review $373 Per plan, plus $11 per unit 21A.56.040
Condominium final review $244 Per plan, plus $11 per unit 21A.56.040
Renewing expired plan review
One half the original plan review fee, maximum of $1,271 plus $144 per hour for review necessitated by changes in codes and ordinances, two hour minimum.
See section 18.20.110 18.20.110
Plumbing Permits
Base fee $49 18.56.040
Inspection of gas line/meter for utility clearance purposes $20 18.56.040
Air conditioning device discharging into the building drainage system $8 Each 18.56.040
Change, alteration or replacement of soil, waste or vent pipe $7 18.56.040
Change or repair of a drain, waste, vent (DWV) system $10 Each 18.56.040
Grey water system $17 Each 18.56.040
Lawn sprinkler control valve on devices $8 Each 18.56.040
Medical gas piping $17 Each 18.56.040
Plumbing fixture or trap roughed in for installation or relocation $7 Each 18.56.040
Refrigeration drain and each safe drain discharged directly or indirectly into the building drain $7 Each 18.56.040
Roof drain $7 Each 18.56.040
Roof drain installed inside building $7 Each 18.56.040
Settling tank or grease trap $49 Each 18.56.040
Soda fountain carbonator $13 Each 18.56.040
Store, restaurant or home appliance or device connected to the culinary water supply and/or building drainage system $7 Each 18.56.040
Vacuum breaker or backflow device on tanks, etc $8 Each 18.56.040
Water heater $13 Each 18.56.040
Water softener or conditioning device $13 Each 18.56.040
Re - Inspection Fee $111 18.20.200
Solar Panel Permit Fee
System Size in kW Fee
0 - 5 kW $222
6 - 10 kW $389
11 - 50 kW $444
51 - 100 kW $1,000
Sidewalk Entertainer and Artist Registration $37 Annual 14.38.100
Sidewalk Vending Cart - Revocable Land Use Fee $324 Annual 05.65.030
Temporary Metering
Up to 100 amp load capacity $22 18.36.110
Each additional, or part thereof, 100 amp capacity $5 18.36.110
Temporary Re-locatable Office Buildings
Installation permit $95 Per unit 18.84.070
Interior inspection $95 Per unit 18.84.070
Unity Center - Rental rates are for 6 hour consecutive period, unless otherwise noted. For questions regarding the Unity Center contact: 801.535.6533
Staffing Charge $30 Per hour over 6 hours 3.50.080
Janitorial Rate $43 Per hour, 1 hour minimum 3.50.080
Main lobby/gallery
Business/individuals $317 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $222 Per group 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Theater - Storage or theater dark days during multi-day rentals incur the 6 hour rate per day
Business/individuals $249 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $156 Per group 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Amended XX/XX/2022 by Ord. 2022 - XX Page 16
Lobby & Theater
Business/individuals $535 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $444 Per group 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Full facility rental $635 15.16.090
Classroom $29 Per hour 15.16.090
Rental Reservation and Damage deposits
Up to 75 participants $127 15.16.090
More than 75 participants $317 15.16.090
Equipment rental and service rates
Chair riser setup $317 15.16.090
Stage setup $190 15.16.090
Table setup $6 Per table 15.16.090
Chair setup $1 Per chair 15.16.090
YouthCity Programs: After School and Summer Programs
Income Qualifications Amount per participant
Residents of Salt Lake City Household income:***After School Program*Summer Program**
$10,000 or less per year $13 $13 15.16.090
More than $10,000 per year but less than or equal to 42% of the area median income, or with free lunch status $44 $63 15.16.090
More than 42% but less than or equal to 60% of the area median income, or with reduced lunch status $95 $127 15.16.090
More than 60% but less than or equal to 80% of the area median income $159 $190 15.16.090
More than 80% but less than or equal to 100% of the area median income $190 $286 15.16.090
More than 100% of the area median income $254 $498 15.16.090
Non-residents of Salt Lake City Household income:***After School Program*Summer Program**
Regardless of income or lunch status $254 $498 15.16.090
*After school program fees will be charged on a monthly basis, with the exception of the months with 12 days or less of scheduled programming which shall be half of the monthly fee, and months with 5 days or less of scheduled programming which shall be one quarter of the monthly fee, as determined by the family median income.
**Summer program fees will be charged on a session basis, as determined by the family median income.
***For purpose of the after school and the summer program, area median income shall be determined based on the federal housing and urban development guidelines for the Salt Lake City metropolitan statistical area.
ECONOMIC DEVELOPMENT
For questions regarding Economic Development fees Contact: 801.535.7200
Service Fee Additional Information Section
Foreign Trade Zone
Application Fee $3,718 52-2017
Additional General Purpose Zone $3,399 52-2017
Special Purpose Subzone (Non/minimal-manufacturing)$4,249 52-2017
Special Purpose Subzone (Manufacturing)$6,905 52-2017
Expansions $1,700 52-2017
Annual Fee for Operators/Subzones/Usage-Driven Sites $10,622 52-2017
Annual Fee for General Purpose Zone Usage-Driven Sites $5,311 52-2017
Economic Development Loan Fund $118 Each 03.16.005
ENGINEERING
For questions regarding Engineering Fees Contact: 801.535.6159
Service Fee Additional Information Section
Excavation Permits
Amended XX/XX/2022 by Ord. 2022 - XX Page 17
Shallow Trenching $0.29 Per linear foot 14.32.400
Minimum charge $2,900 14.32.400
Hard surfaced $0.38 Per sq. foot 14.32.400
Minimum charge $225 April 1 - November 15 14.32.400
Minimum charge $300 November 16 - March 31 14.32.400
Soft Surfaced $0.25 Per sq. foot 14.32.400
Minimum charge $150 April 1 - November 15 14.32.400
Minimum charge $175 November 16 - March 31 14.32.400
Permit within a restricted area Fees double See Section 14.32.400 A3 14.32.400
Landscaping Permit for Public Right of Way $19 Per job, or $80.66 Per year 2.26.210
Multiple Utility Excavation Permits
Hard surfaced
Per multiple $155 April 1 - November 15 14.32.400
Per multiple $228 November 16 - March 31 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$37 April 1 - November 15 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$46 November 16 - March 31 14.32.400
Test holes (per each)$2 14.32.400
Soft Surface
Per multiple $94 April 1 - November 15 14.32.400
Per multiple $105 November 16 - March 31 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$19 April 1 - November 15 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$27 November 16 - March 31 14.32.400
Test holes (per each)$1 14.32.400
Poles and Anchors $53 Each pole, concrete pedestal or anchor 14.32.400
Public Survey Monuments
Monument (per each) $76 14.10.040
Public Way Improvements
Curb and gutter $2 Per linear foot 14.32.405
Sidewalk, driveway approach $0.39 Per sq. foot 14.32.405
Minimum charge $209 April 1 - November 15 14.32.405
Minimum charge $262 November 16 - March 31 14.32.405
In-kind No charge See section 14.32.405 D 14.32.405
Public Way Obstruction Permits
Short term (One Week)
Sidewalk Canopy $18 Per Week (Construction barricades)14.32.410
Dumpster/pod $46 Each, per Week (Construction barricades)14.32.410
Lane or sidewalk closure $91 Per Week (Construction barricades)14.32.410
Long term: (1 Month Increments)
Sidewalk Canopy $73 Each, per month (Construction barricades)14.32.410
Dumpster/pod $183 (Construction barricades)14.32.410
Lane or sidewalk closure $365 Each, per month (Construction barricades)14.32.410
Small Wireless Facility Fees
Application fees 14.56.060
Small cell facility to collocate a small wireless facility on an existing or replacement utility pole $100 Per wireless facility 14.56.060
Install, modify or replace a utility pole associated with a small wireless facility, where permitted under Utah Code Section 54-21-204, or its successor $250 Per wireless facility 14.56.060
Install, modify or replace a utility pole associated with a small wireless facility, where NOT permitted under Utah Code Section 54-21-204, or its successor $1,000 Per wireless facility 14.56.060
Collation Rate As set forth in Utah CodeSection 54-21-504 14.56.070
Street Banners on Utility Poles $52 Application outside of boundaries of a coordinated street banner program 21A.46.170
FIRE
For questions regarding Fire Fees Contact: 801.535.4150
Service Fee Additional Information Section
Amusement Building Permit $368 Annual 2.12.040
Cost Recovery
Hazardous material emergency Actual cost See Section 9.44.030 9.44.030
Fire emergency Actual cost See Section 9.48.030 9.48.030
Amended XX/XX/2022 by Ord. 2022 - XX Page 18
Distributed Antenna System Inspection Fee
$218 Includes 1 hour of plan review and 1 hour of post-construction inspection. 02.12.040
$134 Each additional hour of plan review.02.12.040
$84 Each additional hour of inspection.02.12.040
Emergency Demolition The city's cost of demolition.18.64.160
EMS CHARGES
EMS Billing $59 2.12.040
EMS Equipment Surcharge $59 2.12.040
Medical Report $18 2.12.040
Healthcare Provider CPR $59 2.12.040
Heartsaver CPR Courses $35 2.12.040
Heartsaver CPR/AED Cards & Student Manual $20 Manual Required ($3) with Card ($17)2.12.040
Heartsaver CPR/AED BLS Provider - Card & Student Manual $15 Manual Required ($13) with Card ($2)2.12.040
Exhibit and Trade Show Permits
0 - 5,000 sq. feet $247 Single event 2.12.040
5,001 - 10,000 sq. feet $299 Single event 2.12.040
10,001 - 25,000 sq. feet $400 Single event 2.12.040
25,001 - 50,000 sq. feet $495 Single event 2.12.040
50,001 - 80,000 sq. feet $584 Single event 2.12.040
80,001 - 125,000 sq. feet $679 Single event 2.12.040
125,001 - 200,000 sq. feet $774 Single event 2.12.040
Each additional 20,000 sq. feet above 200,000 $121 Single event, in addition to $610 2.12.040
Explosive Permits
Fireworks Vendor $590 Permit for stores/tents/selling fireworks 2.12.040
Fireworks $616 Public display outdoors 2.12.040
Blasting $806 Annual 2.12.040
Filming of Fire Engines $318 Per hour (includes 1 Fire Apparatus and up to 2 Fire Personnel)2.12.040
Fire System and Equipment Installation Permit $121 Fee assessed for each man hour to perform inspection
during each phase of installation 2.12.040
Fire Watch $53 Per hour 2.12.040
After Hour Firefighter Rate $71 Per hour 2.12.040
Hazardous Materials Permits
Minimal dispensing, use or storage $247
Annual / Solids: <500 lbs. Compressed gas: <200 cu. ft.
Oxygen: <504 cu. ft.
Liquids: <55 gal.
2.12.040
Backup generator systems $184 Annual 2.12.040
Storage quantities exceeding minimal storage $305 Annual 2.12.040
Dispensing or use $495 Annual, quantities exceeding minimum use or dispensing 2.12.040
Body shop/garage $247 Annual, under 5,000 sq. feet 2.12.040
Production and processing $616 Annual 2.12.040
Gas stations $216 Annual 2.12.040
Tire Storage - more than 2,500 Cubic Feet $250 Annual 2.12.040
Wrecking/Salvage Yards - Not including compressed gases, flammable and combustible liquids, hot works, spray painting.$125 Annual 2.12.040
Lumber Yards - Storage or processing of lumber exceeding 100,000 board feet.$200 Annual 2.12.040
Pallet Storage - Indoor or Outdoor (over 2,000 sq ft)$175 Annual 2.12.040
Recycling Facilities $200 Annual 2.12.040
CO2 Bulk Storage - 100 lbs. or more $125 Annual 2.12.040
Dust Production Operation - (excluding woodworking)$125 Annual 2.12.040
Tank installation, alteration, abandonment, removal or disposal:Single event
Up to 3 tanks per site $495 2.12.040
Each additional tank $121 2.12.040
High Rise Permits
7 - 12 floors $616 Annual 2.12.040
13 - 18 floors $742 Annual 2.12.040
19 - 24 floors $863 Annual 2.12.040
25 - 30 floors $990 Annual 2.12.040
31 - 36 floors $1,117 Annual 2.12.040
37 - 42 floors $1,237 Annual 2.12.040
Over 42 floors $121 Annual; in addition to $1,011, per each additional 6 floors 2.12.040
Amended XX/XX/2022 by Ord. 2022 - XX Page 19
Hospitals $616 Annual 2.12.040
Hot Works Operation Permit $184 Annual 2.12.040
National Fire Incident Report (NFIR)$18 Per request; form or property incident search report 2.12.040
Open Burning Permit $247 Annual 2.12.040
Place of Assembly Permits
0 - 5,000 sq. feet $247 Annual 2.12.040
5,001 - 10,000 sq. feet $368 Annual 2.12.040
10,001 - 25,000 sq. feet $527 Annual 2.12.040
25,001 - 50,000 sq. feet $711 Annual 2.12.040
50,001 - 80,000 sq. feet $895 Annual 2.12.040
80,001 - 125,000 sq. feet $1,117 Annual 2.12.040
125,001 - 200,000 sq. feet $1,422 Annual 2.12.040
Each additional 20,000 sq. feet above 200,000 $121 Annual; in addition to $1,183 2.12.040
Property Search $18 2.12.040
Pyrotechnic Special Effects Materials Permit
Flame effects $247 Before an audience; single event 2.12.040
Indoor Fireworks $247 Single event 2.12.040
1.4 grain fireworks $247 Single event 2.12.040
Theatrical display $247 Single event 2.12.040
Re-inspection $24 Fee assessed for each ¼ hour to perform re-inspection,
including paperwork and travel time.2.12.040
State Licensed Healthcare Facilities
0 - 3,000 sq. feet $184 Annual 2.12.040
3,001 - 6,000 sq. feet $249 Annual 2.12.040
6,001 - 10,000 sq. feet $305 Annual 2.12.040
10,001 sq. feet or greater $368 Annual 2.12.040
Temporary Membrane Structures, Tents or Canopies
Single event $184 Up to 180 days. See Also Special Events.2.12.040
Each additional structure on same site $1 See Also Special Events 2.12.040
Re-inspection of additional set up $1 1 - 2 per week. See Also Special Events 2.12.040
Non-Combustible Temporary Structures <180 days $180 up to 180 days. See Also Special Events 2.12.040
GALLIVAN CENTER
Service Fee Additional Information Section
Ice Skating - Adults $10 Includes admission and skates 15.16.120
Ice Skating - Children & Seniors $9 Includes admission and skates 15.16.120
GOLF
For questions regarding Golf Fees Contact: 801.485.7730
Service Fee Additional Information Section
Advance Tee Time Reservations
0-8 days in advance No fee 15.16.031
9 days to one year in advance $5.00 Non-refundable Per player, minimum 18 holes 15.16.031
No-Show Fee Minimum $5 fee or up to full booked rate based on circumstances Per player, charged based on course availability.15.16.031
Membership Programs Regular Junior (17 years old or younger)
Senior (60 year old and older)
LoyalTee Discount Cards $75 NA $65 Plus tax, See Section 15.16.031.A.6 15.16.031
Birdie Passports Without Cart $1,450 NA $1,100 Plus tax, See Section 15.16.031.A.7 15.16.031
Birdie Passports With Cart $2,100 NA $1,750 Plus tax, See Section 15.16.031.A.7 15.16.031
Double Eagle Passports Without Cart $2,100 NA $1,650 Plus tax, See Section 15.16.031.A.8 15.16.031
Double Eagle Passports With Cart $2,850 NA $2,400 Plus tax, See Section 15.16.031.A.8 15.16.031
Junior Annual Passport NA $625 NA Plus tax, See Section 15.16.031.A.10 15.16.031
Junior Summer Passport NA $385 NA Plus tax, See Section 15.16.031.A.9 15.16.031
Golf Gift Cards
Golf Gift Card Monthly Service $3 Applied monthly after 12 months of inactivity 15.16.031
Golf Cart Rentals 9 Holes 18 Holes 15.16.031
Amended XX/XX/2022 by Ord. 2022 - XX Page 20
Double Rider Cart $14 $28 Tax included in fee 15.16.031
Single Rider Cart $7 $14 Tax included in fee 15.16.031
Bonneville/Mountain Dell Double Rider Cart $18.00 $36.00 Tax included in fee 15.16.031
Bonneville/Mountain Dell Single Rider Cart $9.00 $18.00 Tax included in fee 15.16.031
Bonneville/Mountain Dell Twilight Cart Double Rider Cart N/A $24.00 Tax included in fee 15.16.031
Bonneville/Mountain Dell Twilight Cart Single Rider Cart N/A $12.00 Tax included in fee 15.16.031
Glendale Double Rider Cart $16.00 $32.00 Tax included in fee 15.16.031
Glendale Single Rider Cart $8.00 $16.00 Tax included in fee 15.16.031
Private Cart Trail Fee $5.00 $10.00 Tax included in fee 15.16.031
Cover rental $5.00 $10.00 Tax included in fee 15.16.031
Golf Club Rentals
Regular $7 $14 Tax included in fee 15.16.031
Premium $15 $30 Tax included in fee 15.16.031
Mountain Dell Premium $20 $35 Tax included in fee 15.16.031
USGA Grant Junior Clubs $3 $6 Tax included in fee 15.16.031
Grandfathered Senior Season Golf Passes 9 Holes 18 Holes
Base fee $400 See Section 15.16.031.A.2 15.16.031
Resident surcharge $3 $6 Tax included in fee 15.16.031
Nonresident surcharge $4 $8 Tax included in fee 15.16.031
Green Fees: As of January 1, 2022 $2.00 per 9-hole/$4.00 per 18-hole round less sales tax will be allocated to a dedicated Golf CIP fund to be used exclusively for golf course improvement projects.
Actual green fees charged for seniors, juniors, school golf teams, and group rates are subject to change and may vary from the prices listed on the Consolidated Fee Schedule
Green Fees - Tax included in listed green fees
General Public Rates
Time frame subject to change as needed by Golf Director
Courses 9 Holes 18 Holes General Public Rate Time Frame
Bonneville $21.00 $42.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Bonneville weekend before 2PM $42.00 42 Sat/Sun before 2PM 15.16.031
Forest Dale $17.00 NA All Day, Every Day 15.16.031
Glendale $18.00 $36.00 All Day, Every Day 15.16.031
Mountain Dell (Mon - Wed)$21.00 $42.00 Mon - Wed, all day 15.16.031
Mountain Dell (Thur - Sun)N/A $42.00 Thur - Sun until 4PM, 18-hole only 15.16.031
Nibley Park $16.00 NA All Day, Every Day 15.16.031
Rose Park $16.00 $32.00 15.16.031
Senior Rates - Age 60 and above See Section 15.16.031.B.
Courses 9 Holes 18 Holes Senior Rate Time Frame
Bonneville $18.00 $36.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Forest Dale $15.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $15.00 $30.00 Mon - Fri, all day & Sat/Sun after 1PM 15.16.031
Mountain Dell $18.00 $36.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Nibley Park $14.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $14.00 $28.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Regular LoyalTee Program Rates
Courses 9 Holes 18 Holes Regular LoyalTee Time Frame
Bonneville $18.00 $36.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Forest Dale $15.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $15.00 $30.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Mountain Dell $18.00 $36.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Nibley Park $13.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $13.00 $26.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Senior LoyalTee Program Rates
Courses 9 Holes 18 Holes Senior LoyalTee Time Frame
Bonneville $15.00 $30.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Forest Dale $13.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $13.00 $26.00 Mon - Fri, all day & Sat/Sun after 1PM 15.16.031
Mountain Dell $15.00 $30.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Nibley Park $11.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $12.00 $24.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Young Adult Rates - Age 18-25
Amended XX/XX/2022 by Ord. 2022 - XX Page 21
Courses 9 Holes 18 Holes Young Adult Time Frame
Bonneville $16.00 $32.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Forest Dale $14.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $14.00 $28.00 Mon - Fri, all day & Sat/Sun after 1PM 15.16.031
Mountain Dell $16.00 $32.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Nibley Park $12.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $12.00 $24.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Junior Rates - Age 6 through Age 17
Courses 9 Holes 18 Holes Junior Rates Time Frame
Bonneville $11.00 $22.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Forest Dale $10.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $10.00 $20.00 Mon - Fri, all day & Sat/Sun after 1PM 15.16.031
Mountain Dell $11.00 $22.00 Mon - Fri, all day & Sat/Sun after 2PM 15.16.031
Nibley Park $9.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $9.00 $18.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Twilight Rates
Mountain Dell NA $48.00 Time frame to be determined by course and posted in the clubhouse. Cart Included.15.16.031
Pull Cart Rental 9 Holes 18 Holes
Pull Cart $4.00 $8.00 Tax included in fee 15.16.031
Range Balls Tax included in fee
Small bucket $6.00 Per bucket 15.16.031
Large bucket $10.00 Per bucket 15.16.031
10 Bucket Range Pass $70.00 10 large buckets 15.16.031
20 Bucket Range Pass $130.00 20 large buckets 15.16.031
High School Golf Team
Courses 9 Holes 18 Holes School Golf Team Rate Time Frame
Bonneville $11.00 $22.00 Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Forest Dale $10.00 NA Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Glendale $10.00 $20.00 Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Mountain Dell $11.00 $22.00 Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Nibley park $9.00 NA Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Rose Park $9.00 $18.00 Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Large Bucket of Range Balls $7.00 Per Bucket 15.16.031
University Team Rates
Courses 9 Holes 18 Holes University Team Rate Time Frame
Bonneville $14.00 $28.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Forest Dale $13.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $11.00 $22.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Mountain Dell $14.00 $28.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Nibley Park $11.00 NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $11.00 $22.00 Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Large Bucket of Range Balls $7.00 Per Bucket 15.16.031
Tournament Fees/Group Fees
9 holes $5.00 Per person, plus green fees 15.16.031
18 holes $10.00 Per person, plus green fees 15.16.031
HOUSING AND NEIGHBORHOOD DEVELOPMENT (HAND)
For questions regarding HAND contact: 801.535.6533
Service Fee Additional Information Section
Rehabilitation Loan $381 2.61.030
First Time Home Buyer Application $27 2.61.030
First Time Home Buyer Loan $435 2.61.030
Rehabilitation Technical Assistance $381 2.61.030
Foreclosure $544 2.61.030
Late Loan Payment Fee 4%A different amount may apply if specified in the loan documents 2.61.030
Amended XX/XX/2022 by Ord. 2022 - XX Page 22
Returned Check or EFT Transfer $22 2.61.030
Mortgage Insurance 0.5% - 1.0%Depending on loan fund sourcing 2.61.030
Loan Subordination $54 2.61.030
Payoff $53 2.61.030
Appraisal Actual Charge up to $500 2.61.030
First Time Home Buyer Repurchase $136 2.61.030
Property Inspection Fee Up To $200 2.61.030
Vending Cart Application $31 Not including Mobile Ice cream vendors 5.65.030
Vending License - Mobile Ice Cream Vendors $31 5.64.670
IMPACT FEES
For questions regarding Impact fees contact: 801.535.7712
Service Fee Additional Information Section
Appeals Process $50 18.98.090
Developers Independent Calculation Deposit $150 Could be refunded or increased based upon actual total costs.18.98.160
Impact Fees Single Family Multi-Family Office Industrial Commercial/ Retail
Residential (per Unit)(Per 1,000 SF)
Fire $171 $171 $53 $25 $250 18.98.160
Park $5,173 $3,078 $0 $0 $0 18.98.090
Police $59 $59 $20 $10 $86 18.98.160
Transportation $429 $242 $498 $290 $1,955 18.98.090
Storm Water $374 Per 1/4 acre 17.81.400
PARKING AND TRAFFIC
For questions regarding Parking and Traffic contact: 801.535.6630
Service Fee Additional Information Section
Administrative Fee For Collection of Past Due Debts $55 12.56.550
Area Regular Parking Permits
One year $44 10 - 12 Months 12.64.090
9 - 11 months $33 7 - 9 Months 12.64.090
5 - 8 months $22 4 - 6 Months 12.64.090
1 - 4 Months $11 1 - 3 Months 12.64.090
Area Seasonal Parking Collection
5 - 8 months $22 4 - 6 Months 12.64.090
3 - 4 months $11 1 -3 Months 12.64.090
Barricade Permit $35 14.32.418
Electric Vehicle (EV) Level 3 Fast Charging Stations
Base Fee Per Charging Event $2 PLUS per kilowatt hour charge 12.56.600
Electricity Charge $0.23 Per kilowatt hour 12.56.600
Freight Curb Loading Zone Permit Base Business License fee Annual; plus sticker fee 12.56.330
Vehicle sticker $85 Annual 12.56.330
Vehicle sticker replacement $6 12.56.330
Vehicle sticker transfer of vehicle $6 12.56.330
House Number Certificate (public works)$12 14.08.040
Library Parking Fees
Library Daily Rates $1.50/half hour First half hour free, library patrons may7 receive up to 2 hours free, $12 daily maximum 12.56.580
Loading Zone & Restricted Parking
Loading zone & restricted parking $28/vehicle per day For provisions and exemptions see Section 12.56.325 12.56.325
Events $12/vehicle per day For provisions and exemptions see Section 12.56.325 12.56.325
Filming (movie, television series or commercial)$12/vehicle per day For provisions and exemptions see Section 12.56.325 12.56.325
Business Parking Permit $500 12.56.580
Parking Meter Rates Shall not exceed $2.25 per hour 12.56.170
Residential Transit Pass (Hive Pass)
Amended XX/XX/2022 by Ord. 2022 - XX Page 23
Annual Hive Voucher Pass $350 Only available to qualifying individuals through social service agencies 3.16.2060
Annual Hive Co-op Pass $475 3.16.2060
Monthly Hive Co-op Pass $42 3.16.2060
Street Name Change Application $306 14.08.015
Traffic School
Traffic School $65 12.8.150
Traffic School - Tier II $90 At the prosecutor's discretion 12.8.150
Traffic School - Tier III $105 At the prosecutor's discretion 12.8.150
Temporary Closure - Parking Meters $28 Per meter, per day 14.12.130
Temporary Placing of Bags on Parking Meters $28 Per day 12.56.210
During filming of a movie/television series/ commercial $12 Per day 12.56.210
For an event that continues for not less than 3 days $12 Per day/must significantly foster area business promotion and have an expected attendance exceeding 5,000 12.56.210
For use under the direction of the city in connection with a city sponsored event No charge 12.56.210
Vehicle Relocation Fee - Small $80 Light Vehicle with a GVWR of 10,000 lbs or less 12.56.540
Vehicle Relocation Fee - Mid $110 Medium Vehicle with a GVWR of 10,001 lbs to 26,000 lbs 12.56.540
Vehicle Relocation Fee - Large $140 Large Vehicle with a GVWR of 26,001 lbs or greater 12.56.540
POLICE
For questions regarding Police fees contact: 801.799.3101
Service Fee Additional Information Section
911 Emergency Service fee See Fire
Background Search and Letter Not more than $16 Age 65+ exempt/waiver available, see Section 2.10.090 2.10.080
Fingerprinting Not more than $55 Age 65+ exempt 2.10.010
ID Cards Not more than $55 Age 65+ exempt 2.10.010
Incident Reports See Additional Information Not more than the fee charged by the State of Utah for similar reports 2.64.040
Personal Criminal History Record $6 Age 65+ exempt 2.10.050
Service fee for Party, Gathering, or Event
Non-rental property $381 Each visit 11.14.020
Rental property, renter responsibility
Each visit up to 2 visits $381 For 3rd visit or more see rental property, owner responsibility 11.14.020
Rental property, owner responsibility
Third visit $127 11.14.020
Each additional visit in any 365 day period $381 11.14.020
Theft Reports Not more than $55 Age 65+ exempt 2.10.010
User's Security and Privacy Non-disclosure Agreement Not more than $55 Age 65+ exempt 2.10.050
Vehicle Booting Fee
Vehicle booting fee $75 12.96.025
Late removal of boot fee $30 Per day after first 24 hours 12.96.025
Boot damage or replacement fee City's actual costs incurred Determined by the total cost(s) required by the City for replacement or repair of the immobilization device 12.96.025
Registration Fee $37 12.96.025
Sex Offender Registration Fee $25
Special Events
Police Coverage during special event $65 Per hour estimated on duration of event. Invoice to be trued up at the end of the event.3.50.080
Police Special Equipment Fee (Car Charge)$7 Per every 4 hours, plus fuel surcharge 3.50.080
Vehicle Relocation Fee $79 12.56.540
Towing Operational Costs: MUST COMPLY WITH STATE REGULATION R909-19
Size of tow Base Tow Rate Varies based on size of vehicle 12.96.025
Light Duty $168 There will be an additional $36.25 added for each additional 15 minutes. Any vehicle with GVWR of 10,000 lbs or less 12.96.025
Medium Duty $280 There will be an additional $60.00 added for each additional 15 minutes. Vehicles with a GVWR of 10,001 to 26,000 lbs 12.96.025
Heavy Duty $347 There will be an additional $75.00 added for each additional 15 minutes. Vehicles with a GVWR of 26,001 lbs or greater 12.96.025
Amended XX/XX/2022 by Ord. 2022 - XX Page 24
Vehicle Storage Fee: MUST COMPLY WITH STATE REGULATION R909-19
Size of tow (Non-Consent Police Generated Tow)Varies based on size and location stored 12.96.025
Light Duty - Stored Inside $45 Per Day (Except vehicles held in evidence)12.96.025
Light Duty - Stored Outside $40 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Inside $165 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Outside $115 Per Day (Except vehicles held in evidence)12.96.025
Administration Fee $35 Maximum Per Vehicle (Notification for reporting non-consent tows)12.96.025
Vehicle Storage Fee: MUST COMPLY WITH STATE REGULATION R909-19
Size of tow (Non-Consent Non-Police Generated Tow)Varies based on size and location stored 12.96.025
Light Duty - Stored Inside $45 Per Day (Except vehicles held in evidence)12.96.025
Light Duty - Stored Outside $40 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Inside $165 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Outside $115 Per Day (Except vehicles held in evidence)12.96.025
Administration Fee $35 Maximum Per Vehicle (Notification for reporting non-consent tows)12.96.025
Fuel Surcharge: MUST COMPLY WITH STATE REGULATION R909-19-15
Fuel Surcharge Based on Fuel Price Varies based on the daily Rocky Mountain Average as determined by the Department of Energy (http://www.fwccinc.com/doefuel.html). When the price of fuel reaches $3.25 per gallon, a tow truck motor carrier may charge a surcharge equal to 5% of the base tow rate. An additional 5% shall be allowed for each $0.25 per gallon increase. Conversely, as the price of fuel drops, the fuel surcharge shall decrease by the same rate
See Utah Regulation R909-19-15
Fuel Price $3.50 $4.00 $4.50 $5.00
Size of Tow
Light Duty $14.50 $29.00 $43.50 $58.00
Medium Duty $24.00 $48.00 $72.00 $96.00
Heavy Duty $30.00 $60.00 $90.00 $120.00
Property Removal Fee $89 Per each 30 minute time period
Body Cam Redaction and Video Production $40 Per Hour; Billable in quarter hour increments. No charge for the first quarter hour of staff time.2.64.040
Body Cam DVD $28 2.64.040
GRAMA Request $20 Per Hour; billable in quarter hour increments. Charges begin after first 15 minutes of research or record compilation.
PARKS AND PUBLIC LANDS
For questions regarding Parks and Public Lands contact: 801.535.7800
Service Fee Additional Information Section
Community Programs and Classes
After School Programs Formula based See Section 15.16.090 15.16.090
Community Art/Enrichment
Youth not more than $31
Adult not more than $47
Community Stewardship & Education
Youth not more than $31
Adult not more than $47
Outdoor Recreation
Youth not more than $31
Adult not more than $47
Equipment Rental $16 plus sales tax Each with pavilion reservation; limit 2 per reservations 15.16.020
Amended XX/XX/2022 by Ord. 2022 - XX Page 25
Recreation kit rental - late fee $6 Late fee day, per day 15.16.020
Recreation kit rental - replacement fee $294 plus sales tax Total cost of the entire recreation kit if it needs to be replaced 15.16.020
Recreation Bag $54 Replacement cost of bag only 15.16.020
Volleyball Net $43 Replacement cost of volleyball net only 15.16.020
Volleyball $22 Replacement cost of volleyball only 15.16.020
Baseball bat (2)$33 each Replacement cost per baseball bat only 15.16.020
Softball (2)$11 each Replacement cost per softball only 15.16.020
Football $22 Replacement cost of football only 15.16.020
Soccer Ball $22 Replacement cost of soccer ball only 15.16.020
Horseshoe Set $43 Replacement cost of horseshoe set only 15.16.020
Kayak - single $26 for reservation window 15.16.020
Kayak - tandem $42 for reservation window 15.16.020
Park Facility Reservations
Athletic Facility Reservations
Recreational (Non-organized or affiliate group), one-time use Tier B field $21 Per hour/two hour minimum 15.16.010
Recreational (Non-organized or affiliate group), one-time use Tier C field $16 Per hour/two hour minimum 15.16.010
Organized League Use per Hour per Field Tier B Field Tier C Field
Youth & Adult $16 $13 15.16.010
Recreational tournaments with season reservations $113 Per Day
Recreational tournaments without season reservations $225 Per Day 3.50.080
Any cleaning required after field usage $44 Per staff hour 15.16.010
Outdoor Volleyball Court Fees and Liberty Park
Recreational One Time Use Fees $11 Per Hour 15.16.010
Youth Volleyball League $5 Per Hour Per Court (1/2 of one time use field rate)15.16.010
Adult Volleyball League $7 Per Hour Per Court (1/2 of one time use field rate)15.16.010
Pavilion Reservations Resident Non-resident
Pavilions (does not include Liberty Park Rice Pavilion and Washington Park/Mountain Dell)$51 $61 Full day 15.16.020
Washington Park/Mountain Dell Pavilions (AM)$95 $127 Half day (8am - 2pm)15.16.020
Washington Park/Mountain Dell Pavilions (PM)$95 $127 Half day (3pm - 10pm)15.16.020
Liberty Park - Rice Pavilion (AM)$51 $63 Half day (8am - 2pm)15.16.020
Liberty Park - Rice Pavilion (PM)$51 $63 Half day (3pm - 10pm)15.16.020
Cottonwood Park - Pavilion $33 $43 Full day 15.16.020
Wedding Ceremony Permit Fees $190 $190 Additional $42 per hour for any cleaning required after pavilion use 15.16.020
Wedding Ceremony Permit Fees - International Peace Gardens $190 $190 Per 2 hour block + additional $42 per hour for any cleaning required after pavilion use 15.16.020
Premier Fields Athletic Center (RAC):
Fields are available for games only Weekdays, Per Hour Weekends, Per Hour Full Day Lights Per Hour
Youth Resident Field Rental $51 $60 $17 15.16.010
Adult Resident Field Rental $71 $82 $17 15.16.010
Youth Non-Resident Field Rental $71 $82 $17 15.16.010
Adult Non-Resident Field Rental $82 $92 $17 15.16.010
Resident Stadium Field Rental $153 $168 $16 15.16.010
Non-Resident Stadium Field Rental $168 $185 $16 15.16.010
Tournament Field Rental*$761 $44 15.16.010
Full Complex Rental $218 15.16.010
* Does not include additional tournament fees
Amended XX/XX/2022 by Ord. 2022 - XX Page 26
Seasonal Youth League Food and Beverage Service Permits
Concession Stands
Concession - with electricity and/or plumbing $63 Per month 15.16.110
Concession - temporary without electricity and/or plumbing $32 Per month 15.16.110
Tennis Courts
Dee Glenn Smith and Liberty Park
Hours:
Monday - Friday
7:00am to close
Saturday, Sunday & holidays
8:00am to close
Indoor (bubble)
Court $28 Per court, per hour 15.16.060
Prepaid court $26 Per court, per hour 15.16.060
Tournament $18 Per court, per hour 15.16.060
Tournament Cleaning Deposit $250 Per Tournament 15.16.060
Outdoor (summer)
Court (12 or Less Courts Used)$8 Per court, per hour 15.16.060
Court (13 or More Courts Used $11 Per court, per hour 15.16.060
Reservation Fee $2 Per court, per reservation 15.16.060
Tournament $4 Per court, per day reservation fee
Tournament Cleaning Deposit $250 Per Tournament 15.16.060
All Other Courts No charge 15.16.060
Facility Reservation Cleanup and Repair Fees
Supervisor $31 Per Hour 3.50.080
Sr. Groundskeeper $22 Per Hour 3.50.080
Groundskeeper $16 Per Hour 3.50.080
Seasonal Employee $14 Per Hour 3.50.080
Plumber $29 Per Hour 3.50.080
Irrigation Tech $25 Per Hour 3.50.080
Irrigation Seasonal $18 Per Hour 3.50.080
Electrical Usage $0.09 Per Kilowatt Hour - $15.29 Minimum 3.50.080
Restroom Cleaning $34 Per Cleaning 3.50.080
Damage to City Property Varies based on damage Based on city's cost 3.50.080
Damage to Landscape
Sod Replacement $0.31 Per Square Foot 3.50.080
Peat Moss $16 Per Bale (cost is $15.88)3.50.080
Lawn Seed $113 Per Bag 3.50.080
Top Soil $36 Per Yard 3.50.080
Fertilizer $36 Per Bag 3.50.080
Tree Replacement Varies per size of tree Based on city's cost to replace damaged tree 3.50.080
Wetting Agent $116 Per 40 lb bag 3.50.080
Wetting Agent + Organic 3-1-0 $49 Per 50 lb bag 3.50.080
Paver Replacement
Paver Cleaning $300 per 1/2 day; $600 per day Based on city's cost 3.50.080
Equipment Damage and Parts Varies based on damage Based on city's cost 3.50.080
Irrigation Damage and Parts Varies based on damage Based on city's cost 3.50.080
Fuel Costs $3 3.50.080
Use of Equipment
1 Ton Dump Truck $30 Per Hour 3.50.080
Aerator (Walk Behind)$9 Per Hour 3.50.080
Aerator, Tractor Mounted (including Tractor)$17 Per Hour 3.50.080
ATLV $16 Per Hour 3.50.080
Backhoe $48 Per Hour 3.50.080
Blower, Backpack (Stihl)$2 Per Hour 3.50.080
Blower (Walk Behind)$7 Per Hour 3.50.080
Edger, Grass (Power Trim)$7 Per Hour 3.50.080
Leafbed/10 Wheeler $67 Per Hour 3.50.080
Loader $68 Per Hour 3.50.080
Mixer $13 Per Hour 3.50.080
Mower, Bagger (Snapper)$7 Per Hour 3.50.080
Amended XX/XX/2022 by Ord. 2022 - XX Page 27
Mower, Riding (Toro/Kubota)$17 Per Hour 3.50.080
Mower, Side Discharge (Eastman)$6 Per Hour 3.50.080
Mower, Wide Area (Jacobsen 9016)$36 Per Hour 3.50.080
Pickup Truck $15 Per Hour 3.50.080
Plow, Jeep Mounted (Including Jeep)$12 Per Hour 3.50.080
Plow, Truck (Including Truck)$24 Per Hour 3.50.080
Pressure Washer $8 Per Hour 3.50.080
Pressure Washer with Heat $21 Per Hour 3.50.080
Snowthrower (Toro)$3 Per Hour 3.50.080
Sprayer, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Spreader, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Sweeper, Tractor Mounted (Including $30 Per Hour 3.50.080
Track hoe $18 Per Hour 3.50.080
Tractor and Seeder $18 Per Hour 3.50.080
Trimmer, Hedger (Stihl)$5 Per Hour 3.50.080
Trimmer, Line (Maruyama, Echo)$15 Per Hour 3.50.080
Utility Truck (Cushman)$14 Per Hour 3.50.080
Utility Truck (Kawasaki Mule)$14 Per Hour 3.50.080
Van, Mower ( Including Trailer)$20 Per Hour 3.50.080
Special Event Permit $127 Commercially related (community events)3.50.080
Special Event Filming Permit $127 21A.42.070
Special Event Demonstrations (Free Expression)$6 21A.42.070
Urban Forestry
Public Tree Work Permit $16 per tree or$159 per year Permit processing fee, to account for staff time to issue permit and update inventory.3.50.080
Tree Removal Mitigation The Contracted Rate This is the average cost (per inch) to purchase and plant a new tree. This fee is charged when code protected trees are removed or damaged.3.50.080
RECORDS AND ELECTIONS
For questions regarding Records and Election fees contact: 801.535.7671
Service Fee Additional Information Section
Candidate Filing Fees Mayor Council
File $400 $96 Or petition/ see Section 2.68.010 2.68.010
With Nomination $393 $96 Or additional petition signatures/see Section 2.68.010 2.68.010
Write - in $393 $96 2.68.020
Copies of Records
Employee time Not more $20 Per hour minus the first 15 minutes compiling records as listed
in Section 2.64.130A 2.64.040
Paper photocopies Not more than $0.10 Per copy 2.64.040
Size C blueprint Not more than $1 Per copy 2.64.040
Produced a microfilm printer (silver paper)Not more than $2 Per copy 2.64.040
From microfilm (plain paper)Not more than $0.10 Per copy 2.64.040
From a photograph Not more than $5 Per copy 2.64.040
Tapes or discs Cost of media, plus
$11/hour for employee time See Section 2.64.130 2.64.040
Incident Reports See Additional Information Not more than the fee charged by the State of Utah for similar
reports 2.64.040
Mylar or Vellum Prints
24" x 36"Not more than $6 2.64.040
Larger than 24" x 36"Not more than $2 per square
foot 2.64.040
GRAMA Request $20 Per Hour; billable in quarter hour increments. Charges begin after first 15 minutes of research or record compilation.
Declaration of Mutual Commitment $31 10 3 050
Termination of Declaration of Mutual Commitment No charge 10.03.030
REFUSE
For questions regarding Waste Collection Service fees contact: 801.535.6999
Service Fee Additional Information Section
Amended XX/XX/2022 by Ord. 2022 - XX Page 28
Green Waste and Recycling Green
Waste Recycling
Residences receiving City garbage service No additional
charge
No additional
charge
Charge is included in the fee for garbage, recycling and
green waste 9.08.030
Eligible recycling customers & green waste
customers $9.05 $9.05
Per month, per container/eligible recycling customers and green waste customers are non-garbage customers who meet City's service criteria regarding access to curb and location within service route; minimum subscription 12 months.
9.08.030
Glass recycling for residences $8.5 Per month 9.08.030
Garbage
40 gallon container $17.80 Per month, per container 9.08.030
60 gallon container $22.75 Per month, per container 9.08.030
90 gallon container $27.00 Per month, per container 9.08.030
Replacement or Removal of Containers
When damage is caused by property owner Actual city cost to purchase container plus
$11 9.08.140
When stolen and theft reported to police No charge 9.08.140
When stolen and theft not reported to police Actual city cost for purchase of container 9.08.140
With one of a different size No charge 9.08.140
Removal of containers for residences and for eligible recycling customers $11 Per container 9.08.030
Green Waste Trailer Service Delivery & Removal $225 Per container 9.08.030
Green Waste Trailer Material Contamination Fee $15 Per container 9.08.030
Authorized Waste Hauler Permit Fee $315 Annual 9.08.200
WASTE & RECYCLING - SPECIAL EVENTS
Can Delivery, Removal & 1st Dump <100 cans $22 Each Can/Per Event 3.50.080
Can Delivery, Removal & 1st Dump >100 cans $19 Each Can/Per Event 3.50.080
Recycling Can Contamination $22 Each Can/Per Event 3.50.080
Additional Can Dump Service $4 Each Can/Dump 3.50.080
Can Replacement Cost $50 Each Can/Contract Cost 3.50.080
Landfill Tipping Fee $33 Per Ton 3.50.080
Landfill Tipping Fee (Hazardous Material)$100 Per Ton 3.50.080
Temporary Meter Charge Deposit $1,061 Per Event 3.50.080
Waste & Recycling - Special Events, Use of Equipment
Flat Bed Truck $24 Per Hour 3.50.080
Leafbed/10 Wheeler $60 Per Hour 3.50.080
Loader $93 Per Hour 3.50.080
Refuse Packer $186 Per Hour 3.50.080
Trailer $3 Per Hour 3.50.080
Waste & Recycling - Special Events, Staff Costs
Full-Time Employee $35 Per Hour 3.50.080
Supervisor $50 Per Hour 3.50.080
Seasonal Employee $16 Per Hour 3.50.080
Additional information on termination or suspension see Section 9.08.030F
Low Income Abatement: Customers who are granted abatement for taxes
on their dwelling shall be granted a 50% abatement of the minimum monthly charge per Section 9.08.030.
SANITARY SEWER UTILITIES
For questions regarding Sanitary Sewer Charges contact: 801-483.6727
Customer Classifications
Amended XX/XX/2022 by Ord. 2022 - XX Page 29
Customer Class BOD(mg/l)TSS(mg/l)Additional Information
1 <300 <300
More than one class may apply to a customer at the same time. Customer classifications is set based on the estimated BOD and TSS discharge rate.
2 300 - 600 300 - 600
3 601 - 900 601 - 900
4 901 - 1,200 901 - 1,200
5 1,201 - 1,500 1,201 - 1,500
See Section 17.72.030.C61,501 - 1,800 1,501 - 1,800
7 >1,800 >1,800
Sewer Charges
Customer Class*Flow Rate BOD TSS Total Additional Information Section
1 $3.67 $1.29 $0.94 $5.90 Monthly service charge for customers in classes 1 to 6 equal to the greater of:
1. Cumulative flow rate, BOD rate and TSS rate set forth in the following chart per 100 cubic feet of metered water usage during winter months, or
2. Minimum charge of $11.80.
All Residents will always be classified as a Class 1 category and the total sewer rate will be $5.90 per unit. Commercial customers with waste strengths higher than Class 1 may have BOD and TSS rates that are in different classes, thus their totals will not match class totals to the left. Example AAA Inc has a BOD in Class 4 and TSS in Class 2, thus the total rate is $3.67+$4.96+$1.89= $10.52.
2 $3.67 $2.10 $1.89 $7.66
3 $3.67 $3.46 $3.22 $10.35
4 $3.67 $4.96 $4.38 $13.01
5 $3.67 $6.21 $5.70 $15.58 17.72.030
6 $3.67 $7.66 $6.90 $18.23
7
Monthly Service charge for each customer in class 7 and all other
separately monitored classes based on actual discharge strength
Flow component charged at $3.67 per 100 cubic feet of metered
water used during a billing period
Charge for COD, BOD, and TSS billed on actual pounds of
discharge
Category Cost per Pound of Discharge ($/Pound)
COD $0.4177
BOD $0.8352
TSS $0.4970
New sewer accounts - Applicable until data required by Section 17.72.030.C.1.a is received
Single $47.20 per month Based on average residential AWC of 8 ccf.17.72.030
Duplex $47.20 per month/per dwelling unit Based on average residential AWC of 8 ccf.17.72.030
Triplex $47.20 per month/per dwelling unit Based on average residential AWC of 8 ccf.17.72.030
Multiple dwelling
$47.20 per month for 4 dwelling units or $5.90 per 100 cubic feet of water, which ever is highest, until Certificate of Occupancy has been requested or Occupancy has occurred, at which point they will be charged $47.20 per dwelling unit
Based on average AWC of 8 ccf.17.72.030
All other users
Monthly service charge based on assigned Customer Class times the Flow Rate, BOD, and TSS per 100 cubic feet of water.
Customer Class Flow Rate Per 100 Cubic Feet BOD TSS
1 $3.67 $1.29 $0.94
2 $3.67 $2.10 $1.89
3 $3.67 $3.46 $3.22
4 $3.67 $4.96 $4.38
5 $3.67 $6.21 $5.70
6 $3.67 $7.66 $6.90
Customer class 7
Monthly service charge for each customer in class 7 and all other separately monitored classed based on actual discharge strength
See Section 17.72.030 E.1.a 17.72.030
Service charge adjustment As needed to ensure equitable service charges, determined by director 17.72.030
Low Income Abatement: Customers who are granted abatement for taxes
on their dwelling shall be granted a four dollar *$4.00) abatement of the monthly charge.
SANITARY SEWER CONNECTION FEES
For questions regarding Sanitary Sewer Connection Fees contact: 801.483.6727
Service/Size Fee Additional Information Section
Connection fees on new development property:
Amended XX/XX/2022 by Ord. 2022 - XX Page 30
Residential single dwelling $545 per connection or unit Includes condominiums and twin homes single dwellings 17.72.030
Multi-family dwellings
Duplex $818 17.72.030
Triplex $1,226 17.72.030
Townhouse/Apartment, per unit $409 per unit 17.72.030
Commercial/Industrial
Without kitchen or restaurant $273 per dwelling unit 17.72.030
With a kitchen or restaurant $363 per dwelling unit 17.72.030
With a kitchen and a restaurant $363 per dwelling unit 17.72.030
General commercial and industrial $27 per each equivalent fixture unit Base on Utah plumbing code 17.72.030
Trailer Park $545 per equivalent fixture unit Three trailer spaces shall equal one residential single dwelling unit 17.72.030
Recreation park $545 per equivalent fixture unit Six trailer spaces shall equal one residential single dwelling 17.72.030
Special industrial and commercial uses $27 per equivalent fixture unit, as specified in uniform plumbing code Including car washes, Laundromats,, etc.17.72.030
Sewer connection fees on property with prior development:
Residential building See Section 17.72.030 17.72.030
Commercial building See Section 17.72.030 Hotel, motel, industrial building, etc.17.72.030
Temporary sewer connections $500 Not to exceed 24 months 17.72.030
Unauthorized manhole or utility access
First incident $500 17.36.220
Subsequent Incidents Previous charge + $500 17.36.220
SANITARY SEWER PERMITS
For questions regarding Sanitary Sewer Permits contact: 801.483.6727
Service Fee Additional Information
Sewer Permit Fees Section
Sewer and miscellaneous inspection $165 17.72.030
Grease trap survey and inspection $165 17.72.030
Sewer repair inspection $72 17.72.030
Trial sewer survey $100 17.72.030
Sewer survey $130 17.72.030
Resurvey charge $100 Each Occasion 17.72.030
Installation of sewer manhole connection, special wyes and tees up to 8-inches $219 17.72.030
Installation of sewer manhole connection, special wyes and tees greater than 8-inches $319 17.72.030
Video inspection $55 17.72.030
Sewer Construction, Connection and Repair Permits
Additional surveys or inspections Fee Fee to cover the cost of the work 17.44.030
Application for repairs and replacements fee Fee to cover the cost of the work 17.44.040
Trial sewer survey fee Fee to cover the cost of the work 17.44.030
Re-inspection additional fee Fee to cover the cost of the work See Section 17.44.110 17.44.040
Survey stakes resetting fee Fee to cover the cost of the work 17.44.030
Opening sewer when junction pipe not available Fee to cover the cost of the work 17.44.040
Replacing damaged junction pipe Fee to cover the cost of the work 17.44.030
SANITARY SEWER PRETREATMENT PROGRAM
For questions regarding Sanitary Sewer Pretreatment Program contact: 801.799.4002
Service Fee Additional Information Section
Pretreatment Program services
Permit application Determined by Publicly Owned treatment Works (POTW)For Provisions see Section 17.52.030 17.52.040
Metering of sewage flows Based upon actual sewer meter readings 17.72.030
Sample and analysis fees Fee to cover all cost associated with labor and testing 17.64.040
New Industrial Wastewater Discharge Permit $100 17.64.040
Industrial Wastewater Discharge Permit Renewal $50 17.64.040
Pretreatment Sampling Fees
Manual sampling $80 17.64.040
Automatic sampler composite $50 17.64.040
Grab sample $20 17.64.040
Grease Interceptor Inspection Fee
Amended XX/XX/2022 by Ord. 2022 - XX Page 31
1st trip Free 17.64.040
Additional follow up inspection $75 17.64.040
3rd trip $150 17.64.040
Noncompliance Violation Fee
Notice of Violation for Non-compliance $100 Noncompliance violation fee covers fixed cost of notice of violation. Fines for violations may also apply.
17.64.040
Significant Non-compliance Violation $350 17.64.040
Amended XX/XX/2022 by Ord. 2022 - XX Page 32
SPECIAL EVENTS
For questions regarding Special Events contact: TBD
Service Fee Additional Information Section
COMMUNITY DEVELOPMENT - SPECIAL EVENTS
Alcohol Concessions Agreement $295 Per Applications 3.50.080
Staffing Charge $30 Per hour over 6 hours 3.50.080
Janitorial Rate See Notes Fee is equal to fee charged by facilities for janitorial services 3.50.080
FIRE - TEMPORARY MEMBRANE STRUCTURES, TENTS OR CANOPIES - SPECIAL EVENTS
Single event - Initial Inspection $184 Up to 180 days. See Also Fire Code under 2.12.040 3.50.080
Each additional structure on same site $1 See Also Fire Code 2.12.040 3.50.080
Re-inspection of additional setup $1 Using the same plan that was previously inspected. See Also Fire Code under 2.12.040 3.50.080
PUBLIC LANDS - SPECIAL EVENTS
Site: Set Up/Takedown $73 Per Day 3.50.080
Event Fee $72 Per day, 0-299 participants with minimal set up 3.50.080
Event Fee $146 Per day, 300 + participants 3.50.080
Special Event Permit $121 Commercially related (community events)3.50.080
Special Event Filming Permit $121 21A.42.070
Special Event Demonstrations (Free Expression)$6 21A.42.070
Facility Reservation Cleanup and Repair Fees
Supervisor $31 Per Hour 3.50.080
Sr. Groundskeeper $22 Per Hour 3.50.080
Groundskeeper $16 Per Hour 3.50.080
Seasonal Employee $14 Per Hour 3.50.080
Plumber $29 Per Hour 3.50.080
Irrigation Tech $25 Per Hour 3.50.080
Irrigation Seasonal $18 Per Hour 3.50.080
Electrical Usage $0.09 Per Kilowatt Hour - $15.29 Minimum 3.50.080
Restroom Cleaning $34 Per Cleaning 3.50.080
Damage to City Property Varies based on damage Based on city's cost 3.50.080
Damage to Landscape
Sod Replacement $0.31 Per Square Foot 3.50.080
Peat Moss $16 Per Bale (cost is $15.88)3.50.080
Lawn Seed $113 Per Bag 3.50.080
Top Soil $36 Per Yard 3.50.080
Fertilizer $36 Per Bag 3.50.080
Tree Replacement Varies per size of tree Based on city's cost to replace damaged tree 3.50.080
Wetting Agent $116 Per 40 lb bag 3.50.080
Wetting Agent + Organic 3-1-0 $49 Per 50 lb bag 3.50.080
Paver Replacement
Paver Cleaning $300 per 1/2 day; $600 per day Based on city's cost 3.50.080
Equipment Damage and Parts Varies based on damage Based on city's cost 3.50.080
Irrigation Damage and Parts Varies based on damage Based on city's cost 3.50.080
Fuel Costs $3 3.50.080
Use of Equipment
1 Ton Dump Truck $30 Per Hour 3.50.080
Aerator (Walk Behind)$9 Per Hour 3.50.080
Aerator, Tractor Mounted (including Tractor)$17 Per Hour 3.50.080
ATLV $16 Per Hour 3.50.080
Backhoe $48 Per Hour 3.50.080
Blower, Backpack (Stihl)$2 Per Hour 3.50.080
Blower (Walk Behind)$7 Per Hour 3.50.080
Edger, Grass (Power Trim)$7 Per Hour 3.50.080
Leafbed/10 Wheeler $67 Per Hour 3.50.080
Loader $68 Per Hour 3.50.080
Mixer $13 Per Hour 3.50.080
Mower, Bagger (Snapper)$7 Per Hour 3.50.080
Mower, Riding (Toro/Kubota)$17 Per Hour 3.50.080
Mower, Side Discharge (Eastman)$6 Per Hour 3.50.080
Mower, Wide Area (Jacobsen 9016)$36 Per Hour 3.50.080
Pickup Truck $15 Per Hour 3.50.080
Amended XX/XX/2022 by Ord. 2022 - XX Page 33
Plow, Jeep Mounted (Including Jeep)$12 Per Hour 3.50.080
Plow, Truck (Including Truck)$24 Per Hour 3.50.080
Pressure Washer $8 Per Hour 3.50.080
Pressure Washer with Heat $21 Per Hour 3.50.080
Snowthrower (Toro)$3 Per Hour 3.50.080
Sprayer, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Spreader, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Sweeper, Tractor Mounted (Including $30 Per Hour 3.50.080
Track hoe $18 Per Hour 3.50.080
Tractor and Seeder $18 Per Hour 3.50.080
Trimmer, Hedger (Stihl)$5 Per Hour 3.50.080
Trimmer, Line (Maruyama, Echo)$15 Per Hour 3.50.080
Utility Truck (Cushman)$14 Per Hour 3.50.080
Utility Truck (Kawasaki Mule)$14 Per Hour 3.50.080
Van, Mower ( Including Trailer)$20 Per Hour 3.50.080
PARKING AND TRAFFIC - SPECIAL EVENTS
Temporary Placing of Bags on Parking
Meters $28 Per day 12.56.210
During filming of a movie/television series/
commercial $12 Per day 12.56.210
For an event that continues for not less than
3 days $12 Per day/must significantly foster area business promotion
and have an expected attendance exceeding 5,000 12.56.210
For use under the direction of the city in
connection with a city sponsored event No Charge 12.56.210
POLICE - SPECIAL EVENTS
Police Coverage for Special Events $65 Per Hour, Per Officer 3.50.080
Police Secondary Employment Car Charge $7 Per Every 4 Hours, plus fuel surcharge 3.50.080
Vehicle Relocation Fee - Small $80 Light Vehicle with a GVWR of 10,000 lbs or less 12.56.540
Vehicle Relocation Fee - Mid $110 Medium Vehicle with a GVWR of 10,001 lbs to 26,000 lbs 12.56.540
Vehicle Relocation Fee - Large $140 Large Vehicle with a GVWR of 26,001 lbs or greater 12.56.540
WASTE & RECYCLING - SPECIAL EVENTS
Can Delivery, Removal & 1st Dump <100 cans $22 Each Can/Per Event 3.50.080
Can Delivery, Removal & 1st Dump >100 cans $19 Each Can/Per Event 3.50.080
Recycling Can Contamination $22 Each Can/Per Event 3.50.080
Additional Can Dump Service $4 Each Can/Dump 3.50.080
Can Replacement Cost $50 Each Can/Contract Cost 3.50.080
Landfill Tipping Fee $31 Per Ton 3.50.080
Landfill Tipping Fee (Hazardous Material)$100 Per Ton 3.50.080
Temporary Meter Charge Deposit $1,061 Per Event 3.50.080
Waste & Recycling - Special Events, Use of Equipment
Flat Bed Truck $24 Per Hour 3.50.080
Leafbed/10 Wheeler $60 Per Hour 3.50.080
Loader $93 Per Hour 3.50.080
Refuse Packer $186 Per Hour 3.50.080
Trailer $3 Per Hour 3.50.080
Waste & Recycling - Special Events, Staff Costs
Full-Time Employee $30 Per Hour 3.50.080
Supervisor $45 Per Hour 3.50.080
Seasonal Employee $16 Per Hour 3.50.080
Special Event Permits Per Day in Protected Watershed Areas (Races, walks, filming, etc)
# of Participants Fee Deposit Additional Information
0 to 20 $0 $0
One toilet required per 40 participants at start.
Running races over 5 miles require toilets at
intermittent mile markers and aid stations (e.g.
miles 1,3,5…)
17.08.030
20 to 50 $25 $50
50 to 100 $50 $100
100 to 200 $100 $200
200 to 400 $200 $500
400 to 600 $500 $1,000
600 to 1,000 $1,000 $2,000
*Over 1,000 *Contacted watershed manager
Filming Fees (per day)$200 minimum to $1,000 minimum
Amended XX/XX/2022 by Ord. 2022 - XX Page 34
STORM WATER
For questions regarding Storm Water contact: 801.483.6727
Service Fee Additional Information Section
Drainage connection fee $374 Per 1/4 acre, rounded up 17.81.400
Storm Drainage Lateral Survey $130 Connection from connection point to first box or back of curb 17.16.050
Storm Drainage Resurvey $70 17.16.050
Storm Drainage Connection Inspection $165 Includes connection inspection and c/o inspection 17.16.050
Storm Drain Lateral Connection Permit $125 Lateral connection to pipe or curb/gutter 17.16.050
Storm Water Fees
Single family residential and duplex parcels, less
than 0.25 acres $6.88 Per month 17.81.200
Single family residential and duplex parcels, more
than 0.25 acres $9.61 Per month 17.81.200
Triplex and fourplex residential $13.75 Per month 17.81.200
All other developed parcels $6.88 per ERU Per month, see Section 17.81.200 for formula 17.81.200
Undeveloped parcels No assessment levied 17.81.200
Parcel mitigation credit Formula based See Section 17.81.200 17.81.200
Low income abatement 50% reduction to service
charge See Section 17.81.200 17.81.200
Non-service abatement Formula based See Section 17.81.200 17.81.200
Storm water inspection fee/SWPPP $110 Initial Construction/SWPPP fee 17.16.050
Discharge into City Storm Water Sewer System Not to exceed $125 Construction/Dewatering Discharge 17.84.400
Discharge into City Storm water Sewer System
Registration Fee $20 Construction/Dewatering Discharge 17.84.400
Discharge into City Storm Water Re-inspection Fee Not to exceed $30 Construction/Dewatering Discharge 17.16.050
STREET LIGHTING
For questions regarding Street Lighting fees contact: 801.498.6700
Service Fee Additional Information Section
Base Level Lighting Services City-Wide $3.73 Per ERU Per month. No bills shall be less one ERU.17.95.300
Enhanced Lighting Fees
Group 1 Decorative Lights - High Efficiency $5.67 per ERU Per month - residential 17.95.300
Group 2 Decorative Lights $15.94 per ERU Per month - residential 17.95.300
Group 3 Decorative Multi- Head Lights $43.82 per ERU Per month - commercial 17.95.300
Note: 1 ERU = 1 residential property or 75 feet of street frontage for non-residential properties.
1 - Group 1 rates apply to the existing, predominantly residential properties with a number of enhanced decorative lights; lights have generally received energy
efficiency upgrades and large capital expenditures are not expected within the year.
2 - Group 2 rates apply to the existing, predominantly residential properties with a number of enhanced decorative lights; many lights require energy efficiency
upgrades and large capital expenditures are scheduled within the year.
3 - Group 3 rates apply to the existing properties in the predominantly commercial area with a number of enhanced decorative lights; many lights require energy
efficiency upgrades and large capital expenditures are scheduled within the year.
WATER
For questions regarding Water fees contact: 801.483.6900
Service Fee
Minimum Charge Rate Table
Size of connection Charge Daily Amount Monthly Amount
City County City County
3/4 inch Minimum charge 0.3788 0.5115 $11.53 $15.57 17.16.670
1 inch Minimum charge 0.4958 0.6692 $15.09 $20.37 17.16.670
1 1/2 inch Minimum charge 0.7875 1.0632 $23.97 $32.36 17.16.670
2 inch Minimum charge 1.1381 1.5363 $34.64 $46.76 17.16.670
3 inch Minimum charge 2.0715 2.7966 $63.05 $85.12 17.16.670
4 inch Minimum charge 3.1215 4.2139 $95.01 $128.26 17.16.670
6 inch Minimum charge 6.0406 8.1547 $183.86 $248.21 17.16.670
8 inch Minimum charge 9.5422 12.8818 $290.44 $392.09 17.16.670
10 inch Minimum charge 24.7182 33.3697 $752.36 $1,015.69 17.16.670
>10 inches Minimum charge Based proportionately on meter capacity, as determined by
Public Utilities Director.
Amended XX/XX/2022 by Ord. 2022 - XX Page 35
Fire Hydrant $8.9124 $12.0315 $271.27 $366.21 17.16.590
Low Income Abatement: Customer who are granted abatement for taxes
on their dwelling shall be granted a four dollar fifty cent ($4.50) abatement of the minimum monthly charge.
Water Meter Rates 17.16.680
All rates charged are per each 100 cubic feet of water.
**Summer months are April through October
Account Type Amount Used Rate (Summer)Flat Rate (Winter)
City County City County
Single family residence
Block 1:
1-10 hundred
cubic feet
$1.70 $2.30
$1.70 $2.30
Block 2:
11-30 hundred
cubic feet (except as
increased to 47.94
Cubic feet for Urban
Vegetable Gardens)
$2.32 $3.14
Block 3:
31-60 hundred
cubic feet
$3.22 $4.35
Block 4:
>61 hundred
cubic feet
$3.44 $4.65
Duplex residence / or Single
residence with Accessory Dwelling
Unit
Block 1:
1-13 hundred
cubic feet
$1.70 $2.30
$1.70 $2.30
Block 2:
14-30 hundred
cubic feet
$2.32 $3.14
Block 3:
31-60 hundred
cubic feet
$3.22 $4.35
Block 4:
>61 hundred
cubic feet
$3.44 $4.65
Triplex residence
Block 1:
1-16 hundred
cubic feet
$1.70 $2.30
$1.70 $2.30
Block 2:
17-30 hundred
cubic feet
$2.32 $3.14
Block 3:
31-60 hundred
cubic feet
$3.22 $4.35
Block 4:
>61 hundred
cubic feet
$3.44 $4.65
Fourplex residence/Commercial
and Industrial
0 Cubic feet
Through AWC $1.85 $2.50
$1.85 $2.50
Above AWC
through 300% of AWC $2.54 $3.43
Over 300% through
600% of AWC $3.53 $4.76
Over 600% of AWC $3.75 $5.06
Note:
"AWC" means average winter consumption, and is calculated as the average amount of water used by customer during the months of November through March,
inclusive (a "winter period"), taking into account the highest number of complete winter periods available for that customer, up to a maximum of 3 winter periods.
Any customer that at the time of calculation has not established an AWC will be assigned a class average AWC by meter size for such customer's classification.
Customers with defective plumbing or unexplained deceases in usage of more than 25 percent may be adjusted back to a prior AWC, or be assigned the class
average by meter size. In cases where class average is not available or is not reasonable, the Director may use other consumption information specific to such
account to determine AWC.
Account Type Amount Used Rate (Summer)Flat Rate (Winter)
Irrigation
City County City County Cost
100 Cubic feet to
target budget $2.23 $3.01
Over target budget Up to
300% of target budget $3.11 $4.20 $2.23 $3.01
Over 300% of
target budget $3.30 $4.46
Amended XX/XX/2022 by Ord. 2022 - XX Page 36
Note:
"Irrigation account" means an account established for applying water for irrigation and landscaping only, as determined by the Public Utilities
Director or designee.
"Target budget" means the estimated amount of water consumed per acre, as established by the Public Utilities Director or designee each year
for customer based on factors including, but not limited to, evapotranspiration, and considering efficient water practices. A different target
budget is established for each month of the irrigation season.
Account Type Amount Used Rate (Summer)Flat Rate (Winter)
Secondary Irrigation
Per Acre
Foot Per ccf Per Acre Foot Per ccf
0 Cubic feet to
target budget $211.36 $0.49
Over target budget Up to
300% of target budget $483.76 $1.11 $211.36 $0.49
Over 300% of
target budget $812.46 $1.87
Note:
"Secondary Irrigation account" means an account established for applying water for irrigation and landscaping secondary to the culinary water
system for select municipal parks and golf courses only, as determined by the Public Utilities Director or her designee.
"Target budget" means the estimated amount of water consumed per acre, as established by the Public Utilities Director or designee each year
for customer based on factors including, but not limited to, evapotranspiration, and considering efficient water practices. A different target
budget is established for each month of the irrigation season.
Miscellaneous Fees City County
Urban Vegetable Garden Credit Adjustment
Range from
$81.63 to
$204.11
Annually
NA Based on garden size 17.16.685
Deposit for water - residential $75 $75 17.16.380
Deposit for water - business $100 $100 Retail, warehouse, offices 17.16.380
Deposit for water - small restaurants $150 $150 17.16.380
Deposit for water - Laundromats, large restaurants $300 $300 17.16.380
Deposit for water - car washes $600 $600 17.16.380
Meter Test Fee - 5/8" to 1"$80 17.16.050
Meter Test Fee - 1 1/2" to 2"$130 17.16.050
Meter Test Fee - larger than 2"Actual costs 17.16.050
Water turn on - turn off $30 17.16.660
Illegal turn on fee $80 $80 17.16.660
Bankruptcy deposit
Highest two monthly bills over
the previous 12 months
period
17.16.660
Charges for water Minimum charges apply See Section 17.16.590 17.16.590
Damage to padlock, inline lock or lock out sleeve Actual costs 17.16.050
Deposit for fire hydrant meter $1,000 $100 not refundable 17.16.050
Opt-out of Advance Metering Infrastructure (AMI) -monthly fee $40 17.16.050
Meter obstruction fee $40 17.16.770
Rain Barrel $68.50 plus tax
Grass Seed $8.50 plus tax
Unauthorized meter, hydrant, or utility access
First incident $500 17.16.620
Subsequent incidents previous charge + $500 17.16.620
Construction Water - Fill-up at Department on Public Utilities $50 Includes 4 fill-ups at Public Utilities shops
Canyon water surplus sales (for contracts that are not tied to the rate established by the average MWDSLS rate paid by SLC)
Contract volume 800 gallons per day $362.56 per year or current
MWDSLS rate 17.04.030
Contract volume 400 gallons per day $181.28 per year or current
MWDSLS rate 17.04.030
Water Connection Fees - Contact 801.483.6727 17.04.040
Classification Dwelling Meter Size City Cost**County Cost
Residential
Single family 3/4 inch $2,439.07 $2,520.07
Single family 1 inch $3,994.30 $4,191.30
Duplex 1 inch $3,994.30 $4,191.30
Triplex 1 inch $3,994.30 $4,191.30
Fourplex 1 inch $3,994.30 $4,191.30
Amended XX/XX/2022 by Ord. 2022 - XX Page 37
Commercial/Industrial
Compound
3/4 inch $4,527.30 $4,910.30
1 inch $4,527.30 $4,910.30
1.5 inch $9,946.98 $10,684.98
2 inch $14,547.83 $15,605.83
3 inch $30,108.54 $32,268.54
4 inch $35,254.54 $35,254.54
6 inch $65,657.59 $65,657.59
8 inch $100,190.54 $100,190.54
Turbo
2 inch Price upon request Price upon request
3 inch Price upon request Price upon request
4 inch Price upon request*Price upon request*
6 inch Price upon request*Price upon request*
8 inch Price upon request*Price upon request*
FM
4 inch $37,200.93 $37,200.93
6 inch $67,557.57 $67,557.57
8 inch $104,974.63 $104,974.63
10 inch $147,135.18 $147,135.18
Hydroverse 8 inch $105,070.4 $105,070.4
10 inch $146,084.18 $146,084.18
*For meters 4-inches and larger a water resource fee shall be added. The fee is based on the ratio of the projected usage (gpd) as determined by the AWWA M-22
method to the equivalent residential unit amount of 449 gpd multiplied by $106.
** Cost includes actual hardware cost, inspection fees and impact fees.
Meters not listed will be charged at actual hardware cost, inspection fees, and applicable impact fees.*
Fire Service Connection Charges *** Contact number 801.483.6727
Detector check - Fee listed does not include hardware and meter. Any hardware and meter to be charged at actual cost.
6-inch $1,691.00 17.16.050
8-inch $2,575.64 17.16.050
10-inch $4,389.03 17.16.050
Fire Lines -Fee listed does not include hardware and meter. Any hardware and meter to be charged at actual cost.
2-inch $355.00 17.16.050
4-inch $355.00 17.16.050
6-inch $601.00 17.16.050
8-inch $819.00 17.16.050
10-inch $1,091.00 17.16.050
12-inch $1,309.00 17.16.050
Water Inspection Fees ***Contact number 801.483.6727
New hydrant inspection $110.00 Per each inspection 17.16.050
Water inspection fees $110.00 New installation, repair, and terminate (kill) inspection; Per each
inspection 17.16.050
Relocation of hydrant inspection $220.00 Includes move and terminate 17.16.050
Relocation of water meter inspection $220.00 Includes move and terminate 17.16.050
Water Used During Construction
Residential Metered Rates 17.16.350
Commercial Metered rates 17.16.350
WATERSHED RECREATIONAL FEES
For questions regarding Watershed Recreational fees contact: 801.483.6880
Service Fee Additional Information Section
Affleck Park Site Fees
Single Site $15 Per day 17.08.030
Group area #2 $50 Per day 17.08.030
Group area #3 $100 Per day 17.08.030
Little Dell Recreation Area Site Fee
Vehicle entry $5 Per car 17.08.030
Season pass $50 17.08.030
Senior season pass $25 17.08.030
City Creek Canyon Entry Fee
Vehicle entry $3 Per car 17.08.030
Site fees for picnic areas $3 - $75 17.08.030
Permits for Dogs in the Watershed – Applicants should refer to Section 17.04.160 of the City Code for information. If a bond is not submitted to Salt Lake County, the following deposit shall be paid.
Amended XX/XX/2022 by Ord. 2022 - XX Page 38
Initial deposit - no violation $100 17.04.160(E)
Second deposit - after first violation $300 17.04.160(F)
Third deposit - after second violation $500 17.04.160(F)
Special Event Permits Per Day in Protected Watershed Areas (Races, walks, filming, etc.)
# of Participants Fee Deposit Additional Information
0 to 20 $0 $0
One toilet required per 40 participants at start.
Running races over 5 miles require toilets at
intermittent mile markers and aid stations (e.g.
miles 1,3,5…)
17.08.030
20 to 50 $25 $50
50 to 100 $50 $100
100 to 200 $100 $200
200 to 400 $200 $500
400 to 600 $500 $1,000
600 to 1,000 $1,000 $2,000
*Over 1,000 *Contacted watershed manager
Filming Fees (per day)$200 minimum to $1,000 minimum
ZONING FEES
For question regarding Zoning fees contact: 801.535.7700
Service Fee Additional Information Section
Determination of Nonconforming Use $211 21A.38.025.4
Administrative Interpretation $70 Plus $61 per hour for research after the first hour 21A.12.040.A.6
Alley Vacation/Closure $281 Fee waiver available if adequate signatures are obtained.
See also fee for required public notices (21A.10.010.E)14.52.030. A.5
Alternative Parking
Residential $422 21A.52.040 .A.3
Nonresidential $773 21A.52.040 .A.3
Amendments
Master plan $1,054 Plus $121 per acre in excess of one acre. See also fee for
required public notices (10.9a.204).
Utah Code
Annoted
10.9A.510
Zoning map amendment $1,124 Plus $121 per acre in excess of one acre. See also fee for
required public notices (21A.10.010.E).21A.50.040.B
Zoning text amendment $1,124 See also fee for required public notices (21A.10.010.E)21A.50.040.B
Annexation $1,406 See also fee for required public notices (21A.10.010.E)Utah Code Annoted 10.2.401.5
Appeal of a Decision
Administrative decision $281 See also fee for required public notices (21A.10.010.E)21A.16.030.B
Historic Landmark Commission $281 See also fee for required public notices (21A.10.010.E)21A.16.030.B
Planning Commission $281 See also fee for required public notices (21A.10.010.E)21A.16.030.B
Appearance Before the Zoning Enforcement Hearing Office
First scheduled hearing No charge 21A.20.90
Second scheduled hearing $70 21A.20.90
Billboard Construction or Demolition including the
demolition of a non-conforming billboard $281 21A.46.160.D.3 & 21A.46.160.L.2
Conditional Building and Site Design Review $843 Plus $121 per acre in excess of one acre. See also fee for
required public notices (21A.10.010.E).21A.59.070.B
Conditional Use $843 See also fee for required public notices (21.A.10.010.E).21A.54.060.C
Condominium
Preliminary $562 Plus $37 per unit. See also fee for required public notices
(21.A.10.010.E).20.56.40.B
Final $422 Plus $24 per unit.20.56.40.B
Declaration of Surplus Real Property $422 2.58.040
Historic Landmarks Commission Review (Application)
Major Alterations of a principal building $35 See also fee for required public notices (21A.10.010.E)21A.34.020
New construction of a principal building $281 See also fee for required public notices (21A.10.010.E)21A.34.020
Demolition of a contributing principal building $562 See also fee for required public notices (21A.10.010.E)21A.34.020
Relocation of a contributing principal building $281 See also fee for required public notices (21A.10.010.E)21A.34.020
Home Occupation
Non-conditional No charge Fee could be assessed in future as per ordinance 21A.36.030
Conditional No charge Fee could be assessed in future as per ordinance 21A.36.030
Outdoor Dining
Amended XX/XX/2022 by Ord. 2022 - XX Page 39
Outdoor Dining Application $30 21A.40.065
Outdoor Dining Permit Fee (1-5 tables)$118 21A.40.065
Outdoor Dining Permit Fee (6 or more tables)$177 21A.40.065
Planned Development $843 Plus $121 per acre in excess of (1) acre. See also fee for
required public notices (21A.10.010.E)21A.55
Signs
Permit fee for signs
Based on the
adopted Building
Permit Fee
Schedule
21A.46.030
Plan checking fee $0.13 Of building permit value 21A.46.030
Inspection tag $14 21A.46.030
Site Development Permit $281 Plus $61 per acre in excess of one (1) acre 18.28.040.E
Special Exception $281
For historic structures, see Section 21A.34.020 and
21A.46.070V. See also fee for required public notices
21A.10.010.E)
21A.52.040.A.3
Street Closure $422 See also fee for required public notices.2.58.040
Subdivision Amendments $422 Plus $121 per lot. See also fee for required public notices
(20.36)20.04.120
Subdivision Preliminary Plat $422 Plus $121 per lot. See also fee for required public notices
(20.36)20.04.120
Subdivision Final Plat $843 Plus $121 per lot.20.04.120
Subdivision Vacations $422 See also fee for required public notices (20.36)20.04.120
Engineering Review and Inspection Fee
5% of the 1st
$100,000 of public
improvements &
2% for the amount
above $100,000
20.04.120
Subdivision Lot Line Adjustment $279 20.04.120
Subdivision Consolidating Lots $269 20.04.120
Temporary Uses $281 21A.42.060.B
Zoning Variance $422 See also fee for required public notices (21A.10.010.E)21A.18.040.B
As per applicable sections of the City and / or State Code, a fee will be assessed for required public notices. This may include sending notice by 1st class U.S. Mail to
property owners within a certain radius of the subject property and / or advertising required public hearings in a newspaper of general circulation. A fee for each required
public hearing will be assessed. The noticing fee is authorized through the following sections of the Zoning Ordinance and State Law: Salt Lake City Code 21A.10.E and
Utah State Code Annotated 10.9a.204 and 510
GENERAL FUNDS MISCELLANEOUS FEES
For questions regarding General Funds Miscellaneous Fees contact: TBD
Service Fee Additional Information Section
Collection Fee $55 3.16.050
Legal Fee $214 2.75.040
Credit Card Use Surcharge 2.47%
This fee will be added at the register to all qualifying credit card
transactions described in Section 3.16.060 of the Salt Lake City Code.
**Max Galaxy, Sportsman software and Library Parking Garage does
not assess the credit card charge**
3.16.060
Pedestrian Crosswalk Flags
Plain Orange Non-Reflective Crosswalk Flag $2.10 Sponsor chooses which type of flag to use and is responsible for keeping the flags in stock. No fees assessed for flags sponsored in school zones.12.76.100
Orange Reflective Crosswalk Flag $2.10
Sponsor chooses which type of flag to use and is responsible for
keeping the flags in stock. No fees assessed for flags sponsored in
school zones.
12.76.100
Revolving Loan Application Fee $118 Each 03.16.005
Amended XX/XX/2022 by Ord. 2022 - XX Page 40
Salt Lake City
Consolidated Fee Schedule
Amended XX/XX/2022 by Ord. 2022 - XX Page 1
Salt Lake City
Consolidated Fee Schedule
This document shows fees charged by Salt Lake City to offset regulatory and administrative service
costs. Although most City fees are shown, this consolidated fee schedule does not show penalties,
such as fines and late fees; court fees; credit card processing fees; or fees required by a city
contract, such as concession and franchise fees. It also may not show fees authorized by
administrative rules or a general delegation of authority. The City intends that future versions of
this document will show such fees.
Fees are generally listed by City department and the associated service. References to a "section" in
the comments column means a section of the Salt Lake City Code. The code may be accessed by
going to Sterlingcodifiers.com
More than one fee may apply to a given set of circumstances. For answers to questions, please call
the number shown at the top of each section.
The fees here may change. The current consolidated fee schedule may be accessed by clicking
here. The fee schedule was originally adopted by Ordinance 2011-25 and has been subsequently
amended by:
Amended XX/XX/2022 by Ord. 2022 - XX Page 2
Amended By:Code Sections Affected:
Ordinance 2011-44
5.04.070 5.48.030 5.76.120 5.76.120 15.16.090
5.09.010 5.56.040 5.90.010 5.90.010 17.16.670
5.14.040 5.60.030 6.16.030 6.16.030 17.72.030
5.16.060 5.61.120 12.56.170 12.56.170 17.81.200
5.16.180 5.64.280 12.56.210 12.56.210 18.44.030
5.37.080 5.70.040 14.52.030 14.52.030
5.42.030 5.74.080 15.16.031 15.16.031
Ordinance 2011-75 15.16.031
Ordinance 2012-3 8.04.065 8.04.070
Ordinance 2012-6 8.06.010
Ordinance 2012-27 18.98.190
Ordinance 2012-44
9.08.030 15.16.090 16.56.050 16.60.120
12.56.170 16.12.140 16.56.090 17.04.030
12.56.240 16.12.150 16.56.100 17.16.670
15.16.020 16.12.155 16.56.130 17.16.680
15.16.031 16.12.160 16.56.150 17.64.040
15.16.035 16.12.170 16.56.170 17.72.030
15.16.060 16.12.180 16.56.180 18.44.030
15.16.080 16.12.190 16.60.110 21A.64.010
Ordinance 2012-54 8.04.135
Ordinance 2012-69 15.16.090
Ordinance 2012-93 17.90.020 17.95.300
Ordinance 2013-17 15.16.010 15.16.110
Ordinance 2013-28 2.12.040 3.02.020
Ordinance 2013-37 2.75.040
Ordinance 2013-38 3.16.050
Ordinance 2013-39 03.02.030 Annual CPI Adjustment
Ordinance 2013-40 3.16.040
Ordinance 2013-42 15.16.020
Ordinance 2013-43 12.96.025
Ordinance 2013-51 15.24.290
Ordinance 2014-10 18.98.190 17.81.400
Amended XX/XX/2022 by Ord. 2022 - XX Page 3
Ordinance 2014-27 17.16.590 17.16.670
Ordinance 2014-41
Annual CPI Adjustment 2.12.040 3.50.020 5.16.090
5.51.027 15.16.090 15.24.120 18.98.090 18.98.160
3.16.005 12.56.600 15.16.120
Ordinance 2014-50 15.16.031 15.16.035
Ordinance 2014-51 15.16.031
Ordinance 2014-55 21A.06.030 21A.46.120
21A.06.050 21A.50
Ordinance 2015-01
Ordinance 2015-44
Ordinance 2015-65 5.04.070 5.15.020
Ordinance 2015-72 9.08.030 9.08.115 9.08.140 9.08.200
Ordinance 2016-01 12.96.025
Ordinance 2016-10 21A.16.010
Ordinance 2016-41 2.61.030
Ordinance 2016-43 15.16.090
Ordinance 2016-44
Ordinance 2016-45 15.16.031 15.16.035
Ordinance 2016-46 Authority to Set Municipal Fees
Ordinance 2016-49 09.08.030 15.16.090
Ordinance 2016-58 5.63.050
Ordinance 2016-79 18.98.020 18.98.050
Ordinance 2017-09 12.56.00 12.28.095
Ordinance 2017-11 15.16.031 15.16.035
Ordinance 2017-22 15.16.031
Ordinance 2017-38 Annual CPI Adjustment
Ordinance 2017-52 Federal Trade Zone
Amended XX/XX/2022 by Ord. 2022 - XX Page 4
Ordinance 2018-11 9.08.200
Ordinance 2018-25 18.58.010
Ordinance 2018-34 Annual CPI Adjustment
Ordinance 2018-42 14.56.060 14.56.070
Ordinance 2019-06 18.98.020 18.98.120 18.98.160
Ordinance 2019-10 16.60.065 16.64.030
Ordinance 2019-21 8.04.390
Ordinance 2019-30 Annual CPI Adjustment
Ordinance 2019-31
Ordinance 2019-32 12.56.550 12.56.580
Ordinance 2019-55
Ordinance 2020-26 Annual CPI Adjustment
Ordinance 2020-30
Ordinance 2020-53 18.48.100
Ordinance 2021-11 12.58.040
Ordinance 2021-2021-35 Annual CPI Adjustment
Ordinance 2021-41 8.15.020 8.15.025 8.15.027
Amended XX/XX/2022 by Ord. 2022 - XX Page 5
Consolidated Fee Schedule
Table of Contents
Page(s)
Airport 7 - 8
Animal Services 8
Building Rental/Use: City and County Building, Washington Square, Public Safety Building
and Pioneer Precinct 8
Business Licensing 8 - 13
Cemetery 13
CAN - Community and Neighborhoods 14 - 23
Economic Development 23
Engineering 23 - 25
Fire 25 - 27
Gallivan Center 27
Golf 27 - 31
HAND - Housing and Neighborhood Development 31
Impact Fees 32
Parking and Traffic 32 - 34
Police 33 - 40
Parks and Public Lands 34 - 33
Records and Elections 40
Refuse 40 - 41
Sanitary Sewer Utilities 41 - 45
Special Events 45 - 48
Storm Water 48
Street Lighting 48
Water 48 - 39
Watershed Recreational 39
Zoning Fees 40 - 42
General Fund Miscellaneous Fees 42
Amended XX/XX/2022 by Ord. 2022 - XX Page 6
Salt Lake City
Consolidated Fee Schedule
AIRPORT
For questions regarding Airport Fees Contact: 801-575-2721
Service Fee Additional Information Section
Aircraft Parking Fees
Daily
Less than 12,500 pounds (U42 - SVRA)$10.00 Ramp and tie down parking 16.56.100
12,500 pounds to 44,999 pounds (U42 - SVRA)$60.00
$30.00
Ramp and tie down parking 16.56.090
Tooele Valley Airport (TVY)$15.00 Ramp and tie down parking 16.56.100
Aircraft parking fees exemption: Any person engaging in air transportation services having an assigned gate hold
Aeronautical Services
Aircraft rental permit $250.00 Annual, per rental aircraft 16.56.090
Aircraft sales permit $250.00 Annual 16.56.100
Commercial flight service permit $250.00 Annual 16.56.130
Commercial Flight service aircraft owner permit $250.00 Annual, per aircraft in addition to
Commercial Flight Service Permit Fee 16.56.130
Flight training permit $250.00 Annual 16.56.150
Flight training aircraft owner permit $250.00 Annual, per aircraft in addition to flight
training owner permit fee 16.56.150
Airframe and/or Power Plant Repair $250.00 Annual 16.56.170
Radio, instrument or propeller repair service permit $250.00 Annual 16.56.170
Hangar Application Wait List Fee $150.00 $50 refundable 16.56.050
Miscellaneous business permit $250.00 Annual 16.56.050
Multiple aeronautical services
Any person desiring to engage in two (2) or more commercial aeronautical
activities is responsible for payment of all fees as established for each
aeronautical activity engaged in; however, fees for owned aircraft (as the
term "owner" is defined in Section 16.04.30 of this title), will be assessed for
one (1) aeronautical activity only.
16.56.180
Any Person offering any such services, or combinations thereof, shall do so under written lease or permit agreement with the City. For exemptions and other information, see Section 16.56.010.
AVI Fees (Automated Vehicle Identification)
Vehicle Category Fee
1 to 5 passengers Set forth in current rate
schedule based on
Administrative Rules and
Regulations
16.60.110;16.60.120
6 to 9 passengers Rates established by Administrative Rules and Regulations (See Ground
Transportation Rules and Regulations, Section 2.0); also see the current rate
schedule.
10 to 15 passengers
16 to 24 passengers
> 24 passengers
Campus Dwell Time
30 minutes No Cost 16.56.090
30-45 minutes $2.00 16.56.100
45-60 minutes $10.00 16.56.090
Every 5 minutes over 60 minutes $20.00 16.56.100
Terminal Front Dwell Time 16.56.090
0-20 minutes No Cost 16.56.100
20-30 minutes $3.00 16.56.090
30-40 minutes $20.00 16.56.100
Every minute over 40 minutes $5.00 16.56.090
Cargo Carrier Ramp Use Fees Formula based See Section 16.12.170 16.12.170
Fuel Royalties $0.06 per gallon of fuel For provisions, see Section 16.12.190 16.12.190
Landing Fees
Fixed-wing aircraft Formula based See Section 16.12.160 16.12.160
For Landing Fee Exemptions: See Section 16.12.160
Off Airport In-Flight Caterers 7% of gross sales at airport Paid within 15 days of the end of each month, see
Section 16.12.155 for provisions 16.12.155
Parking
Economy Lot
First hour $5 12.56.240
Each additional hour $5 12.56.240
Daily maximum $10 12.56.240
Click N Park Daily $3 12.56.240
Hourly/Daily (Parking Garage)
First hour $5 12.56.240
Amended XX/XX/2022 by Ord. 2022 - XX Page 7
Each additional hour $5 12.56.240
Daily maximum $35 12.56.240
Walking Lot
First hour $5 12.56.240
Each additional hour $5 12.56.240
Daily maximum $21 12.56.240
Concierge
Daily rate only $55 12.56.240
Terminal use Fees*
Annual terminal space rental Formula based See Section 16.12.150
Annual basement & baggage make-up space Formula based See Section 16.12.150 16.12.140
Common use bag claim Formula based Per enplaned passenger 16.12.150
Common use ticket counter and bag make-up space Formula based Per use/ Use equals 3 hours Rates established by Administrative
Rules and Regulations; also see the
current rate schedule.
Common use gates Formula based Per use/ Use equals 3 hours
Common use boarding bridge Formula based Per use/ Use equals 3 hours
Use of international arrival building Formula based Per passenger deplaned
*Terminal use fee exemption: Any airline that has a valid and existing agreement
with the City covering use of bag claim and terminal facilities.
ANIMAL SERVICES
Note: Salt Lake City contracts with Salt Lake County for Animal Services.
Animal service fees are set and administered by Salt Lake County.
http://slco.org/animal-services/about-us/fees-and-services/
For questions regarding Animal Service Fees Contact: 385-468-7387
BUILDING RENTAL/USE: CITY and COUNTY BUILDING, WASHINGTON SQUARE, PUBLIC SAFETY BUILDING and PIONEER PRECINCT
For questions regarding Building and Square fees Contact: 801.535.7280
Service Fee Deposit Additional Information Section
Activity with food $825
$789
$508
$485
15.14.020
Filming (Commercial)
Fewer than 8 staff, crew and other persons $317
$303
$635
$607
Each 4 hour block 15.14.020
8 - 15 staff, crew and other persons $623
$595
$934
$893
Each 4 hour block 15.14.020
More than 15 staff, crew and other persons $1,332
$1,273
$1,904
$1,820
Each 4 hour block 15.14.020
Filming (Religious or Charitable)As defined in Section 15.14.010
Fewer than 8 staff, crew and other persons No Charge $607 15.14.020
8 - 15 staff, crew and other persons No Charge $910 15.14.020
More than 15 staff, crew and other persons No Charge $1,809 15.14.020
Miscellaneous Meetings
Regular city business hours (8am - 5pm)$26/hr $95
$91
Up to 40 people, no more than three hours 15.14.020
Non-city business hours $26/hr $95
$91
See Section 15.14.020 15.14.020
Supplemental Charge for Exclusive Building Use 127
121
NA 15.14.020
Wedding Ceremony
Base fee for two hours $184
$176
$95
$91
No food 15.14.020
See Section 15.14.010 for damage and deposit provisions, additional fees and exceptions.
BUSINESS LICENSING
For questions regarding Business Licensing Fees Contact: 801-535-6644
Service Fee Additional Information Section
All Businesses pay a Base License Fee and Employee Fee as listed below
Base License Fees
Amended XX/XX/2022 by Ord. 2022 - XX Page 8
Before Sept' 2122
Effective Sept' 2122
Home occupation businesses $126
$124
$132
$126
5.04.070
Non-home occupations $159
$157
$167
$159
5.04.070
Employee Fee $23 $24
$23
Annual, per full or part-time employee, if business has
more than one employee.
Additional fees may apply depending on type of business according to list below
Before
Sept'
2122
Effective
Sept'
2122
Fees with an effective date other than July 1, 2011 are
indicated by two columns.
Amusement Devices $4 $4 Annual, per device 5.70.040
Amusement Devices Wholesale $27 $29
$27
Annual 5.76.120
Apartment Units (until 9/1/2011)See Rental Dwelling 5.90.010
Application for Certificates
Public convenience and necessity $139
$137
$145
$139
5.05.130
Auctioneer $136
$134
$143
$136
Per auctioneer 5.16.060
Auction House, Transient $257
$253
$269
$257
Per day, per business 5.16.180
Automobiles
Auto Dealers New/Used $62
$61
$65
$62
Annual 5.76.120
Parts sales $117
$115
$122
$117
Annual 5.76.120
Auto/RV/Other Rental Agencies $27 $29
$27
Annual 5.76.120
Auto/Truck & Mechanic Related Services $62
$61
$65
$62
Annual 5.76.120
Towing / Wrecking $21 $22
$21
Annual 5.76.120
Automobile Towing/WreckingPolice Rotation $20 $21
$20
Annual 5.76.120
Automobile Trailer Court Refer to base license fee listed in this section Annual per trailer, per space on premises, see section 5.86.056 5.86.056
Financial Institution $132
$129
$138
$132
Annual 5.76.120
BeerAlcohol Sales Before Sept' 2122
Effective Sept' 2122
Retail BeerAlcohol/Beer $325
$320
$340
$325
Annual, per license 5.90.010
Restaurant $257
$253
$269
$257
Annual, per license 5.90.010
Bar or Tavern $363
$358
$380
$363
Annual, per license 5.90.010
SpecialSingle Event $257
$253
$269
$257
Annual, per license 5.90.010
Microbrew pub $257
$253
$269
$257
Annual, per license 5.90.010
Recreational facility beer $325
$320
$340
$325
Annual, per license 5.90.010
Banquet or Reception Center $292 $292 Annual, per license 5.90.010
Beer Sales Application Fee No charge Fee could be assessed in future as per ordinance 6.08.1105.51.030
Billiards/Pool Tables $4 $4 Annual, per device 5.70.040
Billiards/Pool Tables - Pool Hall $25
$24
$26
$25
Annual 5.76.120
Business License Transfers
Amended XX/XX/2022 by Ord. 2022 - XX Page 9
Information Change - Non Regulated $19
$18
$19 5.02.210
Information Change - Regulated $43
$42
$45
$43
5.02.210
Childcare Facilities $136
$134
$143
$136
Annual 5.76.120
Clothing Sales $103
$101
$107
$103
Annual 5.76.120
Construction Business $28
$27
$29
$28
Annual 5.76.120
Convalescent and Retirement Facilities $164
$161
$171
$164
Annual 5.76.120
Reception/Venue Centers $21
$20
$22
$21
Annual 5.90.020
Dance Studio Refer to base license fee listed in this section 9.04.050
Dance
Restaurant Refer to base license fee listed in this section 9.04.170
Tavern Refer to base license fee listed in this section 9.04.170
Private Club Refer to base license fee listed in this section 9.04.170
Dance Hall - Public Dance Hall Refer to base license fee listed in this section 9.04.040
Dating/Marriage Service $109
$107
$114
$109
Per Business 5.42.030
Dry Cleaning and Laundry $136
$134
$143
$136
Annual 5.76.120
Electronic Goods Sales $164
$161
$171
$164
Annual 5.76.120
Consulting $27 $29
$27
Annual 5.76.120
Entertainment
Concert $95
$94
$100
$95
Annual, per exhibition room 5.90.010
Dance hall $21
$20
$22
$21
Annual, per room 5.90.010
Live entertainment No charge Fee could be assessed in future as per ordinance 5.90.010
Theater, live $136
$134
$143
$136
Annual, per exhibition room 5.90.010
Theater, motion picture No charge Fee could be assessed in future as per ordinance 5.90.010
Fire and Damaged Goods Sales No charge Fee could be assessed in future as per ordinance 5.32.025
Fireworks
Inside $84
$83
$88
$84
Annual, per location 5.90.0109.20.020
Outside $84
$83
$88
$84
Annual, per location 5.90.0109.20.020
Fireworks Sales Refer to base license fee listed in this section Paid at least 10 days prior to opening of business. See also 2.120.040 under Fire 9.20.020
Furniture Sales $62
$61
$65
$62
Annual 5.76.120
Gas/Oil, Wholesale Gas $278
$273
$291
$278
Annual 5.90.010
Gas/Oil, Wholesale Businesses $27 $29
$27
Annual 5.76.120
Gasoline Stations $160
$158
$168
$160
Annual 5.76.120
Government Owned Alcohol Related Business $182
$179
$191
$182
Annual 5.90.010
Grocery/Convenience Stores $136
$134
$143
$136
Annual 5.76.120
Hardware Stores $136
$134
$143
$136
Annual 5.76.120
Amended XX/XX/2022 by Ord. 2022 - XX Page 10
Healthcare Related $48 $51
$48
Annual 5.76.120
Ice Cream Truck Vehicle Inspection $31 $32
$31
5.64.740
Ice Cream Truck Operator Application Fee No more than $31 5.64.580
Ice Cream Vendors $35
$34
$36
$35
Annual 5.90.010
Design Services $27 $29
$27
Annual 5.76.120
Cleaning/Janitorial $76
$74
$79
$76
Annual 5.76.120
Legal Services/Law Office $21 $22
$21
Annual 5.76.120
Licenses Requiring a Special Public Hearing $62
$61
$65
$62
Plus actual costs 5.02.240
Liquor Consumption $27 $28 Annual, per license 6.16.030
Live Entertainment
Concerts $21
$20
$22
$21
5.76.120
Private Club Refer to base license
fee listed in this section 5.28.080
Restaurants Refer to base license fee listed in this section 5.28.080
Taverns Refer to base license
fee listed in this section 5.28.080
Locksmiths No Charge Fee could be assessed in future as per ordinance 5.90.010
Manufacturing $48 $51
$48
Annual 5.76.120
Miscellaneous Services $27
$26
$28
$27
Annual 5.76.120
Mobile Food Business (Truck/Trailer)
Standard $103 $103 Also refer to base license fee for this section 5.69.060
Reciprocal $103 $103 No base license fee required 5.69.060
Motion Picture Theaters $99
$98
$104
$99
Annual 5.76.120
Numismatic and/or Bullion Dealer Refer to base license fee listed in this section See Section 5.47.030 5.47.030
Nursing Home Refer to base license fee listed in this section See Section 5.86.306 5.86.306
Out of Doors - Restaurants & Occasional Banquets No Charge For occasional banquets, fee could be assessed in future as per ordinance 5.54.040
Participant License Fee Refer to base license fee listed in this section 5.64.330
Pawnshop and Secondhand Dealer
Pawnbroker $1,706
$1,679
$1,784
$1,706
Annual, per business 5.48.030
Secondhand compact disk exchange dealer $512
$504
$536
$512
Annual, per business 5.60.030
Secondhand computer exchange dealer $227
$224
$238
$227
Annual, per business 5.60.030
Pedi-cabs No charge Fee could be assessed in future as per ordinance 5.90.010
Private Club
Bar Establishment $449 $457 Annual, per business 5.90.010
Banquet & Catering $287 $292 Annual 5.90.010
Proprietor $44
$43
$46
$44
Per automatic amusement device 5.12.050
Real Estate Agencies $21
$20
$22
$21
Annual 5.76.120
Rental Dwelling - Before 9/1/2011 Formula based See section 5.14.040 5.14.040
Rental Dwelling License with Good Landlord Certification - Effective 9/1/2011 (Per Ordinance)
Dwelling units $20 Per rental unit 5.14.040
Fraternities, sororities, rooming and boarding
house $20 Per room for lodging or sleeping purposes 5.14.040
Amended XX/XX/2022 by Ord. 2022 - XX Page 11
Rental Dwelling License without Good Landlord Certification - Effective 9/1/2011 (Per Ordinance)
Dwelling units $342 Per rental unit 5.14.040
Fraternities, sororities, rooming and boardinghouse $342 Per room for lodging or sleeping purposes 5.14.040
Restaurants/Cafeterias $103
$101
$107
$103
Annual 5.76.120
Retail/Wholesale Sales $48 $51
$48
Annual 5.76.120
Retail Service Station Refer to base license
fee listed in this section 5.86.410
Room Rentals (rooming houses, boarding houses and for profit residential treatment facilities)
Boarding/rooming house $6 $6 Annual, per rental unit 5.56.040
Hotel $6 $6 Annual, per rental unit 5.56.040
Motel $6 $6 Annual, per rental unit 5.56.040
RV Parks and Campgrounds $27
$26
$28
$27
AnnualAnnual, per space 5.76.120
Scrap Metal Processor Refer to base license
fee listed in this section See Section 5.58.030 5.58.030
Sexually Oriented Business
Adult business $393
$387
$411
$393
Annual, per business 5.61.120
Nude agency $1,023
$1007
$1,070
$1023
Annual, per business 5.61.120
Nude entertainment business $393
$387
$411
$393
Annual, per business 5.61.120
Semi-nude dance agency $396
$389
$414
$396
Annual, per business 5.61.120
Semi nude dancing bar $303
$299
$317
$303
Annual, per business 5.61.120
Outcall agency $1,364
$1,343
$1,427
$1,364
Annual, per agency 5.61.120
Adult employee (non-escort)$240
$236
$251
$240
Annual, per employee 5.61.120
Outcall non-performer (non-escort)$240
$236
$251
$240
Annual, per employee 5.61.120
Nude performer employee*$273
$269
$286
$273
Annual, per nude performer; for prorated formula see
Section 5.90.010 5.61.120
Semi-nude dance performer*$273
$269
$286
$273
Annual, per semi-nude performer; for prorated formula see Section 5.90.010 5.61.120
Semi-nude performer employee*$273
$269
$286
$273
Annual, per semi-nude performer; for prorated formula
see Section 5.90.010 5.61.120
Outcall performer (escort)*$1,023
$1007
$1,070
$1023
Annual, per outcall performer; for prorated formula see section 5.90.010 5.61.120
Sexually oriented business transfer $96
$94
$100
$96
Annual, per performer transfer 5.61.120
Photography (adult)$191
$188
$200
$191
Annual, per photographer 5.61.120
*These fees shall be prorated as follows: If 180 days or fewer remain before the employer's license expires, the fee shall be 50% of the full fee. If 181 or more days
remain before the employer's license expires, the full fee shall be charged
Shared Mobility per Device $30 $30 Per device
Shared Mobility per Ride $0.10 $0.10 Per ride
Mailing/Shipping/Logistics $48 $51
$48
Annual 5.76.120
Solicitor $136
$134
$142
$136
Per Individual 5.64.280
Solicitor ID Card $31 $33
$31
For period of time stated on card 5.64.130
Solicitor Registration $18 $19
$18
For ID card 5.64.430
Amended XX/XX/2022 by Ord. 2022 - XX Page 12
SpecialSingle Event - Alcohol Concession Agreement $282
$278
$295
$282
This fee is a daily rate. Rate estimated on the number of days the alcohol would be served for the Special Event
Sporting Goods Sales $48 $51
$48
Annual 5.76.120
Storage/Warehouse $62
$61
$65
$62
Annual 5.76.120
Theater, Concert Hall, Motion Picture House or Other Place
of Amusement $62
$61
$65
$62
Per day 5.74.080
Temporary Merchant Refer to base license fee listed in this section See Section 5.64.310 5.64.310
Tobacco Products - Retail Sales $116
$115
$122
$116
Annual, includes grocery and convenience stores,
taverns, private clubs, hotels, motels and restaurants.5.76.120
Tobacco Sales Refer to base license fee listed in this section Annual 5.86.480
Towing Operations
Refer to base license
fee listed in this
section
5.84.140
Unmanned Kiosks $47 $49
$47
Redbox, Best Buy, Etc
Vehicle Authorized Certificate
Refer to base license
fee listed in this
section
5.72.170
Wrecker Service Refer to base license fee listed in this section 5.84.040
CEMETERY
For questions regarding Cemetery fees Contact: 801.596.5020
Service Fee Additional Information Section
After Hours Surcharge
After 4PM any day $211 Per hour 15.24.290
Saturday $364 Per day 15.24.290
Sunday or holiday $540 Per day 15.24.290
Burial Rights Adult Infant
Resident $1,500
$913
$750
$604
15.24.120
Non-resident $2,124
$1,491
$1,062
$950
15.24.120
Continuing Care Fees Adult Infant
Resident $620
$309
$310
$155
15.24.120
Non-resident $1,100
$540
$550
$272
15.24.120
Transfer of Burial Rights $200 15.24.180
Continuing care on property transfer Adult Infant 15.24.180
Resident $620 $310 15.24.180
Non-resident $1,100 $550 15.24.180
Opening and Closing
Cremains
Cremains
Burial:15.24.290
Residents $500
$368
15.24.290
Non-residents $700
$647
15.24.290
Removal Cremains $814 Based on Sexton Approval 15.24.290
Single grave:Adult Infant
Amended XX/XX/2022 by Ord. 2022 - XX Page 13
Residents $1,000 $600 Infant: 5' in length or less 15.24.290
Non-residents $1,430 $975 Infant: 5' in length or less 15.24.290
Removal of remains $1,635 $1,056 Based on Sexton Approval 15.24.290
Double deep grave:Lower Grave
Residents $1,150 15.24.290
Non-residents $1,584 15.24.290
Removal of remains $1,635 Based on Sexton Approval 15.24.290
Burial on top of open grave $100 15.24.290
Winter fee - grave opening $300 15.24.290
Winter fee - cremains $50 15.24.290
Removal $587
After Hours Surcharge
After 4PM any day $373 Per hour 15.24.290
Saturday $400 Per day 15.24.290
Sunday or holiday $373 Per hour 15.24.290
Removal and lowering Adult Infant
Resident $2,424 $1,056 Based on Sexton Approval 15.24.290
Non-resident $2,424 $1,056 Based on Sexton Approval 15.24.290
MarkerHead Stone Monitoring
Ground level $77
$74
15.24.290
Upright $96
$147
15.24.290
Adult Infant
Single grave:Adult Infant
Residents $735 $440 Infant: 5' in length or less 15.24.290
Non-residents $1,284 $771 Infant: 5' in length or less 15.24.290
Removal of remains $1,468 $735 15.24.290
Double deep grave:Lower Grave Top Grave
Residents $881 $735 15.24.290
Non-residents $1,542 $1,284 15.24.290
Burial on top of open grave $87 15.24.290
Winter fee - grave opening $300 15.24.290
Winter fee - cremains $50 15.24.290
Fort Douglas cemetery $1,249 15.24.290
Jewish cemetery $1,134 15.24.290
Resident $2,203 $1,615 15.24.290
Non-resident $2,717 $1,983 15.24.290
$45 15.24.180
Adult Infant 15.24.180
Resident $304 $152 15.24.180
Non-resident $532 $268 15.24.180
Oversize $500 Requires variance process 15.24.290
Column(s) have been deleted from this table
COMMUNITY AND NEIGHBORHOODS (CAN)
For questions regarding Community Development fees Contact: 801.535.6000
Service Fee Additional Information Section
Boarding or Securing of Buildings
Done by cityAdministrative Costs $127
$121
Plus actual costs, see Section 18.48.110 18.48.11018.48.100
Initial (first year)$888
$849
Each Structure 18.48.14018.48.210
Plumbing permit to install external irrigation hose bib, if required $7 18.48.140
Annual Fee $1,523
$1,456
Per each structure, due on or before boarding permit anniversary 18.48.18018.48.215
City maintenance of building $216
$206
Annual, plus actual costs, see Section 18.48.270 18.48.270
Amended XX/XX/2022 by Ord. 2022 - XX Page 14
City maintenance of landscaping $206 Annual, plus actual costs, see Section 18.48.270 18.48.280
City removal of snow $206 Annual, plus actual costs, see Section 18.48.270 18.48.290
Building Permits
Total project valuation:
$0.01 - $500.00 $47.05
$44.98
18.32.035
$500.01 - $2,000.00
$44.98$47.05 for the first $500 plus $4 for each additional $100 or fraction thereof, to and including $2,000
18.32.035
$2,000.01 - $25,000.00
$104.98$107.05 for the first $2,000 plus $20 for each additional $1,000 or fraction thereof, to and including $25,000
18.32.035
$25,000.01 - $50,000.00
$564.98$567.05 for the first $25,000 plus $14 for each additional $1,000 or fraction thereof, to and including $50,000
18.32.035
$50,000.01 - $100,000.00
$914.98$917.05 for the first $50,000 plus $10 for each additional $1,000 or fraction thereof, to and including $100,000
18.32.035
$100,000.01 - $500,000.00
$1,414.98$1,417.05 for the first $100,000 plus $8 for each additional $1,000 or fraction thereof, to and including $500,000
18.32.035
$500,000.01 - $1,000,000.00
$4,614.98$4,617.05 for the first $500,000 plus $7 for each additional $1,000 or fraction thereof, to and including $1,000,000
18.32.035
$1,000,000.01 and up
$8,114.98 $8,117.05 for the first $1,000,000 plus $5 for each additional $1,000 or fraction there of and above
18.32.035
Demolition Landscaping Waivers
Property inspection $141
$134
If waiver is denied, this fee will be refunded 18.64.030
Pre-demolition salvage permit 20% of demolition fee See Section 18.64.080 18.64.030
Demolition Permit Application Fees
Amended XX/XX/2022 by Ord. 2022 - XX Page 15
Building floor area:
5 - 2,000 sq. feet $84
$81
18.64.030
2,001 - 4,000 sq. feet $98
$94
18.64.030
4,001 - 6,000 sq. feet $113
$108
18.64.030
6,001 - 8,000 sq. feet $155
$148
18.64.030
8,001 - 10,000 sq. feet $169
$161
18.64.030
10,001 - 12,000 sq. feet $211
$202
18.64.030
12,001 - 14,000 sq. feet $253
$242
18.64.030
14,001 - 16,000 sq. feet $295
$282
18.64.030
16,001 - 18,000 sq. feet $337
$322
18.64.030
18,001 - 20,000 sq. feet $372
$356
18.64.030
20,001 - 22,000 sq. feet $422
$403
18.64.030
22,001 - 24,000 sq. feet $478
$457
18.64.030
24,001 - 26,000 sq. feet $520
$497
18.64.030
26,001 - 28,000 sq. feet $576
$551
18.64.030
28,001 - 30,000 sq. feet $632
$605
18.64.030
30,001 - 32,000 sq. feet $682
$652
18.64.030
Square feet over 32,000 $14 Per 500 sq. ft. unit 18.64.030
Electrical Permits (Commercial and Industrial)
Minimum fee (up to $1,600)$34
$32
18.36.120
Base Fee $49
$47
18.36.100
New service or change of service Alterations or repairs of 600 volt or less capacity service entrance equipment 18.36.120
Up to 100 amps $34
$32
18.36.120
101 amps to 200 amps $34
$32
18.36.120
Each additional 100 amps or fraction $5 18.36.120
Motor generator installation for emergency or standby power
Up to 500 kVa $121
$116
18.36.120
Above 500 kVa $180
$172
18.36.120
Alternate fee schedule - Bids Under $100,000
Electrical work up to $10,000 .0166 of total valuation When a fee cannot be computed on the standard schedules, it shall be computed as outlined in this section up to, but not exceeding, $100,000 18.36.120
Electrical work between $10,001 and $100,000 Bid minus $10,000 multiplied by .0039 + 136
When a fee cannot be computed on the standard schedules, it shall be computed as outlined in this section up to, but not exceeding, $100,000 18.36.120
Electrical Permits - Work Exceeding $100,000
Work exceeding $100,000 but less than $250,000 $506
$484
Plus $0.4252 of 1% over $100,000 18.36.130
Work exceeding $250,000 $1,180
$1,128
Plus $0.1452 of 1% all work at $250,000 or more 18.36.130
Amended XX/XX/2022 by Ord. 2022 - XX Page 16
Electrical Permits (Residential)
Base Fee $49
$47
18.36.100
Minor remodel and additional circuits $34
$32
18.36.100
Service change with 1 or 2 new circuits $34
$32
18.36.100
Service change or alteration $34
$32
18.36.100
Homeowner electrical remodel permit $41
$39
18.36.100
New single family dwelling
Up to 1,500 sq. feet $0.0502
$0.0480
Per square foot 18.36.100
Above 1,500 sq. feet $0.0343
$0.0328
Per square foot 18.36.100
Total renovation of electrical systems
Existing single family dwelling $34
$32
18.36.100
Multi-unit apartment building*
1 or 2 units $34
$32
18.36.100
3rd and 4th units $13 Each 18.36.100
Additional units including house meter $7
$6
Each 18.36.100
Note: Projects including multi buildings or row houses shall be computed for each building or house separately.
*New Multi-unit apartments (excluding transient occupancies, such as hotel or motel which are classified as commercial)
First 3 unit $0.057
$0.054
Per sq. foot 18.36.100
4 - 10 units $13 Each 18.36.100
11 units and above $7
$6
Each 18.36.100
Projects including multiple buildings and/or row houses Computed for each building or house separately
Power panel with no issue for single occupancy buildings $13
$12
18.36.100
Power to panel for construction purposes only
60 Days 30 Day Extension
No issue fee $25
$24
$9
$8
18.36.100
Individual apartments in an apartment building, or condominium
units nor for occupancy $5 Each additional meter 18.36.100
Electrical Temporary Metering
Up to 100 amp load capacity $22
$21
18.36.100
Each additional, or part thereof, 100 amp capacity $5 18.36.100
Fencing Permit $39
$38
18.36.100
Fire Extinguishing Systems
Amended XX/XX/2022 by Ord. 2022 - XX Page 17
Base Fee $49
$47
18.36.100
Automatic fire sprinklers in range hood or vent $7
$6
18.56.040
Dry standpipe $17
$16
Plus $3 each outlet 18.56.040
Fire pump $51
$48
Each 18.56.040
Fire sprinkler systems:
1 to 100 sprinkler heads $42
$40
18.56.040
Over 100 sprinkler heads $43
$41
Plus $0.1398 per head 18.56.040
Flow switch $8 Each 18.56.040
Hood extinguishing system $42
$40
Each 18.56.040
Hydrants on private property $13 Each 18.56.040
Tamper valve $8 Each 18.56.040
Underground piping $22
$21
18.56.040
Water storage tank $17
$16
Each 18.56.040
Wet standpipe $17
$16
Each, plus $2 each hose cabinet 18.56.040
Fire Suppression and Monitoring Equipment Inspection Fees
Underground water main for water-based fire suppression
Water supply line for fire suppression system to three fire hydrants $347 18.44.030
Each additional supply line or fire hydrant $116 18.44.030
Water-based fire suppression systems tenant improvements
Change of existing fire sprinkler system from 0 to 3,000 square foot area $116 18.44.030
Each add'l 1 to 52,000 square foot area added $116 18.44.030
New water-based fire suppression systems
Up to 26,000 square feet $347 18.44.030
26,001 to 52,000 square feet $695 18.44.030
Each add'l 1 to 52,000 square feet on single floor added $232 18.44.030
New interlock and non-interlock pre-action water-based fire suppression systems per riser
New dry pipe system with fire sprinkler heads: 1,000 heads or less $348 (Detection system is additional)18.44.030
Per additional 1 to 500 heads $116 (Detection system is additional)18.44.030
Standpipe Class III basic, 30 to 74 feet (fee is in addition to fire sprinkler fee)
Per standpipe $174 (Detection system is additional)18.44.030
Standpipe Class III high rise, 75 to 150 feet (fee is in addition to fire sprinkler fee)
Per standpipe $232 18.44.030
Each additional 1 to 50 feet in height $116 18.44.030
Standpipe Class I basic
One automatic wet standpipe, 30 to 74 feet in height $347 18.44.030
Each additional wet standpipe $116 18.44.030
Automatic dry or semi-automatic dry add to the above basic fee $58 18.44.030
Standpipe Class I high rise, 75 to 150 feet (fee is addition to fire sprinkler fee)
Two automatic wet standpipes per standpipe (7 hours initial)$405 18.44.030
Each additional 1 to 50 ft in height, per standpipe $116 18.44.030
Standpipe Class II
Two class II hose outlets are required by code, supply from automatic fire sprinkler system $116 18.44.030
Each additional pair of class II hose outlet added to any system $29 18.44.030
Water supply separate riser system (FDC) add $116 18.44.030
Fire extinguishing system hoods
CO2, wet chemical, dry chemical and clean gas extinguishing agents $232 18.44.030
Hood systems, per hood $116 18.44.030
Amended XX/XX/2022 by Ord. 2022 - XX Page 18
Fire alarm systems for monitoring
Clean gas systems $347 18.44.030
Fire alarm notification devices in all occupancies except A, with voice over:
Horn and strobe for notification 1 to 26,000 square feet $232 18.44.030
Horn and strobe for notification 26,001 to 52,000 square feet $347 18.44.030
Horn and strobe for notification 52,001 to 250,000 square feet $579 18.44.030
Horn and strobe for notification 250,001 to 500,000 square feet $695 18.44.030
Horn and strove for notification > 500,001, individually determined, per review hour $116 18.44.030
Each additional 1 to 50 feet in height $116 18.44.030
With voice control and emergency voice/alarm communications system add to above 1 to 50 square feet $116 18.44.030
Fire pumps
For structures requiring a fire pump to include jockey pumps either internal combustion driven or electric $637 18.44.030
Paint booths $347 per booth 18.56.040
Addition to an existing system $116 18.44.030
Re-inspection of fire suppression and monitoring equipment $114 per hour of inspector time
In the event that the fire suppression and monitoring equipment does not pass the first scheduled inspection, for whatever reason, subsequent re-inspections shall be billed to the applicant
18.56.040
Housing Inspections
Existing single-family dwelling Not more than $27 18.48.030
Additional dwelling units on premises $13
$12
Each 18.48.030
Loan Subordination $57
$54
2.61.030
Mechanical Permits
Base Fee $49
$47
18.52.050
Installation or relocation of each forced air or gravity type furnace
or burner Including ducts or vents attached to such appliance
Up to and including 200,000 BTU.h $25
$24
18.52.050
Over 200,000 BTU.h up to and including 300,000 BTU.h $35
$34
18.52.050
Over 300,000 BTU.h up to an including 1,000,000 BTU.h $56
$53
18.52.050
Over 1,000,000 BTU.h $56
$53
18.52.050
Each additional 500,000 BTU.h or part thereof $20
$19
18.52.050
Installation or relocation of each floor furnace, including vent $15
$14
18.52.050
Installation or relocation of each suspended, recessed wall or floor mounted unit heaters
Up to and including 200,000 BTU.h $20
$19
18.52.050
Over 200,000 BTU.h up to and including 300,000 BTU.h $35
$34
18.52.050
Over 300,000 BTU.h $56
$53
18.52.050
For the installation, relocation or replacement of each appliance
vent installed and not included on an appliance permit $15
$14
18.52.050
For the repair of, alteration of or addition to each heating
appliance, refrigeration unit, cooling unit, absorption unit or each
heating, cooling, absorption or evaporative cooling system
Including alteration of controls regulated by this code
Up to $1,000 contract value $35
$34
18.52.050
Greater than $1,000 contract value $86
$82
18.52.050
Amended XX/XX/2022 by Ord. 2022 - XX Page 19
For the installation or relocation of each boiler or compressor to
and including 3 horsepower, or each absorption system to and
including 200,000 BTU.h
$25
$24
18.52.050
Installation or relocation of boilers:
Over 200,000 BTU.h to and including 300,000 BTU.h $35
$34
Each 18.52.050
Over 300,000 BTU.h to and including 1,000,000 BTU.h $56
$53
Each 18.52.050
Over 1,000,000 BTU.h to and including 2,000,000 BTU.h $86
$82
Each 18.52.050
Over 2,000,000 BTU.h $86
$82
Plus $17 for each additional 500,000 BTU.h or part thereof 18.52.050
Air handling unit
To and including 10,000 cubic feet per minute, including ducts attached thereto $25
$24
This fee shall not apply to air handling unit which is a portion of a factory assembled cooling unit, evaporative cooler or absorption unit for which permit is required elsewhere in this code.
18.52.050
Over 10,000 cubic feet per minute $56
$53
18.52.050
Evaporative cooler other than portable type
Up to 6,500 cubic feet per minute $20
$19
Each 18.52.050
More than 6,500 cubic feet per minute $56
$53
Each 18.52.050
Ventilation fan connected to a single duct $15
$14
18.52.050
Ventilation system which is not a portion of any heating or air
conditioning system authorized by a permit $15
$14
18.52.050
Installation of each hood which is served by mechanical exhaust,
including the ducts for each unit $35
$34
18.52.050
Installation or relocation of domestic type incinerator $20
$19
Each 18.52.050
Installation or relocation of commercial or industrial type
incinerator $56
$53
Each 18.52.050
For each appliance or piece of equipment regulated by this code
but not classed in other appliance categories, or for which no
other fee is listed in this code
$20
$19
18.52.050
Installation or relocation of cooling towers:
1 1/2 horsepower up to and including 4 horsepower or tons $25
$24
18.52.050
4 1/2 horsepower up to and including 10 horsepower or tons $35
$33
18.52.050
11 horsepower or tons and over $66
$63
18.52.050
For the purpose of calculating the rate in tons, the tonnage shall be considered not less than then the following:
a. Total maximum BTU peer hour of capacity of the installation divided by 12,000 or
b. The nameplate horsepower of any compressor prime mover unit or for any air conditioning installations; or
c. 2/3 of the nameplate horsepower subsection A18b of this section, for any refrigeration installation
Installation or relocation of compressor or absorption systems
Amended XX/XX/2022 by Ord. 2022 - XX Page 20
1 1/2 horsepower to and including 4 horsepower or tons $20
$19
18.52.050
4 horsepower to and including 5 horsepower or tons $24
$23
18.52.050
5 horsepower to and including 6 horsepower or tons $30
$29
18.52.050
6 horsepower to and including 7 horsepower or tons $34
$32
18.52.050
7 horsepower to and including 8 horsepower or tons $37
$35
18.52.050
8 horsepower to and including 9 horsepower or tons $40
$39
18.52.050
9 horsepower to and including 10 horsepower or tons $46
$44
18.52.050
Each additional horsepower or tons $3 18.52.050
Other appliances*$20
$19
18.52.050
*Fee for each appliance or piece of equipment regulated by this code but not classed in other
appliance categories, or for which no other fee is listed in Section 18.52.050
Mobile Home Park Construction Permits
General building permit - pads, patio slabs, metal sheds, curb,
gutter, drives, piers, sidewalks, fence, wall.$3
$2
Per mobile home space 18.76.050
Inspection of gas line/meter for utility clearance purposes $20
$19
18.56.040
Electric meter stands or pedestals
First 10 $6 Each 18.76.050
Next 90 $4 Each 18.76.050
Over 100 $3
$2
Each 18.76.050
Park plumbing system, including sewer and water risers $6 Per mobile home space 18.76.050
Permanent buildings, swimming pools, etc.Regular and normal fee schedule 18.76.050
Fire hydrants within property lines $6 Each hydrant 18.76.050
News Racks
Permit application $58
$55
14.36.080
News Rack Fee $6 Per news rack in the public right-of-way
News Rack Relocation Fee $12
$11
Per news rack, per relocation
Removal of Non-Compliant News Rack $333
$318
Per news rack
Storage of Non-Compliant News Rack $6 Per news rack, per day at a city facility
Certificate filing fee $6 Per news rack 14.36.110
Plan Review Fees
Plan review fee 65% of building permit fee 18.32.035
Hourly Plan Review Fee $144
Deferred Plan Review Items after permit issuance, Project Changes after permit issuance, Plan reviews for permits that aren't a "Building Permit" (Mechanical, Electrical, Fire Alarm, Fire Suppression, etc.)
18.32.035
Expedited building plan review Twice the cost of a standard plan review fee See Section 18.20.050 18.20.050
Condominium preliminary review $373
$356
Per plan, plus $11 per unit 21A.56.040
Condominium final review $244
$233
Per plan, plus $11 per unit 21A.56.040
Renewing expired plan review
One half the original plan review fee, maximum of $1,215$1,271 plus $138$144 per hour for review necessitated by changes in codes and ordinances, two hour minimum.
See section 18.20.110 18.20.110
Plumbing Permits
Amended XX/XX/2022 by Ord. 2022 - XX Page 21
Base fee $49
$47
18.56.040
Inspection of gas line/meter for utility clearance purposes $20
$19
18.56.040
Air conditioning device discharging into the building drainage system $8 Each 18.56.040
Change, alteration or replacement of soil, waste or vent pipe $7
$6
18.56.040
Change or repair of a drain, waste, vent (DWV) system $10 Each 18.56.040
Grey water system $17
$16
Each 18.56.040
Lawn sprinkler control valve on devices $8 Each 18.56.040
Medical gas piping $17
$16
Each 18.56.040
Plumbing fixture or trap roughed in for installation or relocation $7
$6
Each 18.56.040
Refrigeration drain and each safe drain discharged directly or indirectly into the building drain $7
$6
Each 18.56.040
Roof drain $7
$6
Each 18.56.040
Roof drain installed inside building $7
$6
Each 18.56.040
Settling tank or grease trap $49
$47
Each 18.56.040
Soda fountain carbonator $13 Each 18.56.040
Store, restaurant or home appliance or device connected to the culinary water supply and/or building drainage system $7
$6
Each 18.56.040
Vacuum breaker or backflow device on tanks, etc $8 Each 18.56.040
Water heater $13 Each 18.56.040
Water softener or conditioning device $13 Each 18.56.040
Revolving Loan Application Fee $113 Each 03.16.005
Re - Inspection Fee $111
$106
18.20.200
Solar Panel Permit Fee
System Size in kW Fee
0 - 5 kW $222
$212
6 - 10 kW $389
$372
11 - 50 kW $444
$425
51 - 100 kW $1,000
$956
Sidewalk Entertainer and Artist Registration $37
$36
Annual 14.38.100
Sidewalk Vending Cart - Revocable Land Use Fee $324
$310
Annual 05.65.030
Temporary Metering
Up to 100 amp load capacity $22
$21
18.36.110
Each additional, or part thereof, 100 amp capacity $5 18.36.110
Temporary Re-locatable Office Buildings
Installation permit $95
$91
Per unit 18.84.070
Interior inspection $95
$91
Per unit 18.84.070
Unity Center - Rental rates are for 6 hour consecutive period, unless otherwise noted. For questions regarding the Unity Center contact: 801.535.6533
Staffing Charge $30 Per hour over 6 hours 3.50.080
Janitorial Rate $43 Per hour, 1 hour minimum 3.50.080
Main lobby/gallery
Amended XX/XX/2022 by Ord. 2022 - XX Page 22
Business/individuals $317 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $222 Per group 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Theater - Storage or theater dark days during multi-day rentals incur the 6 hour rate per day
Business/individuals $249 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $156 Per group 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Lobby & Theater
Business/individuals $535 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $444 Per group 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Full facility rental $635 15.16.090
Classroom $29 Per hour 15.16.090
Rental Reservation and Damage deposits
Up to 75 participants $127 15.16.090
More than 75 participants $317 15.16.090
Equipment rental and service rates
Chair riser setup $317 15.16.090
Stage setup $190 15.16.090
Table setup $6 Per table 15.16.090
Chair setup $1 Per chair 15.16.090
YouthCity Programs: After School and Summer Programs
Income Qualifications Amount per participant
Residents of Salt Lake City Household income:***After School Program*Summer Program**
$10,000 or less per year $13 $13 15.16.090
More than $10,000 per year but less than or equal to 42% of the area median income, or with free lunch status $44 $63 15.16.090
More than 42% but less than or equal to 60% of the area median income, or with reduced lunch status $95 $127 15.16.090
More than 60% but less than or equal to 80% of the area median income $159 $190 15.16.090
More than 80% but less than or equal to 100% of the area median income $190 $286 15.16.090
More than 100% of the area median income $254 $498 15.16.090
Non-residents of Salt Lake City Household income:***After School Program*Summer Program**
Regardless of income or lunch status $254 $498 15.16.090
*After school program fees will be charged on a monthly basis, with the exception of the months with 12 days or less of scheduled programming which shall be half of the monthly fee, and months with 5 days or less of scheduled programming which shall be one quarter of the monthly fee, as determined by the family median income.
**Summer program fees will be charged on a session basis, as determined by the family median income.
***For purpose of the after school and the summer program, area median income shall be determined based on the federal housing and urban development guidelines for the Salt Lake City metropolitan statistical area.
Column(s) have been deleted from this table
ECONOMIC DEVELOPMENT
For questions regarding Economic Development fees Contact: 801.535.7200
Service Fee Additional Information Section
Foreign Trade Zone
Application Fee $3,718 52-2017
Additional General Purpose Zone $3,399 52-2017
Special Purpose Subzone (Non/minimal-manufacturing)$4,249 52-2017
Special Purpose Subzone (Manufacturing)$6,905 52-2017
Expansions $1,700 52-2017
Annual Fee for Operators/Subzones/Usage-Driven Sites $10,622 52-2017
Annual Fee for General Purpose Zone Usage-Driven Sites $5,311 52-2017
Economic Development Loan Fund $118 Each 03.16.005
ENGINEERING
For questions regarding Engineering Fees Contact: 801.535.6159
Service Fee Additional Information Section
Excavation Permits
Amended XX/XX/2022 by Ord. 2022 - XX Page 23
Shallow Trenching $0.29 Per linear foot 14.32.400
Minimum charge $2,900 14.32.400
Hard surfaced $0.38
$0.37
Per sq. foot 14.32.400
Minimum charge $225 April 1 - November 15 14.32.400
Minimum charge $300 November 16 - March 31 14.32.400
Soft Surfaced $0.25
$0.24
Per sq. foot 14.32.400
Minimum charge $150 April 1 - November 15 14.32.400
Minimum charge $175 November 16 - March 31 14.32.400
Permit within a restricted area Fees double See Section 14.32.400 A3 14.32.400
Landscaping Permit for Public Right of Way $19
$18
Per job, or $80.66 Per year 2.26.210
Multiple Utility Excavation Permits
Hard surfaced
Per multiple $155
$148
April 1 - November 15 14.32.400
Per multiple $228
$218
November 16 - March 31 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$37
$35
April 1 - November 15 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$46
$44
November 16 - March 31 14.32.400
Test holes (per each)$2 14.32.400
Soft Surface
Per multiple $94
$90
April 1 - November 15 14.32.400
Per multiple $105
$100
November 16 - March 31 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$19
$18
April 1 - November 15 14.32.400
Pothole/excavation < 10 sq. ft. (per each)$27
$26
November 16 - March 31 14.32.400
Test holes (per each)$1 14.32.400
Poles and Anchors $53
$51
Each pole, concrete pedestal or anchor 14.32.400
Public Survey Monuments
Monument (per each) $76
$73
14.10.040
Public Way Improvements
Curb and gutter $2 Per linear foot 14.32.405
Sidewalk, driveway approach $0.39
$0.37
Per sq. foot 14.32.405
Minimum charge $209
$200
April 1 - November 15 14.32.405
Minimum charge $262
$250
November 16 - March 31 14.32.405
In-kind No charge See section 14.32.405 D 14.32.405
Public Way Obstruction Permits
Short term (One Week)
Sidewalk Canopy $18
$17
Per Week (Construction barricades)14.32.410
Dumpster/pod $46
$44
Each, per Week (Construction barricades)14.32.410
Lane or sidewalk closure $91
$87
Per Week (Construction barricades)14.32.410
Long term: (1 Month Increments)
Sidewalk Canopy $73
$70
Each, per month (Construction barricades)14.32.410
Dumpster/pod $183
$175
(Construction barricades)14.32.410
Lane or sidewalk closure $365
$349
Each, per month (Construction barricades)14.32.410
Amended XX/XX/2022 by Ord. 2022 - XX Page 24
Small Wireless Facility Fees
Application fees 14.56.060
Small cell facility to collocate a small wireless facility on an existing or replacement utility pole $100 Per wireless facility 14.56.060
Install, modify or replace a utility pole associated with a small wireless facility, where permitted under Utah Code Section 54-21-204, or its successor $250 Per wireless facility 14.56.060
Install, modify or replace a utility pole associated with a small wireless facility, where NOT permitted under Utah Code Section 54-21-204, or its successor $1,000 Per wireless facility 14.56.060
Collation Rate As set forth in Utah CodeSection 54-21-504 14.56.070
Street Banners on Utility Poles $52
$50
Application outside of boundaries of a coordinated street banner program 21A.46.170
FIRE
For questions regarding Fire Fees Contact: 801.535.4150
Service Fee Additional Information Section
Amusement Building Permit $368
$352
Single eventAnnual 2.12.040
Cost Recovery
Hazardous material emergency Actual cost See Section 9.44.030 9.44.030
Fire emergency Actual cost See Section 9.48.030 9.48.030
Distributed Antenna System Inspection Fee
$218
$208
Includes 1 hour of plan review and 1 hour of post-construction inspection. Each additional hour of plan review is $127 and each additional hour of inspection is $81.02.12.040
$134 Each additional hour of plan review.02.12.040
$84 Each additional hour of inspection.02.12.040
Emergency Demolition The city's cost of demolition.18.64.160
EMS CHARGES
EMS Billing $59
$56
2.12.040
EMS Equipment Surcharge $59
$56
2.12.040
Medical Report $18 2.12.040
Healthcare Provider CPR $59
$56
2.12.040
Heartsaver CPR Courses $35
$34
2.12.040
Heartsaver CPR/AED Cards & Student Manual $20 Manual Required ($3) with Card ($17)2.12.040
Heartsaver CPR/AED BLS Provider - Card & Student Manual $15 Manual Required ($13) with Card ($2)2.12.040
Exhibit and Trade Show Permits
0 - 5,000 sq. feet $247
$237
Single event 2.12.040
5,001 - 10,000 sq. feet $299
$286
Single event 2.12.040
10,001 - 25,000 sq. feet $400
$382
Single event 2.12.040
25,001 - 50,000 sq. feet $495
$473
Single event 2.12.040
50,001 - 80,000 sq. feet $584
$558
Single event 2.12.040
80,001 - 125,000 sq. feet $679
$649
Single event 2.12.040
125,001 - 200,000 sq. feet $774
$740
Single event 2.12.040
Each additional 20,000 sq. feet above 200,000 $121
$116
Single event, in addition to $610 2.12.040
Explosive Permits
Amended XX/XX/2022 by Ord. 2022 - XX Page 25
Fireworks Vendor $590
$564
Permit for stores/tents/selling fireworks 2.12.040
Fireworks $616
$589
Public display outdoors 2.12.040
Blasting $806
$771
Annual 2.12.040
Filming of Fire Engines $318 Per hour (includes 1 Fire Apparatus and up to 2 Fire Personnel)2.12.040
Fire System and Equipment Installation Permit $121
$116
Fee assessed for each man hour to perform inspection
during each phase of installation 2.12.040
Fire Watch $53
$51
Per hour 2.12.040
After Hour FiremanFirefighter Rate $71
$68
Per hour 2.12.040
Hazardous Materials Permits
Minimal dispensing, use or storage $247
$237
Annual / Solids: <500 lbs. Compressed gas: <200 cu. ft.
Oxygen: <504 cu. ft.
Liquids: <55 gal.
2.12.040
Backup generator systems $184
$176
Annual 2.12.040
Storage quantities exceeding minimal storage $305
$291
Annual 2.12.040
Dispensing or use $495
$473
Annual, quantities exceeding minimum use or dispensing 2.12.040
Body shop/garage $247
$237
Annual, under 5,000 sq. feet 2.12.040
Production and processing $616
$589
Annual 2.12.040
Gas stations $216
$206
Annual 2.12.040
Tire Storage - more than 2,500 Cubic Feet $250 Annual 2.12.040
Wrecking/Salvage Yards - Not including compressed gases, flammable and combustible liquids, hot works, spray painting.$125 Annual 2.12.040
Lumber Yards - Storage or processing of lumber exceeding 100,000 board feet.$200 Annual 2.12.040
Pallet Storage - Indoor or Outdoor (over 2,000 sq ft)$175 Annual 2.12.040
Recycling Facilities $200 Annual 2.12.040
CO2 Bulk Storage - 100 lbs. or more $125 Annual 2.12.040
Dust Production Operation - (excluding woodworking)$125 Annual 2.12.040
Tank installation, alteration, abandonment, removal or disposal:Single event
Up to 3 tanktanks per site $495
$473
2.12.040
Each additional tank $121
$116
2.12.040
High Rise Permits
7 - 12 floors $616
$589
Annual 2.12.040
13 - 18 floors $742
$710
Annual 2.12.040
19 - 24 floors $863
$825
Annual 2.12.040
25 - 30 floors $990
$946
Annual 2.12.040
31 - 36 floors $1,117
$1,068
Annual 2.12.040
37 - 42 floors $1,237
$1,183
Annual 2.12.040
Over 42 floors $121
$116
Annual; in addition to $1,011, per each additional 6 floors 2.12.040
Hospitals $616
$589
Annual 2.12.040
Amended XX/XX/2022 by Ord. 2022 - XX Page 26
Hot Works Operation Permit $184
$176
Annual 2.12.040
National Fire Incident Report (NFIR)$18 Per request; form or property incident search report 2.12.040
Open Burning Permit $247
$237
Annual 2.12.040
Place of Assembly Permits
0 - 5,000 sq. feet $247
$237
Annual 2.12.040
5,001 - 10,000 sq. feet $368
$352
Annual 2.12.040
10,001 - 25,000 sq. feet $527
$504
Annual 2.12.040
25,001 - 50,000 sq. feet $711
$679
Annual 2.12.040
50,001 - 80,000 sq. feet $895
$855
Annual 2.12.040
80,001 - 125,000 sq. feet $1,117
$1,068
Annual 2.12.040
125,001 - 200,000 sq. feet $1,422
$1,359
Annual 2.12.040
Each additional 20,000 sq. feet above 200,000 $121
$116
Annual; in addition to $1,183 2.12.040
Property Search $18 2.12.040
Pyrotechnic Special Effects Materials Permit
Flame effects $247
$237
Before an audience; single event 2.12.040
Indoor Fireworks $247
$237
Single event 2.12.040
1.4 grain fireworks $247
$237
Single event 2.12.040
Theatrical display $247
$237
Single event 2.12.040
Re-inspection $24
$23
Fee assessed for each ¼ man hour to perform re-
inspection,re-inspection, including paperwork and travel
time.
2.12.040
State Licensed Healthcare Facilities
0 - 3,000 sq. feet $184
$176
Annual 2.12.040
3,001 - 6,000 sq. feet $249
$238
Annual 2.12.040
6,001 - 10,000 sq. feet $305
$291
Annual 2.12.040
10,001 sq. feet or greater $368
$352
Annual 2.12.040
Temporary Membrane Structures, Tents or Canopies
Single event $184
$176
Up to 180 days. See Also Special Events.2.12.040
Each additional structure on same site $1 See Also Special Events 2.12.040
Re-inspection of additional set up $1 1 - 2 per week. See Also Special Events 2.12.040
Non-Combustible Temporary Structures <180 days $180 up to 180 days. See Also Special Events 2.12.040
GALLIVAN CENTER
Service Fee Additional Information Section
Ice Skating - Adults $10
$9
Includes admission and skates 15.16.120
Ice Skating - Children & Seniors $9
$8
Includes admission and skates 15.16.120
GOLF
Amended XX/XX/2022 by Ord. 2022 - XX Page 27
For questions regarding Golf Fees Contact: 801.485.7730
Service Fee Additional Information Section
Advance Tee Time Reservations
0-8 days in advance No fee 15.16.031
9 days to one year in advance $5.00 Non-refundable Per player, minimum 18 holes 15.16.031
No-Show Fee $5.00Minimum $5 fee or up to full booked rate based on circumstances Per player for 9 or 18 holesplayer, charged based on course availability.15.16.031
Membership Programs Regular Junior (17 years old or younger)
Senior (60 year old and older)
LoyalTee Discount Cards $75 NA $65 Plus tax, See Section 15.16.031.A.6 15.16.031
Birdie Passports Without Cart $1,450
$1,300
NA $1,100
$1,000
Plus tax, See Section 15.16.031.A.7 15.16.031
Birdie Passports With Cart $2,100
$1,900
NA $1,750
$1,600
Plus tax, See Section 15.16.031.A.7 15.16.031
Double Eagle Passports Without Cart $2,100
$1,900
NA $1,650
$1,500
Plus tax, See Section 15.16.031.A.8 15.16.031
Double Eagle Passports With Cart $2,850
$2,500
NA $2,400
$2,100
Plus tax, See Section 15.16.031.A.8 15.16.031
Junior Annual Passport NA $625
$550
NA Plus tax, See Section 15.16.031.A.10 15.16.031
Junior Summer Passport NA $385
$350
NA Plus tax, See Section 15.16.031.A.9 15.16.031
Membership Card Replacement $5 $5 $5 15.16.031
Golf Gift Cards
Golf Gift Card Monthly Service $3 Applied monthly after 12 months of inactivity 15.16.031
Golf Cart Rentals 9 Holes 18 Holes 15.16.031
Double riderRider Cart $14 $28 Tax included in fee 15.16.031
Single riderRider Cart $7 $14 Tax included in fee 15.16.031
MountainBonneville/Mountain Dell Double Rider Cart $18.00
$16.00
$36.00
$32.00
Tax included in fee 15.16.031
MountainBonneville/Mountain Dell Single Rider Cart $9.00
$8.00
$18.00
$16.00
Tax included in fee 15.16.031
MountainBonneville/Mountain Dell Twilight Cart Double Rider Cart N/A $24.00 Tax included in fee 15.16.031
MountainBonneville/Mountain Dell Twilight Cart Single Cart RiderRider Cart N/A $12.00 Tax included in fee 15.16.031
Glendale Double Rider Cart $16.00 $32.00 Tax included in fee 15.16.031
Private Cart Trail Fee $5.00 $10.00 Tax included in fee 15.16.031
Glendale Single Rider Cart $8.00 $16.00 Tax included in fee 15.16.031
Private Cart Trail Fee $5.00 $10.00 Tax included in fee 15.16.031
Cover rental $5.00 $10.00 Tax included in fee 15.16.031
Golf Club Rentals
Regular $7 $14 Tax included in fee 15.16.031
Premium $15 $30 Tax included in fee 15.16.031
Mountain Dell Premium $20 $35 Tax included in fee 15.16.031
USGA Grant Junior Clubs $3 $6 Tax included in fee 15.16.031
Grandfathered Senior Season Golf Passes 9 Holes 18 Holes
Base fee $400 See Section 15.16.031.A.2 15.16.031
Resident surcharge $3 $6 Tax included in fee 15.16.031
Nonresident surcharge $4 $8 Tax included in fee 15.16.031
Green Fees: As of January 1, 2012 $1.002022 $2.00 per 9-hole/$2.009-hole/$4.00 per 18-hole round less sales tax will be allocated to a dedicated Golf CIP fund to be used exclusively for golf course improvement projects.
Actual green fees charged for seniors, juniors, school golf teams, and group rates are subject to change and may vary from the prices listed on the Consolidated Fee Schedule
Green Fees - Tax included in listed green fees
General Public Rates
Time frame subject to change as needed by Golf Director
Amended XX/XX/2022 by Ord. 2022 - XX Page 28
Courses 9 Holes 18 Holes General Public Rate Time Frame
Bonneville $21.00
$20.00
$42.00
$40.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Bonneville weekend before 2PM $42.00
$25.00
NA42 Sat/Sun before 12PM2PM 15.16.031
Forest Dale $17.00
$16.00
NA All Day, Every Day 15.16.031
Forest Dale Re-Round $12.00 NA All Day, Every Day 15.16.031
Glendale $18.00
$17.00
$36.00
$34.00
All Day, Every Day 15.16.031
Mountain Dell (Mon - Wed)$21.00
$20.00
$42.00
$40.00
All Day, Every DayMon - Wed, all day 15.16.031
Mountain Dell (Thur - Sun)N/A $42.00 Thur - Sun until 4PM, 18-hole only 15.16.031
Nibley Park $16.00
$15.00
NA All Day, Every Day 15.16.031
Nibley Park Re-Round $10.00 NA All Day, Every Day 15.16.031
Rose Park $16.00
$15.00
$32.00
$30.00
15.16.031
Senior Rates - Age 60 and above See Section 15.16.031.B.
Courses 9 Holes 18 Holes Senior Rate Time Frame
Bonneville $18.00
$17.00
$36.00
$34.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Forest Dale $15.00
$14.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Forest Dale Re-Round $11.00 NA All Day, Every Day 15.16.031
Glendale $15.00
$14.00
$30.00
$28.00
Mon - Fri, all day & Sat/Sun after 12PM1PM 15.16.031
Mountain Dell $18.00
$17.00
$36.00
$34.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Nibley Park $14.00
$13.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Nibley Park Re-Round $9.00 NA All Day, Every Day 15.16.031
Rose Park $14.00
$13.00
$28.00
$26.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Regular LoyalTee Program Rates
Courses 9 Holes 18 Holes Regular LoyalTee Time Frame
Bonneville $18.00
$17.00
$36.00
$34.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Forest Dale $15.00
$14.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Forest Dale Re-Round $11.00 NA All Day, Every Day 15.16.031
Glendale $15.00
$14.00
$30.00
$28.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Mountain Dell $18.00
$17.00
$36.00
$34.00
All Day, Every DayMon - Fri, all day & Sat/Sun after 2PM 15.16.031
Nibley Park $13.00
$12.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Nibley Park Re-Round $9.00 NA All Day, Every Day 15.16.031
Rose Park $13.00
$12.00
$26.00
$24.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Senior LoyalTee Program Rates
Amended XX/XX/2022 by Ord. 2022 - XX Page 29
Courses 9 Holes 18 Holes Senior LoyalTee Time Frame
Bonneville $15.00
$14.00
$30.00
$28.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Forest Dale $13.00
$12.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Forest Dale Re-Round $10.00 NA All Day, Every Day 15.16.031
Glendale $13.00
$12.00
$26.00
$24.00
Mon - Fri, all day & Sat/Sun after 12PM1PM 15.16.031
Mountain Dell $15.00
$14.00
$30.00
$28.00
All Day, Every DayMon - Fri, all day & Sat/Sun after 2PM 15.16.031
Nibley Park $11.00
$10.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Nibley Park Re-Round $8.00 NA All Day, Every Day 15.16.031
Rose Park $12.00
$11.00
$24.00
$22.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Young Adult Rates - Age 18-25
Courses 9 Holes 18 Holes Young Adult Time Frame
Bonneville $16.00
$15.00
$32.00
$30.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Forest Dale $14.00
$13.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $14.00
$13.00
$28.00
$26.00
Mon - Fri, all day & Sat/Sun after 12PM1PM 15.16.031
Mountain Dell $16.00
$15.00
$32.00
$30.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Nibley Park $12.00
$11.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $12.00
$11.00
$24.00
$22.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Junior Rates - Age 6 through Age 17
Courses 9 Holes 18 Holes Junior Rates Time Frame
Bonneville $11.00
$10.00
$22.00
$20.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Forest Dale $10.00
$9.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $10.00
$9.00
$20.00
$18.00
Mon - Fri, all day & Sat/Sun after 12PM1PM 15.16.031
Mountain Dell $11.00
$10.00
$22.00
$20.00
Mon - Fri, all day & Sat/Sun after 12PM2PM 15.16.031
Nibley Park $9.00
$8.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $9.00
$8.00
$18.00
$16.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Twilight Rates
Mountain Dell NA $48.00
$30.00
Time frame to be determined by course and posted in the clubhouseclubhouse. Cart Included.15.16.031
Pull Cart Rental 9 Holes 18 Holes
Pull Cart $4.00 $8.00 Tax included in fee 15.16.031
Range Balls Tax included in fee
Small bucket $6.00 Per bucket 15.16.031
Large bucket $10.00 Per bucket 15.16.031
10 Bucket Range Pass $70.00 10 large buckets 15.16.031
20 Bucket Range Pass $130.00 20 large buckets 15.16.031
High School Golf Team
Amended XX/XX/2022 by Ord. 2022 - XX Page 30
Courses 9 Holes 18 Holes School Golf Team Rate Time Frame
Bonneville $11.00
$10.00
$22.00
$20.00
Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Forest Dale $10.00
$9.00
NA Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Glendale $10.00
$9.00
$20.00
$18.00
Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Mountain Dell $11.00
$10.00
$22.00
$20.00
Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Nibley park $9.00
$8.00
NA Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Rose Park $9.00
$8.00
$18.00
$16.00
Mon. - Thurs. all day & Sat./Sun. after 12PM 15.16.031
Large Bucket of Range Balls $7.00 Per Bucket 15.16.031
University Team Rates
Courses 9 Holes 18 Holes University Team Rate Time Frame
Bonneville $14.00
$13.00
$28.00
$26.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Forest Dale $13.00
$12.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Glendale $11.00
$10.00
$22.00
$20.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Mountain Dell $14.00
$13.00
$28.00
$26.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Nibley Park $11.00
$10.00
NA Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Rose Park $11.00
$10.00
$22.00
$20.00
Mon - Fri, all day & Sat/Sun after 12PM 15.16.031
Large Bucket of Range Balls $7.00 Per Bucket 15.16.031
Tournament Fees/Group Fees
9 holes $5.00 Per person, plus green fees 15.16.031
18 holes $10.00 Per person, plus green fees 15.16.031
HOUSING AND NEIGHBORHOOD DEVELOPMENT (HAND)
For questions regarding HAND contact: 801.535.6533
Service Fee Additional Information Section
Rehabilitation Loan $381
$364
2.61.030
First Time Home Buyer Application $27
$26
2.61.030
First Time Home Buyer Loan $435
$416
2.61.030
Rehabilitation Technical Assistance $381
$364
2.61.030
Foreclosure $544
$520
2.61.030
Late Loan Payment Fee 4%A different amount may apply if specified in the loan documents 2.61.030
Returned Check or EFT Transfer $22
$21
2.61.030
Mortgage Insurance 0.5% - 1.0%Depending on loan fund sourcing 2.61.030
Loan Subordination $54
$52
2.61.030
Payoff $53
$51
2.61.030
Appraisal Actual Charge up to $500 2.61.030
Amended XX/XX/2022 by Ord. 2022 - XX Page 31
First Time Home Buyer Repurchase $136
$130
2.61.030
Property Inspection Fee Up To $200 2.61.030
Vending Cart Application $31
$30
Not including Mobile Ice cream vendors 5.65.030
Vending License - Mobile Ice Cream Vendors $31
$30
5.64.670
IMPACT FEES
For questions regarding Impact fees contact: 801.535.7712
Service Fee Additional Information Section
Appeals Process $50 18.98.090
Developers Independent Calculation Deposit $150 Could be refunded or increased based upon actual total costs.18.98.160
Impact Fees Single Family Multi-Family Office Industrial Commercial/ Retail
Residential (per Unit)(Per 1,000 SF)
Fire $171 $171 $53 $25 $250 18.98.160
Park $5,173 $3,078 $0 $0 $0 18.98.090
Police $59 $59 $20 $10 $86 18.98.160
Transportation $429 $242 $498 $290 $1,955 18.98.090
Storm Water $374 Per 1/4 acre 17.81.400
PARKING AND TRAFFIC
For questions regarding Parking and Traffic contact: 801.535.6630
Service Fee Additional Information Section
Administrative Fee For Collection of Past Due Debts $55
$53
12.56.550
Area Regular Parking Permits
One year $44
$42
10 - 12 Months 12.64.090
9 - 11 months $33
$32
7 - 9 Months 12.64.090
5 - 8 months $22
$21
4 - 6 Months 12.64.090
1 - 4 Months $11 1 - 3 Months 12.64.090
Area Seasonal Parking Collection
5 - 8 months $22
$21
4 - 6 Months 12.64.090
3 - 4 months $11 1 -3 Months 12.64.090
Barricade Permit $35
$34
14.32.418
Electric Vehicle (EV) Level 3 Fast Charging Stations
Base Fee Per Charging Event $2 PLUS per kilowatt hour charge 12.56.600
Electricity Charge $0.23
$0.22
Per kilowatt hour 12.56.600
Freight Curb Loading Zone Permit Base Business License fee Annual; plus sticker fee 12.56.330
Vehicle sticker $85
$81
Annual 12.56.330
Vehicle sticker replacement $6 12.56.330
Vehicle sticker transfer of vehicle $6 12.56.330
House Number Certificate (public works)$12 14.08.040
Library Parking Fees
Library Daily Rates $1.50/half hour First half hour free, library patrons may7 receive up to 2 hours free, $12 daily maximum 12.56.580
Loading Zone & Restricted Parking
Loading zone & restricted parking $28/vehicle per day For provisions and exemptions see Section 12.56.325 12.56.325
Events $12/vehicle per day For provisions and exemptions see Section 12.56.325 12.56.325
Filming (movie, television series or commercial)$12/vehicle per day For provisions and exemptions see Section 12.56.325 12.56.325
Amended XX/XX/2022 by Ord. 2022 - XX Page 32
Business Parking Permit $500 12.56.580
Parking Meter Rates Shall not exceed $2.25 per hour 12.56.170
Residential Transit Pass (Hive Pass)
Annual Hive Voucher Pass $350 Only available to qualifying individuals through social service agencies 3.16.2060
Annual Hive Co-op Pass $475 3.16.2060
Monthly Hive Co-op Pass $42 3.16.2060
Street Name Change Application $306
$292
14.08.015
Traffic School
Traffic School $65 12.8.150
Traffic School - Tier II $90 At the prosecutor's discretion 12.8.150
Traffic School - Tier III $105 At the prosecutor's discretion 12.8.150
Temporary Closure - Parking Meters $28 Per meter, per day 14.12.130
Temporary Placing of Bags on Parking Meters $28 Per day 12.56.210
During filming of a movie/television series/ commercial $12 Per day 12.56.210
For an event that continues for not less than 3 days $12 Per day/must significantly foster area business promotion and have an expected attendance exceeding 5,000 12.56.210
For a religious or charitable organization No charge Limited to 30 days per calendar year 12.56.210
For use under the direction of the city in connection with a city sponsored event No charge 12.56.210
Vehicle Relocation Fee - Small $80
$79
Light Vehicle with a GVWR of 10,000 lbs or less 12.56.540
Vehicle Relocation Fee - Mid $110 Medium Vehicle with a GVWR of 10,001 lbs to 26,000 lbs 12.56.540
Vehicle Relocation Fee - Large $140 Large Vehicle with a GVWR of 26,001 lbs or greater 12.56.540
POLICE
For questions regarding Police fees contact: 801.799.3101
Service Fee Additional Information Section
911 Emergency Service fee See Fire
Background Search and Letter Not more than $16 Age 65+ exempt/waiver available, see Section 2.10.090 2.10.080
Fingerprinting Not more than $55 Age 65+ exempt 2.10.010
ID Cards Not more than $55 Age 65+ exempt 2.10.010
Incident Reports See Additional Information Not more than the fee charged by the State of Utah for similar reports 2.64.040
Personal Criminal History Record $6 Age 65+ exempt 2.10.050
Service fee for Party, Gathering, or Event
Non-rental property $381
$364
Each visit 11.14.020
Rental property, renter responsibility
Each visit up to 2 visits $381
$364
For 3rd visit or more see rental property, owner responsibility 11.14.020
Rental property, owner responsibility
Third visit $127
$122
11.14.020
Each additional visit in any 365 day period $381
$364
11.14.020
Theft Reports Not more than $55 Age 65+ exempt 2.10.010
User's Security and Privacy Non-disclosure Agreement Not more than $55 Age 65+ exempt 2.10.050
Vehicle Booting Fee
Vehicle booting fee $75 12.96.025
Late removal of boot fee $30
$28
Per day after first 24 hours 12.96.025
Boot damage or replacement fee City's actual costs incurred Determined by the total cost(s) required by the City for replacement or repair of the immobilization device 12.96.025
Registration Fee $37
$35
12.96.025
Sex Offender Registration Fee $25
Special Events
Amended XX/XX/2022 by Ord. 2022 - XX Page 33
Police Coverage during special event $65
$62
Per hour estimated on duration of event. Invoice to be trued up at the end of the event.3.50.080
Police Special Equipment Fee (Car Charge)$7 Per every 4 hours, plus fuel surcharge 3.50.080
Vehicle Relocation Fee $79 12.56.540
Towing Operational Costs: MUST COMPLY WITH STATE REGULATION R909-19
Size of tow Base Tow Rate Varies based on size of vehicle 12.96.025
Light Duty $168 There will be an additional $36.25 added for each additional 15 minutes. Any vehicle with GVWR of 10,000 lbs or less 12.96.025
Medium Duty $280 There will be an additional $60.00 added for each additional 15 minutes. Vehicles with a GVWR of 10,001 to 26,000 lbs 12.96.025
Heavy Duty $347 There will be an additional $75.00 added for each additional 15 minutes. Vehicles with a GVWR of 26,001 lbs or greater 12.96.025
Vehicle Storage Fee: MUST COMPLY WITH STATE REGULATION R909-19
Size of tow (Non-Consent Police Generated Tow)Varies based on size and location stored 12.96.025
Light Duty - Stored Inside $45 Per Day (Except vehicles held in evidence)12.96.025
Light Duty - Stored Outside $40 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Inside $165 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Outside $115 Per Day (Except vehicles held in evidence)12.96.025
Administration Fee $35 Maximum Per Vehicle (Notification for reporting non-consent tows)12.96.025
Vehicle Storage Fee: MUST COMPLY WITH STATE REGULATION R909-19
Size of tow (Non-Consent Non-Police Generated Tow)Varies based on size and location stored 12.96.025
Light Duty - Stored Inside $45 Per Day (Except vehicles held in evidence)12.96.025
Light Duty - Stored Outside $40 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Medium Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Inside $85 Per Day (Except vehicles held in evidence)12.96.025
Heavy Duty - Stored Outside $60 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Inside $165 Per Day (Except vehicles held in evidence)12.96.025
Vehicles Used in Transporting Hazardous Material - Stored Outside $115 Per Day (Except vehicles held in evidence)12.96.025
Administration Fee $35 Maximum Per Vehicle (Notification for reporting non-consent tows)12.96.025
Fuel Surcharge: MUST COMPLY WITH STATE REGULATION R909-19-15
Fuel Surcharge Based on Fuel Price Varies based on the daily Rocky Mountain Average as determined by the Department of Energy (http://www.fwccinc.com/doefuel.html). When the price of fuel reaches $3.25 per gallon, a tow truck motor carrier may charge a surcharge equal to 5% of the base tow rate. An additional 5% shall be allowed for each $0.25 per gallon increase. Conversely, as the price of fuel drops, the fuel surcharge shall decrease by the same rate
See Utah Regulation R909-19-15
Fuel Price $3.50 $4.00 $4.50 $5.00
Size of Tow
Light Duty $14.50 $29.00 $43.50 $58.00
Medium Duty $24.00 $48.00 $72.00 $96.00
Heavy Duty $30.00 $60.00 $90.00 $120.00
Property Removal Fee $89
$85
Per each 30 minute time period
Body Cam Redaction and Video Production $40
$38
Per Hour; Billable in quarter hour increments. No charge for the first quarter hour of staff time.2.64.040
Body Cam DVD $28
$27
2.64.040
GRAMA Request $20 Per Hour; Billablebillable in quarter hour incrementsincrements. Charges begin after first 15 minutes of research or record compilation.
PARKS AND PUBLIC LANDS
For questions regarding Parks and Public Lands contact: 801.972.7800801.535.7800
Service Fee Additional Information Section
Community Programs and Classes
Amended XX/XX/2022 by Ord. 2022 - XX Page 34
After School Programs
After School Programs Formula based See Section 15.16.090 15.16.090
Recreational (Non-organized or affiliate group), one-time use Tier B field $20 Per hour/two hour minimum 15.16.010
Recreational (Non-organized or affiliate group), one-time use Tier C field $15 Per hour/two hour minimum 15.16.010
RECREATIONAL ATHLETIC FIELDS:
Organized League Use per Hour per Field Tier B Field Tier C Field
Youth Non-Profit*$10 $8 15.16.010
Adult Non-Profit*$15 $12 15.16.090
Youth & Adult For-Profit $25 $20 15.16.010
*MUST TURN IN PROOF OF NON-PROFIT STATUSProof of residency and non-profit status will count toward field priority order as in the past
Recreational tournaments with season reservations $108 Per Day 15.16.090
Recreational tournaments without season reservations $215 Per Day 3.50.080
Any cleaning required after field and pavilion usage $42 Per staff hour 15.16.010
Community Art/Enrichment
Youth not more than $31
Adult not more than $47
Community Stewardship & Education
Youth
Youth not more than $31
Adult not more than $47
Outdoor Recreation
Youth not more than $31
Adult not more than $47
Equipment Rental $16 plus sales tax Each with pavilion reservation; limit 2 per reservations 15.16.020
Recreation kit rental - late fee $6 Late fee day, per day 15.16.020
Recreation kit rental - replacement fee $294 plus sales tax Total cost of the entire recreation kit if it needs to be replaced 15.16.020
Recreation Bag $54 Replacement cost of bag only 15.16.020
Volleyball Net $43 Replacement cost of volleyball net only 15.16.020
Volleyball $22 Replacement cost of volleyball only 15.16.020
Baseball bat (2)$33 each Replacement cost per baseball bat only 15.16.020
Softball (2)$11 each Replacement cost per softball only 15.16.020
Football $22 Replacement cost of football only 15.16.020
Soccer Ball $22 Replacement cost of soccer ball only 15.16.020
Horseshoe Set $43 Replacement cost of horseshoe set only 15.16.020
Jordan River Paddle Share
Kayak - single $26
$25
for reservation window 15.16.020
Kayak - tandem $42
$40
for reservation window 15.16.020
Park Facility Reservations
Athletic Facility Reservations
Recreational (Non-organized or affiliate group), one-time use Tier B field $21 Per hour/two hour minimum 15.16.010
Recreational (Non-organized or affiliate group), one-time use Tier C field $16 Per hour/two hour minimum 15.16.010
Organized League Use per Hour per Field Tier B Field Tier C Field
Youth & Adult $16 $13 15.16.010
Recreational tournaments with season reservations $113 Per Day
Recreational tournaments without season reservations $225 Per Day 3.50.080
Any cleaning required after field usage $44 Per staff hour 15.16.010
Outdoor Volleyball Court Fees and Liberty Park
Amended XX/XX/2022 by Ord. 2022 - XX Page 35
Recreational One Time Use Fees $11 Per Hour 15.16.010
Youth Volleyball League $5 Per Hour Per Court (1/2 of one time use field rate)15.16.010
Adult Volleyball League $7 Per Hour Per Court (1/2 of one time use field rate)15.16.010
Picnic Facility Reservations
Pavilion Reservations
Resident Non-resident
Pavilions (does not include Liberty Park Rice Pavilion and Washington Park/Mountain Dell)$51
$49
$61
$59
Full day 15.16.020
Washington Park/Mountain Dell Pavilions (AM)$95
$91
$127
$121
Half day (8am - 2pm)15.16.020
Washington Park/Mountain Dell Pavilions (PM)$95
$91
$127
$121
Half day (3pm - 10pm)15.16.020
Liberty Park - Rice Pavilion (AM)$51
$49
$63
$61
Half day (8am - 2pm)15.16.020
Liberty Park - Rice Pavilion (PM)$51
$49
$63
$61
Half day (3pm - 10pm)15.16.020
Cottonwood Park - Pavilion $33
$31
$43
$42
Full day 15.16.020
Wedding Ceremony Permit Fees $190 $190 Additional $42 per hour for any cleaning required after pavilion use 15.16.020
Wedding Ceremony Permit Fees - International Peace Gardens $190 $190 Per 2 hour block + additional $42 per hour for any cleaning required after pavilion use 15.16.020
Premier Fields Athletic Center (RAC):
Premier Fields Athletic Center (RAC):
Fields are available for games only Weekdays, Per Hour Weekends, Per Hour Full Day Lights Per Hour
Youth Resident Field Rental $51
$49
$60
$57
$17
$16
15.16.010
Adult Resident Field Rental $71
$68
$82
$78
$17
$16
15.16.010
Youth Non-Resident Field Rental $71
$68
$82
$78
$17
$16
15.16.010
Adult Non-Resident Field Rental $82
$78
$92
$88
$17
$16
15.16.010
Resident Stadium Field Rental $153
$146
$168
$161
$16 15.16.010
Non-Resident Stadium Field Rental $168
$161
$185
$177
$16 15.16.010
Tournament Field Rental*$761
$728
$44
$42
15.16.010
Full Complex Rental $218
$208
15.16.010
* Does not include additional tournament fees
Recreation Kit Rental $15 plus sales tax Each with pavilion reservation; limit 2 per reservations 15.16.020
Amended XX/XX/2022 by Ord. 2022 - XX Page 36
Recreation kit rental - late fee $6 Late fee day, per day 15.16.020
Recreation kit rental - replacement fee $276 plus sales tax Total cost of the entire recreation kit if it needs to be replaced 15.16.020
Recreation Bag $52 Replacement cost of bag only 15.16.020
Volleyball Net $42 Replacement cost of volleyball net only 15.16.020
Volleyball $21 Replacement cost of volleyball only 15.16.020
Baseball bat (2)$31 each Replacement cost per baseball bat only 15.16.020
Softball (2)$10 each Replacement cost per softball only 15.16.020
Football $21 Replacement cost of football only 15.16.020
Soccer Ball $21 Replacement cost of soccer ball only 15.16.020
Horseshoe Set $42 Replacement cost of horseshoe set only 15.16.020
Community Outdoor Recreation Programs
Youth not more than $31
Adult not more than $47
Seasonal Youth League Food and Beverage Service Permits
Seasonal Youth League Food and Beverage Service Permits
Concession Stands
Concession - with electricity and/or plumbing $63
$61
Per month 15.16.110
Concession - temporary without electricity and/or plumbing $32
$30
Per month 15.16.110
Special Event Permit $121 Commercially related (community events)3.50.080
Special Event Filming Permit $121 21A.42.070
Special Event Demonstrations (Free Expression)$6 21A.42.070
YouthCity Programs: After School and Summer Programs Formula based
Income Qualifications Amount per participant
Residents of Salt Lake City Household income:***After School Program*Summer Program**
$10,000 or less per year $12 $12 15.16.090
More than $10,000 per year but less than or equal to 42% of the area median income, or with free lunch status $42 $61 15.16.090
More than 42% but less than or equal to 60% of the area median income, or with reduced lunch status $91 $121 15.16.090
More than 60% but less than or equal to 80% of the area median income $152 $182 15.16.090
More than 80% but less than or equal to 100% of the area median income $182 $273 15.16.090
More than 100% of the area median income $243 $476 15.16.090
Non-residents of Salt Lake City Household income:***After School Program*Summer Program**
Regardless of income or lunch status $242 $476 15.16.090
*After school program fees will be charged on a monthly basis, with the exception of the months with 12 days or less of scheduled programming which shall be half of the monthly fee, and months with 5 days or less of scheduled programming which shall be one quarter of the monthly fee, as determined by the family median income.
**Summer program fees will be charged on a session basis, as determined by the family median income.
***For purpose of the after school and the summer program, area median income shall be determined based on the federal housing and urban development guidelines for the Salt Lake City metropolitan statistical area.
Tennis Courts
Tennis Courts
Dee Glenn Smith and Liberty Park
Hours:
Monday - Friday
7:00am to close
Saturday, Sunday & holidays
8:00am to close
Indoor (bubble)
Amended XX/XX/2022 by Ord. 2022 - XX Page 37
Court $28
$24
Per court, per hour 15.16.060
Prepaid court $26
$22
Per court, per hour 15.16.060
Tournament $18
$13
Per court, per hour 15.16.060
Tournament Cleaning Deposit $250 Per Tournament 15.16.060
Outdoor (summer)
Court (12 or Less Courts Used)$8
$7
Per court, per hour 15.16.060
Court (13 or More Courts Used $11
$10
Per court, per hour 15.16.060
Reservation Fee $2 Per court, per reservation 15.16.060
Tournament $4
$3
Per court, per day reservation fee
Tournament Cleaning Deposit $250 Per Tournament 15.16.060
All Other Courts No charge 15.16.060
Unity Center - Rental rates are for 6 hour consecutive period, unless otherwise noted. For questions regarding the Unity Center contact: 801.535.6533
Staffing Charge $28 Per hour over 6 hours 3.50.080
Janitorial Rate $42 Per hour, 1 hour minimum 3.50.080
Main lobby/gallery
For profit business/individuals $303 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $212 Per group 15.16.090
Nonprofit charging a fee $273 15.16.090
Nonprofit not charging fee $243 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Theater - Storage or theater dark days during multi-day rentals incur the 6 hour rate per day
For profit business/individuals $238 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $149 Per group 15.16.090
Nonprofit charging a fee $208 15.16.090
Nonprofit not charging fee $179 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Lobby & Theater
For profit business/individuals $512 Not residents of Glendale or Poplar Grove 15.16.090
Glendale or Poplar Grove residents $425 Per group 15.16.090
Nonprofit charging a fee $485 15.16.090
Nonprofit not charging fee $455 15.16.090
City/Community activities No charge Including community council meetings 15.16.090
Full facility rental $607 15.16.090
Classroom $29 Per hour 15.16.090
Rental Reservation and Damage deposits
Up to 75 participants $121 15.16.090
More than 75 participants $303 15.16.090
Equipment rental and service rates
Chair riser setup $303 15.16.090
Stage setup $182 15.16.090
Table setup $6 Per table 15.16.090
Chair setup $1 Per chair 15.16.090
Facility Reservation Cleanup and Repair Fees
Supervisor $31 Per Hour 3.50.080
Sr. Groundskeeper $22 Per Hour 3.50.080
Groundskeeper $16 Per Hour 3.50.080
Seasonal Employee $14 Per Hour 3.50.080
Plumber $29 Per Hour 3.50.080
Irrigation Tech $25 Per Hour 3.50.080
Irrigation Seasonal $18 Per Hour 3.50.080
Electrical Usage $0.09 Per Kilowatt Hour - $15.29 Minimum 3.50.080
Restroom Cleaning $34 Per Cleaning 3.50.080
Damage to City Property Varies based on damage Based on city's cost 3.50.080
Amended XX/XX/2022 by Ord. 2022 - XX Page 38
Damage to Landscape
Sod Replacement $0.31 Per Square Foot 3.50.080
Peat Moss $16 Per Bale (cost is $15.88)3.50.080
Lawn Seed $113 Per Bag 3.50.080
Top Soil $36 Per Yard 3.50.080
Fertilizer $36 Per Bag 3.50.080
Tree Replacement Varies per size of tree Based on city's cost to replace damaged tree 3.50.080
Wetting Agent $116 Per 40 lb bag 3.50.080
Wetting Agent + Organic 3-1-0 $49 Per 50 lb bag 3.50.080
Paver Replacement
Paver Cleaning $300 per 1/2 day; $600 per day Based on city's cost 3.50.080
Equipment Damage and Parts Varies based on damage Based on city's cost 3.50.080
Irrigation Damage and Parts Varies based on damage Based on city's cost 3.50.080
Fuel Costs $3 3.50.080
Use of Equipment
1 Ton Dump Truck $30 Per Hour 3.50.080
Aerator (Walk Behind)$9 Per Hour 3.50.080
Aerator, Tractor Mounted (including Tractor)$17 Per Hour 3.50.080
ATLV $16 Per Hour 3.50.080
Backhoe $48 Per Hour 3.50.080
Blower, Backpack (Stihl)$2 Per Hour 3.50.080
Blower (Walk Behind)$7 Per Hour 3.50.080
Edger, Grass (Power Trim)$7 Per Hour 3.50.080
Leafbed/10 Wheeler $67 Per Hour 3.50.080
Loader $68 Per Hour 3.50.080
Mixer $13 Per Hour 3.50.080
Mower, Bagger (Snapper)$7 Per Hour 3.50.080
Mower, Riding (Toro/Kubota)$17 Per Hour 3.50.080
Mower, Side Discharge (Eastman)$6 Per Hour 3.50.080
Mower, Wide Area (Jacobsen 9016)$36 Per Hour 3.50.080
Pickup Truck $15 Per Hour 3.50.080
Plow, Jeep Mounted (Including Jeep)$12 Per Hour 3.50.080
Plow, Truck (Including Truck)$24 Per Hour 3.50.080
Pressure Washer $8 Per Hour 3.50.080
Pressure Washer with Heat $21 Per Hour 3.50.080
Community Art/Enrichment Classes
Youth Not more than $31 15.16.090
Parent/child Not more than $47 15.16.090
Wedding Ceremony Permit Fee $182 Additional $42 per hour for any cleaning required after pavilion use 15.16.100
International Peace Gardens $182 for a 2 hour block Additional $42 per hour for any cleaning required after pavilion use 15.16.100
Snowthrower (Toro)$3 Per Hour 3.50.080
Sprayer, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Spreader, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Sweeper, Tractor Mounted (Including $30 Per Hour 3.50.080
Track hoe $18 Per Hour 3.50.080
Tractor and Seeder $18 Per Hour 3.50.080
Trimmer, Hedger (Stihl)$5 Per Hour 3.50.080
Trimmer, Line (Maruyama, Echo)$15 Per Hour 3.50.080
Utility Truck (Cushman)$14 Per Hour 3.50.080
Utility Truck (Kawasaki Mule)$14 Per Hour 3.50.080
Van, Mower ( Including Trailer)$20 Per Hour 3.50.080
Special Event Permit $127 Commercially related (community events)3.50.080
Special Event Filming Permit $127 21A.42.070
Special Event Demonstrations (Free Expression)$6 21A.42.070
Urban Forestry
Public Tree Work Permit $15$16 per tree or$152$159 per year Permit processing fee, to account for staff time to issue permit and update inventory.3.50.080
Tree Removal Mitigation The Contracted Rate This is the average cost (per inch) to purchase and plant a new tree. This fee is charged when code protected trees are removed or damaged.3.50.080
Amended XX/XX/2022 by Ord. 2022 - XX Page 39
Outdoor Volleyball Court Fees and Liberty Park
Recreational One Time Use Fees $10 Per Hour 15.16.010
Youth Volleyball League $5 Per Hour Per Court (1/2 of one time use field rate)15.16.010
Adult Volleyball League $7 Per Hour Per Court (1/2 of one time use field rate)15.16.010
RECORDS AND ELECTIONS
For questions regarding Records and Election fees contact: 801.535.7671
Service Fee Additional Information Section
Candidate Filing Fees Mayor Council
File $400
$383
$96
$91
Or petition/ see Section 2.68.010 2.68.010
With Nomination $393
$376
$96
$91
Or additional petition signatures/see Section 2.68.010 2.68.010
Write - in $393
$376
$96
$91
2.68.020
Copies of Records
Employee time Not more $20 Per hour minus the first 15 minutes compiling records as listed
in Section 2.64.130A 2.64.040
Paper photocopies Not more than $0.10 Per copy 2.64.040
Size C blueprint Not more than $1 Per copy 2.64.040
Produced a microfilm printer (silver paper)Not more than $2 Per copy 2.64.040
From microfilm (plain paper)Not more than $0.10 Per copy 2.64.040
From a photograph Not more than $5 Per copy 2.64.040
Tapes or discs Cost of media, plus
$11/hour for employee time See Section 2.64.130 2.64.040
Incident Reports See Additional Information Not more than the fee charged by the State of Utah for similar
reports 2.64.040
Mylar or Vellum Prints
24" x 36"Not more than $6 2.64.040
Larger than 24" x 36"Not more than $2 per square
foot 2.64.040
GRAMA Request $20 Per Hour; Billablebillable in quarter hour increments. Charges begin after first 15 minutes of research or record compilation.
Declaration of Mutual Commitment $31
$29
10 3 050
Termination of Declaration of Mutual Commitment No charge 10.03.030
REFUSE
For questions regarding Waste Collection Service fees contact: 801.535.6999
Service Fee Additional Information Section
Green Waste and Recycling Green
Waste Recycling
Residences receiving City garbage service No additional
charge
No additional
charge
Charge is included in the fee for garbage, recycling and
green waste 9.08.030
Eligible recycling customers & green waste
customers $9.05
$7.85
$9.05
$7.85
Per month, per container/eligible recycling customers and green waste customers are non-garbage customers who meet City's service criteria regarding access to curb and location within service route; minimum subscription 12 months.
9.08.030
Glass recycling for residences $8.5
$7
Per month 9.08.030
Garbage
40 gallon container $17.80
$15.50
Per month, per container 9.08.030
60 gallon container $22.75
$19.75
Per month, per container 9.08.030
90 gallon container $27.00
$23.50
Per month, per container 9.08.030
Replacement or Removal of Containers
Amended XX/XX/2022 by Ord. 2022 - XX Page 40
When damage is caused by property owner Actual city cost to purchase container plus
$11 9.08.140
When stolen and theft reported to police No charge 9.08.140
When stolen and theft not reported to police Actual city cost for purchase of container 9.08.140
With one of a different size No charge 9.08.140
Removal of containers for residences and for eligible recycling customers $11 Per container 9.08.030
Green Waste Trailer Service Delivery & Removal $225 Per container 9.08.030
Green Waste Trailer Material Contamination Fee $15 Per container 9.08.030
Authorized Waste Hauler Permit Fee $315 Annual 9.08.200
WASTE & RECYCLING - SPECIAL EVENTS
Can Delivery, Removal & 1st Dump <100 cans $22 Each Can/Per Event 3.50.080
Can Delivery, Removal & 1st Dump >100 cans $19 Each Can/Per Event 3.50.080
Recycling Can Contamination $22 Each Can/Per Event 3.50.080
Additional Can Dump Service $4 Each Can/Dump 3.50.080
Can Replacement Cost $50 Each Can/Contract Cost 3.50.080
Landfill Tipping Fee $33 Per Ton 3.50.080
Landfill Tipping Fee (Hazardous Material)$100 Per Ton 3.50.080
Temporary Meter Charge Deposit $1,061 Per Event 3.50.080
Waste & Recycling - Special Events, Use of Equipment
Flat Bed Truck $24 Per Hour 3.50.080
Leafbed/10 Wheeler $60 Per Hour 3.50.080
Loader $93 Per Hour 3.50.080
Refuse Packer $186 Per Hour 3.50.080
Trailer $3 Per Hour 3.50.080
Waste & Recycling - Special Events, Staff Costs
Full-Time Employee $35 Per Hour 3.50.080
Supervisor $50 Per Hour 3.50.080
Seasonal Employee $16 Per Hour 3.50.080
Additional information on termination or suspension see Section 9.08.030F
Low Income Abatement: Customers who are granted abatement for taxes
on their dwelling shall be granted a 50% abatement of the minimum monthly charge per Section 9.08.030.
SANITARY SEWER UTILITIES
For questions regarding Sanitary Sewer Charges contact: 801-483.6727
Customer Classifications
Customer Class BOD(mg/l)TSS(mg/l)Additional Information
1 <300 <300
More than one class may apply to a customer at the same time. Customer classifications is set based on the estimated BOD and TSS discharge rate.
2 300 - 600 300 - 600
3 601 - 900 601 - 900
4 901 - 1,200 901 - 1,200
5 1,201 - 1,500 1,201 - 1,500
See Section 17.72.030.C61,501 - 1,800 1,501 - 1,800
7 >1,800 >1,800
Sewer Charges
Customer Class*Flow Rate BOD TSS Total Additional Information Section
Amended XX/XX/2022 by Ord. 2022 - XX Page 41
1 $3.67
$3.19
$1.29
$1.12
$0.94
$0.82
$5.90
$5.13
Monthly service charge for customers in classes 1 to 6 equal to the greater of:
1. Cumulative flow rate, BOD rate and TSS rate set forth in the following chart per 100 cubic feet of metered water usage during winter months, or
2. Minimum charge of $10.26.$11.80.
All Residents will always be classified as a Class 1 category and the total sewer rate will be $5.13$5.90 per unit. Commercial customers with waste strengths higher than Class 1 may have BOD and TSS rates that are in different classes, thus their totals will not match class totals to the left. Example AAA Inc has a BOD in Class 4 and TSS in Class 2, thus the total rate is $3.19+$4.31+$1.64= $9.14.$3.67+$4.96+$1.89= $10.52.
2 $3.67
$3.19
$2.10
$1.83
$1.89
$1.64
$7.66
$6.66
3 $3.67
$3.19
$3.46
$3.01
$3.22
$2.80
$10.35
$9.00
4 $3.67
$3.19
$4.96
$4.31
$4.38
$3.81
$13.01
$11.31
5 $3.67
$3.19
$6.21
$5.4
$5.70
$4.96
$15.58
$13.55
17.72.030
6 $3.67
$3.19
$7.66
$6.66
$6.90
$6.00
$18.23
$15.85
7
Monthly Service charge for each customer in class 7 and all other
separately monitored classes based on actual discharge strength
Flow component charged at $3.19$3.67 per 100 cubic feet of
metered water used during a billing period
Charge for COD, BOD, and TSS billed on actual pounds of
discharge
Category Cost per Pound of Discharge ($/Pound)
COD $0.4177
$0.3632
BOD $0.8352
$0.7263
TSS $0.4970
$0.4322
New sewer accounts - Applicable until data required by Section 17.72.030.C.1.a is received
Amended XX/XX/2022 by Ord. 2022 - XX Page 42
Single $41.04$47.20 per month Based on average residential AWC of 8 ccf.17.72.030
Duplex $41.04$47.20 per month/per dwelling unit Based on average residential AWC of 8 ccf.17.72.030
Triplex $41.04$47.20 per month/per dwelling unit Based on average residential AWC of 8 ccf.17.72.030
Multiple dwelling
$41.04$47.20 per month perfor 4 dwelling unit minimumunits or $3.19$5.90 per one hundred100 cubic feet of total water consumption whicheverwater, which ever is highesthighest, until Certificate of Occupancy has been requested or Occupancy has occurred, at which point they will be charged $47.20 per dwelling unit
Based on average AWC of 8 ccf.17.72.030
All other users
$41.04 per month per dwelling unit or class average AWC by meter size times rates whichever is highestMonthly service charge based on assigned Customer Class times the Flow Rate, BOD, and TSS per 100 cubic feet of water.
Customer Class Flow Rate Per 100 Cubic Feet BOD 17.72.030TSS
1 $3.67
$3.19
$1.29 $0.94
2 $3.67
$4.15
$2.10 $1.89
3 $3.67
$5.60
$3.46 $3.22
4 $3.67
$7.04
$4.96 $4.38
5 $3.67
$8.43
$6.21 $5.70
6 $3.67
$9.86
$7.66 $6.90
Customer class 7
Monthly service charge for each customer in class 7 and all other separately monitored classed based on actual discharge strength
See Section 17.72.030 E.1.a 17.72.030
Service charge adjustment As needed to ensure equitable service charges, determined by director 17.72.030
Low Income Abatement: Customers who are granted abatement for taxes
on their dwelling shall be granted a four dollar *$4.00) abatement of the monthly charge.
SANITARY SEWER CONNECTION FEES
For questions regarding Sanitary Sewer Connection Fees contact: 801.483.6727
Service/Size Fee Additional Information Section
Connection fees on new development property:
Residential single dwelling $545 per connection or unit Includes condominiums and twin homes single dwellings 17.72.030
Multi-family dwellings
Duplex $818 17.72.030
Triplex $1,226 17.72.030
Townhouse/Apartment, per unit $409 per unit 17.72.030
Commercial/Industrial
Without kitchen or restaurant $273 per dwelling unit 17.72.030
With a kitchen or restaurant $363 per dwelling unit 17.72.030
With a kitchen and a restaurant $363 per dwelling unit 17.72.030
General commercial and industrial $27 per each equivalent fixture unit Base on Utah plumbing code 17.72.030
Trailer Park $545 per equivalent fixture unit Three trailer spaces shall equal one residential single dwelling unit 17.72.030
Recreation park $545 per equivalent fixture unit Six trailer spaces shall equal one residential single dwelling 17.72.030
Special industrial and commercial uses $27 per equivalent fixture unit, as specified in uniform plumbing code Including car washes, Laundromats,, etc.17.72.030
Sewer connection fees on property with prior development:
Residential building See Section 17.72.030 17.72.030
Commercial building See Section 17.72.030 Hotel, motel, industrial building, etc.17.72.030
Temporary sewer connections $500 Not to exceed 24 months 17.72.030
Unauthorized manhole or utility access
First incident $500 17.36.220
Subsequent Incidents Previous charge + $500 17.36.220
Amended XX/XX/2022 by Ord. 2022 - XX Page 43
SANITARY SEWER PERMITS
For questions regarding Sanitary Sewer Permits contact: 801.483.6727
Service Fee Additional Information
Sewer Permit Fees Section
Sewer and miscellaneous inspection $165 17.72.030
Grease trap survey and inspection $165 17.72.030
Sewer repair inspection $72 17.72.030
Trial sewer survey $100 17.72.030
Sewer survey $130 17.72.030
Resurvey charge $100 Each Occasion 17.72.030
Installation of sewer manhole connection, special wyes and tees up to 8-inches $219 17.72.030
Installation of sewer manhole connection, special wyes and tees greater than 8-inches $319 17.72.030
Video inspection $55 17.72.030
Sewer Construction, Connection and Repair Permits
Additional surveys or inspections Fee Fee to cover the cost of the work 17.44.030
Application for repairs and replacements fee Fee to cover the cost of the work 17.44.040
Trial sewer survey fee Fee to cover the cost of the work 17.44.030
Re-inspection additional fee Fee to cover the cost of the work See Section 17.44.110 17.44.040
Survey stakes resetting fee Fee to cover the cost of the work 17.44.030
Opening sewer when junction pipe not available Fee to cover the cost of the work 17.44.040
Replacing damaged junction pipe Fee to cover the cost of the work 17.44.030
SANITARY SEWER PRETREATMENT PROGRAM
For questions regarding Sanitary Sewer Pretreatment Program contact: 801.799.4002
Service Fee Additional Information Section
Pretreatment Program services
Permit application Determined by Publicly Owned treatment Works (POTW)For Provisions see Section 17.52.030 17.52.040
Metering of sewage flows Based upon actual sewer meter readings 17.72.030
Sample and analysis fees Fee to cover all cost associated with labor and testing 17.64.040
New Industrial Wastewater Discharge Permit $100 17.64.040
Industrial Wastewater Discharge Permit Renewal $50 17.64.040
Pretreatment Sampling Fees
Manual sampling $80 17.64.040
Automatic sampler composite $50 17.64.040
Grab sample $20 17.64.040
Grease Interceptor Inspection Fee
1st trip Free 17.64.040
Additional follow up inspection $75 17.64.040
3rd trip $150 17.64.040
Noncompliance Violation Fee
Notice of Violation for Non-compliance $100 Noncompliance violation fee covers fixed cost of notice of violation. Fines for violations may also apply.
17.64.040
Significant Non-compliance Violation $350 17.64.040
Amended XX/XX/2022 by Ord. 2022 - XX Page 44
SPECIAL EVENTS
For questions regarding Special Events contact: TBD
Service Fee Additional Information Section
COMMUNITY DEVELOPMENT - SPECIAL EVENTS
Alcohol Concessions Agreement $295
$282
Per Applications 3.50.080
Staffing Charge $30
$28
Per hour over 6 hours 3.50.080
Janitorial Rate See Notes Fee is equal to fee charged by facilities for janitorial services 3.50.080
FIRE - TEMPORARY MEMBRANE STRUCTURES, TENTS OR CANOPIES - SPECIAL EVENTS
Single event - Initial Inspection $184
$176
Up to 180 days. See Also Fire Code under 2.12.040 3.50.080
Each additional structure on same site $1 See Also Fire Code 2.12.040 3.50.080
Re-inspection of additional setup $1 Using the same plan that was previously inspected. See Also
Fire Code under 2.12.040 3.50.080
PUBLIC LANDS - SPECIAL EVENTS
Site: Set Up/Takedown $73
$70
Per Day 3.50.080
Event Fee $72
$69
Per day, 0-299 participants with minimal set up 3.50.080
Event Fee $146
$140
Per day, 300 + participants 3.50.080
Special Event Permit $121 Commercially related (community events)3.50.080
Special Event Filming Permit $121 21A.42.070
Special Event Demonstrations (Free Expression)$6 21A.42.070
Staff costsFacility Reservation Cleanup and Repair Fees
Supervisor $31
$30
Per Hour 3.50.080
Sr. Groundskeeper $22
$21
Per Hour 3.50.080
Groundskeeper $16
$15
Per Hour 3.50.080
Seasonal Employee $14
$13
Per Hour 3.50.080
Plumber $29
$28
Per Hour 3.50.080
Irrigation Tech $25
$24
Per Hour 3.50.080
Irrigation Seasonal $18
$17
Per Hour 3.50.080
Electrical Usage $0.09 Per Kilowatt Hour - $15.29 Minimum 3.50.080
Restroom Cleaning $34 Per Cleaning 3.50.080
Damage to City Property Varies based on damage Based on city's cost 3.50.080
Damage to Landscape
Sod Replacement $0.31 Per Square Foot 3.50.080
Peat Moss $16 Per Bale (cost is $15.88)3.50.080
Lawn Seed $113 Per Bag 3.50.080
Top Soil $36 Per Yard 3.50.080
Fertilizer $36 Per Bag 3.50.080
Tree Replacement Varies per size of tree Based on city's cost to replace damaged tree 3.50.080
Wetting Agent $116 Per 40 lb bag 3.50.080
Wetting Agent + Organic 3-1-0 $49 Per 50 lb bag 3.50.080
Paver Replacement
Paver Cleaning $300 per 1/2 day; $600 per day Based on city's cost 3.50.080
Equipment Damage and Parts Varies based on damage Based on city's cost 3.50.080
Irrigation Damage and Parts Varies based on damage Based on city's cost 3.50.080
Fuel Costs $3 3.50.080
Use of Equipment
1 Ton Dump Truck $30
$28
Per Hour 3.50.080
Aerator (Walk Behind)$9 Per Hour 3.50.080
Amended XX/XX/2022 by Ord. 2022 - XX Page 45
Aerator, Tractor Mounted (including Tractor)$17
$16
Per Hour 3.50.080
ATLV $16
$15
Per Hour 3.50.080
Backhoe $48 Per Hour 3.50.080
Blower, Backpack (Stihl)$2 Per Hour 3.50.080
Blower (Walk Behind)$7 Per Hour 3.50.080
Edger, Grass (Power Trim)$7 Per Hour 3.50.080
Leafbed/10 Wheeler $67 Per Hour 3.50.080
Loader $68 Per Hour 3.50.080
Mixer $13 Per Hour 3.50.080
Mower, Bagger (Snapper)$7 Per Hour 3.50.080
Mower, Riding (Toro/Kubota)$17
$16
Per Hour 3.50.080
Mower, Side Discharge (Eastman)$6 Per Hour 3.50.080
Mower, Wide Area (Jacobsen 9016)$36
$35
Per Hour 3.50.080
Pickup Truck $15
$14
Per Hour 3.50.080
Plow, Jeep Mounted (Including Jeep)$12 Per Hour 3.50.080
Plow, Truck (Including Truck)$24 Per Hour 3.50.080
Pressure Washer $8 Per Hour 3.50.080
Pressure Washer with Heat $21 Per Hour 3.50.080
Snowthrower (Toro)$3 Per Hour 3.50.080
Sprayer, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Spreader, Pull Behind (Including Pickup)$19 Per Hour 3.50.080
Sweeper, Tractor Mounted (Including $30
$28
Per Hour 3.50.080
Track hoe $18 Per Hour 3.50.080
Tractor and Seeder $18 Per Hour 3.50.080
Trimmer, Hedger (Stihl)$5
$4
Per Hour 3.50.080
Trimmer, Line (Maruyama, Echo)$15
$14
Per Hour 3.50.080
Utility Truck (Cushman)$14 Per Hour 3.50.080
Utility Truck (Kawasaki Mule)$14 Per Hour 3.50.080
Van, Mower ( Including Trailer)$20 Per Hour 3.50.080
PARKING AND TRAFFIC - SPECIAL EVENTS
Tem
por
ary
Plac
ing
of
Bag
s on
Par
kin
g
Met
ers
Temporary Placing of Bags on Parking
Meters $28 Per day 12.56.210
During filming of a movie/television series/
commercial $12 Per day 12.56.210
For an event that continues for not less than
3 days $12 Per day/must significantly foster area business promotion
and have an expected attendance exceeding 5,000 12.56.210
For a religious or charitable organization No Charge Limited to 30 days per calendar year 12.56.210
For use under the direction of the city in
connection with a city sponsored event No Charge 12.56.210
POLICE - SPECIAL EVENTS
Amended XX/XX/2022 by Ord. 2022 - XX Page 46
Police Coverage for Special Events $65
$62
Per Hour, Per Officer 3.50.080
Police Secondary Employment Car Charge $7 Per Every 4 Hours, plus fuel surcharge 3.50.080
Vehicle Relocation Fee - Small $80
$79
Light Vehicle with a GVWR of 10,000 lbs or less 12.56.540
Vehicle Relocation Fee - Mid $110 Medium Vehicle with a GVWR of 10,001 lbs to 26,000 lbs 12.56.540
Vehicle Relocation Fee - Large $140 Large Vehicle with a GVWR of 26,001 lbs or greater 12.56.540
WASTE & RECYCLING - SPECIAL EVENTS
Can Delivery, Removal & 1st Dump <100 cans $22 Each Can/Per Event 3.50.080
Can Delivery, Removal & 1st Dump >100 cans $19 Each Can/Per Event 3.50.080
Recycling Can Contamination $22 Each Can/Per Event 3.50.080
Additional Can Dump Service $4 Each Can/Dump 3.50.080
Can Replacement Cost $50 Each Can/Contract Cost 3.50.080
Landfill Tipping Fee $31 Per Ton 3.50.080
Landfill Tipping Fee (Hazardous Material)$100 Per Ton 3.50.080
Temporary Meter Charge Deposit $1,061 Per Event 3.50.080
Waste & Recycling - Special Events, Use of Equipment
Flat Bed Truck $24 Per Hour 3.50.080
Leafbed/10 Wheeler $60 Per Hour 3.50.080
Loader $93 Per Hour 3.50.080
Refuse Packer $186 Per Hour 3.50.080
Trailer $3 Per Hour 3.50.080
Waste & Recycling - Special Events, Staff Costs
Full-Time Employee $30 Per Hour 3.50.080
Supervisor $45 Per Hour 3.50.080
Seasonal Employee $16 Per Hour 3.50.080
Special Event Permits Per Day in Protected Watershed Areas (Races, walks, filming, etc)
# of Participants Fee Deposit Additional Information
0 to 20 $0 $0
One toilet required per 40 participants at start.
Running races over 5 miles require toilets at
intermittent mile markers and aid stations (e.g.
miles 1,3,5…)
17.08.030
20 to 50 $25 $50
50 to 100 $50 $100
100 to 200 $100 $200
200 to 400 $200 $500
400 to 600 $500 $1,000
600 to 1,000 $1,000 $2,000
*Over 1,000 *Contacted watershed manager
Filming Fees (per day)$200 minimum to $1,000 minimum
Amended XX/XX/2022 by Ord. 2022 - XX Page 47
STORM WATER
For questions regarding Storm Water contact: 801.483.6727
Service Fee Additional Information Section
Drainage connection fee $374 Per 1/4 acre, rounded up 17.81.400
Storm Drainage Lateral Survey $130 Connection from connection point to first box or back of curb 17.16.050
Storm water inspection feeDrainage Resurvey $70
$110
17.16.050
Storm Drainage Connection Inspection $165 Includes connection inspection and c/o inspection 17.16.050
Storm Drain Lateral Connection Permit $125 Lateral connection to pipe or curb/gutter 17.16.050
Storm Water Fees
Single family residential and duplex parcels, less
than 0.25 acres $6.88
$5.98
Per month 17.81.200
Single family residential and duplex parcels, more
than 0.25 acres $9.61
$8.36
Per month 17.81.200
Triplex and fourplex residential $13.75
$11.96
Per month 17.81.200
All other developed parcels $5.98$6.88 per ERU Per month, see Section 17.81.200 for formula 17.81.200
Undeveloped parcels No assessment levied 17.81.200
Parcel mitigation credit Formula based See Section 17.81.200 17.81.200
Low income abatement 50% reduction to service
charge See Section 17.81.200 17.81.200
Non-service abatement Formula based See Section 17.81.200 17.81.200
Storm water inspection fee/SWPPP $110 Initial Construction/SWPPP fee 17.16.050
Discharge into City Storm Water Sewer System Not to exceed $125 Construction/Dewatering Discharge 17.84.400
Discharge into City Storm water Sewer System
Registration Fee $20 Construction/Dewatering Discharge 18.16.05017.84
.400
Discharge into City Storm Water Re-inspection Fee Not to exceed $30 Construction/Dewatering Discharge 17.16.050
STREET LIGHTING
For questions regarding Street Lighting fees contact: 801.498.6700
Service Fee Additional Information Section
Base Level Lighting Services City-Wide $3.73 Per ERU Per month. No bills shall be less one ERU.17.95.300
Enhanced Lighting Fees
Group 1 Decorative Lights - High Efficiency $5.67 per ERU Per month - residential 17.95.300
Group 2 Decorative Lights $15.94 per ERU Per month - residential 17.95.300
Group 3 Decorative Multi- Head Lights $43.82 per ERU Per month - commercial 17.95.300
Note: 1 ERU = 1 residential property or 75 feet of street frontage for non-residential properties.
1 - Group 1 rates apply to the existing, predominantly residential properties with a number of enhanced decorative lights; lights have generally received energy
efficiency upgrades and large capital expenditures are not expected within the year.
2 - Group 2 rates apply to the existing, predominantly residential properties with a number of enhanced decorative lights; many lights require energy efficiency
upgrades and large capital expenditures are scheduled within the year.
3 - Group 3 rates apply to the existing properties in the predominantly commercial area with a number of enhanced decorative lights; many lights require energy
efficiency upgrades and large capital expenditures are scheduled within the year.
Column(s) have been deleted from this table
WATER
For questions regarding Water fees contact: 801.483.6900
Service Fee
Minimum Charge Rate Table
Size of connection Charge Daily Amount Monthly Amount
City County City County
3/4 inch Minimum charge 0.3788
0.3295
0.5115
0.4448
$11.53
$10.03
$15.57
$13.54
17.16.670
1 inch Minimum charge 0.4958
0.4310
0.6692
0.5818
$15.09
$13.12
$20.37
$17.71
17.16.670
1 1/2 inch Minimum charge 0.7875
0.6847
1.0632
0.9242
$23.97
$20.84
$32.36
$28.13
17.16.670
Amended XX/XX/2022 by Ord. 2022 - XX Page 48
2 inch Minimum charge 1.1381
0.9896
1.5363
1.3359
$34.64
$30.12
$46.76
$40.66
17.16.670
3 inch Minimum charge 2.0715
1.8014
2.7966
2.4319
$63.05
$54.83
$85.12
$74.02
17.16.670
4 inch Minimum charge 3.1215
2.7144
4.2139
3.6646
$95.01
$82.62
$128.26
$111.54
17.16.670
6 inch Minimum charge 6.0406
5.2527
8.1547
7.0913
$183.86
$159.88
$248.21
$215.84
17.16.670
8 inch Minimum charge 9.5422
8.2977
12.8818
11.2020
$290.44
$252.56
$392.09
$340.96
17.16.670
10 inch Minimum charge 24.7182
21.4942
33.3697
29.0172
$752.36
$654.23
$1,015.69
$883.21
17.16.670
>10 inches Minimum charge Based proportionately on meter capacity, as determined by
Public Utilities Director.
Fire Hydrant $8.9124
$7.7497
$12.0315
$10.4621
$271.27
$235.88
$366.21
$318.44
17.16.590
Low Income Abatement: Customer who are granted abatement for taxes
on their dwelling shall be granted a four dollar fifty cent ($4.50) abatement of the minimum monthly charge.
Water Meter Rates 17.16.680
All rates charged are per each 100 cubic feet of water.
**Summer months are April through October
Account Type Amount Used Rate (Summer)Flat Rate (Winter)
City County City County
Single family residence
Block 1:
1-10 hundred
cubic feet
$1.70
$1.48
$2.30
$2.00
$1.70
$1.48
$2.30
$2.00
Block 2:
11-30 hundred
cubic feet (except as
increased to 47.94
Cubic feet for Urban
Vegetable Gardens)
$2.32
$2.02
$3.14
$2.73
Block 3:
31-60 hundred
cubic feet
$3.22
$2.80
$4.35
$3.78
Block 4:
>61 hundred
cubic feet
$3.44
$2.99
$4.65
$4.04
Duplex residence / or Single
residence with Accessory Dwelling
Unit
Block 1:
1-13 hundred
cubic feet
$1.70
$1.48
$2.30
$2.00
$1.70
$1.48
$2.30
$2.00
Block 2:
14-30 hundred
cubic feet
$2.32
$2.02
$3.14
$2.73
Block 3:
31-60 hundred
cubic feet
$3.22
$2.80
$4.35
$3.78
Block 4:
>61 hundred
cubic feet
$3.44
$2.99
$4.65
$4.04
Amended XX/XX/2022 by Ord. 2022 - XX Page 36
Triplex residence
Block 1:
1-16 hundred
cubic feet
$1.70
$1.48
$2.30
$2.00
$1.70
$1.48
$2.30
$2.00
Block 2:
17-30 hundred
cubic feet
$2.32
$2.02
$3.14
$2.73
Block 3:
31-60 hundred
cubic feet
$3.22
$2.80
$4.35
$3.78
Block 4:
>61 hundred
cubic feet
$3.44
$2.99
$4.65
$4.04
Fourplex residence/Commercial
and Industrial
0 Cubic feet
Through AWC $1.85
$1.61
$2.50
$2.17
$1.85
$1.61
$2.50
$2.17
Above AWC
through 300% of AWC $2.54
$2.21
$3.43
$2.98
Over 300% through
600% of AWC $3.53
$3.07
$4.76
$4.14
Over 600% of AWC $3.75
$3.26
$5.06
$4.40
Note:
"AWC" means average winter consumption, and is calculated as the average amount of water used by customer during the months of November through March,
inclusive (a "winter period"), taking into account the highest number of complete winter periods available for that customer, up to a maximum of 3 winter periods.
Any customer that at the time of calculation has not established an AWC will be assigned a class average AWC by meter size for such customer's classification.
Customers with defective plumbing or unexplained deceases in usage of more than 25 percent may be adjusted back to a prior AWC, or be assigned the class
average by meter size. In cases where class average is not available or is not reasonable, the Director may use other consumption information specific to such
account to determine AWC.
Account Type Amount Used Rate (Summer)Flat Rate (Winter)
Irrigation
City County City County Cost
100 Cubic feet to
target budget $2.23
$1.94
$3.01
$2.62
Over target budget Up to
300% of target budget $3.11
$2.70
$4.20
$3.65
$2.23
$1.94
$3.01
$2.62
Over 300% of
target budget $3.30
$2.87
$4.46
$3.87
Note:
"Irrigation account" means an account established for applying water for irrigation and landscaping only, as determined by the Public Utilities
Director or designee.
"Target budget" means the estimated amount of water consumed per acre, as established by the Public Utilities Director or designee each year
for customer based on factors including, but not limited to, evapotranspiration, and considering efficient water practices. A different target
budget is established for each month of the irrigation season.
Account Type Amount Used Rate (Summer)Flat Rate (Winter)
Secondary Irrigation
Per Acre
Foot Per ccf Per Acre Foot Per ccf
0 Cubic feet to
target budget $211.36
$183.79
$0.49
$0.42
Over target budget Up to
300% of target budget $483.76
$420.66
$1.11
$0.97
$211.36
$175.05
$0.49
$0.41
Over 300% of
target budget $812.46
$706.49
$1.87
$1.62
Amended XX/XX/2022 by Ord. 2022 - XX Page 37
Note:
"Secondary Irrigation account" means an account established for applying water for irrigation and landscaping secondary to the culinary water
system for select municipal parks and golf courses only, as determined by the Public Utilities Director or her designee.
"Target budget" means the estimated amount of water consumed per acre, as established by the Public Utilities Director or designee each year
for customer based on factors including, but not limited to, evapotranspiration, and considering efficient water practices. A different target
budget is established for each month of the irrigation season.
Miscellaneous Fees City County
Urban Vegetable Garden Credit Adjustment
Range from
$81.63 to
$204.11
Annually
NA Based on garden size 17.16.685
Deposit for water - residential $75 $75 17.16.380
Deposit for water - business $100 $100 Retail, warehouse, offices 17.16.380
Deposit for water - small restaurants $150 $150 17.16.380
Deposit for water - Laundromats, large restaurants $300 $300 17.16.380
Deposit for water - car washes $600 $600 17.16.380
Meter Test Fee - 5/8" to 1"$80
$75
17.16.050
Meter Test Fee - 1 1/2" to 2"$130
$125
17.16.050
Meter Test Fee - larger than 2"Actual costs 17.16.050
Water turn on - turn off $30 17.16.660
Illegal turn on fee $80
$75
$80
$75
17.16.660
Bankruptcy deposit
Highest two monthly bills over
the previous 12 months
period
17.16.660
Charges for water Minimum charges apply See Section 17.16.590 17.16.590
Damage to padlock, inline lock or lock out sleeve Actual costs 17.16.050
Deposit for fire hydrant meter $1,000 $100 not refundable 17.16.050
Opt-out of Advance Metering Infrastructure (AMI) -monthly fee $40 17.16.050
Meter obstruction fee $40 17.16.770
Rain Barrel $68.50
68.5
plus tax
Grass Seed $8.50 plus tax
Unauthorized meter, hydrant, or utility access
First incident $500 17.16.620
Subsequent incidents previous charge + $500 17.16.620
Construction Water - Fill-up at Department on Public Utilities $50 Includes 4 fill-ups at Public Utilities shops
Canyon water surplus sales (for contracts that are not tied to the rate established by the average MWDSLS rate paid by SLC)
Contract volume 800 gallons per day $362.56 per year or current
MWDSLS rate 17.04.030
Contract volume 400 gallons per day $181.28 per year or current
MWDSLS rate 17.04.030
Water Connection Fees - Contact 801.483.6727 17.04.040
Classification Dwelling Meter Size City Cost**County Cost
Residential
Single family 3/4 inch $2,439.07 $2,520.07
Single family 1 inch $3,994.30 $4,191.30
Duplex 1 inch $3,994.30 $4,191.30
Triplex 1 inch $3,994.30 $4,191.30
Fourplex 1 inch $3,994.30 $4,191.30
Amended XX/XX/2022 by Ord. 2022 - XX Page 38
Commercial/Industrial
Compound
3/4 inch $4,527.30 $4,910.30
1 inch $4,527.30 $4,910.30
1.5 inch $9,946.98 $10,684.98
2 inch $14,547.83 $15,605.83
3 inch $30,108.54 $32,268.54
4 inch $35,254.54 $35,254.54
6 inch $65,657.59 $65,657.59
8 inch $100,190.54 $100,190.54
Turbo
2 inch Price upon request Price upon request
3 inch Price upon request Price upon request
4 inch Price upon request*Price upon request*
6 inch Price upon request*Price upon request*
8 inch Price upon request*Price upon request*
FM
4 inch $37,200.93 $37,200.93
6 inch $67,557.57 $67,557.57
8 inch $104,974.63 $104,974.63
10 inch $147,135.18 $147,135.18
Hydroverse 8 inch $105,070.4 $105,070.4
10 inch $146,084.18 $146,084.18
*For meters 4-inches and larger a water resource fee shall be added. The fee is based on the ratio of the projected usage (gpd) as determined by the AWWA M-22
method to the equivalent residential unit amount of 449 gpd multiplied by $106.
** Cost includes actual hardware cost, inspection fees and impact fees.
Meters not listed will be charged at actual hardware cost, inspection fees, and applicable impact fees.*
Fire Service Connection Charges *** Contact number 801.483.6727
Detector check - Fee listed does not include hardware and meter. Any hardware and meter to be charged at actual cost.
Detector check
6-inch $1,691.00 17.16.050
8-inch $2,575.64 17.16.050
10-inch $4,389.03 17.16.050
Fire Lines -Fee listed does not include hardware and meter. HardwareAny hardware and meter to be charged at actual cost.
2-inch $355.00 17.16.050
4-inch $355.00 17.16.050
6-inch $601.00 17.16.050
8-inch $819.00 17.16.050
10-inch $1,091.00 17.16.050
12-inch $1,309.00 17.16.050
Water Inspection Fees ***Contact number 801.483.6727
New hydrant inspection $110.00 Per each inspection 17.16.050
Water kill inspectioninspection fees $110.00 New installation, repair, and terminate (kill) inspection; Per each
inspection 17.16.050
Relocation of hydrant inspection $220.00 Includes move and terminate 17.16.050
Relocation of water meter inspection $220.00 Includes move and terminate 17.16.050
Water Used During Construction
Residential Metered Rates 17.16.350
Commercial Metered rates 17.16.350
WATERSHED RECREATIONAL FEES
For questions regarding Watershed Recreational fees contact: 801.483.6880
Service Fee Additional Information Section
Affleck Park Site Fees
Single Site $15 Per day 17.08.030
Group area #2 $50 Per day 17.08.030
Group area #3 $100 Per day 17.08.030
Little Dell Recreation Area Site Fee
Vehicle entry $5 Per car 17.08.030
Season pass $50 17.08.030
Senior season pass $25 17.08.030
City Creek Canyon Entry Fee
Vehicle entry $3 Per car 17.08.030
Site fees for picnic areas $3 - $75 17.08.030
Amended XX/XX/2022 by Ord. 2022 - XX Page 39
Permits for Dogs in the Watershed – Applicants should refer to Section 17.04.160 of the City Code for information. If a bond is not submitted to Salt Lake County, the following deposit shall be paid.
Initial deposit - no violation $100 17.04.160(E)
Second deposit - after first violation $300 17.04.160(F)
Third deposit - after second violation $500 17.04.160(F)
Special Event Permits Per Day in Protected Watershed Areas (Races, walks, filming, etc)etc.)
# of Participants Fee Deposit Additional Information
0 to 20 $0 $0
One toilet required per 40 participants at start.
Running races over 5 miles require toilets at
intermittent mile markers and aid stations (e.g.
miles 1,3,5…)
17.08.030
20 to 50 $25 $50
50 to 100 $50 $100
100 to 200 $100 $200
200 to 400 $200 $500
400 to 600 $500 $1,000
600 to 1,000 $1,000 $2,000
*Over 1,000 *Contacted watershed manager
Filming Fees (per day)$200 minimum to $1,000 minimum
ZONING FEES
For question regarding Zoning fees contact: 801.535.7700
Service Fee Additional Information Section
Determination of Nonconforming Use $211
$202
21A.38.025.4
Administrative Interpretation $70
$67
Plus $61 per hour for research after the first hour 21A.12.040.A.6
Alley Vacation/Closure $281
$269
Fee waiver available if adequate signatures are obtained.
See also fee for required public notices (21A.10.010.E)14.52.030. A.5
Alternative Parking
Residential $422
$403
21A.52.040 .A.3
Nonresidential $773
$739
21A.52.040 .A.3
Amendments
Master plan $1,054
$1,008
Plus $121 per acre in excess of one acre. See also fee for
required public notices (10.9a.204).
Utah Code
Annoted
10.9A.510
Zoning map amendment $1,124
$1,075
Plus $121 per acre in excess of one acre. See also fee for
required public notices (21A.10.010.E).21A.50.040.B
Zoning text amendment $1,124
$1,075
See also fee for required public notices (21A.10.010.E)21A.50.040.B
Annexation $1,406
$1,344
See also fee for required public notices (21A.10.010.E)Utah Code Annoted 10.2.401.5
Appeal of a Decision
Administrative decision $281
$269
See also fee for required public notices (21A.10.010.E)21A.16.030.B
Historic Landmark Commission $281
$269
See also fee for required public notices (21A.10.010.E)21A.16.030.B
Planning Commission $281
$269
See also fee for required public notices (21A.10.010.E)21A.16.030.B
Appearance Before the Zoning Enforcement Hearing Office
First scheduled hearing No charge 21A.20.90
Second scheduled hearing $70
$67
21A.20.90
Billboard Construction or Demolition including the
demolition of a non-conforming billboard $281
$269
21A.46.160.D.3 & 21A.46.160.L.2
Conditional Building and Site Design Review $843
$806
Plus $121 per acre in excess of one acre. See also fee for
required public notices (21A.10.010.E).21A.59.070.B
Amended XX/XX/2022 by Ord. 2022 - XX Page 40
Conditional Use $843
$806
See also fee for required public notices (21.A.10.010.E).21A.54.060.C
Condominium
Preliminary $562
$537
Plus $37 per unit. See also fee for required public notices
(21.A.10.010.E).20.56.40.B
Final $422
$403
Plus $24 per unit.20.56.40.B
Declaration of Surplus Real Property $422
$403
2.58.040
Historic Landmarks Commission Review (Application)
Major Alterations of a principal building $35
$34
See also fee for required public notices (21A.10.010.E)21A.34.020
New construction of a principal building $281
$269
See also fee for required public notices (21A.10.010.E)21A.34.020
Demolition of a contributing principal building $562
$537
See also fee for required public notices (21A.10.010.E)21A.34.020
Relocation of a contributing principal building $281
$269
See also fee for required public notices (21A.10.010.E)21A.34.020
Home Occupation
Non-conditional No charge Fee could be assessed in future as per ordinance 21A.36.030
Conditional No charge Fee could be assessed in future as per ordinance 21A.36.030
Outdoor Dining
Outdoor Dining Application $30
$28
21A.40.065
Outdoor Dining Permit Fee (1-5 tables)$118
$113
21A.40.065
Outdoor Dining Permit Fee (6 or more tables)$177
$169
21A.40.065
Planned Development $843
$806
Plus $121 per acre in excess of (1) acre. See also fee for
required public notices (21A.10.010.E)21A.55
Signs
Permit fee for signs
Based on the
adopted Building
Permit Fee
Schedule
21A.46.030
Plan checking fee $0.13
$0.12
Of building permit value 21A.46.030
Inspection tag $14
$13
21A.46.030
Site Development Permit $281
$269
Plus $61 per acre in excess of one (1) acre 18.28.040.E
Special Exception $281
$269
For historic structures, see Section 21A.34.020 and
21A.46.070V. See also fee for required public notices
21A.10.010.E)
21A.52.040.A.3
Street Closure $422
$403
See also fee for required public notices.2.58.040
Subdivision Amendments $422
$403
Plus $121 per lot. See also fee for required public notices
(20.36)20.04.120
Subdivision Preliminary Plat $422
$403
Plus $121 per lot. See also fee for required public notices
(20.36)20.04.120
Subdivision Final Plat $843
$806
Plus $121 per lot.20.04.120
Subdivision Vacations $422
$403
See also fee for required public notices (20.36)20.04.120
Engineering Review and Inspection Fee
5% of the 1st
$100,000 of public
improvements &
2% for the amount
above $100,000
20.04.120
Amended XX/XX/2022 by Ord. 2022 - XX Page 41
Subdivision Lot Line Adjustment $279
$267
20.04.120
Subdivision Consolidating Lots $269
$257
20.04.120
Temporary Uses $281
$269
21A.42.060.B
Zoning Variance $422
$403
See also fee for required public notices (21A.10.010.E)21A.18.040.B
As per applicable sections of the City and / or State Code, a fee will be assessed for required public notices. This may include sending notice by 1st class U.S. Mail to
property owners within a certain radius of the subject property and / or advertising required public hearings in a newspaper of general circulation. A fee for each required
public hearing will be assessed. The noticing fee is authorized through the following sections of the Zoning Ordinance and State Law: Salt Lake City Code 21A.10.E and
Utah State Code Annotated 10.9a.204 and 510
Column(s) have been deleted from this table
GENERAL FUNDS MISCELLANEOUS FEES
For questions regarding General Funds Miscellaneous Fees contact: TBD
Service Fee Additional Information Section
Collection Fee $55
$53
3.16.050
Legal Fee $214
$204
2.75.040
Credit Card Use Surcharge 2.47%
2.35%
This fee will be added at the register to all qualifying credit card
transactions described in Section 3.16.060 of the Salt Lake City Code.
**Max Galaxy, Sportsman software and Library Parking Garage does
not assess the credit card charge**
3.16.060
Pedestrian Crosswalk Flags
Plain Orange Non-Reflective Crosswalk Flag $2.10 Sponsor chooses which type of flag to use and is responsible for keeping the flags in stock. No fees assessed for flags sponsored in school zones.12.76.100
Orange Reflective Crosswalk Flag $2.10
Sponsor chooses which type of flag to use and is responsible for
keeping the flags in stock. No fees assessed for flags sponsored in
school zones.
12.76.100
Revolving Loan Application Fee $118 Each 03.16.005
Amended XX/XX/2022 by Ord. 2022 - XX Page 42
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
SALT LAKE CITY ORDINANCE
No. ______ of 2022
(Appropriating necessary funds to implement, for fiscal year 2023,
the provisions of the Memorandum of Understanding between
Salt Lake City Corporation and the International Association of Firefighters
Local 81, representing eligible employees)
An ordinance appropriating necessary funds to implement, for fiscal year 2023, the
provisions of the Memorandum of Understanding dated effective July 1, 2021 between Salt Lake
City Corporation and the International Association of Firefighters Local 81, representing eligible
employees.
PREAMBLE
The City Council, in Salt Lake City Ordinance No. 42 of 2021, approved a Memorandum
of Understanding between Salt Lake City Corporation and the International Association of
Firefighters Local 81, as the certified bargaining representative for eligible employees. The
Memorandum of Understanding is a three-year agreement. The Memorandum of Understanding
is subject to appropriation of funds by the City Council. The City Council, therefore, wishes to
appropriate funds to implement the provisions of the Memorandum of Understanding, as
negotiated by the City and the International Association of Firefighters Local 81, for fiscal year
2023.
Be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. PURPOSE. The purpose of this ordinance is to appropriate necessary
funds to implement, for fiscal year 2023, the provisions of the Memorandum of Understanding
approved by the City Council in Salt Lake City Ordinance No. 42 of 2021 between Salt Lake
City Corporation and the International Association of Firefighters Local 81.
2
SECTION 2. APPROPRIATION. The City Council hereby appropriates necessary
funds to implement, for fiscal year 2023, the provisions of the Memorandum of Understanding
between Salt Lake City Corporation and the International Association of Firefighters Local 81,
as approved by the City Council in Salt Lake City Ordinance No. 42 of 2021.
SECTION 3. AUTHORIZATION. The Mayor of Salt Lake City, Utah is hereby
authorized to act in accordance with the terms and conditions of the Memorandum of
Understanding between the City and the International Association of Firefighters Local 81.
SECTION 4. EFFECTIVE DATE. This ordinance shall be deemed effective on July __,
2022.
Passed by the City Council of Salt Lake City, Utah, this ___ day of June, 2022.
______________________________
CHAIRPERSON
ATTEST:
_______________________________
CITY RECORDER
Transmitted to the Mayor on __________________________.
Mayor’s Action: _____Approved. _____Vetoed.
______________________________
MAYOR
ATTEST:
_______________________________
CITY RECORDER
(SEAL)
Bill No. _______ of 2022.
Published: ____________________.
Salt Lake City Attorney’s Office
Approved as to Form
Date:__________________
By: Jonathan Pappasideris
Jonathan Pappasideris
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
ANNUAL COMPENSATION PLAN
for Non-Represented
Employees
i
FY 2023 COMPENSATION PLAN FOR SALT LAKE CITY CORPORATION
Table of Contents
EFFECTIVE DATE ....................................................................................................................................... 1
EMPLOYEES COVERED BY THIS PLAN ................................................................................................ 1
AUTHORITY OF THE MAYOR ................................................................................................................. 1
APPROPRIATION OF FUNDS .................................................................................................................... 1
MODIFICATION, SUSPENSION, OR REVOCATION OF PROVISIONS ........................................... 1
SECTION I: DEFINITIONS ......................................................................................................................... 2
SUBSECTION I - DEFINITION OF TERMS ............................................................................................. 2
SECTION II: EMPLOYEE WAGES, SALARIES & BENEFITS ............................................................ 2
SUBSECTION I - COMPENSATION PROGRAM & SALARY SCHEDULES ....................................... 2
A. Determination ................................................................................................................................... 2
B. Salary Schedules ............................................................................................................................... 3
C. Other Compensation ......................................................................................................................... 3
SUBSECTION II - EMPLOYEE COMPENSATION FOR FISCAL YEAR 2023 ..................................... 3
SUBSECTION III - EMPLOYEE INSURANCE ........................................................................................ 4
SUBSECTION IV - WORKERS’ COMPENSATION ................................................................................ 4
SUBSECTION V - SOCIAL SECURITY EXCEPTION FOR POLICE & FIRE ....................................... 4
SUBSECTION VI - RETIREMENT ............................................................................................................ 4
SECTION III: WORK HOURS, OVERTIME & OTHER PAY ALLOWANCES ................................. 5
SUBSECTION I – WORK HOURS ............................................................................................................. 5
SUBSECTION II- OVERTIME COMPENSATION ................................................................................... 5
SUBSECTION III - LONGEVITY PAY ..................................................................................................... 6
SUBSECTION IV - WAGE DIFFERENTIALS & ADDITIONAL PAY ................................................... 6
SUBSECTION V - EDUCATION AND TRAINING PAY ........................................................................ 9
SUBSECTION VI – OTHER PAY ALLOWANCES .................................................................................. 9
SUBSECTION VII - SEVERANCE BENEFIT ......................................................................................... 11
SECTION IV: HOLIDAY, VACATION & LEAVE ACCRUAL ............................................................ 13
SUBSECTION I – HOLIDAYS ................................................................................................................. 13
SUBSECTION II - VACATION LEAVE .................................................................................................. 15
SUBSECTION III - SICK AND OTHER RELATED LEAVE OR PERSONAL LEAVE ....................... 17
A. Plan “A ” ............................................................................................................................................ 17
1. Sick Leave .......................................................................................................................................... 17
ii
2. Hospitalization Leave ......................................................................................................................... 19
3. Dependent Leave ................................................................................................................................ 20
4. Career Incentive Leave, Plan “A” ........................................................................................................... 21
5. Retirement Benefit, Plan “A” ................................................................................................................. 21
B. Plan “B” .................................................................................................................................................. 21
SUBSECTION IV - PARENTAL LEAVE ................................................................................................ 24
SUBSECTION V - BEREAVEMENT LEAVE ......................................................................................... 25
SUBSECTION VI - MILITARY LEAVE .................................................................................................. 25
SUBSECTION VII - JURY LEAVE & COURT APPEARANCES .......................................................... 26
SUBSECTION VIII - INJURY LEAVE (SWORN POLICE AND FIRE EMPLOYEES ONLY)............ 27
SUBSECTION IX - ADDITIONAL LEAVES OF ABSENCE ................................................................. 28
SUBSECTION X - EMERGENCY LEAVE .............................................................................................. 28
APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT ....................................................... 31
APPENDIX C – ELECTED OFFICIALS SALARY SCHEDULE .......................................................... 35
APPENDIX D- UTAH STATE RETIREMENT CONTRIBUTIONS FY 2021-2022 ............................. 36
DISCLAIMER
City employment is subject to City ordinances, policies, practices and
procedures as well as state law, federal law, and constitutional limitations on
the City as a governmental entity. The policies, procedures, and practices of
the City and its departments and workgroups do not limit, affect, or alter any
legal or constitutional rights the City or its employees may have.
The City’s policies, procedures, and practices do not create any contractual
rights, either express or implied, or any other obligation or liability on the
City. The City also expressly reserves the right to amend or change its
policies, procedures, and practices at any time, with or without notice, and to
amend or change its ordinances, with the notice required by law.
1
FY 2023 COMPENSATION PLAN FOR NON-REPRESENTED EMPLOYEES
of SALT LAKE CITY CORPORATION
EFFECTIVE DATE
The provisions of this plan shall be effective commencing June 26, 2022, unless otherwise noted.
EMPLOYEES COVERED BY THIS PLAN
This plan applies to all full -time city employees. This plan does not apply to employees classified
as: seasonal, hourly, temporary, part-time or those covered by a memorandum of understanding.
AUTHORITY OF THE MAYOR
Employees covered by this compensation plan may be appointed, classified, and advanced under
rules and regulations promulgated by the mayor within budget limitations established by the city
council.
Furthermore, the mayor may authorize leave not specified in this compensation plan to provide
for operational flexibility, so long as the additional leave does not exceed the equivalent of eight
hours of leave per employee, per year. However, with the exception of a benefit created or
expanded pursuant to Section IV, Subsection X (“Emergency Leave”), the mayor may not
otherwise create a new benefit or expand an existing benefit for employees covered by this
compensation plan if doing so will result in a direct, measurable cost. A direct, measurable cost
includes a circumstance where the total cost of the new benefit or expansion of an existing benefit
exceeds appropriated funds. Further, city council input and approval is required if the creation of
a new benefit has policy implications or is already addressed in this compensation plan.
APPROPRIATION OF FUNDS
All provisions in this compensation plan are subject to the appropriation of funds by the city
council.
MODIFICATION, SUSPENSION, OR REVOCATION OF PROVISIONS
If a local emergency is declared, any provision in this compensation plan may be temporarily
modified, suspended, or revoked for the duration (or any portion thereof) of the period of local
emergency, if so authorized by the mayor and/or city council .
2
SECTION I: DEFINITIONS
SUBSECTION I - DEFINITION OF TERMS
As used in this compensation plan:
1. “Appointed employees,” with the exception of justice court judges who are
covered under this plan, means employees who are "at-will" employees serving at
the pleasure of the mayor (or the city council if they are employees of the Office of
the City Council).
2. “Adult Designee” means any individual with whom an employee has a long -
term, committed relationship of mutual caring and support. The adult designee
must have resided in the same household with the eligible employee for at least the
past 12 consecutive months and must have common financial obligations with the
employee. The adult designee and the employee must be jointly responsible for
each other’s welfare.
3. "Exempt” refers to any employee who is not eligible to receive
compensation for overtime pursuant to the Fair Labor Standards Act of 1938.
4. “FLSA” means the Fair Labor Standards Act of 1938.
5. “Full-time employee” means employees whose positions regularly require more
than 30 hours per week on a full-time schedule.
6. "Non-Exempt” refers to an employee who is entitled to receive overtime
compensation pursuant to the FLSA.
SECTION II: EMPLOYEE WAGES, SALARIES & BENEFITS
SUBSECTION I - COMPENSATION PROGRAM & SALARY SCHEDULES
The city’s compensation system and program, in conjunction with this plan, is intended to
attract, motivate and retain qualified personnel necessary to effectively meet public service
demands.
A. Determination
1. The mayor shall develop policies and guidelines for the administration of the
pay plans.
2. To the degree that funds permit, employees shall be paid compensation that:
a. Is commensurate with the skills and abilities required of the position;
b. Achieves equal pay for equal work;
3
c. Attains comparability and is competitive with the compensation paid
by other public and/or private employers with whom the city compares
and/or competes for personnel recruitment and retention.
3. To the extent possible, market surveys shall be used to assess and evaluate the
city’s competitiveness with a cross section of organizations with whom the city
competes for personnel recruitment and retention. This may include one or more of
the following:
a. Compensation surveys, including actual pay and other cash
allowances paid to employees.
b. Benefits surveys, including paid leave, group insurance plans,
retirement, and other employer-provided and voluntary benefits.
c. Regular review of the city’s compensation plans and pay structures to
ensure salary ranges and regular pay practices provide for job growth and
encourage employee productivity.
B. Salary Schedules
1. All Employees covered under this plan (except for those designated as
“Elected Officials”) shall be paid base wages or salaries according to the General
Employee Pay Plan attached as Appendix “A.” Wages and salaries shall not be less
than the established range minimum or higher than the range maximum, unless
otherwise approved by the mayor or mayor’s designee.
2. Appointed Employees: The specific pay level assignments for Appointed
Employees are shown in Appendix “B.”
3. Elected Officials: Elected officials shall be paid annual compensation according
to schedule attached as Appendix "C."
C. Other Compensation
The mayor or the city council may distribute appropriated monies to city employees as
discretionary retention incentives or retirement contributions; or special lump sum
supplemental payments. Retention incentives or special lump sum payments are subject
to the mayor’s or city council’s approval.
SUBSECTION II - EMPLOYEE COMPENSATION FOR FISCAL YEAR 2023
For employees covered under this plan, the city will increase each employee’s base pay by four
and one-half percent. Salaries for elected officials will, also, be increased by four and one-half
percent.
The city’s living wage for regular, full-time employees is set and shall be no less than $15.11 per
hour.
4
SUBSECTION III - EMPLOYEE INSURANCE
The city will make available group medical, health and flex savings plans, dental, life, accidental
death & dismemberment, long-term disability insurance, voluntary benefits and an employee
assistance program (EAP) to all eligible employees and their eligible spouse, adult designee,
dependents and dependents of adult designee pursuant to city policy.
A. Employer-Paid Contributions. Effective July 1, 2022, the city’s contribution toward
the total premium for group medical will be 95% for the high -deductible Summit Star
Plan. For employees enrolled in the high-deductible Summit Star Plan, the city will also
contribute a one-time total of $750 into a qualified health savings account (HSA) or a
Health Reimbursement Account (HRA) for those enrolled for single coverage and
$1,500 for those enrolled for double or family coverage per plan year. Health savings
account or Health Reimbursement Account (HRA) contributions will be pro-rated for
any employee hired after July 1, 2022.
B. 501(c) (9) Post Employment Health Reimbursement Account. The city will
contribute $24.30 per bi-weekly pay period into each employee’s Post Employment
Health Reimbursement Account. For any year in which there are 27 pay periods, no
such contribution will be made in the 27th pay period.
SUBSECTION IV - WORKERS’ COMPENSATION
The city will provide workers’ compensation coverage to employees as required by applicable
law.
SUBSECTION V - SOCIAL SECURITY EXCEPTION FOR POLICE & FIRE
All sworn employees in the Police and Fire departments covered under this plan are exempt from the
provisions of the federal Social Security System unless determined otherwise by the city or
required by applicable law.
SUBSECTION VI - RETIREMENT
A. Retirement Programs. The city hereby adopts the Utah State Retirement System for
providing retirement benefits to employees covered by the plan. The city may permit or
require the participation of employees in its retirement program(s) under terms and
conditions established by the mayor and consistent with applicable law. Such programs
may include:
1. The Utah State Public Employees (Contributory and Non-Contributory);
Public Safety Retirement Systems; or, the Utah Firefighters Retirement System; or,
2. Deferred compensation programs.
B. The 2022-2023 fiscal year retirement contribution rates for employees, including
elected officials, are shown in Appendix “D.”
5
SECTION III: WORK HOURS, OVERTIME & OTHER PAY ALLOWANCES
SUBSECTION I – WORK HOURS
A. The city’s standard work week begins Sunday at 12:00am and ends the following
Saturday at 11:59pm. Alternatives to the standard work week may be authorized and
adopted for specific work groups, such as:
1. The standard work schedule for combat Fire Battalion Chiefs, which
includes two consecutive 24-hour shifts immediately followed by 96 hours off.
SUBSECTION II- OVERTIME COMPENSATION
A. Overtime Compensation. The city will pay non-exempt employees overtime
compensation as required by the FLSA. The city will pay overtime hours at 1 ½ times
the employee’s regular hourly rate or, at the employee’s request and with their
department director’s approval, provide compensatory time off at a rate of 1½ hours for
each overtime hour in lieu of overtime compensation.
1. Employees may accrue compensatory time up to a maximum amount as
determined by their department director.
2. The city may elect at any time to pay an employee for any or all accrued
compensatory hours.
3. The city will includ e only actual hours worked and holiday leave hours when
calculating overtime.
4. When used, personal leave and compensatory time will not be included in
the calculation of overtime.
5. The city will pay out all accrued compensatory hours whenever an
employee’s status or position changes from FLSA non-exempt to exempt.
B. Labor Costs— Declared Emergency— Overtime Compensation for FLSA Exempt
Employees. The city may pay exempt employees overtime pay for any hours worked
over forty (40) hours in a workweek at a rate equivalent to their regular base hourly rate
of pay during periods of emergency. The city shall only make such payment when all of
the following conditions occur:
1. The mayor or the city council has issued a “Proclamation of Local Emergency”
or the city responds to an extraordinary emergency; and,
2. Exempt employees are required to work over forty (40) hours for one or more
workweek(s) during the emergency period: and,
3. The mayor and/or the city council approve the use of available funds to cover
the overtime payments.
6
The city shall distribute any overtime payments consistently with a pre-defined standard
that treats all exempt employees equitably. Hours worked under a declared or
extraordinary emergency must be paid hours and cannot be accrued as compensatory
time.
SUBSECTION III - LONGEVITY PAY
A. Eligibility. With the exception of elected officials, the city will pay a monthly
longevity benefit to full-time employees based on the most recent date an employee
began full -time employment as follows:
1. Employees who have completed six (6) consecutive years of employment with
the city will receive $50;
2. Employees who have completed ten (10) consecutive years of employment with
the city will receive $75;
3. Employees who have completed sixteen (16) full years of employment wit h the
city will receive $100; and,
4. Employees who have completed twenty (20) full years of employment with the
city will receive $125.
B. Pension Base Pay. Longevity pay will be included in base pay for purposes of
pension contributions.
C. Longevity While on an Unpaid Leave of Absence. Employees do not earn or receive
longevity payments while on an unpaid leave of absence. When an employee returns
from an approved unpaid leave of absence, longevity payments will resume.
SUBSECTION IV - WAGE DIFFERENTIALS & ADDITIONAL PAY
Eligible employees receive certain wage differentials as follows:
A. Call Back and Call Out Pay. Non-exempt employees will be paid Call Back or Call
Out pay based upon department director approval and the following guidelines:
1. Call Back Pay: Non-sworn, non-exempt employees who have been released
from normally scheduled work and standby periods, and who are directed by an
appropriate department head or designated representative to return to work prior to
their next scheduled normal duty shift, will be paid for a minimum of three (3)
hours straight-time pay and, in addition, will be guaranteed a minimum four (4)
hours work at straight-time pay.
2. Call Out Pay for Police Sergeants. Sergeants who have been released from their
scheduled work shifts and have been directed by an appropriate division head or
designated representative to perform work without at least 24 hours advance notice
or scheduling, shall be compensated as follows:
7
a. Sergeants who are directed to report to work shall receive a minimum of
four (4) hours compensation at one and one -half times their hourly wage
rate, or one and one-half times their hourly wage rate for actual hours
worked, whichever is greater.
b. Sergeants who are assigned to day shift, and who are directed to perform
work within eight (8) hours prior to the beginning of their regularly
scheduled shift shall receive a minimum of four (4) hours compensation at
one and one-half times their hourly wage rate, or one and one-half times
their hourly wage rate for actual hours worked, whichever is greater.
c. Sergeants who are assigned to afternoon or graveyard shifts, and who are
directed to perform work within eight (8) hours following the end of their
regularly scheduled shift shall receive a minimum of four (4) hours
compensation at one and one-half times their hourly wage rate, or one and
one-half times their hourly wage rate for actual
hours worked, whichever is greater.
B. Standby Pay : Non-exempt employees are eligible to receive Standby pay based
upon the following guidelines.
1. Standby for Non-Sworn Employees: Non-exempt, non-sworn employees
who have been released from normally scheduled work but have not been released
from standby status will be paid either two (2) hours of straight time pay for each 24
hour period of limited standby status; or two (2) hours straight time pay for each 12-
hour period of standby status if they are Department of Airports or Public Utilities
Department employees.
a. First Call to Work. An eligible employee who is directed to return to his
or her normal work site during an assigned Standby period by a department
head or designated representative without advanced notice or scheduling will
be paid a guaranteed minimum of four (4) hours, which may include any
combination of hours worked and/or non-worked straight-time pay.
b. Additional Calls to Work. An eligible employee will be paid an
additional guaranteed minimum of two (2) hours, which may include any
combination of hours worked and/or non-worked straight-time pay, for each
additional occasion he or she is called to work during the same twenty-four
(24) or twelve (12) hour standby period.
c. Exclusion for Snow Fighters. Any employee on standby as a member of
the Snow Fighter Corps shall not receive standby/on-call pay or shift
differential when on standby or called back to fight snow.
2. Standby for Police Sergeants: Police Sergeants directed by their division
commander or designee to keep themselves available for city service during
otherwise off-duty hours shall be compensated two (2) hours of straight time for
each 12-hour period of standby status. This compensation shall be in addition to any
callout pay or pay for time worked the employee may receive during the standby
period.
8
C. Extra-Duty Shifts for Police Sergeants. "Extra-duty shifts" are defined as scheduled
or unscheduled hours worked other than the sergeant's normally scheduled work shifts.
"Extra-duty shifts" do not include extension or carry over of the sergeant's normally
scheduled work shift.
1. Any sergeant required by the city to work extra-duty shifts shall receive a
minimum of three (3) hours compensation at one and one -half times their regular
base hourly rate, or time worked paid at one and one-half times their regular hourly
base wage rate, whichever is greater.
D. Shift Allowance, not including Police Sergeants & Lieutenants. Only non- exempt
employees who perform afternoon/ swing or evening shift work are eligible to receive a
shift allowance.
1. The city will include all shift allowance when computing overtime. An
employee who receives Snow Fighter Corps differential pay is not eligible to also
receive shift allowance.
2. Day Shift: No allowance will be paid for work hours which are part of a regular
day shift.
3. Eligible Hours: For each non-day shift hour worked between the hours of 6:00
p.m. and 6:00 a.m., the city will pay an eligible non-exempt employee a differential
of $1.00 per hour.
E. Shift Differential for Police Sergeants & Lieutenants: The city will pay Police
sergeants & lieutenants shift differentials according to the shift actually worked. Actual
shift differential rates are determined as follows:
1. Day Shift: No differential pay for hours worked during day shift, which begins
at 0500 hours until 1159 hours.
2. Swing Shift: A differential of 2.5% in addition to the regular day rate shall be
paid for swing shift, which begins at 1200 hours until 1759 hours.
3. Graveyard Shift: A differential of 5.0% in addition to the regular day rate shall
be paid for graveyard shift, which begins at 1800 hours until 0459 hours.
F. K-9 Squad Allowance: Police sergeants assigned to the K-9 squad will be
compensated as follows:
1. Police sergeants shall be allowed ten (10) hours per month to care for the
police service dog. Such hours shall be counted as part of the Police sergeant's
regular work shift(s).
2. Police sergeants shall be provided ten (10) hours per month while off duty,
at the rate of one-and-one-half (1 ½) times their wage rate, to care for the police
service dog. No more than ten (10) hours per month shall be spent off duty to
care for the police service dog unless authorized by the Police Chief or designee.
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G. Acting/Working out of Classification. A department head may elect to grant
additional compensation to an employee for work performed on a temporary basis,
whether in an acting capacity or otherwise, beyond the employee’s regular job
classification for any period lasting 20 or more working days. Unless approved by the
mayor or mayor’s designee, acting pay shall be limited to no more than 90 calendar days
from the start date and paid separately from regular earnings on each employee’s wage
statement. Compensation adjustments may be retroactive to the start date of the
temporary job assignmen t. Exceptions may be approved by the mayor or mayor’s
designee.
1. Acting pay shall be excluded when calculating any leave payouts, including
vacation, holiday, and personal leave.
H. Snowfighter Pay. The city will pay employees designated by the department head,
or designee, as members of the Snow Fighter Corps a pay differential equal to $200 per
pay period for the snowfighter season not to exceed $2,000 during each fiscal year for
work related to snow removal. This pay shall be separate from regular earnings on each
employee’s wage statement.
SUBSECTION V - EDUCATION AND TRAINING PAY
A. Education Incentives. The mayor may adopt programs to promote employee
education and training, provided that all compensation incentives are authorized within
appropriate budget limitations established by the city council.
1. Police Sergeants, Lieutenants, and Captains are eligible for a $500 per year job-
related training allowance.
2. Fire Battalion/Division Chiefs are eligible for incentive pay following
completion of degree requirements at a fully accredited college or university and
submission of evidence of a diploma to Human Resources. The city will pay
monthly allowances according to the educational degree held, as follows:
Doctorate………….. $100.00
Masters………..…... $75.00
SUBSECTION VI – OTHER PAY ALLOWANCES
A. Meal Allowance. When approved by management, employees may receive meal
allowances in the amount of $10.00 when an employee works two or more hours
consecutive to their normally scheduled shift. Employees may also be eligible to
receive $10.00 for each additional four-hour consecutive period of work which is in
addition to the normally scheduled work shift.
1. Fire and police department employees shall be provided with adequate food
and drink to maintain safety and performance during emergencies or extraordinary
circumstances.
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B. Business Expenses. City policy shall govern the authorization of employee
advancement or reimbursement for actual expenses reasonably incurred while
performing city business. Advance payment or reimbursement for expenses shall be
approved only when the amounts are documen ted and within the budget limitations
established by the city council.
C. Automobiles
1. The mayor may authorize, subject to the conditions provided in city policy, an
employee to utilize a city vehicle on a take-home basis and may require an
employee to reimburse the city for a portion of the take -home vehicle cost as
provided in city ordinance.
2. Employees who are authorized to use privately-owned automobiles for
official city business will be reimbursed for the operation expenses at the rate
specif ied in city policy.
3. The city will provide a car allowance to department directors, the mayor’s
chief of staff, the mayor’s chief administrative officer, up to three additional employees
in the mayor’s office, and the city council Executive Director at a rate not to exceed
$400 per month. A car allowance may be paid to specific appointed employees at a
rate not to exceed $400 per month as recommended by the mayor and approved by
the city council.
D. Uniform Allowance. The city will provide employees who are required to wear
uniforms in the performance of their duties a monthly uniform allowance as follows:
1. Non-sworn Police and Fire Department employees—$65.00
2. Watershed Management Division employees—$65.00
3. Fire: Battalion Chiefs will be provided uniforms and other job-related safety
equipment, as needed. Employees may select uniforms and related equipment from
an approved list. The total allowance provided shall be $600 per year, or the amount
received by firefighter employees, whichever is greater. Appointed employees shall
be provided uniforms or uniform allowances to the extent stated in Fire department
policy.
a. Dangerous or contaminated safety equipment shall be cleaned,
repaired, or replaced by the Fire department.
4. Police: Police sergeants, lieutenants, and captains in uniform assignments,
as determined by their bureau commander, will be enrolled in the department’s
quartermaster system.
a. The quartermaster system will operate as follows:
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i. Necessary uniform and equipment items, including patrol uniforms,
detective uniforms, duty gear, footwear, cold- weather gear, headwear,
etc. will be provided to Police sergeants, lieutenants, and captains by the
department’s quartermaster pursuant to department policy.
ii. A full inventory of items that the quartermaster will provide to Police
sergeants, lieutenants and captains within the quartermaster system and
the manner in which they will be distributed will be stated in department
policy.
iii. Police sergeants, lieutenants and captains in the quartermaster system
will be paid the sum of One Hundred Dollars ($100) each fiscal year for
the purpose of independently purchasing any incidental uniform item or
equipment not provided by the quartermaster system. Payment will be
made each year on the first day of the pay-period that includes August
15.
b. The city will provide for the cleaning of uniforms as described in Police
department policy.
c. Police sergeants, lieutenants, and captains in plainclothes assignments,
as determined by their bureau commander, are provided a clothing and
cleaning allowance totaling $39.00 per pay period. Sergeants, lieutenants,
and captains who are transferred back to a uniform assignment will return to
the quartermaster system upon transfer.
d. Uniforms or uniform allowances for appointed Police employees will be
provided to the extent stated in Police department policy.
E. Allowances for Certified Golf Teaching Professionals. The mayor may, within
budgeted appropriations and as business needs indicate, authorize golf lesson revenue
sharing between the city and employees recognized as Certified Golf Teaching
Professionals as defined in the Golf Division’s Golf Lesson Revenue Policy. Payment
to an employee for lesson revenue generated shall be reduced by: 1) a ten (10%) percent
administrative fee to be retained by the Golf division, and 2) the employee’s payroll tax
withholding requirements in accordance with applicable law.
F. Other Allowances. The mayor or the city council may, within budgeted
appropriations, authorize the payment of other allowances in extraordinary
circumstances (as determined by the mayor or the city council).
SUBSECTION VII - SEVERANCE BENEFIT
Subject to availability of funds, any current appointed employee who is not retained, not
terminated for cause and who is separated from city employment involuntarily shall receive
severance benefits based upon their respective appointment date.
A. Severance benefits shall be calculated using the employee’s salary rate in effect on
the employee’s date of termination. Receipt of severance benefits is contingent upon
execution of a release of all claims approved by the city attorney’s office.
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1. Employees appointed on or after January 1, 1989 and before January 1, 2000
shall receive a severance benefit equal to one months’ base salary for each
continuous year of city employment in an appointed status before January 1, 2000.
Severance shall be calculat ed on a pro-rata basis for a total benefit of up to a
maximum of six m onths.
2. Current department heads, along with the mayor’s chief of staff and the
executive director of the city council office, appointed on or after January 1, 2000
shall receive a severance benefit equal to two month’s base salary after one full year
of continuous city employment in an appointed status; four months’ base salary
after two full years of continuous city employment in an appointed status; or, six
months’ base salary after three full years or more of continuous city employment in
an appointed status.
3. Current appointed employees who are not department heads, and who were
appointed on or after January 1, 2000 shall receive a severance benefit equal to one
week’s base salary for each year of continuous city employment in an appointed
status, calculated on a pro-rata basis, for a total benefit of up to a maximum of six
weeks.
B. Leave Payout: Appointed employees with leave hour account balances under Plan A
or Plan B shall, in addition to the severance benefit provided, receive a severance
benefit equal to the “retirement benefit” value provided under the leave plan of which
they are a participant (either Plan A or Plan B), if separation is involuntary and not for
cause.
C. Not Eligible for Benefit. An appointed employee is ineligible to be paid severance
benefits under the following circumstances:
1. An employee who, at the time of termination of employment, has been
convicted, indicted, charged or is under active criminal investigation concerning a
public offense involving a felony or moral turpitude. This provision shall not
restrict the award of full severance benefits should such employee subsequently be
found not guilty of such charge or if the charges are otherwise dismissed.
2. An employee who has been terminated or asked for a resignation by the
mayor or department director under bona fide charges of nonfeasance, misfeasance
or malfeasance in office.
3. An employee who fails to execute a Release of All Claims approved by the
city attorney’s office, where required as stipulated above.
4. An employee who is hired into another position in the city prior to their
separation date.
In the event an employee is hired into another position in the city after their
separation date and prior to the expiration of the period of time for which the
severance benefit was provided, the employee is required to reimburse the City (on
a pro-rata basis) for that portion of the severance benefit covering the period of time
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between the date of rehire and the expiration of the period of time for which the
severance benefit was provided.
SECTION IV: HOLIDAY, VACATION & LEAVE ACCRUAL
Benefits-eligible employees shall receive pay for holidays, vacation and other leave as provided in
this section. Employees do not earn or receive holiday and vacation benefits while on unpaid
leave of absence. However, employees on an unpaid military leave of absence may be entitled to
the restoration of such leave benefits, as r equired by applicable law.
SUBSECTION I – HOLIDAYS
A. The following days are recognized and observed as holidays for covered employees.
Eligible employees will receive pay for non-worked holidays equal to their regular rate
of pay times the total number of hours which make a regularly scheduled shift. Except
as otherwise noted in this subsection, an employee may not bank a worked holiday.
1. New Year's Day, the first day of January.
2. Martin Luther King, Jr. Day (Human Rights Day), the third Monday of
January.
3. President's Day, the third Monday in February.
4. Memorial Day, the last Monday of May.
5. Juneteenth National Freedom Day, June 19
a. If June 19 is on a Tuesday, Wednesday, Thursday, or Friday, the
holiday will be observed on the immediately preceding Monday. If June 19
is on a Saturday or Sunday, the holiday will be observed on the immediately
following Monday.
6. Independence Day, July 4.
7. Pioneer Day, July 24.
8. Labor Day, the first Monday in September.
9. Indigenous People’s Day, the second Monday of October (only for eligible
employees assigned to the Justice Court)
10. Veteran's Day, November 11.
11. Thanksgiving Day, the fourth Thursday in November.
12. The Friday after Thanksgiving Day (excluding employees assigned to the
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Justice Court)
13. Christmas Day, December 25.
14. One personal holiday per calendar year, taken upon request of an employee
and as approved by a supervisor.
B. When any holiday listed above falls on a Sunday, the following business day is
considered a holiday. When any holiday listed above falls on a Saturday, the preceding
business day is considered a holiday. In addition to the above, any day may be
designated as a holiday by proclamation of the mayor or the city council.
C. All holiday hours, including personal holidays, must be used in no less than regular
full day or shift increments.
1. A Fire battalion/division chief may be allowed to use a holiday in less than a
full shift increment only when converting from a “support” to “operations” work
schedule results in the creation of a half-shift.
D. No employee will receive more than the equivalent of one workday or a regular
scheduled shift as holiday pay for a single holiday. Employees must either work or be in
an authorized paid leave status a working day before and a working day after the
holiday to qualify for holiday pay.
1. An employee who is off work and in a paid status covered by short-term
disability or parental leave receives regular pay as a benefit and, therefore, is not
entitled to bank a holiday while off work.
E. Holiday Exceptions: Except for employees assigned to the Justice Court, an eligible
employee may observe the Friday after Thanksgiving Day up to 50 days prior to the
actual holiday with prior management approv al. For Columbus Day, which is limited
only to employees assigned to the Justice Court, an employee may observe the holiday
up to 50 days following the actual holiday.
F. Police Sergeant, Lieutenant, & Captain Holiday Hours Worked: When a day
designated as a holiday falls on a scheduled work day, a Police sergeant, lieutenant, or
captain may elect to take the day off work, subject to the approval of their supervisor, or
receive their regular wages for such days worked and designate an alternate day off
work to celebrate the holiday. For a Police sergeant whose assignment requires staffing
on either the graveyard shift prior to, or the day and afternoon shift on Thanksgiving
Day or Christmas Day, all hours worked will be compensated at a rate of one-and-one-
half (1 ½) times the employee’s regular base wage rate.
G. Police Sergeant, Lieutenant, & Captain Accrued Holiday Leave Payout: Police
sergeants, lieutenants, and captains who retire or separate from city employment for any
reason shall be compensated for any holiday time accrued and unused during the
preceding 12 months. Employees will not be compensated for any unused holiday time
accrued before the 12 months preceding the employee’s retirement or separation.
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1. Any Police sergeant, lieutenant, or captain who is transferred or promoted to
a higher-level position within the department, including Deputy Chief, Assistant
Chief, or Police Chief, or to a position in another city department will be paid out at
their current base pay rate for any holiday time accrued and unused during the
preceding 12 months.
SUBSECTION II - VACATION LEAVE
The city will pay eligible employees their regular salaries during vacation periods earned and
taken in accordance with the following provisions. Except as provided for expressly in either city
policy or this plan, vacation leave hours are ineligible to be cashed out or used to exceed the total
number of hours for which an employee is regularly compensated during a work week or a pay
period.
Vacation hours may be used on the first day of the pay period following the period in which the
vacation hours are accrued.
A. Full-Time employees and appointed employees (except for those noted in
paragraphs B and C of this subsection) accrue vacation leave based upon years of city
service as follows:
Years of Hours of Vacation Accrued
City Service Per Bi-Weekly Pay Period
0 to end of year 3 3.73
4 to end of year 6 4.42
7 to end of year 9 4.81
10 to end of year 12 5.54
13 to end of year 15 6.15
16 to end of year 19 6.77
20 or more 7.69
B. Department directors, the mayor’s chief of staff, the mayor’s chief administrative
officer, up to two additional senior positions in the mayor’s office as specified by the
mayor, the executive director of the city council, and justice court judges will accrue
7.69 hours each bi-weekly pay period.
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C. Fire battalion chiefs in the Operations division of the Fire department will accrue
vacation leave according to the following schedule:
Years of Accrued Hours of Vacation
City Service Per Pay Period
0 to end of year 3 5.54
4 to end of year 6 6.46
7 to end of year 9 7.38
10 to end of year 12 8.31
13 to end of year 14 9.23
15 to end of year 19 10.15
20 or more 11.54
D. For any plan year in which there are 27 pay periods, no vacation leave hours will be
awarded in the 27th pay period.
E. Years of city service are based on the most recent date the person became a full-
time salaried employee.
F. Full-time employees re-hired by the city are eligible to receive prior service credit
for previous full-time city employment and time worked with other public jurisdictions
without a break in service. Prior service credit is applicable for vacation accrual, personal
leave accrual, short-term disability benefits, layoff, and awarding of employee service
awards and service certificates only. Prior service credit does not apply to longevity
pay.
G. Full-time and appointed employees (except those listed in Paragraph B of this
subsection) may accumulate vacations, according to the length of their full-time years
of city Service, up to the following maximum limits:
Up to and including 9 years Up to 30 days/ 15 shifts/ 240 hours
After 9 years Up to 35 days/ 17.5 shifts/ 280 hours
After 14 years Up to 40 days/ 20 shifts/ 320 hours
For purposes of this subsection, "days" means "8-hour" days and “shifts” means
“24-hour” combat shifts.
H. Department directors and those included in Paragraph B of this subsection may
accumulate up to 320 hours of vacation without regard to their years of employment
with the city.
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I. Any vacation accrued beyond the allowable maximums will be deemed forfeited
unless used before the end of the pay period in which an employee’s designated
longevity date occurs. However, in the case of an employee’s return from an unpaid
military leave of absence, leave hours may be restored according to requirements under
applicable law.
J. Vacation Payout at Termination: An employee separating from employment may not
exhaust more than 80 hours of any combination of accrued vacation, personal leave, or banked
(holiday or vacation) leave prior to their last day of employment. Employees shall be paid at
their base hourly rate for any unused accrued vacation leave time following termination
of employment, including retirement.
K. Vacation Allowance: As a recruiting incentive, the mayor or t he city council may
provide a one-time allowance of up to 120 hours of vacation leave.
SUBSECTION III - SICK AND OTHER RELATED LEAVE OR PERSONAL LEAVE
Benefits in this section are for the purpose of income replacement for employees during
absence from work due to illness, accident or personal reasons. Some of these absences
may qualify under the Family and Medical Leave Act of 1993 (FMLA). Although the city
requires use of accrued paid leave prior to taking unpaid FMLA leave, employees will be
allowed to reserve up to 80 hours of non-lapsing leave as a contingency for future use by
submitting a written request to Human Resources. Employees are not eligible to earn or
receive leave benefits while on an unpaid leave of absence.
However, employees on an unpaid military leave of absence may be entitled to the
restoration of such leave benefits, as provided by applicable law.
Employees hired on or after November 16, 1997 receive personal leave benefits under Plan
B. All other employees receive personal leave benefits pursuant to the plan they participated
in as of November 15, 1998. Employees hired before November 16, 1997 shall receive
personal leave benefits under Plan B if they elected to do so during any city - established
election period occurring in 1998 or later.
A. Plan “A ”
1. Sick Leave
a. Sick leave is provided for full-time employees under Plan “A” as
insurance against loss of income when an employee is unable to perform
assigned duties because of illness or injury. The mayor may e stablish rules
governing the interfacing of sick leave and workers’ compensation benefits
and avoiding, to the extent allowable by law, duplicative payments.
b. Each full-time employee accrues sick leave at a rate of 4.62 hours per
pay period. For any plan year in which there are 27 pay periods, no sick
leave hours will be awarded in the 27th pay period. Authorized and unused
sick leave may be accumulated from year to year, subject to the limitations
of this plan.
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1. Sick Leave Accrual for Fire Battalion Chiefs – Each covered
employee shall be entitled to 15 days of sick leave each calendar year,
except for members of the Operations division who shall be entitled to
7.5 shifts of sick leave each calendar year. The City shall credit a
covered employee’s sick leave account in a lump sum (either 15 days
or7.5 shifts) during the first month of each calendar year. Authorized
and unused sick leave may be accumulated from year to year subject to
the limitations of this plan.
c. Under this Plan “A,” Full-Time employees who have accumulated
240 hours of sick leave may choose to convert up to 64 hours of the sick
leave earned and unused during any given year to vacation. Any sick leave
used during the calendar year reduces the allowable conversion by an equal
amount.
1. Sick Leave Conversion for Fire Battalion Chiefs – Fire Battalion
Chiefs who have accumulated 15 shifts (for Operations employees), or
240 hours (for non-Operations employees) may choose to convert a
portion of the year sick leave grant from any given year to vacation, as
follows—
Number of Sick Leave Shifts
Used During Previous Calendar
Year (Operations Only)
Number of Sick Leave Shifts
Available for Conversion
(Operations Only)
No shifts used 5 shifts
One shift used 4 shifts
Two shifts used 3 shifts
Three shifts used 2 shifts
Four shifts used 1 shift
Five or more shifts used No shifts
Number of Sick Leave Shifts
Used During Previous Calendar
Year (Support Only)
Number of Sick Leave Shifts
Available for Conversion
(Support Only)
No days used 9 days
One day used 8 days
Two days used 7 days
Three days used 6 days
Four days used 5 days
Five or more days used 0 days
d. Conversion at the maximum allowable hours will be made unless the
employee elects otherwise. Any election by an employee for no conversion,
or to convert less than the maximum allowable sick leave hours to vacation
time, must be made by notifying the employee’s department timekeeper or
the city payroll administrator, in writing, not later than the second pay period
of the new calendar year (or the November vacation draw for Fire Battalion
Chiefs). Otherwise, the opportunity to waive conversion or elect conversion
other than the maximum allowable amount will be deemed waived for that
calendar year. In no event may sick leave days be converted from other than
19
the current year's sick leave allocation.
e. Any sick leave hours, properly converted to vacation benefits as
above described, must be taken before any other vacation hours to which the
employee is entitled; however, in no event is an employee, upon the
employee’s separation from employment, entitled to any pay or
compensation for any sick leave converted to vacation. An employee
forfeits any sick leave converted to vacation remaining unused at the date of
separation from employment.
f. Sick Leave Benefits Upon Layoff. Employees who are subject to
layoff because of lack of work or lack of funds will be paid at 100% of their
hourly base wage rate as of the date of termination for each accumulated
unused sick leave hour.
2. Hospitalization Leave
a. Hospitalization leave is provided for full-time employees under Plan
“A,” in addition to sick leave authorized hereunder, as insuran ce against loss
of income when an employee is unable to perform assigned duties because of
scheduled surgical procedures, urgent medical treatment, or hospital
inpatient admission.
b. Employees are entitled to 30 days of hospitalization leave each
calendar year. Hospitalization leave does not accumulate from year to year.
Employees may not convert hospitalization leave to vacation or any other
leave, nor may they convert hospitalization leave to any additional benefit at
time of retirement.
c. Employees who are unable to perform their duties during a shift due
to preparations (such as fasting, rest, or ingestion of medicine), for a
scheduled surgical procedure, may report the absence from the affected shift
as hospitalization leave, with the prior approval of their division head or
supervisor.
d. An employee who must receive urgent medical treatment at a
hospital, emergency room, or acute care facility, and who is regularly
scheduled for work or unable to perform their duties during a shift (or work
day) due to urgent medical treatment, may re port the absence from the
affected shift as hospitalization leave. Similarly, an employee who is absent
from work while on approved leave is also allowed to claim hospitalization
leave.
1. An employee who wishes to claim hospitalization leave is responsible
to report the receipt of urgent medical treatment to the employee’s
division head or supervisor as soon as practical.
2. For purposes of use of hospitalization leave, urgent medical
treatment includes at-home care directed by a physician immediately
after the urgent medical treatment and within the affected shift.
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e. Employees who, because they are admitted as an inpatient to a hospital
for medical treatment, are unable to perform their duties, may report the
absence from duty while in the hospital as hospitalization leave.
f. Medical treatment consisting exclusively or primarily of post -injury
rehabilitation or therapy treatment, whether conducted in a hospital or other
medical facility, shall not be counted as hospitalization leave.
g. An employee requesting hospitalization leave under this section may
be required to provide verification of treatment or care from a competent
medical practitioner.
3. Dependent Leave
a. Under Plan “A,” dependent leave may be requested by a full-time
employee for the following reasons:
1. Becoming a parent through birth or adoption of a child.
2. Placement of a foster child in the employee’s home.
3. Due to the care of the employee’s child, spouse, spouse’s child, adult
designee, adult designee’s unmarried child under age 26, or parent with
a serious health condition.
b. Under Plan “A,” dependent leave may also be requested by a full-
time employee to care for an employee’s child, spouse, spouse’s child, adult
designee, an adult designee’s unmarried child under age 26, or a parent who
is ill or injured but who does not have a serious health condition.
c. The following provisions apply to the use of dependent leave by a
full- time employee:
1. Dependent leave may be granted with pay on a straight time basis.
2. If an employee has available unused sick leave, sick leave may be
used as dependent leave.
3. An employee is required to give notice of the need to take dependent
leave, including the expected duration of leave, to his or her supervisor
as soon as possible.
4. Upon request of a supervisor, an employee will be required to
provide a copy of a birth certificate or evidence of child placement for
adoption, or a letter from the attending physician in the event of
hospitalization, injury, or illness of a child, spouse, spouse’s child, adult
designee, adult designee’s child, or parent within five calendar days
following a return from leave.
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5. An employee’s sick leave shall be reduced by the number of hours
taken by an employee as dependent leave.
4. Career Incentive Leave, Plan “A”
Full-Time employees, who have been in continuous full-time employment with the
city for more than 20 years, and who have accumulated to their credit 1500 or more
sick leave hours, may make a one-time election to convert up to 160 hours of sick
leave into 80 hours of paid Career Incentive Leave . Career Incentive Leave must
be taken prior to retirement. Sick leave hours converted to Career Incentive Leave
will not be eligible for a cash payout upon termination or retirement even though
the employee has unused Career Incentive Leave hours available. This leave can
be used for any reason. Requests for Career Incentive Leave must be submitted in
writing to the appropriate department director and be approved subject to the
department’s business needs (e.g., work schedules and workloads).
5. Retirement Benefit, Plan “A”
a. Employees who meet the eligibility requirements of the Utah State
Retirement System and who retire from the city will be paid at their base
hourly rate for 50% of their accumulated sick leave hours balance based on
the schedule below:
Retirement Month 50% sick leave will be:
January 1st – June 30th Contributed to 501(c)9 Health Reimbursement
Account Plan
(premium-only account) July 1st – December 31st Cash to retiree
B. Plan “B”
1. The benefit Plan Year of Plan “B” begins in each calendar year on the first day
of the pay-period that includes November 15. Under Plan “B,” paid personal leave
is provided for employees as insurance against loss of income when an employee
needs to be absent from work because of illness or injury, to care for a dependent, or
for any other emergency or personal reason. Where the leave is not related to the
employee’s own illness or disability—or an event that qualifies under the FMLA—
a personal leave request is subject to supervisory approval based on the operational
requirements of the city and any policies regarding the use of such leave adopted by
the department in which the employee works. Personal leave hours may be used on
the first day of the pay period following the period in which the hours are earned.
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2. Each full-time employee under Plan “B” is awarded personal leave hours based
on the following schedule:
Months of
Consecutive Hours of
City Service Personal Leave
Less than 6 40
Less than 24 60
24 or more 80
Employees hired during the plan year are provided paid personal leave on a pro-
rated basis.
3. Not later than October 31st of each calendar year, employees covered by Plan
“B” may elect, by notifying their department timekeeper or the city payroll
administrator in writing, to:
a. Convert any unused personal leave hours availab le at the end of the
first pay period of November to a lump sum payment equal to the following:
For each converted hour, the employee will be paid 50 percent of the
employee’s regular hourly base wage rate (not including acting pay) in
effect on the date of conversion. In no event will total pay hereunder exceed
40 hours of pay (80 hours at 50%); or
b. Carryover to the next calendar year up to 80 unused personal leave
hours; or
c. Convert a portion of unused personal leave hours, to a lump sum
payment as provided in subparagraph (3)(a), above, and carry over a portion
as provided in subparagraph (3)(b), above.
4. Maximum Accrual. A maximum of 80 hours of personal leave may be carried
over to the next plan year. Any personal leave hours unused at the end of the plan
year in excess of 80 will be converted to a lump sum payment as provided in
subparagraph 3(a) above.
5. Termination Benefits. An employee separating from employment may not exhaust
more than 80 hours of any combination of accrued vacation, personal leave, or banked
(holiday or vacation) leave prior to their last day of employment. At termination of
employment for any reason, accumulated unused personal leave hours, minus any
adjustment necessary after calculating the “prorated amount,” shall be paid to the
employee at 50 percent of the regular hourly base wage rate (not including acting
pay) on the date of termination for each unused hour. For purposes of this
paragraph, “prorated amount” shall mean the amount of personal leave credited at
the beginning of the plan year, multiplied by the ratio of the number of pay periods
worked in the plan year (rounded to the end of the pay period which includes the
separation date) to 26 pay periods. If the employee, at the time of separation, has
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used personal leave in excess of the prorated amount, the value of the excess
amount shall be reimbursed to the city and may be deducted f rom the employee’s
paycheck.
6. Conditions on Use of Personal Leave include:
a. Minimum use of personal leave, with supervisory approval, must be
in no less than quarter-hour increments.
b. Except in unforeseen circumstances, such as emergencies or the
employee’s inability to work due to illness or accident or an unforeseen
FMLA-qualifying event, an employee must provide their supervisor with
prior notice to allow time for the supervisor to make arrangements necessary
to cover the employee’s work.
c. For leave due to unforeseen circumstances, the employee must give
their supervisor as much prior notice as possible.
d. Except as provided for expressly in either city policy or this plan,
personal leave hours are ineligible to be cashed out or used to exceed the
total number of hours for which an employee is regularly compensated
during a work week or a pay period.
7. Career Enhancement Leave, Plan “B”: A full-time employee covered under
this Plan “B” is eligible, after 15 years of full-time service with the city, to be
selected to receive up to two weeks of career enhancement leave. This one -time
leave benefit could be used for formal training, informal course of study, job-related
travel, internship, mentoring or other activity that could be of benefit to the city and
the employee’s career development. Selected employees will receive their full
regular salary during the leave. Request for this leave must be submitted in writing
to the appropriate department head, stating the purpose of the request and how the
leave is intended to benefit the city. The request must be approved by the
department head and by the Human Resources director (who will review the request
to ensure compliance with these guidelines).
8. Retirement/Layoff (RL) Benefit, Plan “B”
a. Full-Time employees currently covered under Plan “B” who were
hired before November 16, 1997, and who elected to be covered under Plan
“B,” shall have a retirement/layoff (RL) account equal to sixty percent of
their accumulated unused sick leave hours available on November 16,
1997, minus any hours withdrawn from that account since it was established.
b. Full-Time employees who were hired before November 16, 1997 and
who elected in 1998 to be covered under Plan “B,” shall have a
retirement/layoff (RL) account equal to fifty percent of their accumulated
unused sick leave hours available on November 14, 1998, minus any hours
withdrawn after the account is established.
c. Full-Time employees who were hired before November 16, 1997 and
24
who elected in 2007 or later during any period designated by the city to be
covered under Plan “B,” shall have a retirement /layoff (RL) account equal
to forty percent of their accumulated unused sick leave hours available on
the date that Plan B participation began, minus any hours withdrawn after
the account is established.
d. Payment of the RL Account.
1. All hours in an employee’s RL account shall be payable upon
retirement or as a result of layoff. In the case of layoff, 100% of R/L
hours shall be paid to the employee according to the employee’s base
hourly rate of pay on date of layoff. Any employee who quits, resigns, is
separated, or is terminated for cause is not eligible to receive payment
for RL account hours.
2. In cases of retirement, an eligible employee shall be paid at their base
hourly rate for 100% of their RL account balance based on the schedule
below:
Retirement Month 100% RL hours will be:
January 1st – June 30th Contributed to 501(c)9 Health Retirement
Account Plan
(premium-only account) July 1st – December 31st Cash to retiree
e. Hours may be withdrawn from the RL account to cover an
employee’s absence from work due to illness or injury, need to care for a
dependent, any emergency or to supplement Workers’ Compensation
benefits after personal leave hours are exhausted. RL account hours, when
added to the employee’s workers’ compensation benefit, may not exceed the
employee’s regular net salary.
9. Short-Term Disability Insurance, Plan “B”: Protection against loss of income
when an employee is absent from work due to short -term disability shall be
provided to full-time employees covered under Plan “B” through short-term
disability insurance (SDI). There shall be no cost to the employee for SDI. SDI
shall be administered in accordance with the terms determined by the city.
SUBSECTION IV - PARENTAL LEAVE
A. Full-time employees who become parents through birth, adoption, or foster care
may take up to six consecutive weeks of paid parental leave to care for and bond with
the child. An employee may be allowed to take parental leave up to one year from the
date of a child’s birth or, in the case of adoption or foster care, the date a child is placed
in the employee’s home. Parental leave may be taken during a new employee’s
probationary period. The probationary period will be extended by an amount of time
equivalent to the parental leave taken.
B. Parental leave will run concurrently (during the same period of time) with FMLA
and SDI (if applicable). Parental leave is limited to six weeks per twelve-month period.
25
For employees approved for short-term disability, parental leave will make up the
difference between 100% pay and 66 2/3% pay (if applicable) for up to six weeks.
SUBSECTION V - BEREAVEMENT LEAVE
A. An employee who suffers the loss of an immediate family member including a(n):
current spouse, domestic partner, or adult designee; child, mother, father, brother, sister;
current father-in-law, mother-in-law, son-in-law, daughter-in-law, brother-in-law,
sister-in-law; grandparent; current step-grandfather, step-grandmother; grandchild, or
current step grandchild, stepchild, stepmoth er, stepfather, stepbrother or stepsister,
grandfather-in-law, grandmother-in-law; or, domestic partner’s or adult designee’s
relative as if the domestic partner or adult designee were the employee’s spouse is
eligible to be released from work for bereavement, including attendance at a funeral,
memorial service, or related event(s).
B. In the event of death of an immediate family member, the city will provide an
employee with up to five working days of paid leave for bereavement, including
attendance at a funeral, memorial service, or related event(s). The employee will be
permitted one additional day of bereavement leave if the employee attends a funeral,
memorial service or equivalent event that is held more than 150 miles from Salt Lake
City and the day following the memorial service or equivalent event is a regular
working shift.
C. In the event of death of a first-line extended relative of an employee, or of an
employee’s spouse, domestic partner, or adult designee’s relative as if the adult
designee were the employee’s spouse not covered in paragraph A above (such as an
uncle, aunt or cousin), the city will provide an employee with up to one work shift for
bereavement, including attendance at a funeral, memorial service, or related event(s).
The employee will be permitted one additional day of bereavement leave if the
employee attends a funeral, memorial service or equivalent event that is held more than
150 miles from S alt Lake City and the day following the memorial service or equivalent
event is a regular working shift.
D. In the event of death of a friend, an employee may be allowed to use vacation or
personal leave for time off to attend the funeral or memorial service, as approved by an
immediate supervisor.
E. In the event of death of any covered family member while an employee is on
vacation leave, an employee’s absence may be extended and authorized as bereavement
leave.
F. In the event of a miscarriage or stillbirth, the employee, employee’s spouse or
partner, or employee to be an adoptive parent, the city will provide an employee with
up to three working days of paid leave for bereavement.
SUBSECTION VI - MILITARY LEAVE
A. Leave of absence for employees who enter uniformed service. An employee who
enters the uniformed services of the United States, including the United States Army,
26
United States Navy, United States Marine Corps, United States Air Force,
commissioned Corps of the National Oceanic and Atmospheric Administration, United
States Coast Guard, or the commissioned corps of the Public Health Service, is entitled
to be absent from his or her duties and servic e from the city, without pay, as required by
applicable l law. Leave will be granted in accordance with the Uniformed Services
Employment and Reemployment Rights Act (USERRA).
B. Leave while on duty with the armed forces or Utah National Guard. An employee
who is or who becomes a member of the reserves of the federal armed forces, including
the United States Army, United States Navy, United States Marine Corps, United States
Air Force, and the United States Coast Guard, or an y unit of the Utah National Guard, is
allowed military leave for up to 15 working days per calendar year for time spent on
active or reserve duty. Military leave may be in addition to vacation leave and need not
be consecutive days of service. To be covered, an employee must provide
documentation demonstrating a duty requirement.
SUBSECTION VII - JURY LEAVE & COURT APPEARANCES
A. Jury Leave: An employee will be released from duty with full pay when, in
obedience to a subpoena or direction by proper authority, the employee is required to
either serve on a jury or appear as a witness for the United States, the state of Utah, or
other political subdivision.
1. Employees are entitled to retain statutory fees paid for service in a federal court,
state court, or city/county justice court.
2. On any day that an employee is required to report for service and is thereafter
excused from such service during his or her regular worki ng hours from the city, he
or she must forthwith return to and carry on his or her regular city employment.
Employees who fail to return to work after being excused from service for the day
are subject to discipline.
B. Court Appearances. A Police sergeant is eligible to receive compensation as a
witness subpoenaed by the city, the State of Utah, or the United States for a court or
administrative proceeding appearance as follows:
1. Appearances in court or administrative proceeding made while on-duty will be
compensated as normal hours worked.
2. In the event an appearance extends beyond the end of an employee's regularly
scheduled shift, time will be counted as normal work time for the purpose of
computing an employee's overtime compensation.
3. Employees are entitled to retain statutory witness fees paid for service in a
federal court, state court, or city/county justice court.
4. Appearances made while off-duty will be compensated as follows:
(a) The city will pay employees for two hours of preparation time plus
actual time spent in court or in an administrative hearing at one and one-half
27
times their regular hourly rate. Lunch periods granted are not considered
compensable time. Compensation for additional preparation time for any
subsequent appearance during the same day is allowed only when there is at
least two hours between the employee’s release time from a prior court or
administ rative proceeding and the start of the other.
(b) If the time spent in court or administrative proceeding extends into the
beginning of the employee's regularly scheduled work shift, time spent in
court or in administrative proceeding will be deemed ended at the time such
shift is scheduled to begin.
5. An employee is required to provide a copy of the subpoena, including the
beginning time and time released from the court or administrative hearing, with
initials of the prosecuting or another court representative within seven working days
following the appearance.
6. Any employee failing to appear in compliance with the terms of a formal notice
or subpoena may be subject to disciplinary action.
SUBSECTION VIII - INJURY LEAVE (SWORN POLICE AND FIRE EMPLOYEES ONLY)
The city has established rules governing the administration of an injury leave program for sworn
public safety personnel under the following qualifications and restrictions:
A. The disability must have resulted from an injury arising out of the discharge of
official duties or while exercising some form of necessary job-related activity as
determined by the city;
B. The employee must be unable to return to work due to the injury, as verified by a
medical provider acceptable to the city;
C. The leave benefit may not exceed the value of the employee's net sala ry during the
period of absence due to the injury, less all amounts paid or credited to the employee as
workers’ compensation, Social Security, long-term disability or retirement benefits, or
any form of governmental relief whatsoever;
D. The value of benefits provided to employees under this injury leave program may
not exceed the total of $5,000 per employee per injury, unless approved in writing by
the employee’s department head after receiving an acceptable treatment plan and
consulting with the city’s risk manager;
E. The city's risk manager is principally responsible for the review of injury leave
claims, except that appeals from the decision of the city’s risk manager may be
reviewed by the Human Resources director, who may make recommendations to the
mayor for final decisions;
F. If an employee is eligible for workers’ compensation as provided by law and is not
receiving injury leave pursuant to this provision, an employee may elect to use either
accumulated sick leave or hours from the RL account, if applicable, and authorized
28
vacation time to supplement workers’ compensation. The total value of leave hours or
hours from an RL account combined with a workers’ compensation benefit may not
exceed an employee's regular net salary.
SUBSECTION IX - ADDITIONAL LEAVES OF ABSENCE
Additional leaves of absence may be requested in writing and granted as identified in policy
to an employee at the discretion of a department director.
SUBSECTION X - EMERGENCY LEAVE
The city may provide additional paid leave to employees if: i) the mayor has declared a
local emergency; and ii) the mayor and/or city council authorize and approve the use of
available funds for such purposes during the period of local emergency.
Emergency leave may also be provided as a form of income replacement for part -time
(hourly) and/or seasonal employees whose work hours are either red uced or discontinued
temporarily, so long as there is an expectation they will return to work after the emergency
period is ended.
29
APPENDIX A - SALT LAKE CITY COR PORATION
GENERAL EMPLOYEE PAY PLAN (GEPP)
Effective June 26, 2022
GRADE MINIMUM CITY MARKET MAXIMUM
SEAX/HRLY $11.87 $38.23
10 $12.60 $16.46 $20.31
11 $13.21 $17.28 $21.35
12 $13.88 $18.30 $22.71
13 $14.58 $19.06 $23.54
14 $15.30 $19.94 $24.58
15 $16.06 $21.10 $26.14
16 $16.86 $22.34 $27.81
17 $17.71 $23.24 $28.77
18 $18.60 $24.70 $30.80
19 $19.52 $25.79 $32.06
20 $20.51 $26.89 $33.27
21 $20.69 $28.22 $35.75
22 $21.75 $29.66 $37.57
23 $22.83 $31.15 $39.47
24 $23.97 $32.69 $41.41
25 $25.16 $34.32 $43.47
26 $26.43 $36.05 $45.66
27 $27.73 $37.86 $47.98
28 $29.11 $39.77 $50.42
29 $30.59 $41.76 $52.93
30 $32.11 $43.85 $55.58
31 $33.72 $46.05 $58.37
32 $35.40 $48.34 $61.27
33 $37.18 $50.77 $64.35
34 $39.04 $53.31 $67.57
35 $40.98 $55.97 $70.95
36 $43.03 $58.77 $74.50
37 $45.19 $61.70 $78.21
38 $47.45 $64.79 $82.12
39 $49.83 $104.65
40 $52.31 $109.86
41 $54.93 $178.21
30
GRADE MINIMUM CITY MARKET MAXIMUM
SEAX/HRLY $24,692 $79,510
10 $26,214 $34,234 $42,255
11 $27,474 $35,940 $44,407
12 $28,865 $38,049 $47,232
13 $30,322 $39,646 $48,971
14 $31,822 $41,472 $51,123
15 $33,408 $43,885 $54,362
16 $35,060 $46,450 $57,840
17 $36,843 $48,341 $59,839
18 $38,690 $51,373 $64,056
19 $40,603 $53,644 $66,686
20 $42,668 $55,938 $69,207
21 $43,037 $58,698 $74,359
22 $45,233 $61,687 $78,141
23 $47,493 $64,795 $82,097
24 $49,862 $68,001 $86,140
25 $52,340 $71,381 $90,422
26 $54,970 $74,967 $94,965
27 $57,687 $78,739 $99,790
28 $60,557 $82,716 $104,876
29 $63,621 $86,857 $110,093
30 $66,795 $91,204 $115,614
31 $70,142 $95,780 $121,417
32 $73,642 $100,540 $127,438
33 $77,337 $105,593 $133,850
34 $81,206 $110,875 $140,545
35 $85,249 $116,407 $147,566
36 $89,509 $122,232 $154,956
37 $93,986 $128,329 $162,672
38 $98,703 $134,752 $170,801
39 $103,637 $217,664
40 $108,810 $228,511
41 $114,244 $370,686
31
APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT
Effective June
26, 2022
911 BUREAU Job Title Grade
911 DISPATCH DIRECTOR 041X
911 COMMUNICATIONS DEPUTY DIRECTOR 032X
EXECUTIVE ASSISTANT 026X
AIRPORT
EXECUTIVE DIRECTOR OF AIRPORTS 041X
CHIEF OPERATING OFFICER, AIRPORT 040X
DIRECTOR AIRPORT ENGINEERING 039X
DIRECTOR AIRPORT MAINTENANCE 039X
DIRECTOR FINANCE/ACCOUNTING AIRPORT 039X
DIRECTOR OF AIRPORT ADMINISTRATION/COMMERCIAL SERVICES 039X
DIRECTOR OF AIRPORT INFORMATION TECHNOLOGY 039X
DIRECTOR OF AIRPORT PLANNING & CAPITAL PROJECTS 039X
DIRECTOR OF OPERATIONS - AIRPORT 039X
DIRECTOR OF OPERATIONAL READINESS & TRANSITION 039X
DIRECTOR COMMUNICATIONS & MARKETING 038X
EXECUTIVE ASSISTANT 026X
CITY ATTORNEY
CITY ATTORNEY 041X
DEPUTY CITY ATTORNEY 040X
CITY RECORDER 034X
CITY COUNCIL
COUNCIL MEMBER-ELECT N/A*
EXECUTIVE DIRECTOR CITY COUNCIL OFFICE 041X
COUNCIL LEGAL DIRECTOR 039X
DEPUTY DIRECTOR - CITY COUNCIL 039X
ASSOCIATE DEPUTY DIRECTOR COUNCIL 037X
LEGISLATIVE & POLICY MANAGER 037X
SENIOR ADVISOR CITY COUNCIL 037X
SENIOR PUBLIC POLICY ANALYST 033X
COMMUNICATIONS DIRECTOR CITY COUNCIL 031X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST III 031X
COMMUNITY FACILITATOR 031X
OPERATIONS MANAGER & MENTOR – CITY COUNCIL 031X
PUBLIC POLICY ANALYST 031X
POLICY ANALYST/PUBLIC ENGAGEMENT 028X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST II 028X
CONSTITUENT LIAISON/POLICY ANALYST 027X
CONSTITUENT LIAISON 026X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST I 026X
ASSISTANT TO THE COUNCIL EXECUTIVE DIRECTOR 025X
COUNCIL ADMINISTRATIVE ASSISTANT/AGENDA 024X
COUNCIL ADMINISTRATIVE ASSISTANT 021X
32
COMMUNITY & NEIGHBORHOODS
DIRECTOR OF COMMUNITY & NEIGHBORHOODS 041X
DEPUTY DIRECTOR - COMMUNITY & NEIGHBORHOODS 037X
DEPUTY DIRECTOR - COMMUNITY SERVICES 037X
DIRECTOR OF TRANSPORTATION (ENGINEER) 037X
PLANNING DIRECTOR 037X
BUILDING OFFICIAL 035X
DIRECTOR OF HOUSING & NEIGHBORHOOD DEVELOPMENT 035X
DIRECTOR OF TRANSPORTATION (PLANNER) 035X
YOUTH & FAMILY DIVISION DIRECTOR 035X
EXECUTIVE ASSISTANT 026X
ECONOMIC DEVELOPMENT
DIRECTOR OF ECONOMIC DEVELOPMENT 041X
DEPUTY DIRECTOR ECONOMIC DEVELOPMENT 037X
ARTS DIVISION DIRECTOR 032X
BUSINESS DEVELOPMENT DIVISION DIRECTOR 032X
FINANCE
CHIEF FINANCIAL OFFICER 041X
CITY TREASURER 039X
DEPUTY CHIEF FINANCIAL OFFICER 039X
CHIEF PROCUREMENT OFFICER 036X
FIRE
FIRE CHIEF 041X
DEPUTY FIRE CHIEF 037X
ASSISTANT FIRE CHIEF 035X
EXECUTIVE ASSISTANT 026X
HUMAN RESOURCES
CHIEF HUMAN RESOURCES OFFICER 041X
DEPUTY CHIEF HUMAN RESOURCES OFFICER 037X
CIVILIAN REVIEW BOARD INVESTIGATOR 035X
TRANSITION CHIEF OF STAFF 041X*
TRANSITION COMMUNICATIONS DIRECTOR 039X*
TRANSITION EXECUTIVE ASSISTANT 024X*
INFORMATION MGT SERVICES
CHIEF INFORMATION OFFICER 041X
CHIEF INNOVATIONS OFFICER 039X
DEPUTY CHIEF INFORMATION OFFICER 039X
JUSTICE COURTS
JUSTICE COURT JUDGE 037X
CITY COURTS ADMINISTRATOR 036X
33
MAYOR
CHIEF OF STAFF 041X
CHIEF ADMINISTRATIVE OFFICER 041X
COMMUNICATIONS DIRECTOR 039X
DEPUTY CHIEF ADMINISTRATIVE OFFICER 039X
DEPUTY CHIEF OF STAFF 039X
SENIOR ADVISOR 039X
COMMUNICATIONS DEPUTY DIRECTOR 030X
POLICY ADVISOR 029X
REP COMMISSION POLICY ADVISOR 029X
COMMUNITY LIAISON 026X
EXECUTIVE ASSISTANT 026X
OFFICE MANAGER - MAYOR'S OFFICE 024X
COMMUNITY OUTREACH - EQUITY & SPECIAL PROJECTS
COORDINATOR 024X
COMMUNICATION AND CONTENT MANAGER - MAYOR'S OFFICE 021X
ADMINISTRATIVE ASSISTANT 019X
CONSUMER PROTECTION ANALYST 016X
POLICE
CHIEF OF POLICE 041X
ASSISTANT CHIEF OF POLICE 039X
DEPUTY CHIEF POLICE 037X
ADMINISTRATIVE DIRECTOR - COMMUNICATIONS 037X
ADMINISTRATIVE DIRECTOR - INTERNAL AFFAIRS 037X
EXECUTIVE ASSISTANT 026X
PUBLIC LANDS
PUBLIC LANDS DIRECTOR 041X
DEPUTY DIRECTOR, PUBLIC LANDS 037X
GOLF DIVISION DIRECTOR 035X
PARKS DIVISION DIRECTOR 035X
PUBLIC SERVICES
DIRECTOR OF PUBLIC SERVICES 041X
CITY ENGINEER 039X
DEPUTY DIRECTOR OF OPERATIONS 038X
FACILITIES DIVISION DIRECTOR 035X
FLEET DIVISION DIRECTOR 035X
STREETS DIVISION DIRECTOR 035X
COMPLIANCE DIVISION DIRECTOR 035X
EXECUTIVE ASSISTANT 026X
PUBLIC UTILITIES
DIRECTOR OF PUBLIC UTILITIES 041X
DEPUTY DIRECTOR OF PUBLIC UTILITIES 039X
FINANCE ADMINISTRATOR PUBLIC UTILITIES 039X
CHIEF ENGINEER - PUBLIC UTILITIES 037X
WATER QUALITY & TREATMENT ADMINSTRATOR 037X
EXECUTIVE ASSISTANT 026X
REDEVELOPMENT AGENCY
DIRECTOR, REDEVELOPMENT AGENCY 041X
DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X
34
SUSTAINABILITY
SUSTAINABILITY DIRECTOR 041X
SUSTAINABILITY DEPUTY DIRECTOR 037X
WASTE & RECYCLING DIVISION DIRECTOR 035X
Except for a change in job title or reassignment to a lower pay level, no appointed position on this pay
plan may be added, removed or modified without approval of the City Council.
* Compensation for transitional positions, including city council member -elect, is set as provided under Chapter 2.03.030 of the
Salt Lake City Code. Benefits for transitional employees are equivalent to those provided to full-time employees. Except for
leave time, benefits for city council members-elect are also equivalent to those provided to full-time employees.
35
APPENDIX C – ELECTED OFFICIALS SALARY SCHEDULE
Annual Salaries
Effective June 26, 2022
Mayor $160,064
Council Members $40,016
Except for leave time, benefits for the mayor and city council members are equivalent to those provided to
full-time employees.
36
APPENDIX D- UTAH STATE RETIREMENT CONTRIBUTIONS FY 2021-2022
Tier 1 Defined Benefit
System
System Employee
Contribution Employer Contribution Total
Public Employees Contributory System 6.0% 13.96% 19.96%
Public Employees Noncontributory System 0 17.97% 17.97%
Public Safety Noncontributory System 0 46.71% 46.71%
Firefighters Retirement System 0 22.95% 22.95%
Tier 1 Post
Retired
System
Post Retired Employment
After 6/30/10 – NO 401(k)
Amortization of UAAL*
Post Retired Employment Before
7/1/2010
Optional 401(k)
Public Employees Noncontributory System
6.61%
11.86%
Public Safety Noncontributory System 24.20% 22.51%
Firefighters Retirement System 0% n/a
Tier 2 Defined Benefit Hybrid System
Employee
Contribution
Employer
Contribution
401(k) Total
Public Employees Noncontributory System 0% 16.01% 0.18% 16.19%
Public Safety Noncontributory System
(for entry and two year pay steps only) 2.59% (city paid) 38.28% 6.00% 46.87%
Public Safety Noncontributory System
(for pay steps year four or more) 2.59% (city paid) 38.28% 0% 40.87%
Firefighters Retirement System 2.59% (city paid) 14.08% 0% 16.67%
Tier 2 Defined Contribution
Only
Employee
Contribution
Employer
Contribution
401(k) Total
Public Employees Noncontributory System 0% 6.19% 10.00% 16.19%
Public Safety Noncontributory System
(for entry and two year pay steps only)
0% 24.28% 22.27% 46.55%
Public Safety Noncontributory System
(for pay steps year four or more)
0% 24.28% 16.27% 40.55%
Firefighters Retirement System 0% 0.08% 16.27% 16.35%
37
Executive Non-
Legislative
Position Employer Contribution
Public Employees Noncontributory System
Department Heads, Mayor,
Mayor’s Chief of Staff, Chief
Administrative Officer, Up to Two
Additional Senior Executives in the
Mayor’s Office, Executive Director
for City Council
Normal contribution into Utah Retirement
System (URS)with 3% into 401(k)
– OR –
If Tier 1 and exempt from system or Tier II and
exempt from vesting, 401k contribution equal to
the applicable URS system contribution plus 3%
Public Safety Noncontributory System Department Head Same as above
Firefighters Retirement System Department Head Same as above
Council Members Elected with prior service in the Utah Retirement System
(Tier 1 Defined
Benefit)
System Employee
Contribution Employer Contribution Total
Public Employees Noncontributory System 0 17.97% 17.97%
If exempt… 0 10% base salary to 401(k) 10%
Council Members Elected After July 1, 2011 with no prior service in the Utah Retirement
System (may exempt from vesting)
Tier 2 Defined Contribution
Only
Employer 401K Total
6.19% 10% 16.19%
Tier 2 Defined Benefit Hybrid
System
Employer 401K Total
16.01% 0.18% 16.19%
ANNUAL COMPENSATION PLAN
for Non-Represented
Employees
i
FY 2022 2023 COMPENSATION PLAN FOR SALT LAKE CITY CORPORATION
Table of Contents
EFFECTIVE DATE ....................................................................................................................................... 1
EMPLOYEES COVERED BY THIS PLAN ................................................................................................ 1
AUTHORITY OF THE MAYOR ................................................................................................................. 1
APPROPRIATION OF FUNDS .................................................................................................................... 1
MODIFICATION, SUSPENSION, OR REVOCATION OF PROVISIONS ........................................... 1
SECTION I: DEFINITIONS ......................................................................................................................... 2
SUBSECTION I - DEFINITION OF TERMS ............................................................................................. 2
SECTION II: EMPLOYEE WAGES, SALARIES & BENEFITS ............................................................ 2
SUBSECTION I - COMPENSATION PROGRAM & SALARY SCHEDULES ....................................... 2
A. Determination ................................................................................................................................... 2
B. Salary Schedules ............................................................................................................................... 3
C. Other Compensation ......................................................................................................................... 3
SUBSECTION II - EMPLOYEE COMPENSATION FOR FISCAL YEAR 2023 ..................................... 3
SUBSECTION III - EMPLOYEE INSURANCE ........................................................................................ 4
SUBSECTION IV - WORKERS’ COMPENSATION ................................................................................ 4
SUBSECTION V - SOCIAL SECURITY EXCEPTION FOR POLICE & FIRE ....................................... 4
SUBSECTION VI - RETIREMENT ............................................................................................................ 4
SECTION III: WORK HOURS, OVERTIME & OTHER PAY ALLOWANCES ................................. 5
SUBSECTION I – WORK HOURS ............................................................................................................. 5
SUBSECTION II- OVERTIME COMPENSATION ................................................................................... 5
SUBSECTION III - LONGEVITY PAY ..................................................................................................... 6
SUBSECTION IV - WAGE DIFFERENTIALS & ADDITIONAL PAY ................................................... 6
SUBSECTION V - EDUCATION AND TRAINING PAY ........................................................................ 9
SUBSECTION VI – OTHER PAY ALLOWANCES .................................................................................. 9
SUBSECTION VII - SEVERANCE BENEFIT ......................................................................................... 11
SECTION IV: HOLIDAY, VACATION & LEAVE ACCRUAL ............................................................ 13
SUBSECTION I – HOLIDAYS ................................................................................................................. 13
SUBSECTION II - VACATION LEAVE .................................................................................................. 15
SUBSECTION III - SICK AND OTHER RELATED LEAVE OR PERSONAL LEAVE ....................... 17
A. Plan “A ” ............................................................................................................................................ 17
1. Sick Leave ............................................................................................................................................... 17
ii
2. Hospitalization Leave ............................................................................................................................. 19
3. Dependent Leave .................................................................................................................................... 20
4. Career Incentive Leave, Plan “A” ........................................................................................................... 21
5. Retirement Benefit, Plan “A” ................................................................................................................. 21
B. Plan “B” .................................................................................................................................................. 21
SUBSECTION IV - PARENTAL LEAVE ................................................................................................ 24
SUBSECTION V - BEREAVEMENT LEAVE ......................................................................................... 25
SUBSECTION VI - MILITARY LEAVE .................................................................................................. 25
SUBSECTION VII - JURY LEAVE & COURT APPEARANCES .......................................................... 26
SUBSECTION VIII - INJURY LEAVE (SWORN POLICE AND FIRE EMPLOYEES ONLY)............ 27
SUBSECTION IX - ADDITIONAL LEAVES OF ABSENCE ................................................................. 28
SUBSECTION X - EMERGENCY LEAVE .............................................................................................. 28
APPENDIX A - SALT LAKE CITY CORPORATION ............................................................................ 29
APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT ....................................................... 30
APPENDIX C – ELECTED OFFICIALS SALARY SCHEDULE .......................................................... 35
APPENDIX D- UTAH STATE RETIREMENT CONTRIBUTIONS FY 2021-2022 ............................. 36
DISCLAIMER
City employment is subject to City ordinances, policies, practices and
procedures as well as state law, federal law, and constitutional limitations on
the City as a governmental entity. The policies, procedures, and practices of
the City and its departments and workgroups do not limit, affect, or alter any
legal or constitutional rights the City or its employees may have.
The City’s policies, procedures, and practices do not create any contractual
rights, either express or implied, or any other obligation or liability on the
City. The City also expressly reserves the right to amend or change its
policies, procedures, and practices at any time, with or without notice, and to
amend or change its ordinances, with the notice required by law.
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FY 2022 2023 COMPENSATION PLAN FOR NON-REPRESENTED
EMPLOYEES
of SALT LAKE CITY CORPORATION
EFFECTIVE DATE
The provisions of this plan shall be effective commencing June 2726, 20212022, unless otherwise
noted.
EMPLOYEES COVERED BY THIS PLAN
This plan applies to all full -time city employees. This plan does not apply to employees classified
as: seasonal, hourly, temporary, part-time or those covered by a memorandum of understanding.
AUTHORITY OF THE MAYOR
Employees covered by this compensation plan may be appointed, classified, and advanced under
rules and regulations promulgated by the mayor within budget limitations established by the city
council.
Furthermore, the mayor may authorize leave not specified in this compensation plan to provide
for operational flexibility, so long as the additional leave does not exceed the equivalent of eight
hours of leave per employee, per year. However, with the exception of a benefit created or
expanded pursuant to Section IV, Subsection X (“Emergency Leave”), the mayor may not
otherwise create a new benefit or expand an existing benefit for employees covered by this
compensation plan if doing so will result in a direct, measurable cost. A direct, measurable cost
includes a circumstance where the total cost of the new benefit or expansion of an existing benefit
exceeds appropriated funds. Further, city council input and approval is required if the creation of
a new benefit has policy implications or is already addressed in this compensation plan.
APPROPRIATION OF FUNDS
All provisions in this compensation plan are subject to the appropriation of funds by the city
council.
MODIFICATION, SUSPENSION, OR REVOCATION OF PROVISIONS
If a local emergency is declared, any provision in this compensation plan may be temporarily
modified, suspended, or revoked for the duration (or any portion thereof) of the period of local
emergency, if so authorized by the mayor and/or city council .
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SECTION I: DEFINITIONS
SUBSECTION I - DEFINITION OF TERMS
As used in this compensation plan:
1. “Appointed employees,” with the exception of justice court judges who are
covered under this plan, means employees who are "at-will" employees serving at
the pleasure of the mayor (or the city council if they are employees of the Office of
the City Council).
2. “Adult Designee” means any individual with whom an employee has a long -
term, committed relationship of mutual caring and support. The adult designee
must have resided in the same household with the eligible employee for at least the
past 12 consecutive months and must have common financial obligations with the
employee. The adult designee and the employee must be jointly responsible for
each other’s welfare.
3. "Exempt” refers to any employee who is not eligible to receive
compensation for overtime pursuant to the Fair Labor Standards Act of 1938.
4. “FLSA” means the Fair Labor Standards Act of 1938.
5. “Full-time employee” means employees whose positions regularly require more
than 30 hours per week on a full-time schedule.
6. "Non-Exempt” refers to an employee who is entitled to receive overtime
compensation pursuant to the FLSA.
SECTION II: EMPLOYEE WAGES, SALARIES & BENEFITS
SUBSECTION I - COMPENSATION PROGRAM & SALARY SCHEDULES
The city’s compensation system and program, in conjunction with this plan, is intended to
attract, motivate and retain qualified personnel necessary to effectively meet public service
demands.
A. Determination
1. The mayor shall develop policies and guidelines for the administration of the
pay plans.
2. To the degree that funds permit, employees shall be paid compensation that:
a. Is commensurate with the skills and abilities required of the position;
b. Achieves equal pay for equal work;
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c. Attains comparability and is competitive with the compensation paid
by other public and/or private employers with whom the city compares
and/or competes for personnel recruitment and retention. The city shall
consider itself competitive when data indicates actual median employee pay
rates plus the overall additional economic value of benefits equals at least
100% compared to market.
3. To the extent possible, market surveys shall be used to assess and evaluate the
city’s competitiveness with a cross section of organizations with whom the city
competes for personnel recruitment and retention. This may include one or more of
the following:
a. Compensation surveys, including actual pay and other cash
allowances paid to employees.
b. Benefits surveys, including paid leave, group insurance plans,
retirement, and other employer-provided and voluntary benefits.
c. Regular review of the city’s compensation plans and pay structures to
ensure salary ranges and regular pay practices provide for job growth and
encourage employee productivity.
B. Salary Schedules
1. All Employees covered under this plan (except for those designated as
“Elected Officials”) shall be paid base wages or salaries according to the General
Employee Pay Plan attached as Appendix “A.” Wages and salaries shall not be less
than the established range minimum or higher than the range maximum, unless
otherwise approved by the mayor or mayor’s designee.
2. Appointed Employees: The specific pay level assignments for Appointed
Employees are shown in Appendix “B.”
3. Elected Officials: Elected officials shall be paid annual compensation according
to schedule attached as Appendix "C."
C. Other Compensation
The mayor or the city council may distribute appropriated monies to city employees as
discretionary retention incentives or retirement contributions; or special lump sum
supplemental payments. Retention incentives or special lump sum payments are subject
to the mayor’s or city council’s approval.
SUBSECTION II - EMPLOYEE COMPENSATION FOR FISCAL YEAR 20222023
For employees covered under this plan, the city will increase each employee’s base pay by four
and one-half percent. Salaries for elected officials will, also, be increased by four and one-half
percent.
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The city’s living wage for regular, full-time employees is set and shall be no less than $15.11 per
hour.
SUBSECTION III - EMPLOYEE INSURANCE
The city will make available group medical, health and flex savings plans, dental, life, accidental
death & dismemberment, long-term disability insurance, voluntary benefits and an employee
assistance program (EAP) to all eligible employees and their eligible spouse, adult designee,
dependents and dependents of adult designee pursuant to city policy.
A. Employer-Paid Contributions. Effective July 1, 20212022, the city’s contribution
toward the total premium for group medical will be 95% for the high-deductible
Summit Star Plan. For employees enrolled in the high-deductible Summit Star Plan, the
city will also contribute a one-time total of $750 into a qualified health savings account
(HSA) or a Medical FlexHealth Reimbursement Account (HRA) for those enrolled for
single coverage and $1,500 for those enrolled for double or family coverage per plan
year. Health savings account or Medical Flex Health Reimbursement account Account
(HRA) contributions will be pro -rated for any employee hired after July 1, 20212022.
B. 501(c) (9) Post Employment Health Reimbursement Account. The city will
contribute $24.30 per bi-weekly pay period into each employee’s Post Employment
Health Reimbursement Account. For any year in which there are 27 pay periods, no
such contribution will be made in the 27th pay period.
SUBSECTION IV - WORKERS’ COMPENSATION
The city will provide workers’ compensation coverage to employees as required by applicable
law.
SUBSECTION V - SOCIAL SECURITY EXCEPTION FOR POLICE & FIRE
All sworn employees in the Police and Fire departments covered under this plan are exempt from the
provisions of the federal Social Security System unless determined otherwise by the city or
required by applicable law.
SUBSECTION VI - RETIREMENT
A. Retirement Programs. The city hereby adopts the Utah State Retirement System for
providing retirement benefits to employees covered by the plan. The city may permit or
require the participation of employees in its retirement program(s) under terms and
conditions established by the mayor and consistent with applicable law. Such programs
may include:
1. The Utah State Public Employees (Contributory and Non-Contributory);
Public Safety Retirement Systems; or, the Utah Firefighters Retirement System; or,
2. Deferred compensation programs.
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B. The 2021-20222022-2023 fiscal year retirement contribution rates for employees,
including elected officials, are shown in Appendix “D.”
SECTION III: WORK HOURS, OVERTIME & OTHER PAY ALLOWANCES
SUBSECTION I – WORK HOURS
A. The city’s standard work week begins Sunday at 12:00am and ends the following
Saturday at 11:59pm. Alternatives to the standard work week may be authorized and
adopted for specific work groups, such as:
1. The standard work schedule for combat Fire Battalion Chiefs, which
includes two consecutive 24-hour shifts immediately followed by 96 hours off.
SUBSECTION II- OVERTIME COMPENSATION
A. Overtime Compensation. The city will pay non-exempt employees overtime
compensation as required by the FLSA. The city will pay overtime hours at 1 ½ times
the employee’s regular hourly rate or, at the employee’s request and with their
department director’s approval, provide compensatory time off at a rate of 1½ hours for
each overtime hour in lieu of overtime compensation.
1. Employees may accrue compensatory time up to a maximum amount as
determined by their department director.
2. The city may elect at any time to pay an employee for any or all accrued
compensatory hours.
3. The city will includ e only actual hours worked and holiday leave hours when
calculating overtime.
4. When used, personal leave and compensatory time will not be included in
the calculation of overtime.
5. The city will pay out all accrued compensatory hours whenever an
employee’s status or position changes from FLSA non-exempt to exempt.
B. Labor Costs— Declared Emergency— Overtime Compensation for FLSA Exempt
Employees. The city may pay exempt employees overtime pay for any hours worked
over forty (40) hours in a workweek at a rate equivalent to their regular base hourly rate
of pay during periods of emergency. The city shall only make such payment when all of
the following conditions occur:
1. The mayor or the city council has issued a “Proclamation of Local Emergency”
or the city responds to an extraordinary emergency; and,
2. Exempt employees are required to work over forty (40) hours for one or more
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workweek(s) during the emergency period: and,
3. The mayor and/or the city council approve the use of available funds to cover
the overtime payments.
The city shall distribute any overtime payments consistently with a pre-defined standard
that treats all exempt employees equitably. Hours worked under a declared or
extraordinary emergency must be paid hours and cannot be accrued as compensatory
time.
SUBSECTION III - LONGEVITY PAY
A. Eligibility. With the exception of elected officials, the city will pay a monthly
longevity benefit to full-time employees based on the most recent date an employee
began full -time employment as follows:
1. Employees who have completed six (6) consecutive years of employment with
the city will receive $50;
2. Employees who have completed ten (10) consecutive years of employment with
the city will receive $75;
3. Employees who have completed sixteen (16) full years of employment wit h the
city will receive $100; and,
4. Employees who have completed twenty (20) full years of employment with the
city will receive $125.
B. Pension Base Pay. Longevity pay will be included in base pay for purposes of
pension contributions.
C. Longevity While on an Unpaid Leave of Absence. Employees do not earn or receive
longevity payments while on an unpaid leave of absence. When an employee returns
from an approved unpaid leave of absence, longevity payments will resume.
SUBSECTION IV - WAGE DIFFERENTIALS & ADDITIONAL PAY
Eligible employees receive certain wage differentials as follows:
A. Call Back and Call Out Pay. Non-exempt employees will be paid Call Back or Call
Out pay based upon department director approval and the following guidelines:
1. Call Back Pay: Non-sworn, non-exempt employees who have been released
from normally scheduled work and standby periods, and who are directed by an
appropriate department head or designated representative to return to work prior to
their next scheduled normal duty shift, will be paid for a minimum of three (3)
hours straight-time pay and, in addition, will be guaranteed a minimum four (4)
hours work at straight-time pay.
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2. Call Out Pay for Police Sergeants. Sergeants who have been released from their
scheduled work shifts and have been directed by an appropriate division head or
designated representative to perform work without at least 24 hours advance notice
or scheduling, shall be compensated as follows:
a. Sergeants who are directed to report to work shall receive a minimum of
four (4) hours compensation at one and one -half times their hourly wage
rate, or one and one-half times their hourly wage rate for actual hours
worked, whichever is greater.
b. Sergeants who are assigned to day shift, and who are directed to perform
work within eight (8) hours prior to the beginning of their regularly
scheduled shift shall receive a minimum of four (4) hours compensation at
one and one-half times their hourly wage rate, or one and one-half times
their hourly wage rate for actual hours worked, whichever is greater.
c. Sergeants who are assigned to afternoon or graveyard shifts, and who are
directed to perform work within eight (8) hours following the end of their
regularly scheduled shift shall receive a minimum of four (4) hours
compensation at one and one-half times their hourly wage rate, or one and
one-half times their hourly wage rate for actual
hours worked, whichever is greater.
B. Standby Pay : Non-exempt employees are eligible to receive Standby pay based
upon the following guidelines.
1. Standby for Non-Sworn Employees: Non-exempt, non-sworn employees
who have been released from normally scheduled work but have not been released
from standby status will be paid either two (2) hours of straight time pay for each 24
hour period of limited standby status; or two (2) hours straight time pay for each 12-
hour period of standby status if they are Department of Airports or Public Utilities
Department employees.
a. First Call to Work. An eligible employee who is directed to return to his
or her normal work site during an assigned Standby period by a department
head or designated representative without advanced notice or scheduling will
be paid a guaranteed minimum of four (4) hours, which may include any
combination of hours worked and/or non-worked straight-time pay.
b. Additional Calls to Work. An eligible employee will be paid an
additional guaranteed minimum of two (2) hours, which may include any
combination of hours worked and/or non-worked straight-time pay, for each
additional occasion he or she is called to work during the same twenty-four
(24) or twelve (12) hour standby period.
c. Exclusion for Snow Fighters. Any employee on standby as a member of
the Snow Fighter Corps shall not receive standby/on-call pay or shift
differential when on standby or called back to fight snow.
2. Standby for Police Sergeants: Police Sergeants directed by their division
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commander or designee to keep themselves available for city service during
otherwise off-duty hours shall be compensated two (2) hours of straight time for
each 12-hour period of standby status. This compensation shall be in addition to any
callout pay or pay for time worked the employee may receive during the standby
period.
C. Extra-Duty Shifts for Police Sergeants. "Extra-duty shifts" are defined as scheduled
or unscheduled hours worked other than the sergeant's normally scheduled work shifts.
"Extra-duty shifts" do not include extension or carry over of the sergeant's normally
scheduled work shift.
1. Any sergeant required by the city to work extra-duty shifts shall receive a
minimum of three (3) hours compensation at one and one -half times their regular
base hourly rate, or time worked paid at one and one-half times their regular hourly
base wage rate, whichever is greater.
D. Shift Allowance, not including Police Sergeants & Lieutenants. Only non- exempt
employees who perform afternoon/ swing or evening shift work are eligible to receive a
shift allowance.
1. The city will include all shift allowance when computing overtime. An
employee who receives Snow Fighter Corps differential pay is not eligible to also
receive shift allowance.
2. Day Shift: No allowance will be paid for work hours which are part of a regular
day shift.
3. Eligible Hours: For each non-day shift hour worked between the hours of 6:00
p.m. and 6:00 a.m., the city will pay an eligible non-exempt employee a differential
of $1.00 per hour.
E. Shift Differential for Police Sergeants & Lieutenants: The city will pay Police
sergeants & lieutenants shift differentials according to the shift actually worked. Actual
shift differential rates are determined as follows:
1. Day Shift: No differential pay for hours worked during day shift, which begins
at 0500 hours until 1159 hours.
2. Swing Shift: A differential of 2.5% in addition to the regular day rate shall be
paid for swing shift, which begins at 1200 hours until 1859 1759 hours.
3. Graveyard Shift: A differential of 5.0% in addition to the regular day rate shall
be paid for graveyard shift, which begins at 1900 1800 hours until 0459 hours.
F. K-9 Squad Allowance: Police sergeants assigned to the K-9 squad will be
compensated as follows:
1. Police sergeants shall be allowed ten (10) hours per month to care for the
police service dog. Such hours shall be counted as part of the Police sergeant's
regular work shift(s).
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1.2. Police sergeants shall be provided ten (10) hours per month while off duty,
at the rate of one-and-one-half (1 ½) times their wage rate, to care for the police
service dog. No more than ten (10) hours per month shall be spent off duty to
care for the police service dog unless authorized by the Police Chief or designee.
FG. Acting/Working out of Classification. A department head may elect to grant
additional compensation to an employee for work performed on a temporary basis,
whether in an acting capacity or otherwise, beyond the employee’s regular job
classification for any period lasting 20 or more working days. Unless approved by the
mayor or mayor’s designee, acting pay shall be limited to no more than 90 calendar days
from the start date and paid separately from regular earnings on each employee’s wage
statement. Compensation adjustments may be retroactive to the start date of the
temporary job assignmen t. Exceptions may be approved by the mayor or mayor’s
designee.
1. Acting pay shall be excluded when calculating any leave payouts, including
vacation, holiday, and personal leave.
GH. Snowfighter Pay. The city will pay employees designated by the department
head, or designee, as members of the Snow Fighter Corps a pay differential equal to
$200 per pay period for the snowfighter season not to exceed $2,000 during each fiscal
year for work related to snow removal. This pay shall be separate from regular earnings
on each employee’s wage statement.
SUBSECTION V - EDUCATION AND TRAINING PAY
A. Education Incentives. The mayor may adopt programs to promote employee
education and training, provided that all compensation incentives are authorized within
appropriate budget limitations established by the city council.
1. Police Sergeants, Lieutenants, and Captains are eligible for a $500 per year job-
related training allowance.
2. Fire Battalion/Division Chiefs are eligible for incentive pay following
completion of degree requirements at a fully accredited college or university and
submission of evidence of a diploma to Human Resources. The city will pay
monthly allowances according to the educational degree held, as follows:
Doctorate………….. $100.00
Masters………..…... $75.00
SUBSECTION VI – OTHER PAY ALLOWANCES
A. Meal Allowance. When approved by management, employees may receive meal
allowances in the amount of $10.00 when an employee works two or more hours
consecutive to their normally scheduled shift. Employees may also be eligible to
receive $10.00 for each additional four-hour consecutive period of work which is in
10
addition to the normally scheduled work shift.
1. Fire and police department employees shall be provided with adequate food
and drink to maintain safety and performance during emergencies or extraordinary
circumstances.
B. Business Expenses. City policy shall govern the authorization of employee
advancement or reimbursement for actual expenses reasonably incurred while
performing city business. Advance payment or reimbursement for expenses shall be
approved only when the amounts are documen ted and within the budget limitations
established by the city council.
C. Automobiles
1. The mayor may authorize, subject to the conditions provided in city policy, an
employee to utilize a city vehicle on a take-home basis and may require an
employee to reimburse the city for a portion of the take -home vehicle cost as
provided in city ordinance.
2. Employees who are authorized to use privately-owned automobiles for
official city business will be reimbursed for the operation expenses at the rate
specif ied in city policy.
3. The city will provide a car allowance to department directors, the mayor’s
chief of staff, the mayor’s chief administrative officer, up to three additional employees
in the mayor’s office, and the city council Executive Director at a rate not to exceed
$400 per month. A car allowance may be paid to specific appointed employees at a
rate not to exceed $400 per month as recommended by the mayor and approved by
the city council.
D. Uniform Allowance. The city will provide employees who are required to wear
uniforms in the performance of their duties a monthly uniform allowance as follows:
1. Parking Enforcement Field Supervisor—$65.00
21. Non-sworn Police and Fire Department employees—$65.00
32. Watershed Management Division employees—$65.00
43. Fire: Battalion Chiefs will be provided uniforms and other job-related safety
equipment, as needed. Employees may select uniforms and related equipment from
an approved list. The total allowance provided shall be $600 per year, or the amount
received by firefighter employees, whichever is greater. Appointed employees shall
be provided uniforms or uniform allowances to the extent stated in Fire department
policy.
a. Dangerous or contaminated safety equipment shall be cleaned,
repaired, or replaced by the Fire department.
54. Police: Police sergeants, lieutenants, and captains in uniform assignments,
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as determined by their bureau commander, will be enrolled in the department’s
quartermaster system.
a. The quartermaster system will operate as follows:
i. Necessary uniform and equipment items, including patrol uniforms,
detective uniforms, duty gear, footwear, cold- weather gear, headwear,
etc. will be provided to Police sergeants, lieutenants, and captains by the
department’s quartermaster pursuant to department policy.
ii. A full inventory of items that the quartermaster will provide to Police
sergeants, lieutenants and captains within the quartermaster system and
the manner in which they will be distributed will be stated in department
policy.
iii. Police sergeants, lieutenants and captains in the quartermaster system
will be paid the sum of One Hundred Dollars ($100) each fiscal year for
the purpose of independently purchasing any incidental uniform item or
equipment not provided by the quartermaster system. Payment will be
made each year on the first day of the pay-period that includes August
15.
b. The city will provide for the cleaning of uniforms as described in Police
department policy.
c. Police sergeants, lieutenants, and captains in plainclothes assignments,
as determined by their bureau commander, are provided a clothing and
cleaning allowance totaling $39.00 per pay period. Sergeants, lieutenants,
and captains who are transferred back to a uniform assignment will return to
the quartermaster system upon transfer.
d. Uniforms or uniform allowances for appointed Police employees will be
provided to the extent stated in Police department policy.
E. Allowances for Certified Golf Teaching Professionals. The mayor may, within
budgeted appropriations and as business needs indicate, authorize golf lesson revenue
sharing between the city and employees recognized as Certified Golf Teaching
Professionals as defined in the Golf Division’s Golf Lesson Revenue Policy. Payment
to an employee for lesson revenue generated shall be reduced by: 1) a ten (10%) percent
administrative fee to be retained by the Golf division, and 2) the employee’s payroll tax
withholding requirements in accordance with applicable law.
F. Other Allowances. The mayor or the city council may, within budgeted
appropriations, authorize the payment of other allowances in extraordinary
circumstances (as determined by the mayor or the city council).
SUBSECTION VII - SEVERANCE BENEFIT
Subject to availability of funds, any current appointed employee who is not retained, not
terminated for cause and who is separated from city employment involuntarily shall receive
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severance benefits based upon their respective appointment date.
A. Severance benefits shall be calculated using the employee’s salary rate in effect on
the employee’s date of termination. Receipt of severance benefits is contingent upon
execution of a release of all claims approved by the city attorney’s office.
1. Employees appointed on or after January 1, 1989 and before January 1, 2000
shall receive a severance benefit equal to one months’ base salary for each
continuous year of city employment in an appointed status before January 1, 2000.
Severance shall be calculat ed on a pro-rata basis for a total benefit of up to a
maximum of six m onths.
2. Current department heads, along with the mayor’s chief of staff and the
executive director of the city council office, appointed on or after January 1, 2000
shall receive a severance benefit equal to two month’s base salary after one full year
of continuous city employment in an appointed status; four months’ base salary
after two full years of continuous city employment in an appointed status; or, six
months’ base salary after three full years or more of continuous city employment in
an appointed status.
3. Current appointed employees who are not department heads, and who were
appointed on or after January 1, 2000 shall receive a severance benefit equal to one
week’s base salary for each year of continuous city employment in an appointed
status, calculated on a pro-rata basis, for a total benefit of up to a maximum of six
weeks.
B. Leave Payout: Appointed employees with leave hour account balances under Plan A
or Plan B shall, in addition to the severance benefit provided, receive a severance
benefit equal to the “retirement benefit” value provided under the leave plan of which
they are a participant (either Plan A or Plan B), if separation is involuntary and not for
cause.
C. Not Eligible for Benefit. An appointed employee is ineligible to be paid severance
benefits under the following circumstances:
1. An employee who, at the time of termination of employment, has been
convicted, indicted, charged or is under active criminal investigation concerning a
public offense involving a felony or moral turpitude. This provision shall not
restrict the award of full severance benefits should such employee subsequently be
found not guilty of such charge or if the charges are otherwise dismissed.
2. An employee who has been terminated or asked for a resignation by the
mayor or department director under bona fide charges of nonfeasance, misfeasance
or malfeasance in office.
3. An employee who fails to execute a Release of All Claims approved by the
city attorney’s office, where required as stipulated above.
4. An employee who is hired into another position in the city prior to their
separation date.
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In the event an employee is hired into another position in the city after their
separation date and prior to the expiration of the period of time for which the
severance benefit was provided, the employee is required to reimburse the City (on
a pro-rata basis) for that portion of the severance benefit covering the period of time
between the date of rehire and the expiration of the period of time for which the
severance benefit was provided.
SECTION IV: HOLIDAY, VACATION & LEAVE ACCRUAL
Benefits-eligible employees shall receive pay for holidays, vacation and other leave as provided in
this section. Employees do not earn or receive holiday and vacation benefits while on unpaid
leave of absence. However, employees on an unpaid military leave of absence may be entitled to
the restoration of such leave benefits, as r equired by applicable law.
SUBSECTION I – HOLIDAYS
A. The following days are recognized and observed as holidays for covered employees.
Eligible employees will receive pay for non-worked holidays equal to their regular rate
of pay times the total number of hours which make a regularly scheduled shift. Except
as otherwise noted in this subsection, an employee may not bank a worked holiday.
1. New Year's Day, the first day of January.
2. Martin Luther King, Jr. Day (Human Rights Day), the third Monday of
January.
3. President's Day, the third Monday in February.
4. Memorial Day, the last Monday of May.
5. Juneteenth National Freedom Day, June 19
a. If June 19 is on a Tuesday, Wednesday, Thursday, or Friday, the
holiday will be observed on the immediately preceding Monday. If June 19
is on a Saturday or Sunday, the holiday will be observed on the immediately
following Monday.
56. Independence Day, July 4.
67. Pioneer Day, July 24.
78. Labor Day, the first Monday in September.
89. Columbus DayIndigenous People’s Day, the second Monday of October
(only for eligible employees assigned to the Justice Court)
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910. Veteran's Day, November 11.
1011. Thanksgiving Day, the fourth Thursday in November.
112. The Friday after Thanksgiving Day (excluding employees assigned to the
Justice Court)
123. Christmas Day, December 25.
134. One personal holiday per calendar year, taken upon request of an employee
and as approved by a supervisor.
B. When any holiday listed above falls on a Sunday, the following business day is
considered a holiday. When any holiday listed above falls on a Saturday, the preceding
business day is considered a holiday. In addition to the above, any day may be
designated as a holiday by proclamation of the mayor or the city council.
C. All holiday hours, including personal holidays, must be used in no less than regular
full day or shift increments.
1. A Fire battalion/division chief may be allowed to use a holiday in less than a
full shift increment only when converting from a “support” to “operations” work
schedule results in the creation of a half-shift.
D. No employee will receive more than the equivalent of one workday or a regular
scheduled shift as holiday pay for a single holiday. Employees must either work or be in
an authorized paid leave status a working day before and a working day after the
holiday to qualify for holiday pay.
1. An employee who is off work and in a paid status covered by short-term
disability or parental leave receives regular pay as a benefit and, therefore, is not
entitled to bank a holiday while off work.
E. Holiday Exceptions: Except for employees assigned to the Justice Court, an eligible
employee may observe the Friday after Thanksgiving Day up to 50 days prior to the
actual holiday with prior management approv al. For Columbus Day, which is limited
only to employees assigned to the Justice Court, an employee may observe the holiday
up to 50 days following the actual holiday.
F. Police Sergeant, Lieutenant, & Captain Holiday Hours Worked: When a day
designated as a holiday falls on a scheduled work day, a Police sergeant, lieutenant, or
captain may elect to take the day off work, subject to the approval of their supervisor, or
receive their regular wages for such days worked and designate an alternate day off
work to celebrate the holiday. For a Police sergeant whose assignment requires staffing
on either the graveyard shift prior to, or the day and afternoon shift on Thanksgiving
Day or Christmas Day, all hours worked will be compensated at a rate of one-and-one-
half (1 ½) times the employee’s regular base wage rate.
G. Police Sergeant, Lieutenant, & Captain Accrued Holiday Leave Payout: Police
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sergeants, lieutenants, and captains who retire or separate from city employment for any
reason shall be compensated for any holiday time accrued and unused during the
preceding 12 months. Employees will not be compensated for any unused holiday time
accrued before the 12 months preceding the employee’s retirement or separation.
1. Any Police sergeant, lieutenant, or captain who is transferred or promoted to
a higher level position within the department, including Deputy Chief, Assistant
Chief, or Police Chief, or to a position in another city department will be paid out at
their current base pay rate for any holiday time accrued and unused during the
preceding 12 months.
SUBSECTION II - VACATION LEAVE
The city will pay eligible employees their regular salaries during vacation periods earned and
taken in accordance with the following provisions. Except as provided for expressly in either city
policy or this plan, vacation leave hours are ineligible to be cashed out or used to exceed the total
number of hours for which an employee is regularly compensated during a work week or a pay
period.
Vacation hours may be used on the first day of the pay period following the period in which the
vacation hours are accrued.
A. Full-Time employees and appointed employees (except for those noted in
paragraphs B and C of this subsection) accrue vacation leave based upon years of city
service as follows:
Years of Hours of Vacation Accrued
City Service Per Bi-Weekly Pay Period
0 to end of year 3 3.73
4 to end of year 6 4.42
7 to end of year 9 4.81
10 to end of year 12 5.54
13 to end of year 15 6.15
16 to end of year 19 6.77
20 or more 7.69
B. Department directors, the mayor’s chief of staff, the mayor’s chief administrative
officer, up to two additional senior positions in the mayor’s office as specified by the
mayor, the executive director of the city council, and justice court judges will accrue
7.69 hours each bi-weekly pay period.
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C. Fire battalion chiefs in the Operations division of the Fire department will accrue
vacation leave according to the following schedule:
Years of Accrued Hours of Vacation
City Service Per Pay Period
0 to end of year 3 5.54
4 to end of year 6 6.46
7 to end of year 9 7.38
10 to end of year 12 8.31
13 to end of year 14 9.23
15 to end of year 19 10.15
20 or more 11.54
D. For any plan year in which there are 27 pay periods, no vacation leave hours will be
awarded in the 27th pay period.
E. Years of city service are based on the most recent date the person became a full-
time salaried employee.
F. Full-time employees re-hired by the city are eligible to receive prior service credit
for previous full-time city employment and time worked with other public jurisdictions
without a break in service. Prior service credit is applicable for vacation accrual, personal
leave accrual, short-term disability benefits, layoff, and awarding of employee service
awards and service certificates only. Prior service credit does not apply to longevity
pay.
G. Full-time and appointed employees (except those listed in Paragraph B of this
subsection) may accumulate vacations, according to the length of their full-time years
of city Service, up to the following maximum limits:
Up to and including 9 years Up to 30 days/ 15 shifts/ 240 hours
After 9 years Up to 35 days/ 17.5 shifts/ 280 hours
After 14 years Up to 40 days/ 20 shifts/ 320 hours
For purposes of this subsection, "days" means "8-hour" days and “shifts” means
“24-hour” combat shifts.
H. Department directors and those included in Paragraph B of this subsection may
accumulate up to 320 hours of vacation without regard to their years of employment
with the city.
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I. Any vacation accrued beyond the allowable maximums will be deemed forfeited
unless used before the end of the pay period in which an employee’s designated
longevity date occurs. calendar year in which the hours are accrued. However, in the
case of an employee’s return from an unpaid military leave of absence, leave hours may
be restored according to requirements under applicable law.
J. Vacation Payout at Termination: An employee separating from employment may not
exhaust more than 80 hours of any combination of accrued vacation, personal leave, or banked
(holiday or vacation) leave prior to their last day of employment. Employees shall be paid at
their base hourly rate for any unused accrued vacation leave time following termination
of employment, including retirement.
K. Vacation Allowance: As a recruiting incentive, the mayor or t he city council may
provide a one-time allowance of up to 120 hours of vacation leave.
SUBSECTION III - SICK AND OTHER RELATED LEAVE OR PERSONAL LEAVE
Benefits in this section are for the purpose of income replacement for employees during
absence from work due to illness, accident or personal reasons. Some of these absences
may qualify under the Family and Medical Leave Act of 1993 (FMLA). Although the city
requires use of accrued paid leave prior to taking unpaid FMLA leave, employees will be
allowed to reserve up to 80 hours of non-lapsing leave as a contingency for future use by
submitting a written request to Human Resources. Employees are not eligible to earn or
receive leave benefits while on an unpaid leave of absence.
However, employees on an unpaid military leave of absence may be entitled to the
restoration of such leave benefits, as provided by applicable law.
Employees hired on or after November 16, 1997 receive personal leave benefits under Plan
B. All other employees receive personal leave benefits pursuant to the plan they participated
in as of November 15, 1998. Employees hired before November 16, 1997 shall receive
personal leave benefits under Plan B if they elected to do so during any city - established
election period occurring in 1998 or later.
A. Plan “A ”
1. Sick Leave
a. Sick leave is provided for full-time employees under Plan “A” as
insurance against loss of income when an employee is unable to perform
assigned duties because of illness or injury. The mayor may e stablish rules
governing the interfacing of sick leave and workers’ compensation benefits
and avoiding, to the extent allowable by law, duplicative payments.
b. Each full-time employee accrues sick leave at a rate of 4.62 hours per
pay period. For any plan year in which there are 27 pay periods, no sick
leave hours will be awarded in the 27th pay period. Authorized and unused
sick leave may be accumulated from year to year, subject to the limitations
of this plan.
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1. Sick Leave Accrual for Fire Battalion Chiefs – Each covered
employee shall be entitled to 15 days of sick leave each calendar year,
except for members of the Operations division who shall be entitled to
7.5 shifts of sick leave each calendar year. The City shall credit a
covered employee’s sick leave account in a lump sum (either 15 days
or7.5 shifts) during the first month of each calendar year. Authorized
and unused sick leave may be accumulated from year to year subject to
the limitations of this plan.
c. Under this Plan “A,” Full-Time employees who have accumulated
240 hours of sick leave may choose to convert up to 64 hours of the sick
leave earned and unused during any given year to vacation. Any sick leave
used during the calendar year reduces the allowable conversion by an equal
amount.
1. Sick Leave Conversion for Fire Battalion Chiefs – Fire Battalion
Chiefs who have accumulated 15 shifts (for Operations employees), or
240 hours (for non-Operations employees) may choose to convert a
portion of the year sick leave grant from any given year to vacation, as
follows—
Number of Sick Leave Shifts
Used During Previous Calendar
Year (Operations Only)
Number of Sick Leave Shifts
Available for Conversion
(Operations Only)
No shifts used 5 shifts
One shift used 4 shifts
Two shifts used 3 shifts
Three shifts used 2 shifts
Four shifts used 1 shift
Five or more shifts used No shifts
Number of Sick Leave Shifts
Used During Previous Calendar
Year (Support Only)
Number of Sick Leave Shifts
Available for Conversion
(Support Only)
No days used 9 days
One day used 8 days
Two days used 7 days
Three days used 6 days
Four days used 5 days
Five or more days used 0 days
d. Conversion at the maximum allowable hours will be made unless the
employee elects otherwise. Any election by an employee for no conversion,
or to convert less than the maximum allowable sick leave hours to vacation
time, must be made by notifying the employee’s department timekeeper or
the city payroll administrator, in writing, not later than the second pay period
of the new calendar year (or the November vacation draw for Fire Battalion
Chiefs). Otherwise, the opportunity to waive conversion or elect conversion
other than the maximum allowable amount will be deemed waived for that
calendar year. In no event may sick leave days be converted from other than
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the current year's sick leave allocation.
e. Any sick leave hours, properly converted to vacation benefits as
above described, must be taken before any other vacation hours to which the
employee is entitled; however, in no event is an employee, upon the
employee’s separation from employment, entitled to any pay or
compensation for any sick leave converted to vacation. An employee
forfeits any sick leave converted to vacation remaining unused at the date of
separation from employment.
f. Sick Leave Benefits Upon Layoff. Employees who are subject to
layoff because of lack of work or lack of funds will be paid at 100% of their
hourly base wage rate as of the date of termination for each accumulated
unused sick leave hour.
2. Hospitalization Leave
a. Hospitalization leave is provided for full-time employees under Plan
“A,” in addition to sick leave authorized hereunder, as insuran ce against loss
of income when an employee is unable to perform assigned duties because of
scheduled surgical procedures, urgent medical treatment, or hospital
inpatient admission.
b. Employees are entitled to 30 days of hospitalization leave each
calendar year. Hospitalization leave does not accumulate from year to year.
Employees may not convert hospitalization leave to vacation or any other
leave, nor may they convert hospitalization leave to any additional benefit at
time of retirement.
c. Employees who are unable to perform their duties during a shift due
to preparations (such as fasting, rest, or ingestion of medicine), for a
scheduled surgical procedure, may report the absence from the affected shift
as hospitalization leave, with the prior approval of their division head or
supervisor.
d. An employee who must receive urgent medical treatment at a
hospital, emergency room, or acute care facility, and who is regularly
scheduled for work or unable to perform their duties during a shift (or work
day) due to urgent medical treatment, may re port the absence from the
affected shift as hospitalization leave. Similarly, an employee who is absent
from work while on approved leave is also allowed to claim hospitalization
leave.
1. An employee who wishes to claim hospitalization leave is responsible
to report the receipt of urgent medical treatment to the employee’s
division head or supervisor as soon as practical.
2. For purposes of use of hospitalization leave, urgent medical
treatment includes at-home care directed by a physician immediately
after the urgent medical treatment and within the affected shift.
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e. Employees who, because they are admitted as an inpatient to a hospital
for medical treatment, are unable to perform their duties, may report the
absence from duty while in the hospital as hospitalization leave.
f. Medical treatment consisting exclusively or primarily of post -injury
rehabilitation or therapy treatment, whether conducted in a hospital or other
medical facility, shall not be counted as hospitalization leave.
g. An employee requesting hospitalization leave under this section may
be required to provide verification of treatment or care from a competent
medical practitioner.
3. Dependent Leave
a. Under Plan “A,” dependent leave may be requested by a full-time
employee for the following reasons:
1. Becoming a parent through birth or adoption of a child.
2. Placement of a foster child in the employee’s home.
3. Due to the care of the employee’s child, spouse, spouse’s child, adult
designee, adult designee’s unmarried child under age 26, or parent with
a serious health condition.
b. Under Plan “A,” dependent leave may also be requested by a full-
time employee to care for an employee’s child, spouse, spouse’s child, adult
designee, an adult designee’s unmarried child under age 26, or a parent who
is ill or injured but who does not have a serious health condition.
c. The following provisions apply to the use of dependent leave by a
full- time employee:
1. Dependent leave may be granted with pay on a straight time basis.
2. If an employee has available unused sick leave, sick leave may be
used as dependent leave.
3. An employee is required to give notice of the need to take dependent
leave, including the expected duration of leave, to his or her supervisor
as soon as possible.
4. Upon request of a supervisor, an employee will be required to
provide a copy of a birth certificate or evidence of child placement for
adoption, or a letter from the attending physician in the event of
hospitalization, injury, or illness of a child, spouse, spouse’s child, adult
designee, adult designee’s child, or parent within five calendar days
following a return from leave.
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5. An employee’s sick leave shall be reduced by the number of hours
taken by an employee as dependent leave.
4. Career Incentive Leave, Plan “A”
Full-Time employees, who have been in continuous full-time employment with the
city for more than 20 years, and who have accumulated to their credit 1500 or more
sick leave hours, may make a one-time election to convert up to 160 hours of sick
leave into 80 hours of paid Career Incentive Leave . Career Incentive Leave must
be taken prior to retirement. Sick leave hours converted to Career Incentive Leave
will not be eligible for a cash payout upon termination or retirement even though
the employee has unused Career Incentive Leave hours available. This leave can
be used for any reason. Requests for Career Incentive Leave must be submitted in
writing to the appropriate department director and be approved subject to the
department’s business needs (e.g., work schedules and workloads).
5. Retirement Benefit, Plan “A”
a. Employees who meet the eligibility requirements of the Utah State
Retirement System and who retire from the city will be paid at their base
hourly rate for 50% of their accumulated sick leave hours balance based on
the schedule below:
Retirement Month 50% sick leave will be:
January 1st – June 30th Contributedion to 501(c)9 Health
Reimbursement Account Plan
(premium-only account) July 1st – December 31st Cash to retiree
B. Plan “B”
1. The benefit Plan Year of Plan “B” begins in each calendar year on the first day
of the pay-period that includes November 15. Under Plan “B,” paid personal leave
is provided for employees as insurance against loss of income when an employee
needs to be absent from work because of illness or injury, to care for a dependent, or
for any other emergency or personal reason. Where the leave is not related to the
employee’s own illness or disability—or an event that qualifies under the FMLA—
a personal leave request is subject to supervisory approval based on the operational
requirements of the city and any policies regarding the use of such leave adopted by
the department in which the employee works. Personal leave hours may be used on
the first day of the pay period following the period in which the hours are earned.
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2. Each full-time employee under Plan “B” is awarded personal leave hours based
on the following schedule:
Months of
Consecutive Hours of
City Service Personal Leave
Less than 6 40
Less than 24 60
24 or more 80
Employees hired during the plan year are provided paid personal leave on a pro-
rated basis.
3. Not later than October 31st of each calendar year, employees covered by Plan
“B” may elect, by notifying their department timekeeper or the city payroll
administrator in writing, to:
a. Convert any unused personal leave hours availab le at the end of the
first pay period of November to a lump sum payment equal to the following:
For each converted hour, the employee will be paid 50 percent of the
employee’s regular hourly base wage rate (not including acting pay) in
effect on the date of conversion. In no event will total pay hereunder exceed
40 hours of pay (80 hours at 50%); or
b. Carryover to the next calendar year up to 80 unused personal leave
hours; or
c. Convert a portion of unused personal leave hours, to a lump sum
payment as provided in subparagraph (3)(a), above, and carry over a portion
as provided in subparagraph (3)(b), above.
4. Maximum Accrual. A maximum of 80 hours of personal leave may be carried
over to the next plan year. Any personal leave hours unused at the end of the plan
year in excess of 80 will be converted to a lump sum payment as provided in
subparagraph 3(a) above.
5. Termination Benefits. An employee separating from employment may not exhaust
more than 80 hours of any combination of accrued vacation, personal leave, or banked
(holiday or vacation) leave prior to their last day of employment. At termination of
employment for any reason, accumulated unused personal leave hours, minus any
adjustment necessary after calculating the “prorated amount,” shall be paid to the
employee at 50 percent of the regular hourly base wage rate (not including acting
pay) on the date of termination for each unused hour. For purposes of this
paragraph, “prorated amount” shall mean the amount of personal leave credited at
the beginning of the plan year, multiplied by the ratio of the number of pay periods
worked in the plan year (rounded to the end of the pay period which includes the
separation date) to 26 pay periods. If the employee, at the time of separation, has
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used personal leave in excess of the prorated amount, the value of the excess
amount shall be reimbursed to the city and may be deducted f rom the employee’s
paycheck.
6. Conditions on Use of Personal Leave include:
a. Minimum use of personal leave, with supervisory approval, must be
in no less than quarter-hour increments.
b. Except in unforeseen circumstances, such as emergencies or the
employee’s inability to work due to illness or accident or an unforeseen
FMLA-qualifying event, an employee must provide their supervisor with
prior notice to allow time for the supervisor to make arrangements necessary
to cover the employee’s work.
c. For leave due to unforeseen circumstances, the employee must give
their supervisor as much prior notice as possible.
d. Except as provided for expressly in either city policy or this plan,
personal leave hours are ineligible to be cashed out or used to exceed the
total number of hours for which an employee is regularly compensated
during a work week or a pay period.
7. Career Enhancement Leave, Plan “B”: A full-time employee covered under
this Plan “B” is eligible, after 15 years of full-time service with the city, to be
selected to receive up to two weeks of career enhancement leave. This one -time
leave benefit could be used for formal training, informal course of study, job-related
travel, internship, mentoring or other activity that could be of benefit to the city and
the employee’s career development. Selected employees will receive their full
regular salary during the leave. Request for this leave must be submitted in writing
to the appropriate department head, stating the purpose of the request and how the
leave is intended to benefit the city. The request must be approved by the
department head and by the Human Resources director (who will review the request
to ensure compliance with these guidelines).
8. Retirement/Layoff (RL) Benefit, Plan “B”
a. Full-Time employees currently covered under Plan “B” who were
hired before November 16, 1997, and who elected to be covered under Plan
“B,” shall have a retirement/layoff (RL) account equal to sixty percent of
their accumulated unused sick leave hours available on November 16,
1997, minus any hours withdrawn from that account since it was established.
b. Full-Time employees who were hired before November 16, 1997 and
who elected in 1998 to be covered under Plan “B,” shall have a
retirement/layoff (RL) account equal to fifty percent of their accumulated
unused sick leave hours available on November 14, 1998, minus any hours
withdrawn after the account is established.
c. Full-Time employees who were hired before November 16, 1997 and
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who elected in 2007 or later during any period designated by the city to be
covered under Plan “B,” shall have a retirement /layoff (RL) account equal
to forty percent of their accumulated unused sick leave hours available on
the date that Plan B participation began, minus any hours withdrawn after
the account is established.
d. Payment of the RL Account.
1. All hours in an employee’s RL account shall be payable upon
retirement or as a result of layoff. In the case of layoff, 100% of R/L
hours shall be paid to the employee according to the employee’s base
hourly rate of pay on date of layoff. Any employee who quits, resigns, is
separated, or is terminated for cause is not eligible to receive payment
for RL account hours.
2. In cases of retirement, an eligible employee shall be paid at their base
hourly rate for 100% of their RL account balance based on the schedule
below:
Retirement Month 100% RL hours will be:
January 1st – June 30th Contributedion to 501(c)9 Health Retirement
Account Plan
(premium-only account) July 1st – December 31st Cash to retiree
e. Hours may be withdrawn from the RL account to cover an
employee’s absence from work due to illness or injury, need to care for a
dependent, any emergency or to supplement Workers’ Compensation
benefits after personal leave hours are exhausted. RL account hours, when
added to the employee’s workers’ compensation benefit, may not exceed the
employee’s regular net salary.
9. Short-Term Disability Insurance, Plan “B”: Protection against loss of income
when an employee is absent from work due to short -term disability shall be
provided to full-time employees covered under Plan “B” through short-term
disability insurance (SDI). There shall be no cost to the employee for SDI. SDI
shall be administered in accordance with the terms determined by the city.
SUBSECTION IV - PARENTAL LEAVE
A. Full-time employees who become parents through birth, adoption, or foster care
may take up to six consecutive weeks of paid parental leave to care for and bond with
the child. An employee may be allowed to take parental leave up to one year from the
date of a child’s birth or, in the case of adoption or foster care, the date a child is placed
in the employee’s home. Parental leave may be taken during a new employee’s
probationary period. The probationary period will be extended by an amount of time
equivalent to the parental leave taken.
B. Parental leave will run concurrently (during the same period of time) with FMLA
and SDI (if applicable). Parental leave is limited to six weeks per twelve-month period.
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For employees approved for short-term disability, parental leave will make up the
difference between 100% pay and 66 2/3% pay (if applicable) for up to six weeks.
SUBSECTION V - BEREAVEMENT LEAVE
A. An employee who suffers the loss of an immediate family member including a(n):
current spouse, domestic partner, or adult designee; child, mother, father, brother, sister;
current father-in-law, mother-in-law, son-in-law, daughter-in-law, brother-in-law,
sister-in-law; grandparent; current step-grandfather, step-grandmother; grandchild, or
current step grandchild, stepchild, stepmoth er, stepfather, stepbrother or stepsister,
grandfather-in-law, grandmother-in-law; or, domestic partner’s or adult designee’s
relative as if the domestic partner or adult designee were the employee’s spouse is
eligible to be released from work for bereavement, including attendance at a funeral,
memorial service, or related event(s).
B. In the event of death of an immediate family member, the city will provide an
employee with up to five working days of paid leave for bereavement, including
attendance at a funeral, memorial service, or related event(s). The employee will be
permitted one additional day of bereavement leave if the employee attends a funeral,
memorial service or equivalent event that is held more than 150 miles from Salt Lake
City and the day following the memorial service or equivalent event is a regular
working shift.
C. In the event of death of a first-line extended relative of an employee, or of an
employee’s spouse, domestic partner, or adult designee’s relative as if the adult
designee were the employee’s spouse not covered in paragraph A above (such as an
uncle, aunt or cousin), the city will provide an employee with up to one work shift for
bereavement, including attendance at a funeral, memorial service, or related event(s).
The employee will be permitted one additional day of bereavement leave if the
employee attends a funeral, memorial service or equivalent event that is held more than
150 miles from S alt Lake City and the day following the memorial service or equivalent
event is a regular working shift.
D. In the event of death of a friend, an employee may be allowed to use vacation or
personal leave for time off to attend the funeral or memorial service, as approved by an
immediate supervisor.
E. In the event of death of any covered family member while an employee is on
vacation leave, an employee’s absence may be extended and authorized as bereavement
leave.
E.F. In the event of a miscarriage or stillbirth, the employee, employee’s spouse
or partner, or employee to be an adoptive parent, the city will provide an employee with
up to three working days of paid leave for bereavement.
SUBSECTION VI - MILITARY LEAVE
A. Leave of absence for employees who enter uniformed service. An employee who
enters the uniformed services of the United States, including the United States Army,
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United States Navy, United States Marine Corps, United States Air Force,
commissioned Corps of the National Oceanic and Atmospheric Administration, United
States Coast Guard, or the commissioned corps of the Public Health Service, is entitled
to be absent from his or her duties and servic e from the city, without pay, as required by
applicable l law. Leave will be granted in accordance with the Uniformed Services
Employment and Reemployment Rights Act (USERRA).
B. Leave while on duty with the armed forces or Utah National Guard. An employee
who is or who becomes a member of the reserves of the federal armed forces, including
the United States Army, United States Navy, United States Marine Corps, United States
Air Force, and the United States Coast Guard, or an y unit of the Utah National Guard, is
allowed military leave for up to 15 working days per calendar year for time spent on
active or reserve duty. Military leave may be in addition to vacation leave and need not
be consecutive days of service. To be covered, an employee must provide
documentation demonstrating a duty requirement.
SUBSECTION VII - JURY LEAVE & COURT APPEARANCES
A. Jury Leave: An employee will be released from duty with full pay when, in
obedience to a subpoena or direction by proper authority, the employee is required to
either serve on a jury or appear as a witness for the United States, the state of Utah, or
other political subdivision.
1. Employees are entitled to retain statutory fees paid for service in a federal court,
state court, or city/county justice court.
2. On any day that an employee is required to report for service and is thereafter
excused from such service during his or her regular worki ng hours from the city, he
or she must forthwith return to and carry on his or her regular city employment.
Employees who fail to return to work after being excused from service for the day
are subject to discipline.
B. Court Appearances. A Police sergeant is eligible to receive compensation as a
witness subpoenaed by the city, the State of Utah, or the United States for a court or
administrative proceeding appearance as follows:
1. Appearances in court or administrative proceeding made while on-duty will be
compensated as normal hours worked.
2. In the event an appearance extends beyond the end of an employee's regularly
scheduled shift, time will be counted as normal work time for the purpose of
computing an employee's overtime compensation.
3. Employees are entitled to retain statutory witness fees paid for service in a
federal court, state court, or city/county justice court.
4. Appearances made while off-duty will be compensated as follows:
(a) The city will pay employees for two hours of preparation time plus
actual time spent in court or in an administrative hearing at one and one-half
27
times their regular hourly rate. Lunch periods granted are not considered
compensable time. Compensation for additional preparation time for any
subsequent appearance during the same day is allowed only when there is at
least two hours between the employee’s release time from a prior court or
administ rative proceeding and the start of the other.
(b) If the time spent in court or administrative proceeding extends into the
beginning of the employee's regularly scheduled work shift, time spent in
court or in administrative proceeding will be deemed ended at the time such
shift is scheduled to begin.
5. An employee is required to provide a copy of the subpoena, including the
beginning time and time released from the court or administrative hearing, with
initials of the prosecuting or another court representative within seven working days
following the appearance.
6. Any employee failing to appear in compliance with the terms of a formal notice
or subpoena may be subject to disciplinary action.
SUBSECTION VIII - INJURY LEAVE (SWORN POLICE AND FIRE EMPLOYEES ONLY)
The city has established rules governing the administration of an injury leave program for sworn
police officers and firefighterspublic safety personnel under the following qualifications and
restrictions:
A. The disability must have resulted from an injury arising out of the discharge of
official duties or while exercising some form of necessary job-related activity as
determined by the city;
B. The employee must be unable to return to work due to the injury, as verified by a
medical provider acceptable to the city;
C. The leave benefit may not exceed the value of the employee's net sala ry during the
period of absence due to the injury, less all amounts paid or credited to the employee as
workers’ compensation, Social Security, long-term disability or retirement benefits, or
any form of governmental relief whatsoever;
D. The value of benefits provided to employees under this injury leave program may
not exceed the total of $5,000 per employee per injury, unless approved in writing by
the employee’s department head after receiving an acceptable treatment plan and
consulting with the city’s risk manager;
E. The city's risk manager is principally responsible for the review of injury leave
claims, except that appeals from the decision of the city’s risk manager may be
reviewed by the Human Resources director, who may make recommendations to the
mayor for final decisions;
F. If an employee is eligible for workers’ compensation as provided by law and is not
receiving injury leave pursuant to this provision, an employee may elect to use either
28
accumulated sick leave or hours from the RL account, if applicable, and authorized
vacation time to supplement workers’ compensation. The total value of leave hours or
hours from an RL account combined with a workers’ compensation benefit may not
exceed an employee's regular net salary.
SUBSECTION IX - ADDITIONAL LEAVES OF ABSENCE
Additional leaves of absence may be requested in writing and granted as identified in policy
to an employee at the discretion of a department director.
SUBSECTION X - EMERGENCY LEAVE
The city may provide additional paid leave to employees if: i) the mayor has declared a
local emergency; and ii) the mayor and/or city council authorize and approve the use of
available funds for such purposes during the period of local emergency.
Emergency leave may also be provided as a form of income replacement for part -time
(hourly) and/or seasonal employees whose work hours are either reduced or discontinued
temporarily, so long as there is an expectation they will return to work after the emergency
period is ended.
29
APPENDIX A - SALT LAKE CITY COR PORATION
GENERAL EMPLOYEE PAY PLAN (GEPP)
Effective June 27, 2021June 26, 2022
GRADE MINIMUM CITY MARKET MAXIMUM
SEAX/HRLY $11.87 $38.23
10 $12.60 $16.46 $20.31
11 $13.21 $17.28 $21.35
12 $13.88 $18.30 $22.71
13 $14.58 $19.06 $23.54
14 $15.30 $19.94 $24.58
15 $16.06 $21.10 $26.14
16 $16.86 $22.34 $27.81
17 $17.71 $23.24 $28.77
18 $18.60 $24.70 $30.80
19 $19.52 $25.79 $32.06
20 $20.51 $26.89 $33.27
21 $20.69 $28.22 $35.75
22 $21.75 $29.66 $37.57
23 $22.83 $31.15 $39.47
24 $23.97 $32.69 $41.41
25 $25.16 $34.32 $43.47
26 $26.43 $36.05 $45.66
27 $27.73 $37.86 $47.98
28 $29.11 $39.77 $50.42
29 $30.59 $41.76 $52.93
30 $32.11 $43.85 $55.58
31 $33.72 $46.05 $58.37
32 $35.40 $48.34 $61.27
33 $37.18 $50.77 $64.35
34 $39.04 $53.31 $67.57
35 $40.98 $55.97 $70.95
36 $43.03 $58.77 $74.50
37 $45.19 $61.70 $78.21
38 $47.45 $64.79 $82.12
39 $49.83 $104.65
40 $52.31 $109.86
41 $54.93 $178.21
30
GRADE MINIMUM CITY MARKET MAXIMUM
SEAX/HRLY $24,692 $79,510
10 $26,214 $34,234 $42,255
11 $27,474 $35,940 $44,407
12 $28,865 $38,049 $47,232
13 $30,322 $39,646 $48,971
14 $31,822 $41,472 $51,123
15 $33,408 $43,885 $54,362
16 $35,060 $46,450 $57,840
17 $36,843 $48,341 $59,839
18 $38,690 $51,373 $64,056
19 $40,603 $53,644 $66,686
20 $42,668 $55,938 $69,207
21 $43,037 $58,698 $74,359
22 $45,233 $61,687 $78,141
23 $47,493 $64,795 $82,097
24 $49,862 $68,001 $86,140
25 $52,340 $71,381 $90,422
26 $54,970 $74,967 $94,965
27 $57,687 $78,739 $99,790
28 $60,557 $82,716 $104,876
29 $63,621 $86,857 $110,093
30 $66,795 $91,204 $115,614
31 $70,142 $95,780 $121,417
32 $73,642 $100,540 $127,438
33 $77,337 $105,593 $133,850
34 $81,206 $110,875 $140,545
35 $85,249 $116,407 $147,566
36 $89,509 $122,232 $154,956
37 $93,986 $128,329 $162,672
38 $98,703 $134,752 $170,801
39 $103,637 $217,664
40 $108,810 $228,511
41 $114,244 $370,686
31
APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT
Effective June
27, 202126, 2022
911 BUREAU Job Title Grade
911 DISPATCH DIRECTOR 041X
911 COMMUNICATIONS DEPUTY DIRECTOR 032X
EXECUTIVE ASSISTANT 024X026X
AIRPORT
EXECUTIVE DIRECTOR OF AIRPORTS 041X
CHIEF OPERATING OFFICER, AIRPORT 040X
DIRECTOR AIRPORT ENGINEERING 039X
DIRECTOR AIRPORT MAINTENANCE 039X
DIRECTOR FINANCE/ACCOUNTING AIRPORT 039X
DIRECTOR OF AIRPORT ADMINISTRATION/COMMERCIAL SERVICES 039X
DIRECTOR OF AIRPORT INFORMATION TECHNOLOGY 039X
DIRECTOR OF AIRPORT PLANNING & CAPITAL PROJECTS 039X
DIRECTOR OF OPERATIONS - AIRPORT 039X
DIRECTOR OF OPERATIONAL READINESS & TRANSITION 039X
DIRECTOR COMMUNICATIONS & MARKETING 038X
EXECUTIVE ASSISTANT 024X026X
CITY ATTORNEY
CITY ATTORNEY 041X
DEPUTY CITY ATTORNEY 040X
CITY RECORDER 03334X
CITY COUNCIL
COUNCIL MEMBER-ELECT N/A*
EXECUTIVE DIRECTOR CITY COUNCIL OFFICE 041X
COUNCIL LEGAL DIRECTOR 039X
DEPUTY DIRECTOR - CITY COUNCIL 039X
ASSOCIATE DEPUTY DIRECTOR COUNCIL 037X
LEGISLATIVE & POLICY MANAGER 037X
SENIOR ADVISOR CITY COUNCIL 037X
SENIOR PUBLIC POLICY ANALYST 033X
COMMUNICATIONS DIRECTOR CITY COUNCIL 031X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST III 031X
COMMUNITY FACILITATOR 031X
OPERATIONS MANAGER & MENTOR – CITY COUNCIL 031X
PUBLIC POLICY ANALYST 031X
POLICY ANALYST/PUBLIC ENGAGEMENT 028X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST II 028X
CONSTITUENT LIAISON/POLICY ANALYST 027X
CONSTITUENT LIAISON 026X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST I 026X
ASSISTANT TO THE COUNCIL EXECUTIVE DIRECTOR 025X
COUNCIL ADMINISTRATIVE ASSISTANT/AGENDA 024X
COUNCIL ADMINISTRATIVE ASSISTANT 021X
32
COMMUNITY & NEIGHBORHOODS
DIRECTOR OF COMMUNITY & NEIGHBORHOODS 041X
DEPUTY DIRECTOR - COMMUNITY & NEIGHBORHOODS 037X
DEPUTY DIRECTOR - COMMUNITY SERVICES 037X
DIRECTOR OF TRANSPORTATION (ENGINEER) 037X
PLANNING DIRECTOR 037X
BUILDING OFFICIAL 035X
DIRECTOR OF HOUSING & NEIGHBORHOOD DEVELOPMENT 035X
DIRECTOR OF TRANSPORTATION (PLANNER) 035X
YOUTH & FAMILY DIVISION DIRECTOR 035X
EXECUTIVE ASSISTANT 024X026X
ECONOMIC DEVELOPMENT
DIRECTOR OF ECONOMIC DEVELOPMENT 041X
DEPUTY DIRECTOR ECONOMIC DEVELOPMENT 037X
ARTS DIVISION DIRECTOR 032X
BUSINESS DEVELOPMENT DIVISION DIRECTOR 032X
FINANCE
CHIEF FINANCIAL OFFICER 041X
CITY TREASURER 039X
DEPUTY CHIEF FINANCIAL OFFICER 039X
CHIEF PROCUREMENT OFFICER 033X036X
FIRE
FIRE CHIEF 041X
DEPUTY FIRE CHIEF 037X
ASSISTANT FIRE CHIEF 035X
EXECUTIVE ASSISTANT 026X
HUMAN RESOURCES
CHIEF HUMAN RESOURCES OFFICER 041X
DEPUTY CHIEF HUMAN RESOURCES OFFICER 037X
CIVILIAN REVIEW BOARD INVESTIGATOR 035X
TRANSITION CHIEF OF STAFF 041X*
TRANSITION COMMUNICATIONS DIRECTOR 039X*
TRANSITION EXECUTIVE ASSISTANT 024X*
INFORMATION MGT SERVICES
CHIEF INFORMATION OFFICER 041X
CHIEF INNOVATIONS OFFICER 039X
DEPUTY CHIEF INFORMATION OFFICER 039X
JUSTICE COURTS
JUSTICE COURT JUDGE 037X
CITY COURTS ADMINISTRATOR 033X036X
33
MAYOR
CHIEF OF STAFF 041X
CHIEF ADMINISTRATIVE OFFICER 041X
COMMUNICATIONS DIRECTOR 039X
DEPUTY CHIEF ADMINISTRATIVE OFFICER 039X
DEPUTY CHIEF OF STAFF 039X
SENIOR ADVISOR 039X
COMMUNICATIONS DEPUTY DIRECTOR 030X
POLICY ADVISOR 029X
REP COMMISSION POLICY ADVISOR 029X
COMMUNITY LIAISON 026X
EXECUTIVE ASSISTANT 024X026X
OFFICE MANAGER - MAYOR'S OFFICE 024X
COMMUNITY OUTREACH - EQUITY & SPECIAL PROJECTS
COORDINATOR 024X
COMMUNICATION AND CONTENT MANAGER - MAYOR'S OFFICE 021X
ADMINISTRATIVE ASSISTANT 019X
CONSUMER PROTECTION ANALYST 016X
POLICE
CHIEF OF POLICE 041X
ASSISTANT CHIEF OF POLICE 039X
DEPUTY CHIEF POLICE 037X
ADMINISTRATIVE DIRECTOR - COMMUNICATIONS 037X
ADMINISTRATIVE DIRECTOR - INTERNAL AFFAIRS 037X
EXECUTIVE ASSISTANT 026X
PUBLIC LANDS
PUBLIC LANDS DIRECTOR 041X
DEPUTY DIRECTOR, PUBLIC LANDS 037X
GOLF DIVISION DIRECTOR 035X
PARKS DIVISION DIRECTOR 035X
PUBLIC SERVICES
DIRECTOR OF PUBLIC SERVICES 041X
CITY ENGINEER 039X
DEPUTY DIRECTOR OF OPERATIONS 038X
FACILITIES DIVISION DIRECTOR 035X
FLEET DIVISION DIRECTOR 035X
STREETS DIVISION DIRECTOR 035X
COMPLIANCE DIVISION DIRECTOR 035X
EXECUTIVE ASSISTANT 024X026X
PUBLIC UTILITIES
DIRECTOR OF PUBLIC UTILITIES 041X
DEPUTY DIRECTOR OF PUBLIC UTILITIES 039X
FINANCE ADMINISTRATOR PUBLIC UTILITIES 039X
CHIEF ENGINEER - PUBLIC UTILITIES 037X
WATER QUALITY & TREATMENT ADMINSTRATOR 037X
EXECUTIVE ASSISTANT 024X026X
REDEVELOPMENT AGENCY
DIRECTOR, REDEVELOPMENT AGENCY 039X041X
DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X
34
SUSTAINABILITY
SUSTAINABILITY DIRECTOR 041X
SUSTAINABILITY DEPUTY DIRECTOR 037X
WASTE & RECYCLING DIVISION DIRECTOR 035X
Except for a change in job title or reassignment to a lower pay level, no appointed position on this pay
plan may be added, removed or modified without approval of the City Council.
* Compensation for transitional positions, including city council member -elect, is set as provided under Chapter 2.03.030 of the
Salt Lake City Code. Benefits for transitional employees are equivalent to those provided to full-time employees. Except for
leave time, benefits for city council members-elect are also equivalent to those provided to full-time employees.
35
APPENDIX C – ELECTED OFFICIALS SALARY SCHEDULE
Annual Salaries
Effective June 27, 2021June 26, 2022
Mayor $153,171160,064
Council Members $38,29340,016
Except for leave time, benefits for the mayor and city council members are equivalent to those provided to
full-time employees.
36
APPENDIX D- UTAH STATE RETIREMENT CONTRIBUTIONS FY 2021-2022
Tier 1 Defined Benefit
System
System Employee
Contribution Employer Contribution Total
Public Employees Contributory System 6.0% 14.46%13.96% 20.46%19.96%
Public Employees Noncontributory System 0 18.47%17.97% 18.47%17.97%
Public Safety Noncontributory System 0 46.71% 46.71%
Firefighters Retirement System 0 23.95%22.95% 23.95%22.95%
Tier 1 Post
Retired
System
Post Retired Employment
After 6/30/10 – NO 401(k)
Amortization of UAAL*
Post Retired Employment Before
7/1/2010
Optional 401(k)
Public Employees Noncontributory System
6.61%
11.86%
Public Safety Noncontributory System 24.20% 22.51%
Firefighters Retirement System 0% n/a
Tier 2 Defined Benefit Hybrid System
Employee
Contribution
Employer
Contribution
401(k) Total
Public Employees Noncontributory System 0% 15.80%16.01% 0.89%0.18% 16.69%16.19%
Public Safety Noncontributory System
(for entry and two year pay steps only)
2.27%2.59% (city
paid) 38.28% 6.00% 46.55%46.87%
Public Safety Noncontributory System
(for pay steps year four or more)
2.27%2.59% (city
paid) 38.28% 0% 40.55%40.87%
Firefighters Retirement System 2.27%2.59% (city
paid) 14.08% 0% 16.35%16.67%
Tier 2 Defined Contribution
Only
Employee
Contribution
Employer
Contribution
401(k) Total
Public Employees Noncontributory System 0% 6.69%6.19% 10.00% 16.69%16.19%
Public Safety Noncontributory System
(for entry and two year pay steps only)
0% 24.28% 22.27% 46.55%
Public Safety Noncontributory System
(for pay steps year four or more)
0% 24.28% 16.27% 40.55%
Firefighters Retirement System 0% 0.08% 16.27% 16.35%
37
Executive Non-
Legislative
Position Employer Contribution
Public Employees Noncontributory System
Department Heads, Mayor,
Mayor’s Chief of Staff, Chief
Administrative Officer, Up to Two
Additional Senior Executives in the
Mayor’s Office, Executive Director
for City Council
Normal contribution into Utah Retirement
System (URS)with 3% into 401(k)
– OR –
If Tier 1 and exempt from system or Tier II and
exempt from vesting, 401k contribution equal to
the applicable URS system contribution plus 3%
Public Safety Noncontributory System Department Head Same as above
Firefighters Retirement System Department Head Same as above
Council Members Elected with prior service in the Utah Retirement System
(Tier 1 Defined
Benefit)
System Employee
Contribution Employer Contribution Total
Public Employees Noncontributory System 0 18.47%17.97% 18.47%17.97%
If exempt… 0 10% base salary to 401(k) 10%
Council Members Elected After July 1, 2011 with no prior service in the Utah Retirement
System (may exempt from vesting)
Tier 2 Defined Contribution
Only
Employer 401K Total
6.69%6.19% 10% 16.69%16.19%
Tier 2 Defined Benefit Hybrid
System
Employer 401K Total
15.80%16.01% 0.89%0.18% 16.69%16.19%
Items G1-G10
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: City Council Staff
DATE:June 7, 2022
RE: MOTION SHEET – Ordinances relating to Fiscal Year 2022-23 City Budget, including
the budget for the Library Fund
The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G1
through G10. After the end of public comment, the Council may consider the following motions:
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 2 – CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
(not recommended) MOTION 3 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt a resolution approving the annual budget for
the Fiscal Year starting July 1, 2022 and ending June 30, 2023.
Staff Note: This motion would adopt the FY2023 annual budget and several related ordinances as
proposed by the Administration without any changes. The Council is tentatively scheduled to continue
discussing the proposed budget on June 9 and adopt on June 14 along with other related ordinances.
MOTION 4 – CLOSE PUBLIC HEARING AND NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
SALT LAKE CITY ORDINANCE
No. ____ of 2022
(Adopting the City budget, excluding the budget for the Library Fund
which is separately adopted, and the employment staffing document of
Salt Lake City, Utah for fiscal year 2022-2023)
An ordinance adopting the city budget, excluding the budget for the Library Fund which is
separately adopted, and the employment staffing document of Salt Lake City for fiscal year 2022-
2023.
PREAMBLE
Pursuant to the provisions of Section 10-6-111 of the Utah Code, the City Budget Officer
prepared and filed with the City Council a tentative budget in proper form for all funds for which
budgets are required by said law, including tentative budgets for the general fund, the library fund,
special revenue funds, debt service funds and the capital improvements funds for fiscal year 2022-
2023. The tentative budget was accompanied by a budget message as required by law.
That tentative budget was adopted by the City Council, in Resolution No. ____ of 2023,
on May 3, 2022.
Section 10-6-118 of the Utah Code requires that before the 30th day of June of each fiscal
year, or September 1, in case of a property tax increase under Sections 59-2-919 through 59-2-923
of the Utah Code, the governing body shall, by resolution or ordinance, adopt a budget for the
ensuing fiscal year for each fund for which a budget is required.
The City budget officer has prepared a budget, in proper form, for all funds for which
budgets are required by law. Section 2.52.020 of the Salt Lake City Code states in part that
employment staffing documents shall be adopted as an element of the City’s budget, or otherwise,
as the City Council may require. Three copies of such documents have been filed for use and
examination of the public in the Office of the City Recorder whose permanent office is located at
451 South State Street, Room 415, Salt Lake City, UT 84111.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City:
SECTION 1. PURPOSE. The purpose of this ordinance is to adopt a budget, except the
budget for the Library Fund which is separately adopted, for fiscal year 2022-2023, and to adopt
the employment staffing documents. All conditions precedent to the adoption of the budget, which
includes the employment staffing documents, have been accomplished.
SECTION 2. ADOPTION OF BUDGET. The budget attached hereto and made a part of
this Ordinance, shall be, and the same hereby is adopted as the budget of the City, excluding the
budget for the Library Fund which is separately adopted, for the fiscal year beginning July 1, 2022
and ending June 30, 2023, in accordance with the requirements of Sections 10-6-105, 10-6-118
and 59-2-923 of the Utah Code, subject to the conditions set forth herein. The budget is subject to
the approval of the Mayor and reconsideration of the City Council pursuant to Section 10-3b-204
of the Utah Code.
SECTION 3. EXHIBITS INCORPORATED BY REFERENCE. The following
exhibits are incorporated by reference in the budget for fiscal year 2022-2023 and adopted as an
element of the budget:
A. The Key Changes for All Funds, labeled “Council Adopted June ________, 2022”;
B. The employment Staffing Document, labeled “Council Adopted June ________, 2022”; and
C. The Motion Sheet, labeled “Council Adopted June ________, 2022.”
SECTION 4. BUDGET CONTINGENCIES. The following contingencies apply to the
budget adopted for fiscal year 2022-2023:
1.Diversification of public safety response – Set aside $2 million from Funding our Future,
public safety category, in an appropriated account with a contingency, which will be
released by the Council after discussion with the Administration about the feasibility of
establishing community enforcement and support approaches that enhance community
Commented [OJ1]: I’m not aware of the contingencies, if
any, that should be included in the 2022 budget adoption
process. I used a redline version that reflects my best guess.
safety and reduce the dependence on sworn police officers for duties that fall outside of
their scope.
2.Conditional appropriation about future dollars spent on foothill trails – Existing and
new funds for the construction, modification and decommissioning of trails built under the
Foothills Trail System Master Plan, Phase 1, will be placed on hold contingent on the
Administration’s review in collaboration with a broad spectrum of community stakeholders
of:
a. the implementation to date of the master plan;
b. identification of adjustments or additional engagement as warranted; and
c. the Council’s authorization to move forward after the Council evaluates the results
of the process.
The City Council is willing to provide funding to the Administration for one or more
outside experts who can objectively evaluate the technical and public policy aspects of the
trail changes and additions completed to date and anticipated in the master plan.
That written evaluation should focus on, but not be limited to, the extent to which trail
planning and development have been consistent with the vision, goals and principles in the
Master Plan, including: best practices; strategies for the preservation and stewardship of
the land; and respect for Tribal concerns. In addition, the written evaluation should include
an analysis of how the process could be adapted to better meet the needs and desires of all
users.
Existing and new funds for environmental studies will not be on hold, so long as such funds
are not used for construction or decommissioning of trails. Existing and new funds for
maintenance or repair of existing trails will be on hold, but may be released incrementally
by the Council as information about adherence to best practices and progress on community
feedback is received.
3.Conditional appropriation for ARPA dollars – set aside $1,583,500 million the City
grant fund for future appropriation once federal guidelines are officially finalized and
programs/proposals can be tailored to meet those guidelines, including for potential future
CIP discussions and reimbursements for eligible expenses the City already incurred.
4.1.Continued Contingency for All Funding Our Future -- Sales Tax Funds (this
has been adopted each year since the City implemented the sales tax). The Council
approves Funding Our Future sales tax revenue appropriations with the following
conditions:
a. Expenditure of Funding Our Future Sales Tax Funds. Funding our Future funds
may not be expended unless the department or division expending the funds
complies with:
i. Utah Fiscal Procedures Act
ii. The City’s Procurement Code and Rules
iii. Written verification from the City Attorney and City Finance Director that
proper legal and financial procedures have been followed.
b. Other Funding Our Future Budget Contingencies:
i. The Administration providing a written semiannual spending,
implementation and outcomes report on each of the four critical need areas.
ii. Tracking funding for Fleet provided through the Funding our Future tax
separately to ensure it is spent only on public safety (police, fire, dispatch).
iii. The Administration spending funds in the four critical need areas as adopted
in the attached key changes spreadsheet.
iv. The Administration bringing back to the Council any proposed adjustments
to the adopted budget in a budget amendment for re-appropriation before
changes are made.
v. The Administration maintaining and regularly updating a publicly available
dashboard reflecting revenues received and actual uses.
vi. In FY221-232 and all future funding requests, providing a label denoting
which line items are funded with this Funding Our Future sales tax funds.
vii. For all positions added, the Administration shall submit an annual written
review along with the Mayor’s Recommended Budget to ensure that each
position continues to serve the critical need areas and, if a Council work
session briefing is scheduled, provide a presentation of the report.
5.New Contingent Appropriation - Small Business Outreach and Support. Allocation of
$100,000 from the general fund to the Department of Economic Development’s small
business outreach and support program during the City’s major capital projects is
contingent on the Administration determining by August 31, 2021 whether the program is
eligible for ARPA funding. If the program does qualify for ARPA, those Federal funds
would replace a total of $200,000 general fund dollars, including the additional $100,000
which was approved in this budget to ensure that the program could begin its work
immediately.
SECTION 5. FILING OF BUDGET. The City Budget Officer is hereby authorized and
directed to certify and file copies of said budget with the State Auditor as required by Section 10-
6-118 of the Utah Code.
SECTION 5. PUBLIC INSPECTION. The City Budget Officer is hereby authorized and
directed to certify and file copies of the budget in the office of said Budget Officer and in the
Office of the City Recorder whose permanent office is located at 451 South State Street, Room
415, Salt Lake City, UT 84111, which budget shall be available for public inspection during regular
business hours as required by Section 10-6-119 of the Utah Code.
SECTION 6. EFFECTIVE DATE. This Ordinance shall be deemed effective on July 1,
2022.
Passed by the City Council of Salt Lake City, Utah, this ___ day of June, 2022
______________________________
Dan Dugan, Council Chair
ATTEST:
______________________________
Cindy Lou Trishman, Recorder
Transmitted to the Mayor on __________________________.
Mayor’s Action: _____Approved. _____Vetoed.
______________________________
MAYOR
Bill No. _______ of 2022.
Published: ____________________.
Salt Lake City Attorney’s Office
Approved As To Form
Date:____________________
By:_________________________
Jaysen Oldroyd, Senior City Attorney
Item H1
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Brian Fullmer
Policy Analyst
DATE:June 7, 2022
RE: 550 South 600 East Zoning Map Amendment
PLNPCM2021-00291/00292
Note: The City Attorney’s Office provided an updated ordinance. The motions below refer to the final
version of the ordinance dated May 31, 2022.
MOTION 1 (adopt updated ordinance)
I move that the Council adopt the updated ordinance as drafted.
MOTION 2 (defer action)
I move that the Council defer action to a future Council meeting.
MOTION 3 (reject)
I move that the Council reject the ordinance.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM:Brian Fullmer
Policy Analyst
DATE:June 7, 2022
RE: Western Gardens Zoning Map Amendment
PLNPCM2021-00420
JUNE 7, 2022 UPDATE
The Council was contacted by constituents who expressed concern about proximity to single-family
residential homes, and potential parking issues associated with a multi-family development. After
considering options with several Council Members, the developer agreed to set a minimum 25-foot
setback where the subject property abuts single-family residential properties. Minimum on-premise
parking requirements of ½ space per one bedroom unit, and one parking space per two bedroom or
larger unit are required for multi-family developments on the property. The ordinance has been
updated to reflect these changes and a simple motion sheet is attached for the Council’s vote.
PUBLIC HEARING UPDATE
Two people spoke at the April 5, 2022 public hearing, both opposed to the zoning map amendment.
Reasons cited for their opposition are the proposed zone is inappropriate for the area, and new
development could potentially be too close to homes on Hawthorne Avenue.
The Council closed the public hearing and deferred action to a future meeting.
The following information was provided for the April 5, 2022 public hearing. It is
provided again for background purposes.
BRIEFING UPDATE
Item Schedule:
Briefing: March 22, 2022
Set Date: March 22, 2022
Public Hearing: April 5, 2022
Potential Action: June 7, 2022
Page | 2
At the March 22 briefing a Council Member asked why the Historic Landmark Commission didn’t provide a
recommendation. Planning staff stated the Planning Commission did not include the request and the
Landmark Commission is not required to make a recommendation.
A Council Member asked about potential RDA funding availability for affordable housing units if the
developer is inclined to include them. Council staff contacted RDA staff who indicated they will look into
this option and then reach out to the developer to discuss.
Other questions were focused on height, density, and parking requirements. Planning staff stated height
limits depend on the type of development. This proposal is for multifamily residential which has a four
story, 50-foot height limit, with no density maximum. There is not a minimum parking requirement.
Planning further stated the current CN zoning designation has a 35-foot height maximum and there are
parking minimums. CN zoning does not permit multifamily residential, but mixed-use developments with
residential are allowed.
A Council Member expressed general support for additional density but reiterated a desire for better
zoning options to get correctly scaled zoning for projects that may not be an ideal fit within the FB-UN2
designation. According to Planning staff, the FB-UN2 zone is intended for locations with good transit
access, which is located close to this project.
Planning staff noted if the Council adopts the zoning map amendment, because this location is within a
local historic district, the Historic Landmark Commission has discretion to include additional
requirements on building scale, setbacks, and potentially others to help ensure a development fits within
the area’s historic context.
A Council Member discussed neighbor concerns about the requested zoning designation. It was stated the
need for additional housing, with associated changes to the neighborhood is a difficult balance to reach.
The applicant addressed the Council and stated he is partnering with the property owner who is retiring
and desires to close the garden center. He said there is general community support for multifamily housing
at this location. The most frequent concern he heard was about scale of the development and how it would
fit the neighborhood character. He discussed required step-backs when FB-UN2 projects abut residential
zoning districts. He believes FB-UN2 is an appropriate transition between single family residential, as is
the case to the south and west of the subject property, and the apartments and commercial uses to the
north and east. The developer stated no housing or historic buildings will be removed as part of the
proposed development.
The following information was provided for the March 22, briefing. It is provided
again for background purposes.
The Council will be briefed about a proposal to amend the zoning map for property located at 550 South
600 East from its current Neighborhood Commercial (CN) to Form Based Urban Neighborhood District
(FB-UN2). This request would facilitate the redevelopment of the parcel into a multifamily project
consistent with the goals of the urban neighborhood development zones and proximity to transit. Western
Garden Center has been located on this property for many years. The property owner and developer are
working together on the proposed redevelopment project, though no specific development plans have been
submitted.
Page | 3
Multifamily developments are not permitted under the existing CN zoning designation but are a permitted
use in the FB-UN2 zoning district. The applicant originally proposed changing the zoning designation to
Residential Office (RO) at a presentation to the Central City Neighborhood Council but modified the
proposal to FB-UN2 following community and Planning staff comments at the meeting.
The Planning Commission held a public hearing at its December 8, 2021 meeting. Planning staff
recommended and the Planning Commission forwarded a positive recommendation to the City Council.
The applicant requested Historic Landmark Commission review of the proposal because this property is
within the Central City Local Historic District. The Commission reviewed the proposal at its January 6,
2022 meeting. At that meeting the developer stated they would not remove any historic structures or
housing on the property. The Commission provided little direction to the applicant other than an
expectation they would be respectful of surrounding neighbors. No recommendation was provided to the
City Council.
Area zoning map with subject property outlined in red.
Goal of the briefing: Review the proposed zoning map amendment, determine if the Council supports
moving forward with the proposal.
POLICY QUESTIONS
1. The applicant stated they would not remove any historic structures on the property. Would the
Council like to ask the applicant if they would consider including that condition in a development
agreement?
2. Based on the feedback provided by the Historic Landmark Commission, the Council may wish to
ask what neighborhood impacts may be expected by the future development.
3. Is the Council supportive of the proposed zoning map amendment?
ADDITIONAL INFORMATION
The Council is only being asked to consider the rezoning of the property. No plans have been submitted to
the City nor is it within the scope of the Council’s authority to review the plans. Because the zoning of a
property can outlast the life of a building, any rezoning application should be considered on the merits of
changing the zoning of that property, not simply based on a potential project.
Page | 4
Planning staff identified three key issues related to the proposal which are found on pages 7-8 of the
Planning Commission staff report. They are summarized below. For the complete analysis, please see the
staff report.
Issue 1-The redevelopment of the subject property is a multi-step and complex project. The
rezone of the property is only the first step in the overall redevelopment.
A series of applications associated with the proposed redevelopment would need to be filed for City
consideration. The property is in the Central City Local Historic District and would be required to meet
standards of the Historic Preservation Overlay Zone. New construction on the property would require
Historic Landmark Commission approval. Planned development approval is a possibility depending on
design of new construction.
Issue 2-Why the FB-UN2 Zone and why would it be appropriate?
The FB-UN2 district aims to create an urban neighborhood providing the following:
Options for housing types
Options in terms of shopping, dining, and fulfilling daily needs within walking distance or
conveniently located near mass transit
Transportation options
Access to employment opportunities within walking distance or close to mass transit
Appropriately scaled buildings that respect the existing character of the neighborhood
Safe, accessible, and interconnected networks for people to move around in
Increased desirability as a place to work, live, play, and invest through higher quality form and
design
In the Planning Commission staff report staff stated “To summarize, the FB-UN2 zone is appropriate at
this location because there is the potential to realize all of the criteria specifically envisioned for creating an
attractive urban neighborhood. It allows for the mix of uses if desired, it allows for future development
flexibility, promotes creative solutions in design, and most importantly is located within close proximity to
mass transit. The request for a rezone to FB-UN2 is also consistent with Central Community Master Plan
policy.” They also found the property’s proximity to the Trolley Square Trax station is a primary reason FB-
UN2 zoning is appropriate.
Issue 3-The property proposed for rezoning is subject to the standards of the H – Historic
Preservation Overlay Zone.
As noted above, the subject property is in the Central City Historic District and subject to the H – Historic
Preservation Overlay District development standards. These standards are intended to ensure development
is compatible with the surrounding neighborhood and preserve historic neighborhood resources. The
Historic Preservation Overlay District standards for new development require compatibility with
surrounding structures and streetscapes. This may limit new structure height to less than the FB-UN2
zoning designation would typically allow. Planning staff noted development will need to be sensitive to the
variety of mass and scale on surrounding properties, including less dense residential development to the
south and west. Future development plans will be reviewed by the Historic Landmark Commission for
applicable development standards within the Historic Preservation Overlay District.
Planning staff concluded the zoning map amendment meets or can meet standards summarized in the
analysis of standards below.
MASTER PLAN CONSIDERATIONS
Page | 5
Attachment C (pages 15-17 of the Planning Commission staff report) includes master plan considerations
which are summarized below. Please see Planning’s staff report for the full analysis.
Central Community Master Plan
The Central Community Master Plan identifies the subject property as part of the Trolley Station Area due
to its proximity to Trax. The Trolley Station is part of an Urban Neighborhood Station Area which has
established development with a mixture of uses and can support increased residential density and
supporting commercial uses. New development typically occurs on underdeveloped or underutilized
properties. Compact developments are desired to focus new growth at the station while respecting existing
neighborhood scale and intensity.
Planning staff is supportive of the rezone and found it is consistent with the Trolley Station area goals in
the Master Plan.
H-Historic Preservation Overlay District
Planning staff included the Historic Preservation Overlay District purpose statement, which says:
In order to contribute to the welfare, prosperity and education of the people of Salt Lake City,
the purpose of the H- historic preservation overlay district is to:
1.Provide the means to protect and preserve areas of the city and individual structures
and sites having historic, architectural or cultural significance;
2.Encourage new development, redevelopment and the subdivision of lots in historic
districts that is compatible with the character of existing development of historic
districts or individual landmarks;
3.Abate the destruction and demolition of historic structures;
4.Implement adopted plans of the city related to historic preservation;
5.Foster civic pride in the history of Salt Lake City;
6.Protect and enhance the attraction of the city's historic landmarks and districts for tourists
and visitors;
7.Foster economic development consistent with historic preservation; and
8.Encourage social, economic and environmental sustainability.
Planning wanted to “put all interested parties on notice that the standards associated with the Overlay will
play a significant role in the future development of the subject property.”
Plan Salt Lake
Planning staff noted the following guiding principles outlined in Plan Salt Lake and found the proposed
rezone aligns with these along with policies and strategies in the Plan.
Growing responsibly while providing people with choices about where they live, how they live, and
how they get around.
A beautiful city that is people focused.
A balanced economy that produces quality jobs and foster an environment for commerce, local
business, and industry to thrive.
ANALYSIS OF STANDARDS
Attachment D (pages 18-19) of the Planning Commission staff report outlines zoning map amendment
standards that should be considered as the Council reviews this proposal. The standards and findings are
summarized below. Please see the Planning Commission staff report for additional information.
Factor Finding
Page | 6
Whether a proposed map amendment is consistent
with the purposes, goals, objectives, and policies of
the city as stated through its various adopted planning
documents.
Complies
Whether a proposed map amendment furthers the
specific purpose statements of the zoning ordinance.
Complies
The extent to which a proposed map amendment will
affect adjacent properties
Complies
Whether a proposed map amendment is consistent
with the purposes and provisions of any applicable
overlay zoning districts which may impose additional
standards.
Future
development will
need to meet
standards of
Historic
Preservation
Overlay
The adequacy of public facilities and services intended
to serve the subject property, including, but not
limited to, roadways, parks and recreational facilities,
police and fire protection, schools, stormwater
drainage systems, water supplies, and wastewater and
refuse collection.
Complies
(Infrastructure
may need to be
upgraded at
owner’s expense to
meet City
requirements.)
PROJECT CHRONOLOGY
• April 26, 2021-Application submitted.
• May 17, 2021-Petition assigned to Lex Traughber, Senior Planner.
• May 19, 2021-Notification sent to the Central Community Neighborhood Council (CCNC).
• Mat 28, 2021-Early notification sent to property owners and residents within 300’ of the subject
parcel.
• June 24, 2021-Application presentation at CCNC monthly meeting on rezone from CN to RO.
Following the meeting, in response to community and Planning staff feedback the applicant
decided to consider modifying their proposal.
• September 1, 2021-Application submitted to Planning to rezone property from CN to FB-UN2.
• November 23, 2021-applicant presentation to CCNC to change zoning from CN to FB-UN2.
• November 24, 2021-Property posted with signs for the December 8, 2021 Planning Commission
hearing. Listserv notification of Planning Commission agenda emailed. Agenda posted on the
Planning Division and State websites.
• December 8, 2021-Planning Commission public hearing. Six people spoke or had their comments
read at the hearing. All were opposed to the FB-UN2 zoning designation. The Commission voted
4-2 in favor of forwarding a positive recommendation to the City Council.
• December 9, 2021-Sent to Attorney’s Office.
Page | 7
• January 6, 2022-Applicant met with Historic Landmark Commission to review the proposal in a
work session. The Commission provided little feedback to the applicant.
• January 10, 2022-Planning Division received ordinance from Attorney’s Office.
• February 18, 2022-Transmittal received by City Council Office.
SALT LAKE CITY ORDINANCE
No. _____ of 2022
(Amending the zoning of the property located at 550 South 600 East Street
from CN Neighborhood Commercial District to FB-UN2 Form Based Urban
Neighborhood District)
An ordinance amending the zoning map pertaining to the property located at 550 South
600 East Street from CN Neighborhood Commercial District to FB-UN2 Form Based Urban
Neighborhood District pursuant to Petition No. PLNPCM2021-00420.
WHEREAS, the Salt Lake City Planning Commission held a public hearing on December
8, 2021 on an application submitted by Tyler Morris, Cottonwood Residential, to rezone the
property located at 550 South 600 East Street (Tax ID No. 16-06-476-029) (the “Property”) from
CN Neighborhood Commercial District to FB-UN2 Form Based Urban Neighborhood District
pursuant to Petition No. PLNPCM2021-00420; and
WHEREAS, in addition to the underlying CN Neighborhood Commercial District
zoning, the Property is further zoned with an overlay zoning designation of Historic Preservation
Overlay District; and
WHEREAS, at its December 8, 2021 meeting, the planning commission voted in favor of
forwarding a positive recommendation to the Salt Lake City Council on said petition; and
WHEREAS, after a public hearing on this matter the city council has determined that
adopting this ordinance to amend the Salt Lake City zoning map to change the underlying zoning
as set forth herein is in the city’s best interests; and
WHEREAS, the City Council desires to retain the overlay designation of Historic
Preservation Overlay District and nothing contained herein should be construed to remove that
existing designation.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Amending the Zoning Map. The Salt Lake City zoning map, as adopted
by the Salt Lake City Code, relating to the fixing of boundaries and zoning districts, shall be and
hereby is amended to reflect that the Property identified on Exhibit “A” attached hereto shall be
and hereby is rezoned from CN Neighborhood Commercial District to FB-UN2 Form Based
Urban Neighborhood District.
SECTION 2. Conditions. The approval of this ordinance is conditioned upon the
following:
1. The owner of the Property entering into the Development Agreement attached as
Exhibit “B,” with Salt Lake City.
SECTION 3. Execution of Development Agreement. The City Council hereby approves
and directs the Mayor to execute and countersign the Development Agreement attached as
Exhibit “B.”
SECTION 4. Effective Date. This Ordinance shall take effect immediately after it has
been published in accordance with Utah Code §10-3-711 and recorded in accordance with Utah
Code §10-3-713. The City Recorder is instructed not to publish or record this ordinance until the
conditions are satisfied as certified by the Salt Lake City Planning Director or his designee.
SECTION 5. Time. If the conditions identified above has not been met within one year
after passed by the City Council, this ordinance shall become null and void. The City Council
may, for good cause shown, by resolution, extend the time period for satisfying the conditions
identified above.
Passed by the City Council of Salt Lake City, Utah, this ______ day of ______________,
2022.
______________________________
CHAIRPERSON
ATTEST AND COUNTERSIGN:
______________________________
CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor's Action: _______Approved. _______Vetoed.
______________________________
MAYOR
______________________________
CITY RECORDER
(SEAL)
Bill No. ________ of 2022.
Published: ______________.
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date:__________________________________
By: ___________________________________
Hannah Vickery, Senior City Attorney
5/31/22
EXHIBIT “A”
Legal Description for the Property to be Rezoned:
Address: 550 S.600 East
Tax ID No. 16-06-476-029
1011 S 6.5 RDS OF LOT 7 & ALL LOT 8 BLK 24 PLAT B SLC SUR ALSO COM AT NW COR
SD LOT 7 E 10 RDS S 3.5 RDS W 10 RDS N 3.5 RDS 5429-2544 5520-0002 8498-3111
8498-3108 THRU 3110 9524-5493
Contains 99,317 sq feet or 2.28 acres more or less.
EXHIBIT “B”
WHEN RECORDED, RETURN TO:
Salt Lake City Corporation
Attn: Planning Director
451 S. State Street, Suite 406
Salt Lake City, Utah 84111
______________
______________
______________
______________
DEVELOPMENT AGREEMENT
THIS DEVELOPMENT AGREEMENT (the “Agreement”) is made and entered into by
and between SALT LAKE CITY CORPORATION, a political subdivision of the State of Utah
(“City”) and Clayton Properties I, LLC.(“Owner”). City and Owner may hereinafter sometimes
be referred to individually as a “Party” or collectively as the “Parties.”
RECITALS
A. Owner is the owner of approximately 2.3 acres of land located at 550 South 600
East in Salt Lake City (the “Property”), which land is more particularly described on the attached
Exhibit “A” which is attached hereto and incorporated by reference.
B. Owner submitted a petition to amend the zoning map with respect to the Property
to change the zoning from CN Neighborhood Commercial District to FB-UN2 Form Based
Urban Neighborhood District, pursuant to Petition No. PLNPCM2021-00420 (the “Petition”).
C. Owner desires to proceed with redevelopment of the Property into a multifamily
residential project.
D. The City desires to ensure that the multifamily residential project has sufficient
parking and that the redevelopment of the Property has a sufficient setback from the abutting
existing residential properties on the western property boundary.
E. The City, acting pursuant to its authority under Utah Code Ann. §§10-9a-101, et.
seq., has made certain determinations with respect to the Petition and as a condition of the City
exercising its legislative discretion and publishing and recording the ordinance amending the
zoning map to rezone the Property from CN Neighborhood Commercial District to FB-UN2 Form
2
Based Urban Neighborhood District, upon the execution and recordation of this Agreement.
Owner has agreed to construct and maintain a minimum number of parking stalls for any
multifamily residential project and restricting any redevelopment of the Property in accordance
with the terms of this Agreement.
AGREEMENT
For good and valuable consideration, the receipt and sufficiency of which are hereby
acknowledged, and in reliance on the foregoing recitals, City and Owner agree as follows:
1. Incorporations of Recitals. The Parties hereby incorporate the foregoing recitals
into this Agreement.
2. Residential Parking Requirements. Owner agrees to construct and maintain
through the life of any multifamily residential project the minimum parking stalls based on the
following ratios:
a. ½ space per one bedroom units, and
b. 1 space per 2 or more bedroom units.
3. Restrictions.
a. Owner agrees that any future redevelopment of the property will be set
back a minimum of 25 feet from the western Property boundary that abuts
existing residential currently located in the SR-3 zoning district.
b. Each deed of conveyance of all or part of the Property shall include the
following deed restriction:
i. Owner shall include the following deed restriction in each
and every deed of original conveyance of all or part of the Property, and
each deed of conveyance thereafter shall include the same:
ii. The Property is subject to the Development Agreement in
the real property records of Salt Lake County, Utah on _____ (Date) at
Entry Nos.__________ and _______.
4. Recordation of Ordinance. In exchange for Owner’s promised adherence to the
restrictions as set forth in Section 3 and the residential parking requirements as set forth in
Section 2, concurrent with recording this Agreement at the Office of the Salt Lake County
3
Recorder, the City shall publish and record an ordinance rezoning the Property from CN
Neighborhood Commercial District to FB-UN2 Form Based Urban Neighborhood District.
5. Evidence of Compliance. Upon written request by the City, Owner shall provide
City with evidence satisfactory to City of Owner’s compliance with this Agreement.
Additionally, Owner will permit annual inspections of the Property at reasonable times by a
representative of the City to determine compliance.
6. Default; Remedies. . Owner shall be in “Default” of its obligations under this
Agreement if, at any time the Owner fails to comply with the residential parking requirements as
set forth in Section 2 or the restrictions as set forth in Section 3 or any other material provision of
this Agreement (“Default”) after notice of Default from City and the failure to cure such default
within 30 days following such notice; provided, if such Default cannot be cured within such 30
day period, Owner shall have such time as is reasonably necessary to cure the Default. Following
the occurrence of any Default, City shall be entitled to exercise any and all rights available at law
or equity, including, without limitation, the remedy of specific performance to require the
Property to be used and operated as required hereunder.
7. Severability. If any term or provision of this Agreement, or the application of
any term or provision of this Agreement to a particular situation, is held by a court of competent
jurisdiction to be invalid, void or unenforceable, the remaining terms and provisions of this
Agreement, or the application of this Agreement to other situations, shall continue in full force
and effect unless amended or modified by mutual consent of the Parties.
8. Construction/Interpretation. This Agreement has been reviewed and revised by
legal counsel for both the City and Owner, and no presumption or rule that ambiguities shall be
construed against the drafting Party shall apply to the interpretation or enforcement of this
Agreement.
9. Other Miscellaneous Terms. The singular shall include the plural; the
masculine gender shall include the feminine; “shall” is mandatory; “may” is permissive.
10. Covenants Running with the Land. This Agreement and the restrictions set
forth herein are binding upon and shall run with the Property, such that any subsequent owners
of fee title or other third parties holding an interest in and to all or some portion of the Property
shall be deemed to have acquired such interest with notice and knowledge of this Agreement
such that the Property any improvements thereon shall remain subject to the terms, conditions,
restrictions and provisions set forth herein. In keeping with the foregoing, the term “Owner”, as
used herein, shall be construed to mean and include any successors in interest to fee ownership
of all or any portion of the Property and/or Developer Improvements and any other holders of
4
interests in and to any portion of the Property and/or Developer Improvements. This Agreement
shall be recorded in the Office of the Salt Lake County Recorder.
11. Waiver. No action taken by any Party shall be deemed to constitute a waiver of
compliance by such Party with respect to any representation, warranty, or condition contained in
this Agreement.
12. Remedies. Either Party may, in addition to any other rights or remedies, institute
an equitable action to cure, correct, or remedy any default, enforce any covenant or agreement
herein, enjoin any threatened or attempted violation thereof, enforce by specific performance the
obligations and rights of the Parties hereto, or to obtain any remedies consistent with the
foregoing and the purpose of this Agreement.
13. Utah Law. This Agreement shall be construed and enforced in accordance with
the laws of the State of Utah.
14. Covenant of Good Faith and Fair Dealing. Each Party shall use its best efforts
and take and employ all necessary actions in good faith consistent with this Agreement to ensure
that the rights secured by the other Party through this Agreement can be enjoyed.
15. No Third-Party Beneficiaries. This Agreement is between the City and Owner.
No other party shall be deemed a third-party beneficiary or have any rights under this
Agreement.
16. Force Majeure. No liability or breach of this Agreement shall result from delay
in performance or nonperformance caused, directly or indirectly, by circumstances beyond the
reasonable control of the Party affected (“Force Majeure”), including, but not limited to, fire,
extreme weather, terrorism, explosion, flood, war, power interruptions, the act of other
governmental bodies, accident, labor trouble or the shortage or inability to obtain material,
service, personnel, equipment or transportation, failure of performance by a common carrier,
failure of performance by a public utility, or vandalism.
17. Entire Agreement, Counterparts and Exhibit. Unless otherwise noted herein,
this Agreement is the final and exclusive understanding and agreement of the Parties and
supersedes all negotiations or previous agreements between the Parties with respect to all or any
part of the subject matter hereof. All waivers of the provisions of this Agreement shall be in
writing and signed by the appropriate authorities of City and Owner. The following exhibits are
attached to this Agreement and incorporated herein for all purposes:
Exhibit “A”- Legal Description for the Property
5
18. REPRESENTATION REGARDING ETHICAL STANDARDS FOR CITY
OFFICERS AND EMPLOYEES AND FORMER CITY OFFICERS AND EMPLOYEES.
Owner represents that it has not: (1) provided an illegal gift or payoff to a City officer or
employee or former City officer or employee, or his or her relative or business entity; (2)
retained any person to solicit or secure this contract upon an agreement or understanding for a
commission, percentage, or brokerage or contingent fee, other than bona fide employees or bona
fide commercial selling agencies for the purpose of securing business; (3) knowingly breached
any of the ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt
Lake City Code; or (4) knowingly influenced, and hereby promises that it will not knowingly
influence, a City officer or employee or former City officer or employee to breach any of the
ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake City
Code.
19. GOVERNMENT RECORDS ACCESS AND MANAGEMENT ACT. City is
subject to the requirements of the Government Records Access and Management Act, Chapter 2,
Title 63G, Utah Code Annotated or its successor (“GRAMA”). All materials submitted by
Owner pursuant to this Agreement are subject to disclosure unless such materials are exempt
from disclosure pursuant to GRAMA. The burden of claiming an exemption from disclosure
shall rest solely with Owner. Any materials for which Owner claims a privilege from disclosure
shall be submitted marked as “Business Confidential” and accompanied by a concise statement
of reasons supporting Owner’s claim of business confidentiality. City will make reasonable
efforts to notify Owner of any requests made for disclosure of documents submitted under a
claim of business confidentiality. Owner may, at Owner’s sole expense, take any appropriate
actions to prevent disclosure of such material. Owner specifically waives any claims against
City related to disclosure of any materials required by GRAMA.
[Signature Page to Follow]
6
EFFECTIVE as of the _____ day of , 2020.
CITY:
ATTEST: SALT LAKE CITY CORPORATION, a
municipal corporation of the State of Utah
By: _____________________________ By: _______________________________
Mayor Erin Mendenhall
Salt Lake City Recorder
Approved as to form:
________________________________
City Attorney’s Office
Date:____________________________
OWNER:
By: _____________________________
Its: _____________________________
By: _____________________________
Its: _____________________________
7
EXHIBIT “A”
Legal Description for the Property
Address: 550 S.600 East
Tax ID No. 16-06-476-029
1011 S 6.5 RDS OF LOT 7 & ALL LOT 8 BLK 24 PLAT B SLC SUR ALSO COM AT NW COR
SD LOT 7 E 10 RDS S 3.5 RDS W 10 RDS N 3.5 RDS 5429-2544 5520-0002 8498-3111
8498-3108 THRU 3110 9524-5493
Contains 99,317 sq feet or 2.28 acres more or less.
ERIN MENDENHALL DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
Blake Thomas
Director
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
CITY COUNCIL TRANSMITTAL
________________________ Date Received: _________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE: February 10, 2022
Dan Dugan, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
__________________________
SUBJECT: Petition PLNPCM2021-00420
Western Gardens Zoning Map Amendment
550 S. 600 East
STAFF CONTACT: Lex Traughber, Senior Planner
(801) 5356184 or lex.traughber@slcgov.com
DOCUMENT TYPE: Ordinance
RECOMMENDATION: That the City Council amend the zoning map as recommended by the
Planning Commission.
BUDGET IMPACT: None
BACKGROUND/DISCUSSION: Tyler Morris, Cottonwood Residential, proposes to
amendment the zoning map to change the zoning for the 2.3 acre parcel noted above from CN –
Neighborhood Commercial to FB-UN2 – Form Based Urban Neighborhood District in its
entirety. The parcel is currently occupied by the Western Gardens commercial center. This
zoning map amendment change will facilitate the redevelopment of this parcel into a multifamily
residential project. The zoning map amendment does not require an amendment to the Central
Community Master Plan.
PUBLIC PROCESS:
●Early Notification – Notification of the proposal was sent to all property owners and
Lisa Shaffer (Feb 18, 2022 11:50 MST)02/18/2022
02/18/2022
tenants located within 300 feet of the subject parcels on December May 28, 2021. In
addition, the Central Community Neighborhood Council (CCNC) was also provided
notification on May 19, 2021.
● Central Community Neighborhood Council – The applicant presented and discussed
the proposal to rezone the property from CN to RO at the CCNC meeting on June 24,
2021. Planning Staff was in attendance. The applicant subsequently revised their request
to rezone the property from CN to FB-UN2. The applicant presented and discussed the
revised proposal with the CCNC on November 18, 2021. A letter from the CCNC is
attached in the Planning Commission Staff Report dated December 8, 2021.
● Planning Commission Meeting – On December 8, 2021, the Planning Commission held
a public hearing regarding the proposed zoning map amendment. The Planning
Commission voted to forward a positive recommendation regarding the proposal on to the
City Council for decision.
● Historic Landmark Commission Meeting – On January 6, 2022, the Historic
Landmark Commission held a work session regarding the proposed zoning map
amendment. The HLC provided little feedback to the applicant.
PLANNING AND HISTORIC LANDMARK COMMISSION RECORDS:
a) PC Agenda of December 8, 2021 (Click to Access)
b) PC Minutes of December 8, 2021 (Click to Access)
c) PC Staff Report of December 8, 2021 (Click to Access)
d) HLC Agenda of January 6, 2022 (Click to Access)
e) HLC Minutes of January 6, 2022 (Click to Access)
f) HLC Staff Memorandum of January 6, 2022 (Click to Access)
EXHIBITS:
1. PROJECT CHRONOLOGY
2. NOTICE OF CITY COUNCIL HEARING
3. ORIGINAL PETITION
4. MAILING LIST
5. ADDITIONAL PUBLIC COMMENT
SALT LAKE CITY ORDINANCE
No. _____ of 2022
(Amending the zoning of the property located at 550 South 600 East Street
from CN Neighborhood Commercial District to FB-UN2 Form Based Urban
Neighborhood District)
An ordinance amending the zoning map pertaining to the property located at 550 South
600 East Street from CN Neighborhood Commercial District to FB-UN2 Form Based Urban
Neighborhood District pursuant to Petition No. PLNPCM2021-00420.
WHEREAS, the Salt Lake City Planning Commission held a public hearing on December
8, 2021 on an application submitted by Tyler Morris, Cottonwood Residential, to rezone the
property located at 550 South 600 East Street (Tax ID No. 16-06-476-029) from CN
Neighborhood Commercial District to FB-UN2 Form Based Urban Neighborhood District
pursuant to Petition No. PLNPCM2021-00420; and
WHEREAS, at its December 8, 2021 meeting, the planning commission voted in favor of
forwarding a positive recommendation to the Salt Lake City Council on said application; and
WHEREAS, after a public hearing on this matter the city council has determined that
adopting this ordinance is in the city’s best interests.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Amending the Zoning Map. The Salt Lake City zoning map, as adopted
by the Salt Lake City Code, relating to the fixing of boundaries and zoning districts, shall be and
hereby is amended to reflect that the Property identified on Exhibit “A” attached hereto shall be
and hereby is rezoned from CN Neighborhood Commercial District to FB-UN2 Form Based
Urban Neighborhood District.
SECTION 2. Effective Date. This Ordinance shall become effective on the date of its
first publication.
Passed by the City Council of Salt Lake City, Utah, this ______ day of ______________,
2022.
______________________________
CHAIRPERSON
ATTEST AND COUNTERSIGN:
______________________________
CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor's Action: _______Approved. _______Vetoed.
______________________________
MAYOR
______________________________
CITY RECORDER
(SEAL)
Bill No. ________ of 2022.
Published: ______________.
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date:__________________________________
By: ___________________________________
Paul C. Nielson, Senior City Attorney
January 10, 2022
EXHIBIT “A”
Legal Description for the Property to be Rezoned:
Address: 550 S.600 East
Tax ID No. 16-06-476-029
1011 S 6.5 RDS OF LOT 7 & ALL LOT 8 BLK 24 PLAT B SLC SUR ALSO COM AT NW COR
SD LOT 7 E 10 RDS S 3.5 RDS W 10 RDS N 3.5 RDS 5429-2544 5520-0002 8498-3111
8498-3108 THRU 3110 9524-5493
Contains 99,317 sq feet or 2.28 acres more or less.
TABLE OF CONTENTS
1. PROJECT CHRONOLOGY
2. NOTICE OF CITY COUNCIL HEARING
3. ORIGINAL PETITION
4. MAILING LIST
5. ADDITIONAL PUBLIC COMMENT
1. PROJECT CHRONOLOGY
PROJECT CHRONOLOGY
Western Gardens Zoning Map Amendment
Petitions PLNPCM2021-00420
April 26, 2021 Petitions received by the City.
May 17, 2021 Petitions assigned to and received by Lex Traughber.
May 19, 2021 The Central Community Neighborhood Council (CCNC) was emailed
notification of the proposal.
May 28, 2021 Early notification mailed to property owners and tenants located
within 300 feet of the subject property boundaries.
June 24, 2021 The applicant formally presented the proposal to the CCNC at their
regularly scheduled monthly meeting. The applicant presented a
proposal to rezone the subject property from CN to RO at the CCNC
meeting. Planning Staff was in attendance. Subsequent to the meeting
on the basis of feedback from the community and Planning Staff, the
applicant decided to consider a modification to their proposal.
September 1, 2021 The applicant formally submitted the request to the Planning Division
to rezone the property from CN to FB-UN2.
November 18, 2021 The applicant formally presented the proposal to the CCNC to change
the zoning from CN to FB-UN2.
November 23, 2021 Notice of the Planning Commission’s December 8, 2021 Public
Hearing mailed to all property owners and residents within 300 feet of
the subject property.
November 24, 2021 Property posted with signs for the December 8, 2021 Planning
Commission hearing. Listserve notification of Planning Commission
agenda emailed. Agenda posted on the Planning Division and State
websites
December 8, 2021 Planning Commission Public Hearing. The Planning Commission
voted to forward a positive recommendation regarding the request on
to the City Council for a decision.
December 9, 2021 Sent a draft ordinance to the City Attorney’s Office for review reflecting
the Planning Commission’s recommendation regarding the zoning
map amendment. Requested review of the draft ordinance.
January 6, 2022 The applicant met with the Historic Landmark Commission (HLC) to
discuss the proposal in a work session. The HLC provided limited
feedback.
January 10, 2022 Received ordinance from the City Attorney’s Office.
February 4, 2022 Transmittal submitted to CAN.
2. NOTICE OF CITY COUNCIL HEARING
NOTICE OF PUBLIC HEARING
The Salt Lake City Council is considering Petition PLNPCM2021-00420 Western Gardens
Zoning Map Amendment– Tyler Morris, Cottonwood Residential, proposes to amendment the
zoning map to change the zoning for the 2.3 acre parcel noted above from CN – Neighborhood
Commercial to FB-UN2 – Form Based Urban Neighborhood District in its entirety. The parcel
is currently occupied by the Western Gardens commercial center. This zoning map amendment
change will facilitate the redevelopment of this parcel into a multifamily residential project. The
subject property is located in Council District 4 represented by Ana Valdemoro.
As part of their study, the City Council is holding two advertised public hearings to receive
comments regarding the petition. During these hearings, anyone desiring to address the City
Council concerning this issue will be given an opportunity to speak. The Council may consider
adopting the ordinance on the same night of the second public hearing. The hearing will be held
electronically:
DATE: Date #1 and Date #2
TIME: 7:00 p.m.
PLACE: **This meeting will not have a physical location.
**This will be an electronic meeting pursuant to the Salt Lake City Emergency
Proclamation. If you are interested in participating in the Public Hearing, please visit our
website at https://www.slc.gov/council/ to learn how you can share your comments during
the meeting. Comments may also be provided by calling the 24-Hour comment line at
(801)535-7654 or sending an email to council.comments@slcgov.com. All comments
received through any source are shared with the Council and added to the public record.
If you have any questions relating to this proposal or would like to review the file, please call
Lex Traughber at (801) 535-6184 between the hours of 8:00 a.m. and 5:00 p.m., Monday
through Friday or via e-mail at lex.traughber@slcgov.com
People with disabilities may make requests for reasonable accommodation no later than 48 hours
in advance in order to participate in this hearing. 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.
3. ORIGINAL PETITION
PLNPCM2021-00420
Submittal Requirements:
1. A statement declaring the purpose for the amendment.
This proposed amendment of the zoning map is to change the zoning for the 2.3 acre parcel 16-06-476-029 from its current
Commercial Neighborhood (CN) use to Form Based Urban Neighborhood District (FB-UN2) in its entirety. This zoning map
amendment change will facilitate the potential sale and redevelopment of this parcel, as a partnership between the current
owner and Cottonwood Residential, into a multifamily project.
This site currently houses the Western Garden Center which has been a part of the community for multiple years. The
owners of this business view this redevelopment as a part of their retirement plan and would not plan to remain in business
in this location under different circumstances. The building located on this parcel has been confirmed as a non-contributing
structure within the historic overlay of this neighborhood.
The adjacent land use and zones within this block include CN, RO, RFM-35 and SR-3 as the block transitions from higher
density, commercial and mixed uses (CN and RO) to a more residential scale that continues further South (RFM-35 and SR-
3). The intent of this project to develop a multifamily project would strengthen this transition with an appropriate residential
use that provides its own parking, doesn’t compete but rather supports the adjacent commercial uses in Trolley Square and
supports a walkable, diverse neighborhood with access to grocery stores and established public transportation systems.
The zone change to FB-UN2 respects the Central Community Master Plan desire for a transitional zone from the high density
RO zoning to the north to the low density single family neighborhood to the south while allowing for multi-family housing
uses that meet the purpose statement for the zone. This location with the FB-UN2 rezone will create a people-oriented
place with diverse housing opportunities, convenient shopping and mass transit opportunities. There are opportunities for
employment within walking distance and the design will be an appropriately scaled building(s) that respect the existing
character of the neighborhood while increasing interconnection, access and safety. This zone addresses adjacency to
commercial vs. residential zones with specific step back, yard and height requirements that will create a natural transition.
Additionally the focus of this zone on form and how buildings are oriented to the public space means that concerns regarding
massing will be directly addressed.
2. A description of the proposed use of the property being rezoned.
The proposed new use of this property is a multifamily residential development.
This new development under the new FB-UN2 zoning is located within the Central City Neighborhood and Historic District.
This means that the plans for redevelopment will be subject to review by the Historic Landmark Commission (HLC) and the
character and form of the design will be reviewed for compliance with the Historic Design Guidelines for New Construction
Guidelines. This also allows the HLC to modify lot and bulk requirements per 21A.06.050.C.6. These requirements will
promote continuity of the historic character of the neighborhood as a part of this new development. Additionally the FB-
UN2 zone also has form requirements that the planning commission will review, providing two types of oversight.
It is the intent of the development to use these resources as an opportunity to create a unique community within the
neighborhood that is an asset to the existing amenities and respects the adjacent residential zones and the streetscape.
There will be no loss of historic structures or housing stock as a result of this development, in fact, housing stock will be
increased to help address the current housing crisis in Salt Lake City.
3. List the reasons why the present zoning may not be appropriate for the area.
The present zoning, CN, is a low density zone that does not allow for multifamily uses. Additionally the commercial use of
this location currently competes with the Trolley Square development while additional multi-family residential use would
support this use and provide an adjacent workforce to support the retail and commercial functions.
This location, adjacent to commercial, retail and public transportation resources promotes walkable, sustainable living in
the heart of the city. It creates a more appropriate transition to the adjacent low density residential neighborhood and
provides housing opportunities.
4. Is the request amending the Zoning Map?
Yes; Address – 550 600 E Suite, Salt Lake City, UT 84102; Parcel #16-06-476-029
5. Is the request amending the text of the Zoning Ordinance?
Not Applicable
4. MAILING LIST
NAME ADDRESS UNIT CITY STATE ZIP
EAST DOWNTOWN LLC 1014 VINE ST CINCINNATI OH 45202
EAST DOWNTOWN LLC 170 S MAIN ST # 1600 SALT LAKE CITY UT 84101
SMITH'S FOOD & DRUG CENTERS INC 1014 VINE ST CINCINNATI OH 45202
LIBERTY SQUARE PROPERTIES, LLC 6440 S WASATCH BLVD SALT LAKE CITY UT 84121
QUINNA, LLC 504 E 500 S SALT LAKE CITY UT 84102
MICHAEL TRAN; VAN CAM PHU (JT)437 EAGLEPOINTE CIR NORTH SALT LAKE UT 84054
TODD L EVANS; JOANNE EVANS (JT)4005 W 6305 S TAYLORSVILLE UT 84129
AMBEL LLC PO BOX 58054 SALT LAKE CITY UT 84158
517 SOUTH 500 EAST LLC 672 E UNION SQ SANDY UT 84070
CIMC LANA MARIE, LLC 461 E 200 S # 102 SALT LAKE CITY UT 84111
CAROLYN R PEARCE 511 E HAWTHORNE AVE SALT LAKE CITY UT 84102
MIKE DIXON; KIM DIXON (JT)515 E HAWTHORNE AVE SALT LAKE CITY UT 84102
LYNN VALDEZ 3596 S 3340 W WEST VALLEY UT 84119
BRENDAN M MERRICK 525 E HAWTHORNE AVE SALT LAKE CITY UT 84102
RUTH A BROWN 529 E HAWTHORNE AVE SALT LAKE CITY UT 84102
JACQUELINE M ROBERTS 533 E HAWTHORNE AVE SALT LAKE CITY UT 84102
MARK SHANBRUN 539 E HAWTHORNE AVE SALT LAKE CITY UT 84102
TRUST NOT IDENTIFIED 2275 E PARLEYS TER SALT LAKE CITY UT 84109
TRUST NOT IDENTIFIED 2275 E PARLEYS TER SALT LAKE CITY UT 84109
LC VALENTINER ENTERPRISES 524 S 600 E SALT LAKE CITY UT 84102
LC VALENTINER ENTERPRISES 524 S 600 E SALT LAKE CITY UT 84102
CLAYTON PROPERTIES I LLC 550 S 600 E SALT LAKE CITY UT 84102
517 SOUTH 500 EAST LLC 672 E UNION SQ SANDY UT 84070
DIABLO PROPTERTIES, LLC 24 APPIAN CT DONVILLE CA 94526
EELON HOLDINGS LLC SERIES 500 EAST 265 E NINTH AVE SALT LAKE CITY UT 84103
DIABLO PROPTERTIES, LLC 24 APPIAN CT DONVILLE CA 94526
NEWHOUSE UTAH, LLC 9650 S MCCARRAN BLVD RENO NV 89523
MICHAEL L JACOBS 559 S 500 E SALT LAKE CITY UT 84102
EMILY COONROD; ARTHUR TURLAK (JT)1938 E HOLLYWOOD AVE SALT LAKE CITY UT 84108
DYLAN WINSLOW; JOAN WINSLOW (JT)565 S 500 E SALT LAKE CITY UT 84102
MICHAEL KARSY; ODESSA B KARSY (JT)727 SOUTH ST # A PHILADELPHIA PA 19147
LP NORTH PARK UT APARTMENTS 321 CITRUS CIR WALNUT CREEK CA 94598
STEPHEN MONAGHAN; MARIA D L A SERRANO (JT)512 E HAWTHORNE AVE SALT LAKE CITY UT 84102
LACHELLE RICHARDSON JONES; SPENCER WAYNE JONES 516 E HAWTHORNE AVE SALT LAKE CITY UT 84102
LARRY M RICHARDSON 522 E HAWTHORNE AVE SALT LAKE CITY UT 84102
JOSHUA J PACE; JUSTIN L MARTIN 526 E HAWTHORNE AVE SALT LAKE CITY UT 84102
SVEN A MILLER 320 HUNTINGDON PIKE FRN JENKINTOWN PA 19046
LARRY M RICHARDSON 534 E HAWTHORNE AVE SALT LAKE CITY UT 84102
RANDI PEERY; JOHN G III HANLON (JT)538 E HAWTHORNE AVE SALT LAKE CITY UT 84102
JAMES MISKA 519 E 600 S SALT LAKE CITY UT 84102
DAYSTAR HOMES LLC 523 E 600 S SALT LAKE CITY UT 84102
LESLIE V NILSSON 521 W 1400 N FARMINGTON UT 84025
GRANT MICHAEL HAWLEY; MADISON LYNN SLACK (JT)533 E 600 S SALT LAKE CITY UT 84102
GLEN C CHRISTIANSEN 14228 S NEWBURY PARK CIR DRAPER UT 84020
AMANDA J DAVIS; JOHN DAVIS (JT)543 E 600 S SALT LAKE CITY UT 84102
545 EAST LC 1709 E PRINCETON AVE SALT LAKE CITY UT 84105
YA-JUNG LIN 553 E 600 S SALT LAKE CITY UT 84102
561 EAST 600 SOUTH LLC 1332 S COLONIAL DR SALT LAKE CITY UT 84108
561 EAST 600 SOUTH LLC 1332 S COLONIAL DR SALT LAKE CITY UT 84108
560 SOUTH 600 EAST LLC 672 E UNION SQ SANDY UT 84070
560 SOUTH 600 EAST LLC 672 E UNION SQ SANDY UT 84070
SIXTH AND SIXTH LC 911 S MILITARY DR SALT LAKE CITY UT 84108
VIVI LLC 850 S MENDON CT SALT LAKE CITY UT 84105
ERNESTO GUSTAVO GUTIERREZ 2727 S WESTTEMPLE ST SOUTH SALT LAKE UT 84115
ERNESTO GUSTAVO GUTIERREZ 2727 S WESTTEMPLE ST SOUTH SALT LAKE UT 84115
TROLLEY SQUARE VENTURES LLC 630 E SOUTHTEMPLE ST SALT LAKE CITY UT 84102
DARRELL J MOORE; AMANDA K FINLAYSON (JT)603 S 500 E SALT LAKE CITY UT 84102
BRIAN SPENCER; ALICIA SPENCER (JT)7722 S SABAL AVE COTTONWOOD HTS UT 84121
SCOTT & REBECCA BROWN FAMILY TRUST 12/8/2017 613 S 500 E SALT LAKE CITY UT 84102
BORIS A KURZ 1203 S 900 E SALT LAKE CITY UT 84105
WESTERN REGION NONPROFIT HOUSING CORPORATION223 W 700 S SALT LAKE CITY UT 84101
KYLE H GISH; LINDSAY R GISH (JT)530 E 600 S SALT LAKE CITY UT 84102
JOSHUA K JONES; STEVEN FINAU (TC)532 E 600 S SALT LAKE CITY UT 84102
HEIDI MCNULTY 5267 W SUN BLOOM CIR HERRIMAN UT 84096
ERIK V VOGEL 2139 E ROCKLIN DR SANDY UT 84092
MBD LIMITED PARTNERSHIP 937 S LINCOLN ST SALT LAKE CITY UT 84105
564 EAST 600 SOUTH LC 8980 S MELBURY CIR SANDY UT 84093
STUART A CLASON; TIFFANY W CLASON (JT)566 E 600 S SALT LAKE CITY UT 84102
MARC A WARTENBERGER; MACKENZIE P WARTENBERGE 2505 WAUNONA WY MADISON WI 53713
NOAH ANDERS; AMANDA COSTA (JT)570 E 600 S SALT LAKE CITY UT 84102
RONALD T ROMERO; TERRI L ROMERO (TC)578 E 600 S SALT LAKE CITY UT 84102
KRISTEE S DOERFLER 620 S 600 E SALT LAKE CITY UT 84102
MANUKA LLC PO BOX 526297 SALT LAKE CITY UT 84152
TROLLEY SQUARE VENTURES LLC 630 E SOUTHTEMPLE ST SALT LAKE CITY UT 84102
ROBINSON PROJECT MANAGEMENT, LLC 5005 S 900 E MILLCREEK UT 84117
512 EAST 500 SOUTH LLC 672 E UNION SQ SANDY UT 84070
512 EAST 500 SOUTH LLC 672 E UNION SQ SANDY UT 84070
512 EAST 500 SOUTH LLC 672 E UNION SQ SANDY UT 84070
512 EAST 500 SOUTH LLC 672 E UNION SQ SANDY UT 84070
512 EAST 500 SOUTH LLC 672 E UNION SQ SANDY UT 84070
512 EAST 500 SOUTH LLC 672 E UNION SQ SANDY UT 84070
5TH & 5TH SOUTH CONDOMINIUM HOA 672 E UNION SQ SANDY UT 84070
TRACY FAMILY TRUST 08/23/2016 537 S 500 E #101 SALT LAKE CITY UT 84102
LINDSAY NEWTON; OLIVIA R TARIN (JT)537 S 500 E #102 SALT LAKE CITY UT 84102
KEVIN HERRMANN; BEVERLY HERRMANN (JT)138 E 12300 S DRAPER UT 84020
CHRISTOPHER PEART 537 S 500 E #104 SALT LAKE CITY UT 84102
RUDOLPH W PEART; LORRAINE PEART (JT)537 S 500 E #105 SALT LAKE CITY UT 84102
JONATHAN S HILLER; LAUREN H HILLER (JT)537 S 500 E #106 SALT LAKE CITY UT 84102
ROSE OWNERS ASSOCIATION 1222 W LEGACY CROSSING B CENTERVILLE UT 84014
Current Occupant 455 S 500 E Salt Lake City UT 84102
Current Occupant 464 S 600 E Salt Lake City UT 84102
Current Occupant 479 S 600 E Salt Lake City UT 84102
Current Occupant 639 E 500 S Salt Lake City UT 84102
Current Occupant 511 S 500 E Salt Lake City UT 84102
Current Occupant 506 E 500 S Salt Lake City UT 84102
Current Occupant 510 E 500 S Salt Lake City UT 84102
Current Occupant 560 E 500 S Salt Lake City UT 84102
Current Occupant 517 S 500 E Salt Lake City UT 84102
Current Occupant 521 S 500 E Salt Lake City UT 84102
Current Occupant 521 E HAWTHORNE AVE Salt Lake City UT 84102
Current Occupant 510 S 600 E Salt Lake City UT 84102
Current Occupant 512 S 600 E Salt Lake City UT 84102
Current Occupant 518 S 600 E Salt Lake City UT 84102
Current Occupant 519 S 500 E Salt Lake City UT 84102
Current Occupant 530 E 500 S Salt Lake City UT 84102
Current Occupant 541 S 500 E Salt Lake City UT 84102
Current Occupant 530 E 500 S Salt Lake City UT 84102
Current Occupant 540 E 500 S Salt Lake City UT 84102
Current Occupant 557 S 500 E Salt Lake City UT 84102
Current Occupant 553 S 500 E Salt Lake City UT 84102
Current Occupant 567 S 500 E Salt Lake City UT 84102
Current Occupant 577 S 500 E Salt Lake City UT 84102
Current Occupant 530 E HAWTHORNE AVE Salt Lake City UT 84102
Current Occupant 529 E 600 S Salt Lake City UT 84102
Current Occupant 537 E 600 S Salt Lake City UT 84102
Current Occupant 545 E 600 S Salt Lake City UT 84102
Current Occupant 559 E 600 S Salt Lake City UT 84102
Current Occupant 561 E 600 S Salt Lake City UT 84102
Current Occupant 564 S 600 E Salt Lake City UT 84102
Current Occupant 562 S 600 E Salt Lake City UT 84102
Current Occupant 573 E 600 S Salt Lake City UT 84102
Current Occupant 582 S 600 E Salt Lake City UT 84102
Current Occupant 563 E 600 S Salt Lake City UT 84102
Current Occupant 567 E 600 S Salt Lake City UT 84102
Current Occupant 602 E 500 S Salt Lake City UT 84102
Current Occupant 607 S 500 E Salt Lake City UT 84102
Current Occupant 617 S 500 E Salt Lake City UT 84102
Current Occupant 518 E 600 S Salt Lake City UT 84102
Current Occupant 602 S PARK ST Salt Lake City UT 84102
Current Occupant 608 S PARK ST Salt Lake City UT 84102
Current Occupant 620 S PARK ST Salt Lake City UT 84102
Current Occupant 564 E 600 S Salt Lake City UT 84102
Current Occupant 568 E 600 S Salt Lake City UT 84102
Current Occupant 607 S PARK ST Salt Lake City UT 84102
Current Occupant 603 S 600 E Salt Lake City UT 84102
Current Occupant 614 E 600 S Salt Lake City UT 84102
Current Occupant 512 E 500 S #512A Salt Lake City UT 84102
Current Occupant 512 E 500 S #512B Salt Lake City UT 84102
Current Occupant 512 E 500 S #512C Salt Lake City UT 84102
Current Occupant 514 E 500 S #514A Salt Lake City UT 84102
Current Occupant 514 E 500 S #514B Salt Lake City UT 84102
Current Occupant 514 E 500 S #514C Salt Lake City UT 84102
Current Occupant 512 E 500 S Salt Lake City UT 84102
Current Occupant 537 S 500 E #103 Salt Lake City UT 84102
Current Occupant 537 S 500 E Salt Lake City UT 84102
Lex Traughber 451 S. State Street, Rm 406 PO Box 1453 Salt Lake City UT 84114-5480
Tyler Morris - Cottonwood Residential 1245 Brickyard Road Suite 250 Salt Lake City UT 84106
5. ADDITIONAL PUBLIC COMMENT
From:Janet Hemming
To:Planning Public Comments; Clark, Aubrey; Traughber, Lex
Subject:(EXTERNAL) Opposition letter to Western Gardens rezone (PLNPCM2021-00420 )
Date:Wednesday, December 8, 2021 3:55:58 PM
Attachments:Western Gardens opposition letter.docx
Dear Salt Lake City Planning Commissioners:
Attached is a letter opposing the Western Garden rezone. I ask that you review it before your
Commission meeting tonight and that it be placed in the official record.
Respectfully,
Janet (Jan) Hemming
Chair,
Yalecrest Neighborhood Council
December 8, 2021
Dear Salt Lake City Planning Commissioners:
I oppose the petition of Tyler Morris, Cottonwood Residential, to rezone the Western Gardens
property at 550 South 600 East to FB-UN2 – Form Based Urban Neighborhood District
(PLNPCM2021-00420 ).
My opposition is based on the following:
• The Planning Department staff report says the zone change request “respects the
Central Community Master Plan.” How was that conclusion possibly reached because
this proposal is in direct conflict with the Central Community Master Plan and the
Preservation Plan created in 2012. The FB-UN2 zone allows for structures up to 50 feet
in height. This project would dwarf the buildings across the street at Trolley Square and
tower above the single-family homes on Hawthorne Avenue.
• This property is in an historic district and subject to the Historic Preservation Overlay
Zone. 50-foot structures are not permitted in historic districts.
• One of the most important statements in the staff report emphasizes that this property
“is adjacent to less intense residential development existing on to the south and west.
Future development of the subject property will need to be sensitive to this surrounding
mass and scale and will need to be particularly sensitive in terms of building heights and
setbacks.” Loud sirens should sound with this message because what this means is the
neighborhood is going to be overwhelmed with a gigantic, towering structure that has
no place in this location. It will negatively impact the nearby homes and residences. We
understand a 10-story structure is proposed and was originally going to be 12 stories.
Why is that not clearly disclosed in the staff report?
• The Salt Lake City’s Planning Department should be renamed “The Friendly Developer’s
Department.” As a taxpayer and voter, I was under the impression that the Planning
Department existed to preserve and develop our communities and neighborhoods in
wise ways– especially our historic places, not tear them down, or open the door to
behemoth construction projects.
• 21A.27.010.B.3 says local streets (600 E is not an arterial) should have relatively low
building height, similar to surrounding buildings. Surrounding buildings are 2-3 stories.
I am opposed to this petition, and hope as Commissioners you will consider the damaging consequences
this project will have on the concept of historic preservation, the surrounding neighborhood, and the
character of this great and beautiful city. As one who resides in an historic neighborhood, these kinds of
encroachments send a chilling message about our future and the degree to which the Planning
Commission values or doesn’t value historic districts.
Respectfully,
Janet (Jan) Hemming
Chair, Yalecrest Neighborhood Council
From:Jan Ellen Burton
To:Traughber, Lex
Subject:(EXTERNAL) Re: Western Gardens Property
Date:Wednesday, December 8, 2021 5:07:09 PM
I have enjoyed walking through the neighborhoods adjacent to Trolley Square. There is a
special feeling connected with old Salt Lake, much of which is sadly disappearing. I do not
counter the idea that the Western Gardens property may need to be replaced. However, the
depictions of the build-out on 600 East are disturbing, as there is little positive in the way of
architectural design. There is no attempt to integrate the new structures with the
neighborhood. I am reminded of the Soviet era cookie-cutter structures I have seen in Eastern
Europe--The design is not the same, but the end product appears as regimented.
From:
To:Planning Public Comments; Traughber, Lex
Cc:Clark, Aubrey; Tarbet, Nick; Oktay, Michaela; Thomas, Blake; Price, Angela; Norris, Nick; Valdemoros, Ana;
Mano, Darin; "Jesse Hulse"; Ballpark; Lopez, Eva
Subject:(EXTERNAL) Western Gardens Zoning Map Amendment Petition PLNPCM2021-00420
Date:Wednesday, December 8, 2021 5:58:32 PM
Dear Planning Division & Commission,
I join my fellow neighbors in Central City in opposition to this rezoning petition. While FB-UN2 has
great potential for the future, in its current state nothing should be rezoned to it until the problems
and flaws which it presents are addressed and fixed. We in the Central 9th have seen firsthand for
many years the unintended side effects of FB-UN2, we have seen no work done to address these
concerns and therefore oppose the zoning from being applied elsewhere until the serious work at
correction occurs. Major concerns with FB-UN2 include some of the following.
1. FB-UN2 allows very large projects with significant impact to neighborhoods to be built with
little to zero community engagement. Projects which will dramatically change the nature and
feel of an area permanently are allowed by right without any offsetting quality of life
improvements for those who already live or work in the neighborhoods where they are built.
2. In Central 9th we’ve seen how developers have taken advantage of FB-UN2 to build very poor-
quality projects which will not stand the test of time.
3. FB-UN2 discourages greenspace and trees. A simple walk around Central 9th would show
anyone the greenspace desert it’s helped create. It would be a terrible shame for such a lovely
greenspace as Western Garden to become the micro-unit nightmare of FB-UN2 units you see
on West Temple and throughout Central 9th, with no greenspace, no trees, no common space
for residents to enjoy, and certainly zero benefit to the quality of life for existing surrounding
residents and businesses.
4. FB-UN2 also has little influence in ground level engagement which might possibly offset some
of the extreme density it allows, but instead our experience is seeing mailboxes and laundry
rooms through ground level windows.
There are other issues with FB-UN2 which have been brought to planning and the administrations
attention for several years, yet we see no movement to make the minor tweaks and adjustments
which would make it a great zoning type for Salt Lake City. Until these serious concerns are
addressed and rectified, we cannot in good faith endorse it’s use in any part of the city.
Regards,
Paul Johnson
Chair, Central 9th Community Council
Item K1
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Allison Rowland
Budget and Policy Analyst
DATE:June 7, 2022
RE: ORDINANCE: PUBLIC LANDS TWENTY-YEAR MASTER PLAN, REIMAGINE NATURE
MOTION 1 – ADOPT ORDINANCE
I move that the Council adopt the ordinance approving the Salt Lake City Reimagine Nature Master Plan,
subject to a revision in the master plan that any reference to a partnership with a “friends group” or 501(c)(3) to
support or maintain the City’s parks and open space will include a requirement that the friends group is separate
from the City, not managed by City employees, and has a contractual, transparent relationship with the City to
support and maintain the City’s parks/open space that includes City processes for any budgeting, receiving of
funding and contracting for the management or maintenance of these City assets.”
Staff note: The language below is not meant for Council Members to read aloud. It is listed only for reference.
In addition, to the change noted above, the Department of Public Lands will add the following
language to the master plan. This language will appear on page 202 of the draft master plan reviewed
by the Council, as well as any other relevant places, in the Strategy section “G-1: Be proactive and
strategic about growth of the Public Lands System,” as Action 1.3F.
“New Action 1.3 F: Collaborate across City departments and divisions, such as Transportation, to
incorporate thoughtful consideration of islands and medians as beneficial park and open spaces.”
MOTION 2 – NOT ADOPT
I move that the Council not adopt the ordinance adopting the Salt Lake City Reimagine Nature Master
Plan, and proceed to the next agenda item.
Page 1 of 3 SALT LAKE CITY, UTAH 84104
ERIN MENDENHALL
MAYOR
DEPARTMENT of PUBLIC LANDS
OFFICE of the DIRECTOR
CITY COUNCIL TRANSMITTAL
Date Received:
Lisa Shaffer, Chief Administrator Officer Date sent to Council:
TO: Salt Lake City Council DATE: March 24, 2022
Dan Dugan, Chair
FROM: Kristin Riker, Director, Public Lands Department
SUBJECT: Adoption of Reimagine Nature – SLC Public Lands 20-Year Master Plan
STAFF CONTACT: Kristin Riker
Director, Salt Lake City Public Lands
Kristin.Riker@slcgov.com
COUNCIL SPONSOR: Not Applicable
DOCUMENT TYPE: Ordinance
RECOMMENDATION: Adoption of Public Lands Reimagine Nature Master Plan
BUDGET IMPACT:
The Master Plan provides strategic direction, ‘transformative project’ priorities, policy
recommendations and strategies for action to be implemented by the Department of Public Lands
over the next 20 years. However, the scope, scale and form that implementation of these
strategies take will be determined through development of individual projects and initiatives; the
Master Plan itself does not have specific budgetary impacts.
BACKGROUND/DISCUSSION:
From 2020 through 2021, Salt Lake City Public Lands has worked to develop a new Public Lands
Master Plan, which has been given the name “Reimagine Nature.” The master plan will provide a
guiding vision for the City’s four Public Lands Divisions (Parks, Trails & Natural Lands, Urban
Forestry, and Golf) and will establish an inspirational framework to guide how Public Lands will
grow and prioritize investments for the next 10-20 years. Reimagine Nature uses comprehensive,
evidence-based analysis, coupled with community engagement, to address current challenges,
improve our public lands system, and prioritize and identify transformative projects for Salt Lake
City’s public lands.
DEPARTMENT OF PUBLIC LANDS
1965 WEST 500 SOUTH
WWW.SLCGOV.COM
TEL:801-972-7800
Lisa Shaffer 04/30/2022
04/30/2022
Page 2 of 3
Reimagine Nature proposes big ideas to transform and sustain quality outdoor spaces that are
safe, welcoming and walkable and ensure people, wildlife and ecosystems benefit from fair
investment of Salt Lake City resources over the next 20 years.
Three foundational values provide the basis for Reimagine Nature and its recommendations: a
culture of stewardship to protect wildlife, trees, mountains, lakes, rivers and scenic views;
improving livability in SLC in the face of the impacts of climate change and population growth;
and providing greater equity in the way the community has access to close-to-home, high-quality
green spaces.
Reimagine Nature is organized around five principal goals the Public Lands Department aims to
prioritize over the next 20 years: (1) Environmental Health and Sustainability; (2) Accessible and
Connected Green Spaces; (3) Active, Authentic and Inclusive Places; (4) A Commitment to
Stewardship; and (5) Expanding our Public Lands. The goals of the plan are further supported by
strategies, policies and tangible action steps to guide transformational change, as well as ten
proposed ‘transformative projects’ to implement the vision of Reimagine Nature.
PUBLIC PROCESS:
Community engagement for the master plan process used a multi-pronged approach that
included an online survey, focus groups, micro-engagement events and community partnerships
to reach typically underrepresented groups. Using COVID-19 protocols, the city’s framework for
equitable engagement best practices, and multiple types of tactics, the team connected with over
12,000 Salt Lake City community members, providing input during online focus groups,
University of Utah student-led intercept interviews and micro-engagement events, and through
an online survey. A detailed description of the engagement process, including a summary of who
provided feedback, and what they told the city, can be found in the Engagement Summaries at
www.ReimagineNatureSLC.com.
In brief, the engagement process consists of three engagement windows, the first two of which are
complete:
Engagement Window 1: Building a Foundation of Understanding
Engagement Window 1 was conducted from August through December of 2020. Results from this
first round of engagement identified concepts and ideas that most resonated with the community
to support Public Lands’ values of promoting equity, livability and sustainability. Engagement
window one also gathered community ideas for Reimagine Nature goals and projects and
measured community support for initial transformative projects identified from previous
community feedback and research gathered in the 2019 Public Lands Needs Assessment. The
Reimagine Nature framework, including refined goals and transformative projects, was developed
from feedback received in Engagement Window 1.
Engagement Window 2: Visioning Transformational Projects and Priority Actions
Engagement Window 2 was held from March through May of 2021. Engagement Window 2
gathered feedback on the Reimagine Nature framework to verify that the plan was developing in
the right direction and had community support. Engagement Window 2 served as a check point to
identify any important information that may have been missing from Reimagine Nature.
Engagement Window 3: Final Master Plan Adoption
This engagement period will occur as the City Council takes up consideration of
formally adopting Reimagine Nature as a city master plan for Public Lands , and is
expected to occur during February and March of 2022. Engagement during this phase will be led
primarily by City Council staff, with outreach support from Public Lands.
Page 3 of 3
NEXT STEP:
The City Council will lead the Master Plan adoption process for Reimagine Nature in the first
months of 2022. The Reimagine Nature project team, including Public Lands staff and the lead
consultant Design Workshop, are prepared to brief the City Council on Reimagine Nature and
support public engagement during the adoption process as requested by the City Council.
Following adoption of Reimagine Nature, Public Lands will work to organize its year -by-year
actions and project priorities around the recommendations of Reimagine Nature. Public Lands is
requesting support in the FY23 CIP process for development of a five-year strategic plan that will
identify the specific projects, initiatives, activities, and organizational focus areas that will
facilitate and accelerate plan implementation in the near-term.
EXHIBITS:
A. Salt Lake City Ordinance
B. Reimagine Nature Master Plan Draft
C. Reimagine Nature Public Engagement Summaries
cc:
Lisa Shaffer
Kristin Riker
Tyler Murdock
Nancy Monteith
Attachment A
Salt Lake City Ordinance
1
SALT LAKE CITY ORDINANCE
No. _____ of 2022
(Adopting the Salt Lake City Reimagine Nature Master Plan)
An ordinance adopting the Salt Lake City Reimagine Nature Master Plan.
WHEREAS, the Reimagine Nature Master Plan establishes a framework to guide how
Public Lands will care for, grow, and, prioritize investments for the next 10 to 20 years; and
WHEREAS, after a hearing before the city council, the City Council has determined that
adopting this ordinance is in the best interest of the City.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Adopting the Salt Lake City Reimagine Nature Master Plan. That the “Salt
Lake City Reimagine Nature Master Plan” is hereby adopted to read and appear as provided in
Exhibit “A” attached hereto.
SECTION 2. Effective Date. This ordinance shall become effective on the date of its
first publication.
Passed by the City Council of Salt Lake City, Utah, this ______ day of ______________,
2022.
______________________________
CHAIRPERSON
ATTEST AND COUNTERSIGN:
______________________________
CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor's Action: _______Approved. _______Vetoed.
2
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ATTACHMENT B
Reimagine Nature Master Plan Draft
FINAL DRAFT 01/2022
Prepared by
REIMAGINE N
SL_£ PtJ-eLIC LANDS
Public Lands
k, I r, 11ls & f'l tiff I l. rn i I UrlJa"l stry I C 01! DESIGNWORKSHOP
iii
SLC PUBLIC LANDS PROJECT TEAM
Kristin Riker, Director of Public Lands
Nancy Monteith, Senior Landscape Architect, Project Manager
Lewis Kogan, Public Lands Deputy Director
Lee Bollwinkel, Parks Division Director
Tony Gliot, Urban Forestry Division Director
Matt Kammeyer, Golf Division Director
Luke Allen, Community Outreach, Events, and Marketing Manager
Amy Nielson, Community Events Manager
Katie Riser, Volunteer, Outreach & Education Coordinator
Valerie Huitzil, Graphic Design Technician
Leah Smith, Special Events Permit Coordinator
Suzy Lee, Parks Usage Coordinator
Kezia Lopez, Office Facilitator
SALT LAKE CITY STAFF
Nick Norris, Planning Director
Allison Rowland, Public Policy Analyst II, City Council
Sarah Benj, Salt Lake City American Disability Act (ADA) Coordinator
Michael Guymon, Engineer, Public Utilities
Celina Milner, Policy Advisor for Diversity and Human Rights
Kyle Strayer, Civic Engagement Team
PARKS, NATURAL LANDS, URBAN FORESTRY AND TRAILS ADVISORY BOARD
Ginger Cannon, At-large
Polly Hart, At-large
Jenny Hewson, At-large
Elliot Mott, At-large former
Fred Fife, District 2 former
Melanie Pehrson, District 2
Phil Carrol, District 3
Gwen Springmeyer, District 3 former
Brianna Binnebose, District 5
Katie Davis, District 6 former
CJ Whittaker, District 6
Samantha Finch, District 7
UNIVERSITY OF UTAH COLLEGE OF CITY AND METROPOLITAN PLANNING
Dr. Ivis García, Assistant Professor
Elizabeth Arnold, Westside Studio
Teaching Assistant
Students of Community Engagement in
Planning
Students of West Side Studio
ACKNOWLEDGMENTS
DESIGN WORKSHOP
Anna Laybourn
Amanda Jeter
Mary Oliver
Michael Stout
Ashton Breeding
Nino Pero
Renee Ludlam
ETM ASSOCIATES
Tim Marshall
Desiree Liu
v
PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .I
Executive Letter ..................................................vii
Plan on a Page ..................................................viii
CHAPTER 1: INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Background ......................................................3
Plan Horizon ................................................3
Planning Process ............................................4
How To Use This Plan .............................................5
Plan Framework Diagram .....................................6
Past and Present .................................................7
System Facts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Challenges ......................................................11
Plan Components & Relevant Plans .................................15
Needs Assessment Snapshot ......................................17
Community Engagement Summary .................................19
CHAPTER 2: FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
Master Plan Vision Statement ................................33
Plan Values ................................................33
Plan Goals .................................................35
Transformative Projects Overview .............................41
CHAPTER 3: SUSTAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43
Sustain: Environmental Health & Sustainability ......................45
Sustain: Strategies & Policies Overview .......................49
Transformative Project 1 - Put Environment First .................51
Transformative Project 2 - Grow Our Urban Forest ..............57
CHAPTER 4: CONNECT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63
Connect: Accessible & Connected Green Spaces ..................65
Connect: Strategies & Policies Overview .......................71
Transformative Project 3 - Connect Mountains To The Lake .....77
Transformative Project 4 - Just Five Minutes From Here .........83
CHAPTER 5: WELCOME . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Welcome: Active & Inclusive Places ...............................91
Welcome: Strategies & Policies Overview .....................95
Transformative Project 5 - Reimagine Neighborhood Parks ......97
Transformative Project 6 - Coming Soon To A Park Near You ...107
CHAPTER 6: PROTECT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113
Protect: A Commitment To Stewardship .................................115
Protect: Strategies & Policies Overview .......................121
Transformative Project 7 - Revive Our River ...................123
Transformative Project 8 - Sustaining Our Stories ..............131
CHAPTER 7: GROW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .139
Grow: Expand Our Park System ...................................141
Parks Classification Tables .................................145
Future Investments and Recommendations by Planning Area ...149
Grow: Strategies & Policies Overview ........................157
Transformative Project 9 – Downtown Comes Alive Outside ....160
Transformative Project 10 - Welcome To The Green ............165
CHAPTER 8: ACTION STRATEGIES . . . . . . . . . . . . . . . . . . . . . . . . . . .175
Next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .177
Approaches For Action ......................................181
APPENDIX DOCUMENTS:
A. Public Engagement Reports
B. 2019 Needs Assessment
CONTENTS
ix
REIMAGINE NATURE Letter from Mayor Erin Mendenhall
Salt Lake City’s natural realm is a shared sanctuary for people, ecologies and wildlife -
a legacy landscape shaped by Native Americans, pioneers, flora and fauna including 72
mammal species of the Wasatch Front, and nearly 200,000 city residents represented
by 120 diverse spoken languages. While the mountains, plains, wetlands and Great
Salt Lake of the valley inspire humankind and provide wildlife habitat, impacts from
climate change, poor air quality, increasing population, historic drought and aging
infrastructure threaten the city’s ability to protect nature. Throughout the city there
are disparate levels of engagement in the outdoors, requiring attention to differing
interests, needs, access, and investments. We must intentionally correct for historic
racism and classism and providing people access to opportunities across the city
so as not to inherently perpetuate disparities. The state of the city’s extraordinary
public lands is at a crossroads and all these factors create a need for a bold and
transformational plan to guide us.
The first citywide public lands master plan in 29 years, Reimagine Nature delivers
a vision for the next 20 years and is informed by over 12,000 community members
who shared hopes and dreams for play, civic pride, nature, outdoor fitness, greening,
and more in the city. The public process elevated conversations of transitioning
Public Lands from a Division to a City Department that would allow for a more robust
planning arm focused on projects and ecological services. Salt Lake City’s Public
Lands Department will now include two collaborative groups to support the planning
and operations of the four divisions of parks, trails and natural lands, golf and urban
forestry. This move also supports the four objectives of my 2021 Plan: Recharge, Reset,
Rebound in keeping pace with the city’s growth, leading environmental stewardship,
listening equitably to our communities and supporting employee well-being.
Coinciding with the start of the COVID-19 pandemic, public engagement required
adaptation, creativity, and support from the many community partners and advocates
that we thank for their immeasurable contributions as ambassadors. Through this
health crisis we witnessed increased visitation to public lands, learning that parks were
a refuge to many – a community asset for resilience and essential service.
Reimagine Nature reflects core community values for public lands: equity, stewardship
and livability. Conversations around equity in public lands reflect nationwide and
neighborhood trends to provide additional resources to public spaces and programs
serving low and middle-income households who often struggle to access quality natural
experiences as part of their daily lives. Calls for stewardship of public lands came across
emphatically with desires to take care of what we have and protect invaluable pieces of
our natural community. Concerns for the livability of Salt Lake City are also top of mind
in the midst of many environmental and climate challenges, rising cost of living, urgent
social issues of homelessness and keeping up with population growth.
With dedication, passion, and foresight to conserve Salt Lake City’s greatest natural
asset, it is our hope that this document directs us in responsibly managing the public’s
lands and waters in ways that honor community aspirations and support thriving plants
and wildlife. The next page provides a summary snapshot of the plan’s key elements.
Sincerely, Mayor Erin Mendenhall
Natural lands along the Jordan River provide essential riparian habitat.
SLC Public Lands Master Plan vision proposes big
ideas to transform and sustain quality outdoor
spaces that are welcoming, safe and walkable;
ensuring people, wildlife and ecosystems benefit
from fair investment of Salt Lake City resources over
the next 20 years.
1) Put Environment First
2) Grow Our Urban Forest
3) Connect Mountains to the Lake
4) Just 5 Minutes From Here
5) Reimagine Neighborhood Parks
6) Coming Soon to a Park Near You
7) Revive Our River
8) Sustaining Our Stories
9) Downtown Comes Alive Outside
10) Welcome to the Green
VALUES: VISION:
Chapter One: Introduction xi
SUSTAIN
STEWARDSHIP
SUSTAIN CONNECT WELCOME PROTECT
EQUITY
GROW
GOALS & 10 TRANSFORMATIVE PROJECTS: LIVABILITY
environmental health & sustainability
accessible & connected green spaces
active, authentic & inclusive places a commitment to stewardship expand our Public Lands system
[i]
2
1CHAPTER
INTRODUCTION
Reimagined nature in an urban setting is evident when taking in the treetop views of SLC and the surrounding mountains.
LOOKING FORWARD TO A GREENER HORIZON
We have a heightened awareness that
complex factors such as ecological systems,
historical influence, and social equity
impact planning for Salt Lake City’s Public
Lands. Reimagine Nature is an opportunity
to redefine approaches for the City’s parks,
trails, golf courses and natural lands as
environmental and social assets. It sets
forth a vision for Public Lands to champion
initiatives that improve air quality, address
public health disparities, make a more
resilient future in the face of climate change
and provide green space to balance rapid
urban development.
Chapter One: Introduction 4
Figure 1: Planning Process Timeline
PLAN HORiZON 2020-2040
Salt Lake City’s 88 parks, 86,500
urban forest trees, six golf courses
and thousands of acres of natural
landscapes are the culmination of
more than a century of committed
care and preservation. As Salt
Lake City welcomes another
30,000 residents over the next
20 years (by 2040) and as the
diversity and health of our city’s
nature is threatened by the
impacts of climate change, a
plan to grow and protect public
lands and the quality of life those
natural landscapes afford to all
living things is needed. This plan
provides a vision to aspire to for
the next two decades and outlines
specific direction for near-term
actions.
PLANNiNG PROCESS
Reimagine Nature is one
component of a larger planning
effort to direct the future of
SLC Public Lands. The planning
process includes the 2019 Needs
Assessment,1 an inventory of the
Public Lands system; Reimagine
Nature, which outlines goals and
strategies; and will be completed
with detailed Public Lands 5-Year
Strategic Plans, a series of 5-year
1 https://www.slcdocs.com/parks/SLCPLNeedsAssessment.pdf
IT’S IN OUR NATURE
working plans updated annually by
Public Lands Staff.
A comprehensive community
engagement process informed
every step of the plan
development, including a
statistically valid resident survey
and other outreach to inform
the 2019 Needs Assessment.2
Community member, technical
expert, partner staff and
stakeholder input guided the
Reimagine Nature plan content
through the course of the planning
process. The timeline to the
right highlights the phases and
engagement activities.
2 Ibid
Public engagement at Allen Park.
REIMAGINE NATURE
PLANNING PROCESS
TIMELINE
REiMAGiNE
NATURE ENGAGEMENT
NUMBERS:
12,159
PEOPLE
PROviDED
iNPUT
2018-2019 SLC PARK AND PUBLIC
LANDS NEEDS ASSESSMENT
Community Survey #1
Public Lands Staff Interviews
2022-2040 REIMAGINE NATURE:
SLC PUBLIC LANDS IMPLEMENTATION
PROCESS
Master plan goals and projects annual
assessment
Salt Lake City annual budgeting process
Public Lands 5-Year Strategic Plan
2030 and 2040 master plan updates
2020-2021 REIMAGINE NATURE: SLC
PUBLIC LANDS MASTER PLAN
Phase 1: Foundation of Understanding
Community Survey #2
University of Utah College of City
and Metropolitan Planning Intercept
Interviews and Outreach
Public Lands Pop-Up Events
Community Council Presentations
Phase 2: Draft Vision, Goals and
Transformational Projects
Community Survey #3
University of Utah College of City and
Metropolitan Planning Westside Studio
Neighborhood Park Outreach
Community Council Presentations
Public Lands Meet-and-Greets
City Departments Collaborative
Workshop
Online Town Halls & Facebook Live
Open House
Phase 3: Draft & Final Master Plan
City Leadership Groups Review
Online Draft Plan for Public Comment
City Council Adoption
Chapter One: Introduction 6 Evening walk at Monument Plaza.
Figure 2: Master Plan framework and definitions
Specific policies and actions
to realize the transformative
projects, plan goals, and direct
operations and maintenance
strategies .
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Elements of the master plan have
been refined by the public to
ensure the language reflects the
community’s hopes, concerns
and desires for the future of
public lands. Over the past year,
more than 12,000 community
members have helped direct a
vision and identify what needs to
be improved for our natural lands,
urban forests, city parks and city
golf courses.
The intention is to establish
collective aspirations for the future
that create strategic planning
and alignment. This is meant to
be flexible to adapt to changing
HOW TO USE THIS PLAN
circumstances and will require
significant additional effort,
resources, and funding to achieve
over a ten-year period or more,
with some of the actions already
underway.
The master plan is a compilation
of visions, values, goals, projects,
strategies and actions. These
elements are organized in a
hierarchy ranging from broad
ideals to detailed policies and are
highlighted in Figure 2 to the right.
Monument Plaza in Sugar House.
Salt Lake City Public Lands Department Vision & Mission
Statements that guide Public
Lands in their role and what
the department aspires to
achieve . Guides the master plan
and all other aspects of the
department’s operations and
planning efforts .
City-wide, long-range vision
for the next 20 years of Public
Lands’ work .
Guiding principles that align
with other city plans and
policies and focus the master
plan goals .
What the master plan aims to
achieve, supports values and
is supported by high-level
strategies and policy actions .
Specific, inspirational projects
identified by the community to
realize over the next 20 years .
List of 146 near-term possible action items to support this plan- updated annually.
Master Plan Vision
Stewardship
Livability
Equity
Welcome
Connect
Protect
Grow
Sustain
1) Put Environment First
2) Grow Our Urban Forest
3) Connect Mountains to Lake
4) Just 5 Minutes From Here
5) Reimagine Neighborhoods Parks
6) Coming Soon to a Park Near You
7) Revive Our River
8) Sustinaing Our Stories
9) Downtown Comes Alive
10) Welcome to the Green
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Chapter One: Introduction 8
THE NATURE OF SALT LAKE CiTY
Ancient Lake Bonneville once
covered the present-day mountain
valley of Salt Lake City and beyond
into Utah, Nevada and Idaho. The
Great Salt Lake remains the last
remnant of Lake Bonneville in the
Intermountain West and frames
the northwest part of the city. The
Wasatch Mountains stand sentinel
to the east and north and the
Oquirrh Mountains (pronounced
“oaker”) to the west. This geologic
history gives shape and form to
the present-day landscapes of
the city’s Great Basin, marshlands,
mudflats, ancient lakebed benches,
drainages and cottonwood
galleries, foothills, narrow canyons
and mountain peaks, some of
which rise 6,000 feet from the
basin floor.
THE HiSTORY OF PEOPLE AND PLACE
Five tribes including the Shoshone,
Piute, Ute, Goshute and Navajo
inhabited the territory that later
became Utah. The lands where
desert meets lake and surrounding
wetlands adjacent to Salt Lake
City hosted American Indian
habitation beginning 10,000 years
ago through European settlement.
Explorers, Mormon settlers,
farmers and miners heading to the
California gold rush traveled to
present day Salt Lake City in the
Salt Lake City’s natural lands, urban forest, city parks and golf landscapes reflect the scenic beauty of the Great Salt Lake ecosystem and are the culmination of more than a century of preservation and cultivation since the city’s founding in 1847 .
PAST & PRESENT
SLC PUBLiC LANDS DEPARTMENT MiSSiON & viSiON
MISSION: What We Do
We enhance the livability of the
urban environment through a
diverse network of natural open
spaces, recreational opportunities,
park facilities, city golf landscapes,
the city cemetery and the urban
forest to ensure that the resources
under our management are
carefully stewarded for future
generations.
VISION: What We Aspire to Achieve
A vibrant system of connected
public landscapes and living
infrastructure that enhances the
community’s identity, sense of
place and quality of life.
mid-1800s. Settlers laid out tree-
lined city streets in a Jeffersonian-
grid originating on the southeast
corner of Temple Square and the
city’s earliest parks, including the
10-acre, square-shaped Pioneer
Park, follow this form. The city
acquired additional parks and
natural areas in the surrounding
foothills and along creeks and
rivers - within neighborhoods and
as larger regional and community
destination parks. The natural
and cultural histories of this place
are embedded in the parks, trails,
urban forest, natural areas and
bucolic golf landscapes which
remain today and enhance the
quality of life for current-day
residents.
Public Lands are integral and essential to life in Salt Lake City.
Fishing at Fairmont Pond.
Walking, jogging and hiking are top activities in
areas managed by the Trails and Natural Lands
Division such as the Fife Wetland Preserve and the
6,423-acres of Foothills Natural Area, canyons and
foothills bordering the northern and eastern limits of
SLC. More than 70 miles of off-street trails connect
residents to parks and natural lands.
The urban forest’s street trees are one of the
most accessible forms of nature, extending into
every neighborhood and business district in the
city, resulting in a literal canopy of shade, beauty,
socioeconomic, environment and health benefits.
Most residents live within a half mile or 10-minute
walk to a local park, and that’s important to 97% of
people polled. 75% of residents who live on the east
side visit parks at least once a month, while 60% of
west-siders visit parks once a month. Established in
1881 to be SLC’s “Central Park,” historic Liberty Park
is the most visited park in the system.
SLC Public Lands six municipal golf courses
are the newest addition to the public lands
management. These spaces create opportunities
for the community to exercise in nature, while also
providing critical open space within the City that
helps clean the air and reduce urban temperatures
and provides shelter for urban wildlife.
Chapter One: Introduction 10
SLC PUBLIC LANDS SYSTEM MAP
LEGEND
108 HOLES
PUBLIC GOLF COURSES
70.7 MILES
EXISTING TRAILS
129.4 MILES
PROPOSED TRAILS
19 NEIGHBORHOOD
PARKS
3 SPECIAL EVENT,
15 COMMUNITY AND
2 REGIONAL PARKS
6,423 ACRES
FOOTHILLS
NATURAL AREA
121 ACRE CITY
CEMETERY
1,694 ACRES
NATURAL LANDS
42 MINI PARKS 86,500 TREES
URBAN FOREST
o l fg
70 .7
Miles of Existing Trails
129 .4
Miles of Proposed Trails
6,423
Acres Foothills Natural Area
Collaborative Management Zone
1,694
Acres Natural Lands
86,500
Urban Forest Trees
3 Special Event 15 Community and 2 Regional Parks
42 Mini Parks 19 Neighborhood Parks
108 Holes of City Public Golf
121 Acre City Cemetery
1 Regional Athletic Complex (16 Outdoor Sports Fields)
system facts
o l fg
PRESENT SYSTEM
Figure 3: Public Lands System Map. System facts are current as of 2020.
REI MAGI NE NATURE
SLC PUBLIC LANDS MASTER PLAN
NATURAL
LANDS
CI TY
PARKS
l~ICITY
URBAN
FOREST
□
• •
Chapter One: Introduction 12
CHALLENGES
COMPLEx iSSUES
Today Salt Lake City’s urban
nature faces many challenges:
rapid degradation to ecological
systems exacerbated by
climate change, lingering social
inequities from historic zoning
and planning decisions, unhealthy
environmental factors like poor
air quality fueled by expanding
population, competing priorities
for limited city funding, rapid
development downtown and
the urgent need to redefine
green space. The Reimagine
Nature master plan vision is
shaped by an understanding of
the environmental and social
challenges facing public lands.
Salt Lake City’s Public Lands are
increasingly under pressure from
the impacts of climate change
including record heat, volatile
weather, drought and some of
the worst air quality in the nation.
The environmental pressures
impact nature today and in the
future. A 2019 climate study
predicts Salt Lake City’s summers
could feel more like Las Vegas
by 2050, a change that would
drastically impact the city’s plants
and wildlife.3 The city has been
experiencing an extreme drought
of historic proportion, prompting a
state of emergency called in 2020
by Utah’s governor and creating
3 Crowther Lab, https://journals.plos.org/
plosone/article?id=10.1371/journal.pone.0217592
Air pollution inversion over the Salt
Lake Valley.
a need for solutions that support
nature in the absence of water
resources. The September 2020
wind storm (derecho) blew down
1,300 trees in the city and over a
dozen parks shut down temporarily
for clean-up activities. Many of
these mature trees reflect decades
of care and provided valued shade.
Since their earliest establishment
more than a century ago, the
City’s parks, trails, and public
green space have been promoted
as places of refuge from the
nuisances of city life with goals
of addressing a host of social
woes. However, encampments of
unhoused people within public
properties and their removal have
often brought in to question this
premise. Throughout this process
the most common topic raised
was concern and a spectrum of
approaches suggested for public
lands and people experiencing
homelessness. It is clear that
housing dispersal of unhoused
individuals throughout the city
has caused more people to feel
discomfort, witness challenges
with social interactions and/or
environmental degradation of
spaces people are occupying
for their survival. The graphic
below is a past public relations
informational campaign that
was used to help build comfort
with interactions and expresses
that parks cannot solve for
homelessness alone, but must
take a compassionate approach
for collective response.
SALT LAKE CiTY
GROWTH
SLC is home to over 196,000
people representing a broad range
of socioeconomic backgrounds
and cultural heritages that include
over 80 spoken languages.
The 2019 Needs Assessment
estimates that this “population
Many of the city’s mature shade trees were lost in the 2020 wind storm.Figure 4: 2018 SLC Parks and Homelessness Public Relations Campaign.
Understanding Homelessness in
SLC Parks
All membera of the
community aH welcome
tou.epublicparkeand
open epacee.
• Everybody is welcome to use
p_arks
• Those experiencing
homelessness are part of our
communi~.
• Public parlcs c;an be a more
comfortable space for those
e~riencing homelessness.
• Kriow the rules of the park; call
the parl<s or police department
when necessary.
High volumes of public
complaints may strain park
resources.
Wewill•••l••
uneheltued homel•••n••
•• our community work•
to reeol,re homel•••neN.
• Become familiar with the
organizations who serve those
experiencing homelessness.
• Provide support and/or
volunteer for such
organizations
• Public complaints may result
in the displacement of those
e:q:,eriencing homelessness
and make it more difficult for
organizations to engage
people in resolving their
homelessness.
An~can
~-nc,e
11ozne1 ... nea.
• Each person ex_peri~cing
home1e881189$J8 umque.
• Those exp,riencing
hom.elennen may face inuea
such aa extreme poverty1 phymcal and mental beilth
concerns, and/or adcliction.
• Such barrien and limited
community reaourceamake
homeleaan.eaa diffkult to
overcome.
• Securing housing can take
longer than 6 months.
Chapter One: Introduction 14
light-yellow areas in Figure 5
below) or areas where residents
are not within a half-mile walk of
a park or green space particularly
in the Central Community, Sugar
House and East Bench planning
communities.
The questions of who can walk
to public lands, who can afford
to travel to public lands, who has
the leisure time to enjoy public
lands and what languages and
social cues welcome different
groups to public lands have also
been asked during the 2019
Needs Assessment and the
Reimagine Nature community
process. Nationally, best practices
encourage reflecting on these
be required to meet future park
needs at the same level of service
as today. However, Utah is growing
faster than projections made
during the Needs Assessment and
it is likely that the city will need to
be innovative and do even more
than previously reported to meet
increasing demand.
PUBLiC LANDS SERviCE GAPS
The 2019 Needs Assessment
analyzed the public’s needs
and desires for public lands and
performed different types of
analysis mappings to understand
where gaps may exist. The
assessment found gaps (visible
doubles during the daytime, due
to individuals coming into the city
to work.”4 The City’s parks and
surrounding natural areas create
a desirable quality of life drawing
a projected future population
growth of an additional 30,000
people moving to Salt Lake City
by 2040. Additionally, Salt Lake
City’s population is aging and
becoming more diverse. The 2019
Needs Assessment found that
the majority of city residents live
within a half mile of a park, natural
land or trail and parks are well
distributed. The study also noted
that 94 acres of new park land will
4 2019 SLC Public Lands Needs Assessment
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Salt LakeRegionalAthleticComplex
LibrarySquare
LibertyPark
Sugar HousePark
Jordan Park/Peace Gardens
RiversidePark
RosewoodPark
ConstitutionPark
SunnysidePark
MemoryGrove Park CityCemetery
Glendale Park
PioneerPark
11th AvenuePark
Donner TrailPark
Ensign PeakOpen Space
H Rock
Parley's HistoricNature Park
WestpointePark
Modelport
SherwoodPark
´0 21Miles
Parleys Canyon/Mountain Dell Golf Course Area Map
!T Trailhead
!A Trail Access
Existing Multipurpose Trail
Proposed Multipurpose Trail
Existing Hiking/Mountain Biking Trail
Proposed Hiking/Mountain Biking Trail
1/2 Mile Walk Distance Along Existing Trails & Streets
Zoning: Residential Uses AllowedExisting Hiking Only Trail
Developed Parks
Special Use Parks
Natural Lands
Cemetery
Public Golf Courses
County Parks
City Staff caring for gardens along the S-Line.
types of questions to assess the
equitable access of urban nature
to different communities. And if
there are gaps, to offer master
plan strategies that can help
those areas of the city that need
additional resources most.
OPERATiONS & MAiNTENANCE
Concurrently during the Reimagine
Nature community outreach, a
national consultant team, ETM
and Associates, analyzed
Public Lands level of staffing,
resources and responsibilities.
As Public Lands’ responsibilities
have expanded over time, a
youthful, diverse and energetic
staff has tackled increased
responsibilities. Compared to
other North American benchmark
cities, Public Lands is relatively
understaffed, particularly in the
area of long-term management of
environmental assets. For example,
Urban Forestry staff is stretched
at one staff member protecting
an average of 10,000 trees. The
public may not be highly aware
of this shortfall as a 2021 citizen
survey shows “parks” was one of
the highest rated city services,
after fire/paramedics, library,
garbage pickup, and airport.
However, 63% of Public Lands
assets have been evaluated to be
in poor or fair condition.
Throughout the master plan
development, it became clear
that elevating Public Lands from
a division to a City department
would allow for growth in
capacity to take better care of
the city’s urban nature while
also tackling vital adaptations
needed to address the impacts of
climate change and social issues.
Additional evidence for supporting
investment in current parks, trails
and open spaces can be seen in
the high rankings in the recent
2021 Salt Lake City Resident
Survey where participants ranked
investment in Public Lands as
the number four priority for the
city, just under investment in
affordable housing, supporting
local businesses and expanding
sustainability.
Figure 5: Needs Assessment Parks Gaps Map. Source: 2019 Needs Assessment.
...
..... . . . . . . . ....
... ---·· .. -·
• i • ............... . ...........................
-
. "--~· .. •-----------'----------====:_ _______ _
---
Chapter One: Introduction 16
RELEVANT PLANSPLAN COMPONENTS
»1992 Open Space Plan
»2010 Salt Lake City Open Space Acquisition Strategy
»2012-2017 Salt Lake County Parks and Recreation Needs Assessment
Survey
»2015 Salt Lake County East West Recreation Trails Master Plan Review
»2016 The Downtown Plan
»2015 Salt Lake City Pedestrian and Bicycle Master Plan
»2015 Plan Salt Lake
»2017 Salt Lake City Public Lands Strategic Plan
»2019 Salt Lake City Parks and Public Lands Needs Assessment
»2020 Geographic Equity, Inclusion and Belonging Committee
Recommendations
»Smaller subarea plans, specific property plans, and topical studies
also exist to provide targeted direct, such as the Integrated Pest
Management Plan and Cemetery Master Plan.
SLC PARK AND PUBLiC LANDS NEEDS ASSESSMENT (2019)
The SLC Park and Public Lands Needs Assessment provides a
measurement of the quantity and quality of existing parks and
natural lands.
REiMAGiNE NATURE: SLC PUBLiC LANDS MASTER PLAN (THiS DOCUMENT-2021)
This ambitious, community-driven master plan is composed of a plan
vision, values, goals and transformative projects that prepare us for
the enhancement and protection of our public lands over the next
20 years.
PUBLiC LANDS 5-YEAR STRATEGiC PLANS (UPDATED ANNUALLY 2022-2040)
5-year Strategic Plans will outline and prioritize specific strategies
and actions to implement Reimagine Nature. These will be working
plans which are updated annually by Public Lands staff. 9 Line Bike Park.
The National Parks and Recreation Association (NRPA) defines a master plan as “a system-wide…comprehensive
document and process that include an internal assessment, community engagement, resources and data
collection, and development of an implementation plan.”5 In 2019, Public Lands commenced data collection and
analysis, research on international best practices and consultation with the public, staff, partners, stakeholders
and experts. The result of this work is presented in three parts listed below.
5 https://www.nrpa.org/publications-research/best-practice-resources/creating-equity-based-system-master-plans/
“IT IS THE
SET OF THE
SAILS, NOT THE
DIRECTION OF
THE WIND THAT
DETERMINES
WHICH WAY WE
WILL GO”.
- jim rohn
Reimagine Nature: Public Lands Master Plan sits within a larger planning
context of policies and city initiatives. The following list indicates the
purpose of these previous plans and their influence on the Public Lands
Master Plan and value alignment.
-
1~ 7
-
Chapter One: Introduction 18
Snapshot
SALT LAKE CITY PUBLIC LANDS SNAPSHOT
The following snapshot captures factors that currently influence the equity, livability and sustainability of Salt
Lake City and its Public Lands. It also takes stock of the current Public Lands system including an inventory of
urban forest trees, natural areas, trails, parks and city golf courses.
By 2050 our temps could rise10°
leading to poorer air quality .
EQUITY livability STEWARDSHIP
$85,000
per year to clean up nuisance graffiti .
are anticipated to move to SLC
by 2040 which will require an
additional park space roughly
equivalent to Liberty Park.
SLC IS HOME TO OVER 199,723
people who speak 80 languages
and represent a broad range
of socioeconomic backgrounds
and cultural heritages .
45%
of metro area renters are cost burdened .
The master
plan includes
community engagement windows .
The 2019 Needs Assessment will help identify priority areas .
Accessibility gaps and trail gaps
still exist in all SLC planning
areas, and east-west connections
across the city are limited .
Salt Lake City’s proposed
trails, including expansion
of the 9-line Trail, will add
another 129 .4 miles to the
system, the equivalent of
adding another Jordan River
Parkway (the longest paved urban trail in the US) .
SLC public lands have opportunity to increase biodiversity
by adding more natural habitat like
recent efforts at Fairmont Park Pond
and the Fife Wetland Preserve .
86%
Income barriers can limit the amount of
leisure time and transportation options
people have to enjoy public lands .
of SLC population is made up of
people who identify themselves
as Native American, African
American, Hispanic, Latinx,
Asian or Pacific Islander .
3 200
community
groups
have been
invited to
participate
in this
process .
30,000+
of public lands assets are in fair to poor condition .
of SLC residents who
responded to the 2019
Needs Assessment
prioritize investments to
improve existing parks,
trails and natural areas .
35%
Nearly 17% of the population is projected to be 65 or older by 2045 .
City Golf courses
maintain over 1,000
acres of open
space . As the city
grows, how can golf
grow as a community
partner, serving more
of the city population?
Over the last 20 years SLC’s urban forests have been in decline .
63%
Our 86,500 trees, including 7,000 trees in city golf courses, provide a cooling of summer temps by 6°
SLC urban forest hosts 260 species of trees that support biodiversity and improve air quality .
94 ACRES
>50%
of all global species are at
risk of extinction leading to
rapid biodiversity loss .
Activating underutilized spaces with
activities such as outdoor education,
guided nature walks, wildflowers
and birding would increase park
service as the city grows .
EW
Sources: Salt Lake City Public Lands Division, 2019 Salt Lake City Parks & Public Lands Needs Assessment, American Community Survey 2014-2018, Kem C. Gardner Policy Institute, "Understanding Climate
Change from a Global Analysis of City Analogues" by Thomas Crowther et. al., "Promoting and Preserving Biodiversity in the Urban Forest" by Alexis A. Alvey, "Utah Forest Facts: Trees and Climate Change" by
Megan Dettenmaier et. al., "Salt Lake City Confronts Its Growing Pains" by Trevor Bach, U.S. Census, 2020.
REI MAGI NE NATURE
SLC PUBLIC LANDS MASTER PLAN
Ii ii fr ii
Chapter One: Introduction 20
Chapter Two: introduction
COMMUNITY ENGAGEMENT SUMMARY
The Reimagine Nature master plan process reached over 12,000 members of the community through digital and
socially distanced tactics (see figure 6 below). Engagement was conducted in two periods: Window #1, (2020)
and Window #2 (2021). Now more than ever, public lands contribute to the community’s personal health, identity
and civic ideals. The plan is a reflection of the community’s vision for a bright future of public lands.
HOW WE LiSTENED
The figure below shows one metric of how engagement was evaluated for how it was inclusive of representative
demographic populations that reflect the city’s current diversity. More information about the participation
demographics and engagement methods can be found in the document appendix. Partnerships with the
University of Utah College of City and Metropolitan Planning and on-the-ground, “intercept survey” efforts of
Salt Lake City staff members and volunteers supplemented digital tactics to target engagement of typically
underrepresented areas or populations of the city.
Community Member participating in a Paint the Pavement engagement event at Poplar Grove Park.
Planning students from the University of Utah provided support to make targeted community engagement possible.
Ice cream social distancing interviews.
Community feedback at an engagement event in Liberty Park.
FiNDiNGS
Targeted engagement improved the
diversity of survey respondents, with
multi-cultural participation in survey two
increasing an average of 232% from that
of survey one .
SURVEY DEMOGRAPHICS
ASIAN
AMERICAN INDIAN
BLACK / AFRICAN AMERICAN
HISPANIC / LATINO
NATIVE HAWAIIAN / PACIFIC ISLANDER
WHITE
OTHER
PREFER NOT TO SAY
5.4%
1.4%
2.3%
21.6%
1.5%
73.1%
3.4%
1.5%
0.3%
0.5%
4.0%
0.3%
80.0%
1.2%
4.0%
COMMUNITY SURVEY 1 SALT LAKE CITY DEMOGRAPHICS
2.2%
1.3%
1.4%
8.2%
0.5%
76.3%76.3%
2.4%
7.7%
COMMUNITY SURVEY 2
ENGAGEMENT BY THE NUMBERS
ENGAGEMENT WINDOW #1
SURVEYS 4,455
Public Survey 3,735
City Staff Survey 85
intercept Surveys 635
POPUP EVENTS 2,320
ice Cream Social Distancing
Trailside Snacks
Trail intercepts
MICRO-ENGAGEMENT EVENTS 47
Focus Groups
17 COMMUNITY PRESENTATIONS 260
Community Councils
Boards And Committees
ADDITIONAL ENGAGEMENT WITH OVER 200+
COMMUNITY STAKEHOLDERS
ENGAGEMENT WINDOW #2
ONLINE PUBLIC SURVEY #2 3,318
4 STUDENT-LED PLACEMAKING EVENTS 69
16 INTERCEPT EVENTS 582
COMM. COUNCIL PRESENTATIONS 260
FACEBOOK OPEN HOUSE EVENTS 848
Spanish views 195
English views 653
SOCIAL MEDIA POSTS
43 Facebook + 39 Twitter + 29 instagram + 4 Next Door
= 115 Posts
3 EMAIL NEWSLETTERS To 7,907 People
Total Engagement Window 2 5,077
Total Engagement Window 1 7,082
Tot al Directly Reached
Reimagine Nature Engagement 12,159
Figure 7: Summary of Engagement Activities and Community Reached.
Figure 6: Reimagine Nature Survey Demographics.
t t I , \ ~ ~ t t J l ft
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Chapter One: Introduction 22
COMMUNITY ENGAGEMENT SUMMARY
TARGETED COMMUNiTY ENGAGEMENT
In-person surveying occurred in 80 locations but was focused in Westside and Northwest neighborhoods.
These communities are the most ethnically diverse areas of the city and are cut off from downtown by
railroads and highways. Compared to their neighbors to the east, residents in these neighborhoods are in
“higher need” according to the 2019 SLC Public Lands Needs Assessment. Parks in westside communities
also have lower rates of visitation compared to parks in Salt Lake City’s east side, signaling a need to hear
community-led solutions from westside neighborhoods. The multi-level approach captured a more diverse
sample of the community.
Initial survey results led to preliminary plan ideas that were shared in a series of focus groups with
representative community stakeholders to refine master plan direction. The focus groups cultivated stronger
relationships resulting in new collaborations and solutions.
ENGAGEMENT WINDOW #1
STUDENT & STAFF OUTREACH LOCATIONS
ENGAGEMENT WINDOW #2
STUDENT OUTREACH LOCATIONS
ENGAGEMENT WINDOW #2
STAFF OUTREACH LOCATIONS
– Public Lands Master Plan Page 5
Students engaged the community at 38 different public space locations. This outreach
involved parks, libraries, open spaces, trails, and other areas. Students and staff
distributed a total of 467 flyers and 593 postcards. Figure 2 is a map of the locations
that were visited by students and staff.
Figure 2: Staff & Paired Outreach Locations to Parks and Other Areas
Figure 8: Engagmenet locations throughout SLC.
f course '
0 QN ROSE PARK
LOW PLACE
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ARLINGTON HILLS
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FAIRPARK
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17<1DS WEST GRAND tlBERTY WELLS VIEW
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Na tural Histo
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UNIVERSITY
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E Sunrry:iillH Ay~
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VALE PARK
1300:S:
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REDWOOD 'i
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WILMINGTON
Sugar
House Park
COMMUNITY ENGAGEMENT SUMMARY
Chapter One: Introduction 24
WHAT WE HEARD
The focus of engagement was
to gather community feedback
and input on the Master Plan
framework, including refined goals
and transformative projects ideas.
It also served as a check point with
the community and stakeholders
to verify that the Master Plan
was developing in the right
direction, had community support,
and provided an opportunity to
contribute any important ideas
that may be missing from the
Master Plan.
The following pages show a
selection of some of the responses
received from the community
through the online survey, focus
groups and micro-engagement
events. The document appendix
includes detailed reports on the
public engagement windows and
their findings for more information.
Community members of all ages provide their thoughts during a student intercept survey event.
Reach out and listen. Specific place-based responses for acts of restoration, maintenance, and development.
Recruit stewards, rangers/ambassadors, and volunteers from minority communities near the public lands.
STEWARDSHiP iDEAS
I would volunteer to clean up parks, paint bathrooms, help with trash and waste disposal I would also donate money to groups that contribute to stewardship of the parks.
Work with school districts on biodiversity education and curriculum including hands on projects to give our youngest citizenry a sense of ownership.
Encourage non-motorized visitation. Supply and timely service waste receptacles. Landscape with broad ecological goals, e.g. not just trees but flower and open areas that support birds and bees.
More trails closer to home so I and my neighbors don’t have to drive to other places (Millcreek, Draper, Herriman, etc.) for trail running and riding opportunities.
LivABiLiTY iDEAS
Source: 2020 Community Survey 1
Substantially improve tree cover in neighborhoods, parks and natural areas by 50% to compensate for human impacts.”
Add neighborhood opportunities to spend time in water. Salt Lake City is getting hotter summers and one of the key missing public land opportunities for residents is access to water for recreational opportunities.
Expand community gardens.
EQUiTY iDEAS
Source: 2020 Community Survey 1
Have signs displayed in 2-3 languages.
Increased accessibility for all members of society, along with native fauna that calls the space home. So more bike paths, ramps for wheelchairs, inclusive non-gendered bathrooms. For the wild life, creating more pockets of space not meant for human traffic or usage, and planting more native plants essential to their natural habitats.
A fully integrated trail system through the city so that folks can access trails regardless of where they are
Source: 2020 Community Survey 1
COMMUNITY ENGAGEMENT SUMMARY
Chapter One: Introduction 26
COMMUN iTY iNPUT iN THE PLAN
In addition to asking for ideas
around the values, respondents
from Community Survey 1 were
asked to choose their preferred
actions to increase livabiltiy and
sustainability in SLC. These actions
were integrated into goals and
helped to craft the transformative
projects found in the Reimagine
Nature Plan.
Sidewalk art survey advertisement.
Survey advertisement posted at a local laundromat.
Community member providing feedback during a student intercept survey.
With more than 4,455 surveys
completed and roughly 1,000
individual conversations, there
was abundant ideas and variety
of perspectives provided by the
community to reflect in crafting
this plan.
Q - What do
you think
would most
benefit the
livability of
Salt Lake City
and encourage
you to get
outside more
often?
(Pick your top 2)
LivABiLiTY TOP PRiORiTiES
A thriving urban forest, improving networks for active transportation
and investing in neighborhood public lands were seen as the top
actions that would improve livability in SLC.
• Grow our urban forests
• Improve the sidewalk and trail network in order to travel by bike and foot to public lands and everyday destinations like work and school
• Invest in neighborhood public lands and amenities that encourage everyday use
DIRECT ACTIONS
• Create wildflower meadows
• Incorporate more native, waterwise plants in landscaping
• Plant more trees
• Expand public access points to trails
• Add or renovate aged restrooms, playgrounds and other amenities
$FUNDING
• Acquire additional natural areas
• Acquire lands adjacent to water
• Invest in increased maintenance
• Improve the City’s donation process
• Develop adoption programs, i .e ., adopt-a-tree, adopt-a park, etc .
DAILY PRACTICES
• Support active modes of transportation
• Expand collaboration with non-profit organizations
• Host education events
• Improve capacity to respond to environmental emergencies
• Create a Biodiversity Advisory Committee
Q - What stewardship actions
would be most impactful to
public lands over the next 10-
20 years?
(Select all that apply)
SUSTAiNABiLiTY TOP PRiORiTiES
Biodiversity, the environment, trails & maintaining existing amenities
were themes that emerged among survey respondents. The most chosen
actions are highlighted below.
Source: 2020 Community Survey 1
46%
44%
42%
Figure 10: Sustainability top priorities, 2020 Community Survey 1.
Figure 9: Livability top priorities, 2020 Community Survey 1.
COMMUNITY ENGAGEMENT SUMMARY
Chapter One: Introduction 28
Engagement event at 1700 South Park.
Trailside snack bike trailer advertisement.
“I think the vision statement should include explicit language on climate change.”
“Since more people are using the outdoors, education on how to treat and take care of it is essential.”
“safety for marginalized and over policed communities. for black and brown people public spaces are not always safe (RIP Trayvon Martin, Tamir Rice, Darren Hunt and many more). part of access for these communities is assurance that they wont get shot or arrested just for existing in public spaces while being a person of color. some sort of police and emergency service outreach to ensure this message is heard would be appropriate.”
“More emphasis on making areas bike and bus friendly and reducing the need to drive to parks.”
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
SOMEWHAT
SATISFIED
EXTREMELY
SATISFIED
CONNECT
MOUNTAINS TO
THE LAKE
SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
37%
38%
26%
65%33%
54%31%
52%
27%
62%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
30%
47%
26%
61%
21%
71%24%
57%
20%
70%
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
SOMEWHAT
SATISFIED
EXTREMELY
SATISFIED
CONNECT
MOUNTAINS TO
THE LAKE
SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
37%
38%
26%
65%33%
54%31%
52%
27%
62%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
30%
47%
26%
61%
21%
71%24%
57%
20%
70%
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
SOMEWHAT
SATISFIED
EXTREMELY
SATISFIED
CONNECT
MOUNTAINS TO
THE LAKE
SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
37%
38%
26%
65%33%
54%31%
52%
27%
62%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
30%
47%
26%
61%
21%
71%24%
57%
20%
70%
TRANSFORMATivE PROJECT SUPPORTNEW iDEAS AND FEEDBACK
Survey #2 yeilded responses from 3,318 community members rating their satisfaction with the plan vision
statement, plan goals, and transformative projects. All aspects of the plan had community support with 82% of
survey respondents saying they thought the vision plan was on the right track, and 87% agreeing with the plan
goals. Overall, all transformative projects had a combined satisfaction rate of between 75%-92% among survey
respondents. The community indicated they were most satisfied with projects centered on sustainability, with the
projects “Grow Our Urban Forest” and “Put Environment First” receiving the most selections for extremely and
somewhat satisfied. Note, some of the goals and projects have been revised in response to this input.
Source: 2020 Community Survey 1 Source: 2021 Community Survey 2
Figure 11: Graph of transformative project satisfaction ratings, Source: 2021 Community Survey 2.
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■ ■
COMMUNITY ENGAGEMENT SUMMARY
Chapter One: Introduction 30
TOP CHOICES
FOR OVERALL
IMPORTANCE:
1 . GROW OUR URBAN
FOREST - 97%
2 . PUT ENVIRONMENT
FIRST - 95%
3 . REIMAGINE
NEIGHBORHOOD
PARKS - 89%
TOP CHOICES FOR
OVERALL URGENCY:
1 . GROW OUR URBAN
FOREST - 95%
2 . PUT ENVIRONMENT
FIRST - 94%
3 . REIMAGINE
NEIGHBORHOOD
PARKS - 87%
4 . MEET ME AT THE
RIVER - 83%
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
CONNECT
MOUNTAINS TO
THE LAKE
URGENCY AND IMPORTANCE OF THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
42%
41%48%
39% 49%
23%
44%
40%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
40%
19%
42%
39%
27%
68%
41%
35%
22%
72%
VERY
URGENT
VERY
IMPORTANT
MEDIUM
URGENCY
MEDIUM
IMPORTANCE
41%
15%
51%
19%
39%
49%46%
43%54%
25%
41%
45%
22%
73%
40%
40%
26%
71%
42%
44%
45%
25%
COMMUNiTY
PRiORiTiZiNG
TRANSFORMATivE
PROJECTS
Survey respondents were
asked to rate both the urgency
and importance of the ten
transformative projects. These
questions were designed to gain
insight into community priorities
for each project, highlighting
which projects should happen
right away and which projects
should be prioritized because they
are the most impactful and provide
value.
When comparing urgency versus
importance, two projects stood out
significantly. Put environment first
was ranked the highest by survey
respondents in both categories,
with 73% ranking it as very
important 72% ranking it as very
urgent. The next highest-ranking
project was grow our urban
forest, with 71% ranking it as very
important and 68% ranking it as
very urgent. This again reinforces
the community’s desire for using
sustainable principles in managing
TRANSFORMATivE PROJECT URGENCY AND iMPORTANCE
Source: 2021 Community Survey 2
Public Lands and improving the
local environment with natural
amenities.
These projects also were
viewed as significant and held
high support with focus group
participants. Overall, the question
responses show that all projects
are valued by the community.
When combining the selections for
medium urgency and very urgent,
the 10 transformative projects
were selected by between 56%
and 94% of respondents as being
urgent. The combined selections
for project importance show that
the 10 transformative projects
were selected by between 70%
and 95% of respondents as
important.
Figure 12: Graph of transformative project urgency and importance, Source: 2021 Community Survey 2.
■ ■ ■ ■
-
l
~
-
~
t
~
CHAPTER
Public Lands maintains some green spaces within public roadways and transit stops. 32
2 VISION
FRAMEWORK
FOR NATURE
REIMAGINE NATURE MASTER PLAN VISION
SLC Public Lands Master Plan vision proposes
big ideas to transform and sustain quality
outdoor spaces that are welcoming, safe,
and walkable; ensuring people, wildlife and
ecosystems benefit from fair investment of Salt
Lake City resources over the next 20 years.
LIVABILITY
EQUITYSTEWARDSHIP
Chapter Two: Framework 34
WHAT VALUES GUIDE THE PLAN? The VALUES that drive the way the Public Lands Department achieves plan goals is through a work ethic:
»that grows a culture of
STEWARDSHIP to protect
wildlife, trees, mountains,
lakes, rivers and scenic views;
»that improves LIVABILITY in
SLC in the face of impacts of
climate change and population
growth; and
»that provides greater EQUITY
in the way the community has
access to close-to-home, high-
quality green spaces.
The plan values are integrated
into each goal and transformative
project.
STEWARDSHIP, or taking
care of what we have, is
investing in the renewal of
our existing city parks, urban
forest, natural areas and
trails. Stewardship inspires
us to preserve habitat so
plants and wildlife can thrive
and be resilient to impacts
of climate change like rising
temperatures. Potential
actions could be planting
tree groves in city golf
courses or adding butterfly
gardens to city parks.
Figure 13: Value Lenses Relationship to Goals Diagram.
LIVABILITY, or maintaining
SLC’s quality of outdoor
life, inspires us to provide
more services to residents
as the city grows. We
can collectively identify
opportunities to use our
city’s parks, golf courses,
school yards, natural areas
and streetscapes to increase
public access to nature, trails,
sports fields, and public
gathering places.
EQUITY, or including diverse
voices in the master plan
process and priorities,
aligns as a citywide
value emerging from the
roundtable discussion on
“Geographic Equity, Inclusion,
PLANVALUES:
& Belonging.” We are
committed to listening to the
realities and perceptions of
access to public lands from
all sides of Salt Lake City to
help guide next steps for a
more equitable future.
Skating at Jordan Park.
Mountain biking on the Bonneville Shoreline Trail.
VISION STATEMENT:
Reimagine Nature SLC Public
Lands Master Plan vision proposes
big ideas to transform and sustain
quality outdoor spaces that are
welcoming, safe, and walkable;
ensuring people, wildlife and
ecosystems benefit from fair
investment of Salt Lake City
resources over the next 20 years.
~
36
GOALS
GOAL STATEMENT:
Public Lands will continue to be on
the forefront of environmentalism,
employing sustainable operations
practices such as conserving
water resources for greater
resilience to climate change and
making significant contributions to
an equitable and healthier natural
environment such as increasing
tree cover that improves regional
air quality and provides bird
habitat.
SUSTAIN:
ENVIRONMENTAL HEALTH
AND SUSTAINABILITY
TOP STRATEGIES:
S1 - Position Public Lands to
increase the ambition of Salt Lake
City’s climate resiliency goals.
S2 - Position Public Lands
as the City leader for driving
improvements in human and
ecosystem health.
PROGRESS METRICS:
S1 - Metric: Percent of occupied
tree planting sites.
Goal: 90% occupied by 2030.
S1 - Metric: Percent of urban forest
trees pruned annually.
Goal: 10% of trees pruned annually
by 2030.
S2 - Metric: Species biodiversity
by site.
Goal: Demonstrate a statistically-
significant increase (>0) in species
biodiversity on all Public Lands
(except mini parks and special use
parks) by 2030.
Reimagine Nature Master Plan
has five main GOALS of what the
Public Lands Department is aiming
to achieve over the next 10-20
years:
1. Sustain: Environmental Health
and Sustainability
2. Connect: Accessible and
Connected Green Spaces
3. Welcome: Active, Authentic
and Inclusive Places
4. Protect: A Commitment to
Stewardship
5. Grow: Expand our Public
Lands System
Mural in the Granary District.
People enjoying the spring water pond at Liberty Park.
Chapter Two: Framework 38
GOAL STATEMENT:
Well-maintained, welcoming trails,
streets, public transportation, and
sidewalks are interconnected as
the city’s circulatory system. This
system connects pedestrians,
cyclists, and riders to the city’s
green spaces and outstanding
natural landscapes of Salt Lake
City’s Public Lands: mountains,
foothills, valley, wetlands, and
lakes. The City will continue
to enhance these systems and
increase connectors to include
everyday destinations ranging
from the daycare, library, grocery
store, pharmacy and museum.
This adds convenient connections
to walk or ride along a greenway,
adding steps to pedometers and
enriching health and wellbeing.
GOAL STATEMENT:
Ideal parks are actively used
by the community, inclusive for
all ages, abilities and cultures
and strive to be authentic, or
reflective of the neighborhood
and community’s culture. Parks
departments across the country
struggle with balancing limited
resources and many priorities with
achieving these ideals. For cities,
there is also a growing awareness
of how green space has historically
been provided and maintained for
different neighborhoods. Cities
are collecting data and stories to
document the historic inequities in
the quantity and quality of green
space (e.g., nationwide studies
have found that lower income
urban areas typically correlate with
less tree canopy, less accessible
green spaces and lower quality
amenities). The Public Lands
Department, in alignment with
the mayor’s 2021 citywide vision,
is committed to looking at top-
down and bottom-up community-
driven solutions to welcoming
more people. The department will
strive to reflect the diverse culture
and history of Salt Lake City
neighborhoods in the tapestry of
parks and open spaces.
WELCOME:
ACTIVE, AUTHENTIC AND
INCLUSIVE PLACES
CONNECT:
ACCESSIBLE AND CONNECTED
GREEN SPACES
TOP STRATEGIES:
C1 - Connect people to information
about their park system.
C2 - Increase the ease of access
to public lands, making it easier to
travel to, between and within them.
TOP STRATEGIES:
W1 - Design and program
Neighborhood Parks to highlight
the unique natural, historical,
cultural and economic identify
of the surrounding area and
community in which they are
located.
W2 - Support active programming
that brings people out to their
parks for art, events, programs,
recreation and community. This
programming should be diverse
and adapted to represent the
community culture and encourage
creation of social connections.
PROGRESS METRICS:
C1 - Metric: Percent increase in
social media followers across
Facebook, Twitter, and Instagram.
Goal: 500% increase from 2021
baseline by 2030.
C1 - Metric: Percent increase in
total email addresses in Constant
Contact (or equivalent) platform.
Goal: 500% increase from 2021
baseline by 2030.
C1 - Metric: Percent increase in
average monthly website visitors
per year.
Goal: 500% increase from 2021
baseline by 2030.
C1 - Metric: Percent increase
in average monthly attendance
to community events by PL
administrative team
Goal: 500% Increase in
community event attendance by
PL administrative team, for all
Planning Areas, from 2021 baseline
by 2030.
C1 - Metric: Percent of properties
with multi-lingual signage
Goal: Signage includes Spanish
language information at 90%
PROGRESS METRIC:
W1 - Metric: Annual total number
of community-led programs in
Neighborhood Parks, by planning
area.
Goal: At least 300 community-
led programs in Neighborhood
Parks in EACH SLC planning area,
annually, by 2030.
W2 - Metric: Percent of
respondents to annual SLC
Resident Survey who report
visiting a city park or natural land
at least weekly.
Goal: Increase percent of residents
who visit parks or natural lands at
least weekly by 2% per year, with
at least 60% of residents visiting a
park or natural land at least weekly
by 2030.
of parks, natural areas and golf
courses by 2030.
C2 - Metric: Percent of parks that
have received an accessibility
audit*.
*identifies accessibility barriers, a
means to remove the barrier, and
a transition plan for budgeting,
planning and implementing the
barrier removal.
Goal: 90% of SLC parks have
received an accessibility audit by
2030.
C2 - Metric: Percent of parks
that have fully implemented the
removal of accessibility barriers
identified in an accessibility audit.
Goal: 50% of SLC Regional,
Community, Neighborhood,
Special Event and Mini Parks have
fully implemented the removal of
identified accessibility barriers by
2040.
C2 Metric: Percent of residents
within ¼ mile of a park, multi-use
trail or natural land.
Goal: 95% of SLC Residents live
within ¼ mile of a park, multi-use
trail or natural land by 2040.
Chapter Two: Framework 40
GOAL STATEMENT:
Salt Lake City’s urban population
is growing. The Public Lands
Department will balance
providing safe green spaces for
the public while also protecting
iconic, irreplaceable natural
resources that keep the city
wild. Stewardship demands
are profound: diminishing
environmental health, increasing
need for visitor management,
increasing maintenance demands,
increasing numbers of unhoused
using open space as refuge,
and increasing costs to provide
infrastructure and services to a
growing city. In the Public Lands’
domain, the Department will lead
the stewardship and care of urban
green spaces. The Department will
seek out opportunities to partner
with advocacy groups and schools
to educate on how the public can
be stewards of the land and learn
its history.
GOAL STATEMENT:
As the Salt Lake City population
increases, our public lands receive
more visitation and work harder to
reduce negative impacts of more
“footprints” on our landscapes and
public amenities with increased
maintenance and renewal.
Providing the amount of public
properties in relation to population
growth needs is increasingly
challenging in a city reaching
maximum expansion build-out with
limited opportunities to aquire
large natural areas or small parks
in areas of dense development
with high land prices. City
departments and partners work
together to provide green space
and recreation opportunities in our
rapidly re-developing downtown.
We innovate and make smart use
of the public properties we have,
being strategic with our resources
and creating funding sources to
expand our urban forest, trails,
park system, and natural areas.
GROW:
EXPAND OUR PUBLIC LANDS SYSTEM
PROTECT:
A COMMITMENT TO STEWARDSHIP
TOP STRATEGIES:
P1 - Ensure iconic, irreplicable
assets are not lost or rendered
less valuable due to neglect,
destruction or development.
P2 - Leverage the power of the
community to help steward SLC’s
Public Lands.
TOP STRATEGIES:
G1 - Be proactive and strategic
about growth of the Public Lands
System.
G2 - Overcome difficult obstacles
to growth needs through creativity
and through leveraging external
assets and resources.
PROGRESS METRIC:
P1 - Metric: Acres per funded
grounds maintenance employee
full time equival (FTE) for parks by
park type.
Goal: No more than 15 acres per
funded grounds maintenance FTE
for Regional Parks, Special Event
Parks, and Urban Natural Areas,
and no more than 5 acres per
funded grounds maintenance FTE
for Neighborhood Parks and Mini
Parks, by 2030.
P1 - Metric: Park and natural land
acres acquired.
Goal: Acquire at least 94 acres of
parkland, 60 acres of urban natural
lands, and 150 acres of non-urban
natural lands, by 2040, to maintain
2017 level of service.
P2 - Metric: Number of volunteers
engaged & total number of
volunteer person-hours annually
Goal: Increase number of
volunteers engaged & total
number of volunteer person hours
by 10% annually, and by 250% by
2030.
PROGRESS METRIC:
G1 - Metric: Number of parks with
annual visitation estimates based
on data from automated visitation
counters and/or point-in-time
counts.
Goal: Annual visitation estimates
for 75 parks by 2030.
G1 - Metric: Number of
respondents to annual public
opinion survey for Public Lands.
Goal: Three-year running average
is equal to or greater than 2,000
respondents by 2030.
G2 - Metric: Number of active,
formal partner organizations*
*Organizations with active
partnerships agreements
(approved by attorneys office &
fully executed).
Goal: Thirty formal partnership
agreements are active by 2030.
Chapter Two: Framework 42
TRANSFORMATIVE PROJECTS
Ten Transformative Projects were identified through the engagement process to achieve
plan goals and heighten Public Lands’ impact
on the city’s livability, equity, and stewardship.
The projects are transformative as they
will require great effort and/or and shift in
Public Lands operations to achieve. The
Transformative Projects are organized by the
goals and chapters they are most emblematic
of, however each project supports multiple
plan goals.
Figure 14: Ten transformative projects for Reimagine Nature.
PUT ENVIRONMENT FIRST
Cultivate more biological diversity and
conservation in city parks, urban forests,
city golf lands and natural areas.
GROW OUR URBAN FOREST
Expand awareness of how to be a steward
of our urban forest in all publicly-owned
landscapes including city parks, street
medians, city golf courses, riparian areas
and natural areas.
R
E
G
I
O
N
A
L
L
O
C
A
L
CONNECTMOUNTAINS
TO THE LAKE
COMING SOON TO A
PARK NEAR
YOU
JUST FIVE MINUTES
FROM HERE
GROW OUR URBAN
FOREST
PUT
ENVIRONMENT
FIRST
SUSTAINING OUR
STORIES
REIMAGINE
NEIGHBORHOOD PARKS
DOWNTOWN COMES
ALIVE OUTSIDE
REVIVE
OUR
RIVER
WELCOME TO THE GREEN
1
2
S
U
S
T
A
I
N
C
O
N
N
E
C
T
W
E
L
C
O
M
E
REIMAGINE NEIGHBORHOOD PARKS
Transform parks into vibrant community spaces
that empower residents to contribute to their
neighborhood identity.
COMING SOON TO A PARK NEAR
YOU
Help our parks, large and small, come alive with
activities and events throughout the year.
CONNECT MOUNTAINS TO THE
LAKE
Complete missing links in regional trails and
invest in greenways to enhance nature and
creeks within the city.
JUST FIVE MINUTES FROM HERE
Make it easier to find and explore nearby
parks, trails and public spaces to expand
the public’s experiences in nature and build
stewardship principles and practices.
4
3
P
R
O
T
E
C
T
G
R
O
W
6
5
8
7
10
9
REVIVE OUR RIVER
Invest in projects and maintenance along the
Jordan River Parkway that will promote equity,
access, scenic beauty, diverse recreation, and
healthy ecology along the parkway.
SUSTAINING OUR STORIES
Reveal past and present stories from our
diversity of experiences that have shaped
this valley, giving focus to underrepresented
and indigenous people. Express these stories
through landscapes, structure, placemaking and
art.
DOWNTOWN COMES ALIVE
OUTSIDE
Increase the provision of green and active
spaces downtown that will contribute to
livability, inclusiveness, and economic vitality.
WELCOME TO THE GREEN
Invite appropriate alternative use of our
public golf courses for greater benefit.
3 GOAL STATEMENT
Public Lands will continue to be on the
forefront of environmentalism, employing
sustainable operations practices such as
conserving water resources for greater
resilience to climate change and making
significant contributions to an equitable
and healthier natural environment such as
increasing tree cover that improves regional
air quality and provides bird habitat.
The urban forest is aging, requiring regeneration to keep SLC shaded and cool while providing critical habitat.
CHAPTER
44
SUSTAIN:
ENVIRONMENTAL
HEALTH &
SUSTAINABILITY
“ENCOURAGE NON-MOTORIZED VISITATION
TO REDUCE CARBON EMISSIONS.”
Beautiful parks don’t have to be the
color green. The future will be less
water. Xeriscape can be beautiful
and ecologically sound.”
“LANDSCAPE WITH
ECOLOGICAL GOALS
THAT SUPPORT BIRDS
AND BEES.”
-comments from the
2021 public survey
Chapter Three: Sustain 46
SUSTAIN:ENVIRONMENTAL HEALTH & SUSTAINABILITY
“In nature nothing exists alone.”- Rachel Carson, Silent Spring
ENVIRONMENTAL CHALLENGES FACING SLC’S PUBLIC LANDS
The idea of sustainability as we
know it today evolved out of the
environmental movement in the
mid-1900s. Implicitly, our ability
to sustain environmental health
relies on our understanding of
landscape ecology: relationships
between all life, great and small,
on our planet and the cultivation
of natural cycles that bind these
relationships. For Salt Lake City’s
Public Lands, the cycles that bind
us to the environment (landscape)
include our recreation activities
that provide physical and mental
wellness to our community: hiking
in the Foothills Natural Area,
enjoying the scenic views of our
city golf courses and natural lands,
or commuting to work under the
shade of the urban tree canopy.
The environmental health and
scenic qualities of these landscapes
are threatened with global and
local stressors. The rapid loss of
biodiversity (or richness of different
types of plants and animals) is a
global phenomenon. It is estimated
that possibly half or more of all
current species could be at risk
of extinction in the foreseeable
future worldwide.1 Locally, Water
Strategies for the Great Salt Lake2,
reported a historical decline in
lake water levels due to human
development, water use and
sustained drought. Maintaining
water in our creeks, the Jordan River
and the Great Salt Lake is essential
to protecting riparian habitat critical
to local wildlife and migratory
birds along the Central Flyway. At
a citywide scale, recent studies
aiming to project the impact of
climate change found that by 2050
Salt Lake City’s temperatures could
rise ten degrees and feel more like
Las Vegas today.3 Within Public
Land’s territories, Salt Lake City’s
urban forest has been in decline
over the last 20 years.4 With recent
studies citing our evolution into
an “indoor species,” spending only
minutes a day outside, the physical
and plant-based infrastructure
that welcomes us outdoors so
that we can connect with nature
1 Alvey, A.A. (2006). Promoting and preserving biodiversity in the urban forest. Urban Forestry & Urban Greening 5 195-201. https://
doi.org/10.1016/j.ufug.2006.09.003.
2 Clyde, S; DenBleyker, J; Harding, B; & Clyde, S; (2020). Water Strategies for Great Salt Lake.3 Bastin JF, Clark E, Elliott T, Hart S, van den
Hoogen J, et al. (2019). Understanding
climate change from a global analysis of city analogues. PLOS ONE 14(10): e0224120. https://doi.org/10.1371/journal.pone.0224120.
4 Dettenmaier,M; Kuhns, M; McAvoy, D; & Unger,
B. https://forestry.usu.edu/files/utah-forest-facts/trees-and-climate-change.pdf
is essential (e.g., accessible trails,
community vegetable gardens,
playgrounds, urban forests, water-
efficient irrigation systems, etc.).
For the SLC Public Lands system,
the 2019 Needs Assessment5 found
that 63% of those types of assets
are in fair to poor condition.
DESIRES AND
OPPORTUNITIES FOR
SUSTAIN
The opportunities to think globally
about climate change and act
locally at the scale of SLC’s Public
Lands is critically important to
the community. With over 12,000
participants in this master plan
effort, many provided suggestions
on how to sustain and enhance
Public Lands’ environmental
health. The project survey saw
90% of respondents ranking two
transformational projects that are
emblematic of the Sustain goal,
“Put Environment First” and “Grow
Our Urban Forest,” as their top
priorities in terms of urgency and
importance. Supporting ideas
that resonated with many in the
community are displayed in the
quotes on the following page.
5 https://www.slcdocs.com/parks/SLCPLNeedsAssessment.pdf
i ,'
' '
Chapter Three: Sustain 48
EQUITY &
ENVIRONMENTAL
JUSTICE
NRPA’s Story Map “Equity in Parks
and Recreation” highlights how
government policies “increased
local park access for some, while
significantly limiting it for others,
especially by income, education,
race and ethnicity.”6 Policies such
as segregation, racial covenants
and redlining have formed
marginalized and historically
underserved neighborhoods
which suffer greater environmental
inequities from industrial pollution
and lack of investment.
Today these communities
continue to experience inequities
formed by policies of the past.
Research demonstrates that
such neighborhoods have
less tree canopy, higher urban
temperatures, less permeable
ground to absorb stormwater, and
greater levels of air and noise
pollution. In Salt Lake City, park
and trail use during the pandemic
increased by most demographic
groups but decreased among older
adults, females, homeowners,
and low-income households
6 https://storymaps.arcgis.com/stories/5727e40084614c559bf0440dc5a21f7f
according to research conducted
by University of Utah.7
Parks and open space create
an opportunity to address these
inequities through environmental
improvements that create more
equitable access to nature and
provide benefits which lead to
greater health outcomes. The 2019
Public Lands Needs Assessment8
took the first steps toward
understanding equity in access to
nature by identifying high needs
areas which mapped factors such
as gaps in park access, age, and
income. This assessment can
be expanded upon to highlight
communities that continue to
experience environmental inequity.
Figure 15 Equity Map was created
combining environmental and
demographic maps of equity
disparity indicators to identify
priority areas for provision and
improvement of parks, natural
areas, and trails. The indicators
can be weighted by importance to
prioritize investment in locations
that advance equity goals.
7 JAPA 2021 “Who visited parks and trails more or less during COVID-19 pandemic, and why? Garcia, Ivis; Park, Keunhyun; Keuntae, Kim.
8 https://www.slcdocs.com/parks/SLCPLNeedsAssessment.pdf
SUSTAIN:ENVIRONMENTAL HEALTH & SUSTAINABILITY
Figure 15: Equity Analysis Map.
AVENUES
EAST
BENCH
SUGAR
HOUSE
NORTHWEST
CENTRAL
COMMUNITY
DOWNTOWN
WEST
SALT LAKE
CAPITOL
HILL
The Highest Equity Priority Areas (darkest green shade) depict the
greatest number of these indicators
are concentrated in this location.
EQUITY ANALYSIS POPULATION AND ENVIRONMENTAL HEALTH
LEGEND
GOLF COURSES
EXISTING TRAILS
PARKS AND NATURAL LANDS
HIGHEST EQUITY PRIORITY
HIGH EQUITY PRIORITY
LOWEQUITY PRIORITY
VERY HIGH
EQUITY PRIORITY
MEDIUM EQUITY PRIORITY
VERY LOW EQUITY PRIORITY
UTA TRAX STATIONS (COLOR SHADE INDICATES EQUITY PRIORITY)
CEMETERY
Socio-Economic
E
Q
U
I
T
Y
M
A
P
I
N
D
I
C
A
T
O
R
S
CDC Social Vulnerability
Index• Below Poverty• Unemployed• Household Income• No High School Diploma• Aged 65 or Older• Aged 17 or Younger• Civilian with a Disability• Single-Parent Households• Minority
EnvironmentPopulation
EPA Environmental Justice
Index • Air Toxins Respiratory Health Index
CDC Places Health Data• Poor Mental Health • Lack of Physical Activity
NLCD Tree Canopy Cover • Low Percent Tree Canopy
US Census Bureau
(2020 Census
Redistricting Data)• Population Density
TAZ Population
Projections for 2050
(WFRC)• Areas of Population Growth Projection
• Aged 5 or Older who Speaks English “Less than Well”• Multi-Unit Structures• Mobile Homes• Crowding• No Vehicle• Group Quarters
%
■
■
■
■
■
.;~ ~♦-
■ --
Chapter Three: Sustain 50
CASE STUDIES SUPPORTIVE RESEARCH FINDINGS
Parks and public lands throughout
the country are increasingly
focused on “green/sustainable”
initiatives and practices and
are expanding their roles in
addressing ways to mitigate
climate change. The following are
some study findings and examples
for SLC to consider.
• The City of Reno, Nevada has
formed a pesticide-free parks
program, implementing best
practices in maintenance and
design to reduce the use of
pesticides. It has successfully
created ten pesticide free
neighborhood parks and two
pesticide free downtown parks.
City of Reno pesticide-free
parks program.
Photo: http://www.ourtownreno.com/keeping-reno-rad/2020/4/16/robb-dunmore-renewing-a-charge-to-get-reno-
truly-pesticide-free
Xerces Society low-water
pollinator gardens on golf
courses.
Photo: https://www.golfcourseindustry.com/
article/habitat-for-humanity/
Pima County native plant program
and nursery.
https://webcms.pima.gov/cms/One.aspx?pageId=220052
The following recommended
strategies and policies are high-
level guidance for Public Lands
operations and maintenance
that direct how Public Lands
will achieve the plan goal of
sustain over the next decade.
The community identified two
SUSTAIN:STRATEGIES &POLICIES OVERVIEW
keystone, transformational
projects to support the overall goal
of sustain. Working in tandem with
the overall strategies and policies
in this table, these projects root
the 20-year vision with on-the-
ground improvements that will
contribute to the sustainability
• The Xerces Society published
design guidelines in their
report Making Room for Native
Pollinators on Golf Courses.9
Once established, xeric pollinator
plantings require less water than
turf or traditional horticultural
plantings.
• As part of an overarching
Sonoran Desert Conservation Plan,
Pima County, Arizona created a
native plant program to preserve
biological heritage and mitigate
damage to the local ecosystem
caused by urban development.
9 Shepard, M. (2002). https://xerces.org/sites/
default/files/2018-05/06-001_02_XercesSoc_Making-Room-for-Native-Pollinators.pdf
of Salt Lake City’s quality of
life for humans, plants and
animals. Additional detail for
implementation is provided in
“Chapter 8 Action Strategies” of
this document.
The program’s nursery propagates
plant material for public projects,
serving multiple County
departments, while providing
volunteer and educational
opportunities for residents.
• The Gund Institute for Ecological
Economies at the University of
Vermont calculated that $1 of
investment in public lands returns
100-fold in natural benefits.
SUSTAIN: HIGH-LEVEL STRATEGIES AND POLICIES
Strategy S-1 Position Public Lands to improve Salt Lake City’s climate resiliency goals.
Supporting
Policy 1.1
Create a Climate-Resilience Plan which establishes environmental metrics combined
with robust data collection and monitoring to guide adaptive management that
benefits climate resiliency.
Supporting
Policy 1.2
Emphasize water conservation and stormwater management in Public Lands capital
projects and infrastructure upgrades.
Supporting
Policy 1.3
Develop an Operations Management Standards Plan which continues to reduce the
climate impact of Public Lands operations through efficient practices, equipment
upgrades, and staff training.
Strategy S-2 Position Public Lands as a City leader for driving improvements in environmental
health and environmental justice.
Supporting
Policy 2.1
Develop an Urban Forestry Master Plan that will increase tree canopy across the
city, with a focus on equitable distribution of tree cover.
Supporting
Policy 2.2
Increase the scope and capacity of the Native Plants & Biodiversity Program and
incorporate biodiversity and native plants into every compatible city project.
Supporting
Policy 2.3
Collaborate across jurisdictional boundaries to restore the quality of SLC’s land,
water and air.
Supporting
Policy 2.4
Prioritize investments to address equity and environmental justice as guided by
equity mapping, such as Figure 15 Equity Map.
Chapter Three: Sustain 52
Creating Parks &
Natural Lands
forNATIVE PLANTPOLLINATORS
& programming to cultivatecommunitySTEWARDSHIP
Projects Include:
• Increase landscape resiliency to climate change by reclaiming degraded landscapes with beneficial plants, adopting healthy soil-building practices, practicing water conservation best management, increasing habitat for birds and wildlife and
1. PUT ENVIRONMENT FIRST
CULTIVATE MORE BIOLOGICAL DIVERSITY AND CONSERVATION IN CITY PARKS, URBAN FORESTS, CITY GOLF LANDS AND NATURAL AREAS
hosting education and engagement on environmental practices.
• Create a Public Lands native plant farm for plant propagation.
• Foster a robust native ecosystem program that improves habitat
through planting native and pollinator friendly plants and includes volunteer and educational opportunities operated out of Public Lands’ greenhouses and plant farms.
Transformative Project
Creating wetland habitat with native plants at Farimont Pond.
Chapter Three: Sustain 54
INCREASING
RESILIENCY AND
ECOSYSTEM HEALTH
Public Lands staff, the Parks,
Natural Lands, Urban Forestry
and Trails Advisory Board (PNUT),
and the Salt Lake City community
clearly called out for this master
plan to underline the importance
of protecting the environment.
Putting the environment first is
about assessing Public Lands
natural resources of water, air,
soil, plants and wildlife and
understanding the pressures
climate change and increasing
urbanization have on those
elements. This project is about
understanding the ecosystem
health of the thousands of acres
of natural lands, city parks, city
golf and over 86,500 urban forest
trees the City stewards.
SUSTAIN:PUT ENVIRONMENT FIRST
This project is at once grand,
looking at the city’s green space
as a regional ecosystem tied
to interdepartmental climate
measures laid out in the City’s
Climate Positive 2040 plan,
and precise, understanding the
perennial flower species that will
thrive in the arid environment
while supporting bird and bee
populations. It will increase
resiliency in the face of a changing
climate by conserving limited
water resources through Drought
Management, Water Budget and
Climate Resiliency Plans.
The transformative project “Put
Environment First” will need
support from staff, volunteers and
the community to leverage existing
partnerships, learn new ways
to partner together to steward
lands, and make prioritized
decisions on where to invest
limited resources that have the
greatest environmental return on
investment.
Red Butte Creek in Miller Park.
Chapter Three: Sustain 56
M u l t i -u s e J o r d a n
R i v e r P a r k w a y
River access and
visibilty improvements
Canopy provides
shade for native
understory plantings
Understory plants
Multi-use path
Jordan River
Parkway
Cared for space
Water table enhances irrigation
and establishment
of native plantings
Lack of native understory
of invasives such as Goat
Heads, Phragmities, and
Russian Olives
No river access
and no visibilty
Easy River Access
Goatheads create conflicts with recreation
Phragmites blocks views and access to river
Russian Olive outcompetes native plants Migratory birds in the Central flyway depend on Utah riparian habitat
Narrowleaf Cottonwoods thrive along riverbanks, increasing the urban forest
New tree canopy provides understory shade to establish plants such as Golden Currant
EXISTING CONDITIONS
Invasives overtaking local riparian
habitat
REIMAGINED
A cared for riparian habitat is
rehabilitated
Jordan River
Native trees create a canopy of shade, providing cover for
understory plants and people
alike
A cleaner river creates a more welcoming experience
Wildlife viewing opportunities
Colonies of invasive plants block physical
and visual access to the
river
Overgrown vegetation is
unwelcoming
Non-native plants are a lower-quality food for insects and animals
Figure 16: Reimagined Put Environment First Exhibit.
REHABILITATING WITH NATURAL ASSETS
Public Lands’ Natural Areas
are ideal locations to put the
environment first by restoring
native plants that benefit the local
ecosystem.
Establishing native plants along
the river helps to combat invasive
species, such as Phragmites,
which overtake local ecosystems.
Invasives accelerate the
disappearance of riparian habitat,
reducing food sources for species,
such as migrating neo-tropical
birds, that depend on the
Jordan River.
High water table helps n ew tr ee ro ots
Jordan River Park way Create a balance between manicured spaces for
community activity and
improved habitat and natural areas for our non-human friends, plants and people
alike
Interpretive signage enhances visitor experience
Riparian corridors, such as the
Jordan River, are ideal locations
for planting new tree additions to
the urban forest. The surrounding
high water table helps supplement
irrigation needed to establish
tree root systems in the dry
western climate.
Shade from increased tree
canopy assists in restoring other
native riparian species such as
Wood’s Rose and Golden Currant,
providing cooler temperatures that
help plants absorb water efficiently.
Invasives often form crowded
colonies, blocking physical and
visual access to enjoyment of
our local rivers and creeks. A
well-cared for and established
natural environment provides
opportunities for more recreational
and visual access to the water’s
edge while also creating essential
habitat for birds and pollinators.
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Chapter Three: Sustain 58
Projects Include:
• Launch a public awareness campaign to support new trees that are adapted to Salt Lake City’s arid climate and educate on waterwise and tree care best practices.
• As part of an Urban Forest Master Plan, implement projects that increase urban forest canopy and identify strategies to overcome equity barriers. Acknowledging the limited time and water resources on the westside, consolidate tree planting projects with supporting low-water irrigation improvements
EXPAND AWARENESS OF HOW TO BE A STEWARD OF OUR URBAN FOREST IN ALL PUBLICLY-OWNED LANDSCAPES INCLUDING CITY PARKS, STREET MEDIANS, CITY GOLF COURSES, RIPARIAN AREAS & NATURAL AREAS
FOLLOW STEWARDSHIP OF THE URBAN FOREST TO PROMOTE TREE HEALTH
AND CARE
Tree-shaded neighborhoods and the nearly 7,000 trees in public golf courses that make up 11% of SLC’s urban forest can cool temperatures up to
6° during the summer while helping to improve air quality.
By 2050 our temps could rise10°
leading to poorer air quality.
1 Bastin JF, Clark E, Elliott T, Hart S, van den Hoogen J, et al. (2019). Understanding climate change
from a global analysis of city analogues. PLOS ONE 14(10): e0224120. https://doi.org/10.1371/journal.pone.0224120. 2 Dettenmaier,M; Kuhns, M; McAvoy, D; & Unger, B. https://forestry.usu.edu/files/utah-forest-facts/
trees-and-climate-change.pdf
1
2
2. GROW OUR URBAN FOREST
and regionally appropriate tree selection. This provides extra support to ensure both the trees and the neighborhood benefits from a large-scale, collective effort as well as supporting other goals within the Reimagine Nature master plan.
• Maximize planting of appropriate trees on all publicly owned landscapes such as golf courses, parks and street medians and leverage investment in tree
planting with Salt Lake transportation projects.
• Invest in the equipment and resources to responsibly reuse wood from trees removed from our urban forest to create usable wood products such as mulch for our park’s playgrounds and gardens.
• Identify successful specimen trees and explore cultivating new cultivars that are climate adaptive.
Transformative Project
Chapter Three: Sustain 60
Figure 17: Tree Canopy and Historic Homeowner’s Loan Corporation Redlining Grades. *Map adapted from upcoming SLC Urban Forest Action Plan research.
INCREASING NEIGHBORHOOD AND CITY-WIDE RESILIENCE
Areas with little to no tree canopy
are more common throughout
the City’s westside, downtown
and central neighborhoods,
contributing to hotter temperatures
and lower air quality. Some
reduced canopy is an effect of
historic inequities such as the
Home Owners’ Loan Corporation
1930’s redlining practices,
overlaid on the map in Figure 17.
The westside also has a smaller
residential area and larger
industrial area, both of which
contributes to overall lower tree
canopy on the westside of the city.
The westside industrial area will
see more housing development in
the future. There is an opportunity
to increase tree canopy in areas of
the city that don’t currently have
trees to make these places more
livable but there are challenges
to achieving that. Lower income
residents are more reluctant to
request a city tree over concerns of
the long-term water and tree care
costs. Developing an approach to
overcome these real cost barriers
in lower income neighborhoods is
an important factor in increasing
and sustaining healthy tree canopy.
Property owners and landlords may
not be focused on the long-term
benefits that trees provide to their
properties. In the downtown area,
many uses compete for the limited
public right-of-way allocated for
trees and pedestrians. Identifying
ways to prioritize trees in the
downtown will increase the
comfort of the public realm. This
can include focus on the role park
strips play as important spaces for
trees, in addition to providing city
resiliency by reducing heat and
absorbing storm water.
While the traditional focus of
forming tree-lined streets is
important, planting trees in
Public Land’ parks, golf courses
and natural areas creates
significant impacts to enhanced
neighborhood resiliency. In these
cared-for, often irrigated spaces,
trees can have higher survival
rates and mature, providing
increased environmental benefits.
These spaces also allow for trees
to be planted in dense groupings,
making them stronger and more
resilient to damaging wind storms
such as 2020’s derecho.
Critical to success is allocating
dedicated resources to the long-
term care of the urban forest
infrastructure that is installed. This
will rely on both public employees
and private property owners who
are committed to and educated
regarding the stewardship of these
trees.
SUSTAIN:GROW THE URBAN FOREST
REDLINING AND THE URBAN FOREST
LEGEND
2014 PERCENT TREE COVER
6%
41%
1930’s HOMEOWNERS LOAN CORPORATION “REDLINING” GRADES
AA - BEST
BB - STILL DESIREABLE
CC - DECLINING
DD - HAZARDOUS
AA
BB
CC
DD
AA
AA
BB BB
CC
CC
CC
CC
CC CC
CC
BBBB
BB
AA
CC
DD
DDDD
DD
DD
DD
DD
DD
BB
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SLC INTERNATIONAL AIRPORT
UNIVERSITY OF UTAH
DOWNTOWN
data data unavailableunavailable
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CITY CREEK CANYON
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Chapter Three: Sustain 62
CASE STUDIES-SUPPORTIVE RESEARCH FINDINGS
The city of Denver works with the
Downtown Denver Partnership to
collaborate on supporting urban
tree health and new planting.
Like Salt Lake City, Denver
residents and business owners are
responsible for the maintenance
of trees near the sidewalks and
streets. While many programs
provided free or low-cost trees
to residents and businesses, the
average life of new tree plants was
only seven to twelve years due to
the dry and hot conditions created
by sun-warmed concrete and
asphalt and worn-down irrigation
infrastructure. In order to promote
tree longevity and the benefits of
a mature, shady tree canopy, the
city and partners embraced multi-
pronged efforts from awareness
campaigns to maintenance
support through the Urban Forest
Initiative. As part of this initiative,
city leaders formed a Downtown
Denver Business Improvement
District that funds the Tree Health
Program to support commercial
property owners in tree care
(fertilization, pest management,
watering) of over 1,800
downtown trees.
Low-water trees: Common Hackberry adds to the tree canopy while
conserving water in SLC’s dry climate.
Tree Recycling: Wood from downed trees can be reused as mulch
or urban artwork.
Tree Protection: Policy changes could better protect valuable
mature trees during construction.
CASE STUDIES-SUPPORTIVE RESEARCH FINDINGS
According to the Baltimore Wood
Reuse Project, “wood is an
abundant, renewable resource—
we should use it more.”1
The project has created a
successful model for recycling
wood waste from Urban Forest
operations, keeping it out of
limited landfills and creating
sustainable, locally sourced
products such as bark mulch that
can be reused in City parks and
open spaces. Program partners re-
purpose the wood as materials for
sustainable building, mulch, and
artisan furniture and art.
Other successful outcomes have
included creating jobs for those
with barriers to employment
and reducing operations and
maintenance costs. Applying the
model in Salt Lake City would
provide opportunities for Urban
Forestry to increase sustainable
operations practices and reduce
carbon footprints while creating
green, equitable job opportunities.
1 Baltimore Wood Project — Rethinking Wood in
the City Photo Source: (Above) http://baltimorewoodproject.org/ (Below) Wood
waste from the Urban Forestry can be reused for other purposes.
Chapter Four: Connect 64
4CONNECT:
ACCESSIBLE
& CONNECTED
GREEN SPACES
GOAL STATEMENT
Well-maintained, welcoming trails, streets,
public transportation, and sidewalks are
interconnected as the city’s circulatory
system. This system connects pedestrians,
cyclists, and riders to the city’s green
spaces and outstanding natural landscapes
of Salt Lake City’s Public Lands: mountains,
foothills, valley, wetlands, and lakes.
The City will continue to enhance these
systems and increase connectors to include
everyday destinations ranging from the
daycare, library, grocery store, pharmacy
and museum. This adds convenient access
to walk or ride along a greenway, adding
steps to pedometers and enriching health
and wellbeing.
CHAPTER
The goal of Connect seeks to link SLC’s natural assets: the greenway corridors, natural areas, mountains and the Great Salt Lake.
Chapter Four: Connect 66
CHALLENGES TO ACCESSINGGREEN SPACE
Salt Lake City’s Great Basin Valley,
Wasatch foothills and Great Salt
Lake shore uplands inspired the
1992 SALT LAKE CITY OPEN
SPACE PLAN that recognized how
disconnected these spaces were
to the urban park systems at the
time. Since 1992, progress has
been made to connect parks and
stormwater properties to natural
open spaces through a network
of green corridors. The Reimagine
Nature Master Plan goal of
“Connect” ties back to this earlier
planning effort and positions Public
Lands to continue to be the city’s
“back yard” of conserved mountains,
foothills, creeks and wetlands.
Work-in-progress that supports this
goal includes strategic open space
preservation, stream restoration,
park acquisition and partnerships
to maintain and connect wildlife
habitat corridors.
An overall sense of environmental
unease and costly recovery efforts
confronts Salt Lake City with record
hot weather, longer droughts,
increased wildfire frequency,
damaging storms, more poor
CONNECT:ACCESSIBLE &CONNECTED GREEN SPACES
air quality days and loss of the
diversity of plants and wildlife in
our landscapes.
Counter these depressing
stressors with findings on the
benefits of spending time outside:
blood pressure drops within
minutes of just seeing a tree. So
why aren’t more people spending
time outdoors? Over the last
decade of parks and open space
surveys, North American city
dwellers identified frequently
recurring barriers to accessing
green space: lack of leisure time,
lack of affordable transportation
(e.g., complete sidewalks, bus, etc.)
or inability to travel to a space, and
lack of knowledge about where to
go to enjoy the outdoors.
10-MINUTE WALK
Our time is precious; the modern
world’s busy demands of work,
learning and commuting consume
most of our waking hours and
impact our available time for
recreation outdoors. Children
in the U.S. spend only four to
seven minutes a day outside and
obesity levels in Salt Lake City
have risen since 2013. For cities
across North America, urban
dwellers, health care providers
and environmentalists consistently
advocate for visions of an equitable
network of city trails, sidewalks,
bike lanes and green streets,
providing all residents access to
parks, work, shopping, and culture
within a 5-to-10-minute safe walk
of their households. City Parks
Alliance and Trust for Public Land,
leaders in urban green space
research, endorse the 10-minute
walk distance as a baseline
standard for the United States
because studies have shown the
tremendous benefit of close-to-
home green space to counter
threats to our physical wellness
and mental well-being. For the
SLC Public Lands system, the
2019 NEEDS ASSESSMENT found
that most residents are within a
10-minute walk of green spaces,
with some areas (markedly on the
westside) that need more parks
and/or more investment in park
renewal.
AFFORDABLE, ACCESSIBLE
TRANSPORTATION
The daytime population of
downtown Salt Lake City nearly
doubles during the week with the
average commute time of 20-25
minutes. Imagine if that commute
“[THE LAND] HOLDS SO MUCH OF OUR CULTURE,
OUR HISTORY AND OUR KNOWLEDGE…IN THE FACE
OF CLIMATE CHANGE AND EVERYTHING THAT’S
COMING, THESE LESSONS AND ANSWERS ON HOW
TO LIVE WITH THE LANDSCAPES THAT ALL OF OUR
TRIBES HAVE EVOLVED WITH, THOSE ANSWERS ARE
ALL EMBEDDED IN THIS LAND.”
― Ahjani Yepa, Utah Dine Bikeyah,
Inside Climate News, April 21, 2021
“IT IS ONE GREAT PURPOSE OF [CENTRAL] PARK TO SUPPLY
TO THE HUNDREDS OF THOUSANDS OF TIRED WORKERS, WHO
HAVE NO OPPORTUNITY TO SPEND THEIR SUMMERS IN THE
COUNTRY, A SPECIMEN OF GOD’S HANDIWORK THAT SHALL BE
TO THEM, INEXPENSIVELY, WHAT A MONTH OF TWO IN THE
WHITE MOUNTAINS OR THE ADIRONDACKS IS, AT GREAT COST,
TO THOSE IN EASIER CIRCUMSTANCES.”
―Frederick Law Olmstead, Letter to New York City Board of Commissioners, 1858.- Frederick Law Olmsted, letter to New York City Board of Commissioners, 1858
Chapter Four: Connect 68
changed from auto-driven to more
active ways to reach work and
school that also connect residents
to parks and green spaces. People
would add beneficial time outside
in nature to their daily lives. Utah’s
Unified Transportation Plan calls
for a third of the state’s future
transportation investments to
be invested in transit (defined as
mobility transportation including
bicycles, walking, vanpool, buses,
light rail, commuter rail, street cars,
etc.). Leveraging these investments
with the city’s growing green
network and ensuring that people
of all abilities (people with cognitive
disabilities, elders with declining
mobility, to parents schlepping
a 36”-wide stroller) can access
routes is critical for equity. Beyond
providing access, many forms of
active transportation are free to
low-cost-an important factor as 45%
of Salt Lake City metro renters are
cost burdened. Low-income and
subsequent burdens of housing
and transportation costs can limit
the amount of leisure time and
transportation options people
have to enjoy public lands. The
challenge is thus twofold: one of
connecting more ways of walking
and cycling for everyone in Salt
Lake City while prioritizing those
routes that provide access to urban
parks, natural areas, and trees
within the city that also connect to
the larger landscapes of mountains,
foothills, basins, wetlands and lakes.
AWARENESS
The third most common barrier
to getting outside is lack of
knowledge: where are places to
recreate, how to get there, what
to expect when they get there,
and who to recreate with. This
awareness also has implications for
long-term stewardship. The writer
Vladimir Nabokov muses, “Reality
is a very subjective affair. I can
only define it as a kind of gradual
accumulation of information; and
as specialization. If we take a lily,
for instance, or any other kind
of natural object, a lily is more
real to a naturalist than it is to
an ordinary person. But it is still
more real to a botanist.” Magical
landscapes of trees, rock, creeks,
marsh and salty lake where plants
and wildlife abound in the Salt
Lake City region. But if the public
doesn’t understand what is there
and how to leave no trace, they
will be unlikely to understand how
to be stewards of the land (how to
enhance the health of the urban
greenspaces and surrounding
wilderness through political
advocacy, financial support,
stewardship, land conservation and
reducing individual environmental
footprint). Or to put it simply, we
don’t know what we don’t know.
Public education strategies and
wayfinding can help cities connect
people to experiences in nature,
improving public health while
growing caring stewards of plants,
animals, and landscapes.
DESIRES AND OPPORTUNITIES FOR CONNECT
Creating opportunities to connect
people to public lands resonated
strongly with participants in the
master plan process. During the
most recent community survey,
90% of respondents said they are
satisfied with the transformative
project “Connect Mountains to
Lakes” and 75% supported “Just 5
Minutes from Here,” a campaign to
share information on how people
can access and learn about public
lands. Enriching the discussion
about connecting people to place
are quotes from participants, listed
to the right.
CONNECT:ACCESSIBLE &CONNECTED GREEN SPACES
“MORE EMPHASIS ON
MAKING AREAS BIKE
AND BUS FRIENDLY
TO REDUCE THE
NEED TO DRIVE TO
PARKS.”
-comments from the
2021 public survey
“ACCESS IS AWESOME, AND
WE WANT PEOPLE TO GET
OUT INTO THESE SPACES BUT
HAVING HUMANS IN THESE
AREAS CAN IMPACT WHAT THE
HABITAT LOOKS LIKE, SO JUST
BALANCING THOSE NEEDS
AND BEING ABLE TO PROTECT
LAND IN CERTAIN WAYS FOR
WILDLIFE IS SOMETHING TO
THINK ABOUT.”
“UNCOVER AND
RESTORE THE
BURIED AND
IMPAIRED CREEKS
IN THE SALT LAKE
VALLEY.”
Chapter Four: Connect 70
Figure 18: Transit and Park Access Analysis Map.
”FOCUS ON ACCESSIBLE BY PUBLIC
TRANSPORT OR BIKE INSTEAD OF
MORE PARKING FOR CARS.”
“CAR FREE SUNDAYS IN LIBERTY PARK,
INCORPORATE PARKS AND TRAILS
INTO PUBLIC TRANSIT INITIATIVES
MAYBE A SPECIAL RECREATION LOOP.”
“NONE OF THIS WORKS WITHOUT
A PLAN FOR EQUITABLE PUBLIC
TRANSPORTATION AND A BROADER
CITY/COUNTY/STATE FOCUS ON AIR
QUALITY AND OTHER ENVIRONMENTAL
SAFETY CONCERNS.”
-comments from the
2021 public survey
TRANSIT ACCESS TO PARKS IN SALT LAKE CITY
TRANSIT CONNECTING PARKS
Respondents to the Reimagine
Nature survey continually cited
the need for increased access by
public transit for equity of access,
low-carbon solutions, and to
resolve the issue of lack of parking.
According to the 2019 Needs
Assessment, The Central
Community has the lowest park
LOS and is expected to experience
the most future growth in the city.
The addition of Fleet Block as a
public green space could fill this
gap and increase options to access
parks by rail with proximity to the
nearby TRAX station. As the City
develops, consideration should
be given to the relationship of
parks and transit and affordable,
environmentally friendly options for
park accessibility.
Figure 18 Access Analysis Map
highlights existing parks within
walking distance to rail station
locations. Dark red areas are within
a five minute walk of TRAX stations
and dark green shows areas within
a five minute walk of a bus stop.
Adding or enhancing parks and
trails within these areas should
be prioritized for more equitable
access. Imagine being able to visit
a different park every week just by
stepping off a different bus or rail
stop.
LEGEND
GOLF COURSES
EXISTING TRAILS
TRAX/FRONTRUNNER
TRAX/FRONTRUNNERSTATIONS
UTA BUS ROUTES
UTA BUS STOPS
PARKS AND NATURAL LANDS5 MINUTE WALK FROM TRAX STATIONS
5 MINUTE WALK FROM
BUS STOPS
PARKS WITHIN A 10 MINUTE WALK FROM TRAX STATIONS
MINI/NEIGHBORHOOD
PARKS WITHIN A 10
MINUTE WALK FROM TRAX STATIONS
10 MINUTE WALK FROM TRAX STATIONS
10 MINUTE WALK FROM BUS STOPS
CEMETERY
U
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WASHINGTON WASHINGTON
SQUARESQUARE
HERMAN FRANKS HERMAN FRANKS
PARKPARK
SUGARHOUSE PARKSUGARHOUSE PARK
FAIRMONT PARKFAIRMONT PARK
LIBERTY PARKLIBERTY PARK
PIONEER PIONEER
PARKPARK
COTTONWOOD COTTONWOOD
PARKPARK
FOREST DALE GOLF FOREST DALE GOLF
COURSECOURSE
Chapter Four: Connect 72
CASE STUDY:
TUJUNGA WASH GREENWAY AND
STREAM RESTORATION PROJECT
Completed in 2007, the 1.2-mile Tujunga
Wash Greenway and Stream Restoration
Project in Los Angeles, California annually
infiltrates up to 118 million gallons of
stormwater, increases park space per
person by 21% and used all native
plants during restoration (saving 70-80%
potential water use using conventional
methods). The Mountains Recreation and
Conservation Authority partnered with the
region’s flood control district and public
works to complete the 50 to 60-foot
wide greenway that includes 15 acres of
riparian habitat, 10-foot wide recreation
trails on both sides of the channel and 8
ecological areas with over 1,000 trees.
The Landscape Architecture Foundations’
Landscape Performance Series case
study on this project underlined the
following lessons learned from the
Tujunga Wash Greenway to keep in mind
for this transformational project:
•Ongoing public education on the
seasonal changes of the stream
and landscape is essential to build
environmental awareness;
•In man-made streambeds, efficient
sediment removal maintenance is key for
flow;
•Leverage smaller phases as a prototype
for establishing baseline measurement
and data collection regimes; and
•Establish real-time environmental
monitoring for habitat management and
hydrological performance.
The following recommended
strategies and policies are high-
level guidance for Public Lands
operations and maintenance
that direct how Public Lands
will achieve the plan goal of
“connect” over the next decade.
The community identified two
Plantings of native species improve biodiversity along the greenway.
The new greenway trail parallels a section of the Tsunga Wash.
Photo credits: https://rposd.lacounty.gov/portfolio/tujunga-wash-greenway/
A naturalized section of the Tsunga Wash increases riparian habitat while providing stormwater infrastructure.
CONNECT:STRATEGIES AND POLICIES OVERVIEW
transformational projects to
support the overall goal of
connect. Working in tandem with
the strategies and policies in this
table, these projects root the 20-
year vision with on-the-ground
improvements. Additional detail
for implementation is provided in
Chapter 8 Action Strategies.
CONNECT: HIGH-LEVEL STRATEGIES AND POLICIES
Strategy C-1 Connect people to information about their park system to increase visitation.
Supporting
Policy 1.1
Help the public navigate to and around their public lands system with intuitive
physical wayfinding and digital information.
Supporting
Policy 1.2
Provide information that helps the public interpret and appreciate their parks
and natural lands, with the use of diverse, interesting programming and activities,
education and messaging, physical and digital interpretive content, and park
ambassadors.
Supporting
Policy 1.3
Facilitate access to information about use of SLC’s public lands by people
experiencing homelessness, including available services and resources, hotlines,
community partners, and opportunities to engage in cross-community dialogue to
help make SLC parks welcoming and safe for sheltered and unsheltered alike.
Strategy C-2 Increase the ease of access to public lands, making it easier to travel to, between
and within them.
Supporting
Policy 2.1
Promote walking and active transportation by connecting our parks & natural spaces
to the City’s alternative transportation network, including bus, TRAX, SLC Green Bike,
and on-street / off-street trails.
Supporting
Policy 2.2
Invest in greening the urban trail network through tree plantings, stream daylighting,
and other methods to interconnect parks with park-like trails.
Supporting
Policy 2.3
Incorporate careful consideration of physical limitations, language barriers, and
other accessibility accommodations into all Public Lands projects.
Chapter Four: Connect 74
access to both experiences. An
enclosed walkway bridges the
creek between the two library
sections and connects to 8.8 miles
of trails to other key destinations.
Creekside Playground was added
adjacent to the library. These
places are made more accessible
with support from Child-Friendly
City Maps produced by youth
and activities databases on
growingupboulder.org.
Case Studies -
Portland, Oregon Golf
Courses with Public Trails
Three publicly owned golf courses
in Portland, Oregon offer miles of
walking trails to the public. The
trails range from neighborhood-
serving jogging trails to regional,
paved shared-use paths. At
Glendoveer Golf Course, 50,000
Case Studies -
Salt Lake City Children’s
Outdoor Bill of Rights
Public Lands worked with
diverse youth service providers
in SLC to create a CHILDREN’S
OUTDOOR BILL OF RIGHTS
(#slcoutdoorchildren) and list of
outdoor that every child growing
up in Salt Lake City should have
access to during their childhood
for the sake of their physical,
mental, social, and ecological
health. The Children & Nature
Network provides more resources.
Activities include:
- Seeing the Great Salt Lake
- Catching a bug
- Splash in a stream
- Identify a wild plant
- Reward stickers and journals for
documenting experiences.
rounds of golf are played annually,
and more than 100,000 walkers
concurrently use a 2-mile fitness
trail, in part due to the park
deficient adjacent neighborhood.
The American Trails organization
reports in their case study of
this course that no trail users
have been hit by errant golf balls.
Lessons learned include expanding
the 40-parking spot trailhead
used by hikers and pedestrians to
access the course and education
around golf-trail etiquette and
un-leashed dogs. Another good
example in Portland is Heron Lakes
Golf Course where a 200-yard
stretch of the course is used to
help fill a trail gap for a larger 40-
mile loop.
The “Just 5 Minutes from Here”
wayfinding and informational
campaign could leverage these
activities and identify destinations
to complete the outdoor activities
and learn more about stewardship
and ecologies of public lands.
Case Studies -
Boulder Public Library
and Boulder Creek Path
As the main branch of Boulder
Public Library became slated
for renewal, the City found that
building a new location adjacent
to the Boulder Creek Path and
greenway would be a more
cost-effective option. This also
co-located a cultural destination
(library) to the city’s downtown
greenway and provided the public
SALT LAKE CITY AND BOULDER, COLORADO OFFER TWO WAYS “JUST 5 MINUTES FROM HERE” COULD TAKE INSPIRATION.
IMPROVE POLLINATOR
HABITAT
ADDED
STORMWATER
RETENTION
BENEFITS
NATIVE TREE
CANOPY PROVIDES
HABITAT FOR
WILDLIFE
CREATE A
CONNECTION TO
JORDAN RIVER
JOINT-USE
SIGNAGE
PLANT TREE ROWS
TO VISUALLY
SEPARATE
ACTIVITIES
NATURE PLAY
AREA
PROTECTIVE
FENCING FOR
TRAIL WHERE
NEEDED
MULTI-USE TRAILS
ON EDGE OF GOLF
COURSE
Figure 19: Reimagined Golf Courses Exhibit. Design strategies can enhance compatibility between activities,
allowing single-use spaces, such as golf courses, to host additional trail and recreation opportunities and
provide comprehensive access for all.
1 2 3 4 5 6 7 8 9 10
Q
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THANK YOU! ¡GRACIAS!Map sponsors/ Patrocinadores del mapa
Map partners / Socios del mapa
Boulder Convention and Visitors Bureau, Boulder County Head Start, Boulder Housing Partners, Boulder Jewish Community Center Preschool, Boulder Journey School, Boulder Public Library, Boulder Valley School District, City of Boulder, Dairy Arts Center, El Centro Amistad, I Have a Dream Foundation, Imagine Colorado, Moxie Moms, Museum of Boulder, Museum of Natural History CU Boulder and Walk2Connect Cooperative
GUB funders / Donantes de GUB
City of Boulder and University of Colorado Offi ce of Outreach and Engagement and Program in Environmental Design
Growing Up Boulder is a program of the CEDaR (Community Engagement, Design, and Research) Center at the University of Colorado Boulder. /
Growing Up Boulder es un programa del centro
CEDaR (Ofi cina de participación comunitaria,
diseño, e investigación) de la Universidad de Colorado Boulder.
Greetings! Saludos!
Growing Up Boulder (GUB) is Boulder’s child and youth-friendly city initiative. Since 2009, we’ve partnered with CU, City of Boulder, BVSD, and local organizations to include 4,000 children and youth in 84 city projects. Our mission? To make Boulder a welcoming and engaging child-friendly city for all. / Growing Up Boulder (GUB) es la iniciativa de la ciudad de Boulder de crear una ciudad amigable para niños y jóvenes. Desde 2009, hemos
colaborado con CU, la ciudad de Boulder, BVSD,
y organizaciones locales para incluir 4,000 niños y
jóvenes en 84 proyectos de la ciudad. ¿Nuestra misión? Hacer de Boulder una ciudad acogedora y comprometida con los niños y con todos.
This 10 year anniversary map project celebrates children’s’ favorite locations in our great city. It’s a map made by and for children. Discover fun places to play and learn new things! Look for an expanded digital version of this map in September 2019. /
Este mapa creado por nuestro décimo aniversario
celebra los sitios favoritos de los niños en nuestra
gran ciudad. Es un mapa hecho por niños y para niños. ¡Descubre lugares divertidos para jugar y aprender cosas nuevas! Busca por una versión
extendida de este mapa en Septiembre 2019.
growingupboulder.org/gubmap
Happy exploring!
Mara, Cathy, & the GUB Team
INTERACT AND LEARN / INTERACTUA Y APRENDE
Can You Find? / ¿Puedes Encontrar? Little Lending Libraries? /¿Una pequeña biblioteca
de préstamo? Art on utility boxes by “Smile?” / ¿Arte en cajas de servicios públicos por “Smile?” Pearl Street sculptures? / ¿Esculturas de Pearl Street? Boulder Creek Path murals? / ¿Murales en el sendero
de Boulder Creek?
SHARE your photos at #gubmap / Comparte tus fotos
en #gubmap
growing_up_boulder
@GrowingUpBoulder
RESOURCES / RECURSOS
GUB’s digital map (available after 9/1/19) / Mapa digital de GUB (disponible después de 9/1/19) Open space and mountain parks facilities / Instalaciones
de espacios abiertos y parques de montaña Bus and biking options / Opciones de movilidad en buses y
bicicleta Parks and recreation facilities / parques e instalaciones recreativas Calendar of area events / Calendario de eventos en el área Lactation rooms / Cuartos de lactancia
Please Recycle!
SCAN HERE!
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Scan here for a complete list of parks & trails, bike & bus routes, & cold weather restroom & drinking fountain closures.
Escanee aquí para una lista completa de parques y senderos, bicicletas y buses, cierres de baños publicos y
bebederos de agua debido a climas fríos.
* “Bus” means bus route nearby; ”Bike” means accessible via protected bike paths; “parking” means parking lot available.
*“Bus” significa a ruta de buses cerca; “Bicicleta” significa acceso a una ciclovía protegida. “Parqueo” significa parqueadero disponible.
CIVIC AREA
PEARL STREET MALL
A city that is friendly to children is a city friendly to all!
Una ciudad amigable para los niños es una ciudad amigable para todos!
BOULDER MUSEUM OF CONTEMPORARY ART
Arts/ Culture
Water Play
Education
Nature/ Trails
Parks N Play
KEY/LEYENDA
(10 minutes)1/4 Mile
(5 minutes)1/8 Mile
Walking Times / Tiempo Caminando
*Approx. 7 year old pace**al paso de un niño de 7 años*
Artes y Cultura
Naturaleza y senderos
Educación
Juegos en el agua
Parques y Juegos infantiles
Growing Up Bou l d e r ’s
a kid’s guide to exploring our gre at c i t y
B oulder’s C h i l d -Friendly City Ma
p
10th Annivers a r y
gran ciudad
una guia para que los niños exploren n u e s t r a
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B
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Canyon Boulevard
Walnut Street
Pearl Street
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Kids ’ F i s hing P
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T ubing
B
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B a n dshell
Farm e r s Mar
ke
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Bo
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T
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B M oCA
Climbin g Roc
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Visit o r Cente
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W a t er Jet
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S culpture P
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Creek sid e Playg
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Wa t e r Fall R
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S pit t ing M
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Boulder’s Child-Friendly City Map
Park-like features surround the City of Boulder, Colorado Main Library.
Photo credits: https://atlaslab.com/wp-content/uploads/2018/08/4_AtlasLab_BoulderCivicArea.01.01.jpg
Chapter Four: Connect 76
CONNECTION TO
JORDAN RIVER
PARKWAY TRAIL
INCLUDE SAFE RAILROAD
CROSSINGS
INCREASE TREE CANOPY IN
GOLF COURSES TO CLEAN AIR
AND COMBAT URBAN HEAT
ISLAND TEMPERATURES
IMPROVE WATER
QUALITYMULTI-USE TRAIL
ALONG THE SURPLUS
CANAL
PATHWAYS AND
CROSSWALKS
CONNECTING CITY
PARKS
GLENDALE REGIONAL PARK
GLENDALE GOLF COURSE
SURPLUS CANAL
1700 S PARK
IMPROVE CONNECTIONS TO ACTIVE TRANSPORTATION
Utilize all of public lands parks,
golf courses and natural spaces to
connect the city’s human powered
transportation network.
ENHANCE THE ENVIRONMENT
Utilize spaces such as golf courses
to increase the urban forest and
restore native habitat.
UTILIZE SPACE
Find environmental and
recreational uses for underutilized
public spaces including wide
medians, public utility lands and
where appropriate, spaces on golf
courses.
Figure 20: Connecting Green Spaces Concept Illustration
INCREASE NATIVE
REVEGETATION TO
ENHANCE WILDLIFE
HABITAT
BEFORE IMPROVEMENTS
AFTER IMPROVEMENTS
NEED FOR INVASIVE WEED MANAGEMENT
SERVICE ROAD, NO ESTABLISHED TRAIL
UNSAFE CROSSING AT RAILNO PEDESTRIAN CROSSING
BIG
MOVES &
STRATEGIES
Chapter Four: Connect 78
Projects Include:
• Connect trails from the Eastern side of the Wasatch Mountains to the Foothills Natural Area, The 9 Line Trail to the Jordan River Parkway trail and West to the Salt Lake Marina and mountains.
CONNECT OUR
PARKS AND NATURAL
SPACES TO THE CITY’S HUMAN POWERED TRANSPORTATION
NETWORK
The Jordan River Water Trail....
Q
U
I
C
K
F
A
C
T
COMPLETE MISSING LINKS IN REGIONAL TRAILS AND INVEST IN GREENWAYS TO ENHANCE NATURE AND CREEKS WITHIN THE CITY.
3. CONNECT MOUNTAINS TO THE LAKE
• Begin to implement the Seven Greenways Vision, creating a regional system of high-quality greenways along Red Butte, Parleys, Emigration and City Creeks, including locations to uncover creeks, add trails, improve natural habitat, and provide for recreation.
• Implement all remaining proposed trails including the McClelland Trail, Folsom Trail, Surplus Canal Trails, and Foothills Trail.
Transformative Project
CONNECT SLC’S
TRAILS & PARKS TO
THE CITY’S BACKYARD NATURAL ASSETS
Chapter Four: Connect 80
Salt Lake City became a city
in large part due to the scenic
beauty of the mountains and lake
embracing the valley. The 70.7
miles of existing Public Lands trails
and 129 miles of planned trails
enable many to enjoy walking
and cycling access to shady
natural areas and parks. But for
many areas of the city, access to
waterways, the lake and mountains
is limited. To address this, “Connect
Mountains to the Lake” envisions
a vast network of running and
walking paths, cycling routes and
green corridors.
Imagine being able to connect from
the downtown core to the Great
Salt Lake or Wasatch Mountain
trails. Or, for daily commutes,
imagine having safe and welcoming
trails that provide opportunities to
integrate exercise into the daily
commute, making pulses race
and filling senses with scenic
beauty. “Connect Mountains
to the Lake” would promote
enhanced connections between
neighborhoods and natural lands,
particularly to the Foothills Natural
Area. This project also supports
protection and greater access of
the Foothills Natural Area, a recent
plan calls for 65 miles of new
trails to help connect this natural
treasure to more pedestrians,
hikers and cyclists. Protecting
the foothills with sustainable,
well-connected trails that direct
visitation to concentrated areas
has an added benefit of protecting
undisturbed wildlife habitat.
Beyond the benefit to health
and wellness, these connected
corridors provide pathways for
the movement of birds, mammals
and fish and create opportunity
for rainwater management that
supports ecosystem health.
Building and expanding greenways
helps increase pervious surfaces
that can help clean and manage
storm water runoff all the while
supporting mature tree canopy that
provides shade and habitat.
CONNECT:CONNECT MOUNTAINS TO THE LAKE
Views out to the Great Salt Lake
from the Foothills.
Chapter Four: Connect 82
NOTES:Show connections to Jordan RT and Bonneville Shoreline Trail
Existing and Proposed show graphically? Call out proposed trails
Potentially have icons describing foothills rec and wetlands
Do we mention the 7 greenways?
Show greenway corridors
Foothills Trails
(Proposed Improvements)
McClelland Trail
(Portions Completed)
9-Line Trail
(In Progress)
Folsom Trail
(In Progress)
Surplus Canal Trail
(Proposed)
IMPLEMENT & COMPLETE PROPOSED TRAILS
Figure 21: Reimagine Mountains to Lake Connectivity Exhibit.
Bonneville Shoreline
(Existing Regional Trail)
1
1
2
3
4
5
6
2 3 4 5 6
EXISTING AND PROPOSED TRAIL CONNECTIONS IN SALT LAKE CITY
A NATURAL CITY:
VISION OF THE 1992
OPEN SPACE PLAN
The Salt Lake City 1992 Open
Space Plan paints a picture of the
City through its natural assets. The
plan seeks to better connect the
City’s park system to the natural
environment, overcoming manmade
barriers and unifying the City by
connecting the Wastach foothills,
benches, valley floor, creeks, Jordan
River and Great Salt Lake wetlands.
SLC Public Lands has come a
long way to achieving the 1992
goals, with many trails underway
or completed, enhancing access to
nature and joining natural features.
The goal “connect” seeks to further
these objectives, completing
proposed trails throughout the City
while emphasizing opportunities for
enhanced natural areas, greenways
and connections to the Jordan River.
JORDAN RIVER PARKWAY
Future Connection to Great Salt Lake
Future Connection to Great Salt Lake Wetlands
Future Connection to Oquirrh Mtns.
PROPOSED FOLSOM TRAIL
PROPOSED SURPLUS CANAL TRAIL
PROPOSED 9 LINE TRAIL
MCCLELLAND TRAIL
BONNEVILLE SHORELINE TRAIL
FOOTHILLS TRAL SYSTEM
PARLEYS TRAIL
7
LEGEND
EXISTING TRAILS
PROPOSED TRAILS
DESIRED CONNECTION POINTS
Chapter Four: Connect 84
Projects Include:
• Initiate an information campaign and tools for learning about parks, tree-care, public activities in green spaces and city golf courses, environmental education, and recreation opportunities.
UTILIZING ALL COMMUNITY
OUTDOOR PUBLIC SPACES
MAKE IT EASIER TO FIND AND EXPLORE NEARBY PARKS, TRAILS AND PUBLIC SPACES TO EXPAND THE PUBLIC’S EXPERIENCES IN NATURE AND BUILD STEWARDSHIP PRINCIPLES AND PRACTICES.
• Promote other public green space use like libraries, school grounds and the City cemetery as part of a connected system.
• Establish a multi-lingual signage and wayfinding program that reflects Salt Lake City’s diversity.
4. JUST FIVE MINUTES FROM HERE
Transformative Project
Chapter Four: Connect 86
Navigating Salt Lake City’s roads
is fairly straightforward using
the north, south, east and west
grid system and 660’ x 660’
blocks. The 70.7-miles of Public
Lands trails interface with these
roads at trailheads and within
green destinations of parks and
natural areas. Within this network,
hundreds of cultural destinations
and stories await hikers, cyclists
and pedestrians. Lessons of natural
history, environmental stewardship
and origin stories of parks are
waiting to be told in the 120
languages currently spoken in Utah
(Source: U.S. Census).
National best practices also
point to the advantage of linking
cultural destinations of libraries,
safe routes to schools and active
recreational destinations to a city’s
trail network. In Salt Lake City,
many of these connections exist,
just five minutes from people’s day
to day lives and can be highlighted
through signage, outreach
education and digital campaigns.
Co-locating cultural, natural and
recreational destinations makes it
easier for us to combine the trip
to the library with a healthy family
walk, enriching our day-to-day
lives.
Conversations with Salt Lake
City residents who speak English
as a second language reveal
that including multi-lingual
communications in signage and
digitally helps make public lands
feel more welcoming and inclusive.
An added benefit to increased
awareness of what is in public
lands, is the opportunity to share
how to take care of public lands
and support tree canopy health,
clean water and fresh air.
CONNECT:JUST FIVE MINUTES FROM HERE
Signage along the Jordan River Trail
points toward city nodes.
Chapter Four: Connect
Regional Athletic Complex
Foothills Natural Area & Trail System
Warm Springs Park
City Creek Park
I
-
1
5
I
-
2
1
5
SLC Cemetery
Regional Athletic Complex
Public Lands Nursery (Proposed)Guadalupe School Warm Springs Park Foothills Natural Area
Rose Park Golf Course
Day-Riverside Library
Jordan Valley Parkway
CHOOSE YOUR OWN ADVENTURE USING ALL PUBLIC SPACES:
2 POSSIBLE ADVENTURES FROM THE REGIONAL ATHLETIC
COMPLEX
START AT
THE RAC
PLAY 9
HOLES OR
SIT BY THE
RIVER
WATCH A
SOCCER
GAME
ENJOY A
BIKE RIDE
ALONG THE
RIVER
ADVENTURE A ADVENTURE B
UNWIND
READING
A BOOK
OUTSIDE
IN THE
LIBRARY
GARDENS
DECIDE YOU
WANT TO GO
ON A HIKE
STAY
ALONG THE
RIVER
OR
ON YOUR WAY, STOP BY TO
VOLUNTEER AT THE NATIVE
PLANTS NURSERY
VISIT A FRIEND AT THE
SCHOOL PLAYGROUND
LEARN ABOUT THE
HISTORIC WARM
SPRINGS
ENJOY THE SUNSET AND
VIEWS OF THE CITY ON
YOUR HIKE
START AT THE RAC
Figure 22: Reimagine System Connectivity Exhibit.
3A
4A
3B 3C 3D 3E
2
1
1
2
3A
4A
3B
3C
3D
3E
Adve
n
t
u
r
e
A
Adventu
r
e
B
Jo
r
d
a
n
R
i
v
e
r
P
a
rkway
“Just 5 Minues from Here” seeks to connect and utilize all publicly-accessible lands including those managed by others such as Public Utilities’ City Creek Canyon and the Foothills Natural Area, a jointly-managed space.
City Creek Canyon
Rose ParkGolf Course
Public Lands Nursery
SPLIT HERE
Educational Sewer Treatment Plan
Guadalupe School
Day-River Side Library
______,.► ---►-
l
l
l
Chapter Five: Welcome 90
5 GOAL STATEMENT
Ideal parks are actively used by the
community, inclusive for all ages, abilities
and cultures and strive to be authentic,
or reflective of the neighborhood and
community’s culture. Parks departments
across the country struggle with balancing
limited resources and many priorities with
achieving these ideals. For cities, there is
also a growing awareness of how green
space has historically been provided and
maintained for different neighborhoods.
Cities are collecting data and stories to
document the historic inequities in the
quantity and quality of green space (e.g.,
nationwide studies have found that lower
income urban areas typically correlate with
less tree canopy, less accessible green
spaces and lower quality amenities). The
Public Lands Department, in alignment
with the mayor’s 2021 citywide vision, is
committed to looking at top-down and
bottom-up community-driven solutions to
welcoming more people. The department
will strive to reflect the diverse culture and
history of Salt Lake City neighborhoods in
the tapestry of parks and open spaces.
WELCOME:
ACTIVE, AUTHENTIC,
AND INCLUSIVE
SPACES
CHAPTER
Cultures of SLC are brought to life at park events like the Living Traditions Festival.
Chapter Five: Welcome 92
CHALLENGES TO CREATING WELCOMING SPACES
An increased awareness of the
health and social benefits of living
near park spaces has prompted
cities across the country to close
gaps in park access and attempt
to provide all residents a park
within walking distance of their
home. Another traditional metric
used to define Level of Service
(LOS) for parks is to calculate
the park acreage per population
and try to maintain or improve on
that baseline as the population
grows. However, parks provide
many different functions that do
not always relate to their size,
requiring more factors to be
assessed to understand parks
performance and establish targets.
The 2019 Needs Assessment
survey revealed that Westside
parks receive significantly less
visitation than other parks
throughout the city. (12-13% vs.
29-56%). One contributing factor
could be the lack of city-wide
festivals held on the Westside.
Additionally, Westside residents
are more likely to visit east-side
parks than east-side residents are
likely to visit Westside parks. Equal
investment in parks throughout
Salt Lake City’s neighborhoods
does not always translate to
parks that equally serve each
community, nor does it make
up for any historic inequities. It
takes a combination of factors to
succeed in the creation of thriving,
active spaces, where all feel
safe and welcome. Some factors
of creating a welcoming park
include providing park amenities
that are appealing to all ages
and inclusive playgrounds and
spaces for all abilities that are ADA
accessible. While park proximity
and amenities are some ways to
measure park quality, they are not
a singular solution for ensuring
parks are meeting the needs of
the community. Salt Lake’s various
neighborhoods, communities,
and cultures each have their
own unique recipes for park
success that need to be shared
and generated through robust
community engagement.
Ensuring that all local community
members are involved in the
park planning process, with extra
efforts to reach underrepresented
or underserved populations,
is essential to gleaning local
knowledge for the right park
ingredients and understanding
factors that contribute to
parks’ use and enjoyment. The
NRPA Community Engagement
Resource Guide defines equitable
engagement stating “An inclusive
and meaningful engagement
process ensures that our parks
and public spaces are created by
the people they are intended to
serve.”1 NRPA has also published
reports, such as “Design, Place
and Indigenous Ways: Working
with Local Communities”2 and
“Diversity, Equity and Inclusion in
Parks and Recreation,”3 that serve
as guides to learning from specific
communities.
1 Community Engagement Resource Guide |
Best Practice Resources | Publications and Research | NRPA2 Design, Place and Indigenous Ways: Working with Local Communities | Social Equity | Parks
and Recreation Magazine | NRPA
3 2021deireport.pdf (nrpa.org)
WELCOME:ACTIVE, AUTHENTIC AND INCLUSIVE SPACES
“PLEASE PRIORITIZE THE
SAFETY OF OUTDOOR
SPACES FOR ALL.”
“CREATE BEER GARDENS SUPPORTING
LOCAL BREWERIES, CONCESSIONS
SUPPORTING LOCAL CAFES AND
RESTAURANTS WITH HEALTHY AND
DIVERSE FOOD.”
“MAKE PARKS ACCESSIBLE: TO
ALL CULTURES, ABILITIES, &
AGES.”
-comments from the
2021 public survey
~
~tQID . ~
\ -~ ------~ / ~
~
---------
Chapter Five: Welcome 94
“I’d like to see the homeless
needs be addressed as part of
improving the public lands. Are
there areas they could camp
where they could have access
to health care and bathrooms
to make it safer for them and
also keep the parks clean and
safe?”
“Make sure that community
gardens are part of the re-
imagined green public spaces.”
WELCOME:ACTIVE, AUTHENTIC AND INCLUSIVE SPACES “I’D LIKE TO SEE
THE HOMELESS
NEEDS BE
ADDRESSED
AS PART OF
IMPROVING THE
PUBLIC LANDS.”
“ADD PUBLIC ART
FEATURES WHEN
POSSIBLE.”
-comments from
the 2021 public
survey
“EQUITY: A COMMUNITY THAT
PRIORITIZES EQUITY WORKS TO
ENSURE THAT ALL COMMUNITY
MEMBERS HAVE ACCESS TO WHAT
THEY NEED TO BE SUCCESSFUL.”
-NRPA COMMUNITY ENGAGEMENT
RESOURCE GUIDE
“CONSIDER HAVING LOCAL ACTS
IN PARKS AS WELL AS MORE
FREE MOVIES. ADD FOOD VENUES
OR TRUCKS. PLAN EVENTS THAT
ARE BOTH FREE AND OPEN TO
EVERYONE, INCLUDING DISABLED
FOLKS IN CHAIRS AND USING
WALKERS/CANES.”
Partnering with local organizations
provides opportunities for
community-led art, education and
recreation programs that integrate
the character and cultures of the
city’s neighborhoods into park
spaces. Such programs, activities
and events also contribute to
active spaces that increase park
use and enhance safety.
Encouraging and providing
support for youth grassroots
movements is another way to
let the community lead park
advocacy and stewardship. Youth
can become strong leaders who
represent parks through youth city
councils and youth parks boards.
Creating city youth engagement
plans to reach all ages can foster
early appreciation for nature, civic
involvement and lend a sense of
belonging.
Raising kids from a young age to
be future stewards requires early
exposure to positive experiences
in nature that fills them with
wonder, curiosity, and that feeling
of being part of something larger
than yourself. Youth engagement
can include environmental
education programming and
finding locations for nature
exploration and play instead of the
typical playground.
DESIRES AND OPPORTUNITIES FOR WELCOME
Creating active, welcoming spaces
was valued by the community.
During the most recent survey,
86% of respondents were satisfied
with the transformative project
“Reimagine Neighborhood Parks”
and 83% supported “Coming to
a Park Near You.” Among survey
participants in the west-side
planning areas, which have the
lowest park visitation in the city,
Reimagine Neighborhood Parks
was prioritized as a top urgent
project that should happen right
away. Enriching the discussion
about creating welcoming spaces
are select quotes from participants
displayed to the right and on the
previous page.
Chapter Five: Welcome 96
CASE STUDIES
New York City Parks formed the
Community Parks Initiative (CPI)
to advance equitable distribution
in park investments. The program
identifies underinvested parks and
incorporated community-led solutions
for park redevelopment through
local partnerships, park volunteer
opportunities, and extended outreach
efforts to engage diverse and
vulnerable populations from high-needs
neighborhoods. With support from the
CPI, community partners are empowered
to sustain ongoing park contributions,
leading activities ranging from
beautification projects to basketball days.
Philadelphia Parks has a concessions
program providing amenities such
as a pop-up beer garden and café, a
permanent waterfront café on the
Schuylkill River, and recreational bike
rentals that rent tandem, deuce coup and
surrey bikes at park locations throughout
the city. The concessions program
generates revenue while providing
services that allow park visitors to stay
and enjoy activities throughout the day.
The City of San Jose formed a program
to help address homelessness in parks.
Non-profits will send teams to pick up
litter, maintain the park landscaping
and trails, and provide outreach to
unsheltered populations in the parks.
The pilot program is considering other
additions, such as constructing prefab
modular housing nearby provided to
unhoused people in exchange for park
cleanup and maintenance services.
NYC Community Parks Initiative
Photo Source: https://www.thehighline.org
Guadalupe Riverfront Park, San Jose CAPhoto Source: https://www.sanjoseinside.com
Philadelphia Parks Concessions
Photo Source: https://wheelfunrentals.com/pa/philadelphia/boathouse-row/
The following recommended
strategies and policies are high-
level guidance for Public Lands
operations and maintenance
that direct how Public Lands
will achieve the plan goal of
sustain over the next decade.
The community identified two
keystone, transformational
projects to support the overall
goal of welcome. Working in
tandem with the overall strategies
and policies in this table, these
projects root the 20-year vision
with on-the-ground improvements
that will contribute to the
sustainability of Salt Lake City’s
quality of life for humans, plants
and animals. Additional detail for
implementation is provided in
Chapter 8 Action Strategies.
WELCOME:STRATEGIES AND POLICIES OVERVIEW
WELCOME: HIGH-LEVEL STRATEGIES AND POLICIES
Strategy W-1 Design and program Neighborhood Parks to highlight the unique natural,
historical, cultural and economic identity of the surrounding area and community
in which they are located.
Supporting
Policy 1.1
Study and collect data on system-wide park use, answering questions about who,
where, when, what and how park users are engaging with the neighborhood parks.
Supporting
Policy 1.2
Engage the community in the visioning of our public spaces and work especially to
foster engagement with under-represented groups.
Supporting
Policy 1.3
Enhance sense of place and community pride within parks.
Strategy W-2 Support active programming that brings people out to their parks for art, events,
programs, recreation and community. This programming should be diverse and
adapted to represent the community culture and encourage creation of social
connections.
Supporting
Policy 2.1
Remove barriers to park activation, addressing aspects such as physical assets,
public safety, and laws and ordinances.
Supporting
Policy 2.2
Creative and strategic installation of diverse park amenities supports active park use
by many different user groups.
Supporting
Policy 2.3
Generate proactive, targeted activation of citywide parks to leverage staff resources
and external partnerships and to make parks the community focal points for every
neighborhood.
Chapter Five: Welcome 98
TRANSFORM PARKS INTO VIBRANT COMMUNITY SPACES THAT EMPOWER RESIDENTS AND CONTRIBUTE TO THEIR NEIGHBORHOOD IDENTITY
Projects Include:
• Identify priorities for equitable
park redevelopment.
• Promote volunteerism,
donation, and adopt-a-park/
friends groups.
• Engage neighbors in
redesigning and adding
activities to parks that reflect
their interest, culture and the
character and history of
the area.
• Formalize Neighborhood
Park planning processes,
design guidelines for standard
features, and methods for
developing tailored design.
Transformative Project
ENGAGING
THE
COMMUNITY
THROUGH
PLACEMAKING
DEFINING FLEXIBLE
OPEN SPACES FOR INCLUSIVE
PARK DESIGN
PROGRAMMING TO
CULTIVATE COMMUNITY PRIDE
CELEBRATE NEIGHBORHOOD CHARACTER IN PARKS
(Top) Artesian Well Park. (Bottom) 337 Garden. Photo Credit: Logan Sorenson
5. REIMAGINE NEIGHBORHOOD PARKS
Chapter Five: Welcome 100
WELCOME:REIMAGINE NEIGHBORHOOD PARKS
During the Reimagine Nature
public process, the community
provided ideas to make
neighborhood parks more safe
and also more fun, reflecting
the diverse communities that
use each park. To address the
lower visitation in Westside
parks documented by the
2019 Needs Assessment, this
transformative project envisions
a community-driven approach
to park improvements. The
community can help guide
physical improvements that tell
the story of an historic spring or
celebrate a neighborhood’s artistic
style in a decorative community
garden gate. The construction of
these physical improvements in
neighborhood parks create spaces
that feel authentic, genuinely
representing the style, history
and recreation desires of the
neighborhood.
In tandem with community
input, Public Lands will carefully
look at the way department
resources are prioritized. Creating
a framework for equitable
investment will involve identifying
the communities most in need
of park improvements through
tools such as the equity mapping
on page 48. It will also entail
targeted investments in historically
underserved neighborhoods, such
as the recently passed City capital
improvement plans and bond
initiatives that include:
• Investing in the Jordan River
Parkway to match dollar for
dollar investments in east side
parks such as Liberty Park. The
parkway includes over 158.3
acres of managed natural
lands and is directly connected
to 11 parks totaling over 440
acres.
• Improvements to three
west side parks to improve
the amenities and add
placemaking features and
community character.
• Creating the Glendale Regional
Park, a destination park with
event area and other unique
recreational opportunities.
Community members reimagined their
neighborhood park at a “Paint the Pavement”
event in Poplar Grove Park.
Chapter Five: Welcome 102
WHAT IS A
NEIGHBORHOOD
PARK?
A neighborhood park’s primary
function is to serve the
surrounding community and
respond to the need for basic
recreational amenities close to
peoples’ homes. Ideally, these
parks are geographically centered
within a half mile of homes and
are connected by pathways
and sidewalks that provide safe
walking and bicycle access.
Neighborhood parks are typically
smaller in size, ranging from about
two to 15-acres, and have fewer
purposes than larger community
parks. They are intended to
provide both active and passive
recreation for residents for short
daily leisure periods, and should
be accessible for intensive use
by children, family groups, small
neighborhood gatherings, and
senior citizens.
Neighborhood parks typically have
a mix of large and small amenities,
such as open lawns and grass
play areas, pavilions, playgrounds,
sports courts and/or fields.
On-street parking is typically
adequate. As there are not enough
resources to encourage extended
periods of use- neighborhood
parks do not usually have facilities
such as lighting and restrooms.
WHAT MAKES
A GREAT
NEIGHBORHOOD
PARK?
The answer to the question, “what
makes a great neighborhood
park” varies from one park to
another. Local community values,
in excellent physical
condition
well-maintained, amenities in
good conditions
accessible to all potential
users
all ages & abilities, people know
about the facility and what they
can do, free/affordable to use
provide positive
experiences
diverse range of amenities
and activities, all community
members feel welcome and
safe, comfortable place to spend
time in
are relevant to the
communities they serve
park design and programming
reflects the culture and interest
of the community members,
surrounding community
actively uses the park, user
demographics reflect the
community-based organizations
are involved in park decisions
and operations
flexible and adaptable to
changing circumstances
park accommodates a variety of
uses, features adapt to evolving
circumstances, park enhances
environmental sustainability/
resilience
WELCOME:REIMAGINE NEIGHBORHOOD PARKS
URBAN LAND
INSTITUTE’S
5 CHARACTERISTICS
OF HIGH-QUALITY
PARKS
Integrating input from the youth of the community is one strategy to ensure neighborhood parks serve all ages. Youth engagement can include environmental education programming or finding locations for nature exploration and play instead of the typical playground.
1
2
3
4
5
park purpose and size, and
environmental conditions can
lead to different sets of criteria for
evaluating park quality. The variety
of park settings and community
needs makes it difficult to
establish baseline standards each
park should achieve based on
quantitative considerations such
as number of amenities.
Yet a successful neighborhood
park is apparent. It is full of activity
and diverse people, well-loved
by the community and frequently
visited. Through research and
engagement with parks and
communities across the country,
the Urban Land Institute, (ULI) has
identified qualities that contribute
to great parks which can be
broadly applied to different park
settings.1 The graphic on the right
outlines these qualities.
1 uli-fivecharacteristics_high-qualityparks_fin.
pdf
Nature Playground, Story Mill Community Park - Bozeman, MT
Youth Engagement Bailey Drive Gateway - Raleigh, NC
Youth Engagment, West Gunnison Park - Gunnison CO
-~
. . ~
-. ~
Chapter Five: Welcome 104
PARKS BY THE
COMMUNITY
High-quality neighborhood parks
are reflective of neighborhood
character by being culturally
relevant to the communities they
serve and providing a diversity
of activities that represent the
neighborhood. Parks can best
achieve neighborhood character
when they are planned and
implemented with the imagination
and effort of the local community.
The Reimagine Nature
engagement process
successfully harnessed the
power of neighborhood park
investment. Public Lands Staff
and students from the University
of Utah’s Department of City and
Metropolitan Planning invited
neighbors of Poplar Grove Park
to join Earth Day and Paint
the Pavement events in which
CASE STUDY: A
CITIZEN’S GUIDE TO
IMPROVING PARKS
Livable Memphis, in partnership
with The City of Memphis,
created a comprehensive guide
to help citizens get involved
with their neighborhood park.
The guide “shares ideas and
practical information for park
improvement projects, provides
tools and resources to be a park
advocate and demystifies the
process of navigating government
agencies.”1 It includes worksheets
for conducting park assessments
and neighborhood surveys, and
provides how-to guidance on the
logistics of leading park events,
hosting volunteer cleanups and
starting a “Friends of the Park”
group to name just a few.
1 https://assets.speakcdn.com/assets/2075/
guidetoimprovingyourpark_2018.
pdf?1537377320428
“75% OF SALT LAKE CITY’S PARKS & PUBLIC LANDS ARE NEIGHBORHOOD OR MINI PARKS AND PLAY A KEY ROLE IN ESTABLISHING COMMUNITY IDENTITY AT THE NEIGHBORHOOD LEVEL.”– 2019 public lands Needs Assessment
STEPS TO MAKING A GREAT NEIGHBORHOOD PARK: (A COMMUNITY TOOLKIT)
1. Assess needs
o Identify what services, activities or amenities may be missing from the community that the neighbor-
hood park could provide.
o Consult published research by organizations such as TPL, NRPA and ULI to understand successful
elements of a great neighborhood park. Engage neighbors to understand which park criteria is most
important and assess if your park is meeting needs or could use improvements.
2. Create community-led park strategies.
o Create a process to enable ground-up, community park planning, advocacy and stewardship.
3. Identify opportunities for community-led programming and park activation
o Are there local businesses, non-profits, cultural groups, religious organizations, clubs or community
volunteer groups that could contribute to park educational programs, events, activities or classes?
4. Create passive and active recreation opportunities to activate the park and encourage com-
munity presence.
o Do park amenities and recreation opportunities serve a wide variety people and cater to all ages and
abilities?
o Are there comfortable spaces where neighbors can linger to relax and enjoy nature?
o Are there a variety of spaces that facilitate gathering and group activities?
5. Create culturally relevant amenities.
o What amenities would best serve the culture and trends of the community?
6. Identify elements to create place-based park design.
o Are there unique characteristics of the environment, neighborhood or community that should be
reflected in the park design?
o Do natural features create possibilities for unique programming or recreation such as environmental
education, water recreation, hiking, or winter sports?
7. Foster community stewardship
o Are there community partners with an interest in volunteerism and stewardship?
o Is there neighborhood interest in forming Friends of the Park groups to steward and advocate for the
park?
o Are there elements of park maintenance or research that could support educational, vocational train-
ing, or internship opportunities?
8. Identify local environmental considerations.
o Are there natural features that are important to maintain or restore?
o Are there opportunities for the park design to improve local environmental conditions such as noise
pollution, air quality, urban heat, etc.?
STEPS TO MAKING A GREAT NEIGHBORHOOD PARK
neighbors helped design spaces
for park improvements, planted
trees and painted a mural. These
events resulted in a park reflective
of community expression and
generated input for Reimagine
Nature plan efforts from a typically
under-represented neighborhood.
Formalizing a process for inviting
the community to shape their own
neighborhood parks has helped
parks staff across the country
make neighborhood investment
a fundamental element of park
planning. The toolkit example
shown in Figure 23 provides a
framework outlining steps both
the Public Lands Department
and community members can
take to engage the community
holistically as long-term partners
for the planning and stewardship of
neighborhood parks.
WELCOME:REIMAGINE NEIGHBORHOOD PARKS
Figure 23: Community Park Planning Framework Toolkit.
Chapter Five: Welcome 106
WELCOME:REIMAGINE NEIGHBORHOOD PARKS
HOW ARE PUBLIC
LANDS’ RESOURCES
PRIORITIZED?
Long-term plans, like Reimagine
Nature, and annual plans by City
staff work in concert to determine
how time and money is spent on
Public Lands. Long-term plans
inform annual work. Each ring of
planning is informed by community
and stakeholder input. City
Council and Boards contribute to
prioritization decisions.
WHAT INPUTS
INFORMED THE
REIMAGINE NATURE
PRIORITIZATION
TOOLS?
Figure 24 communicates how
a combination of inputs such
as feedback and findings from
the 2019 Needs Assessment,
community input from Reimagine
Nature engagement focus groups
and survey responses, and
research on existing needs and
desires are all inputs guiding
the prioritization of master plan
recommendations, such as the 10
transformative projects.
CREATING
EQUITABLE
PRIORITIZATION AND
INVESTMENT
Providing equitable parks requires
evaluating park quality not just at
the site scale, but at the system
scale as well. System-wide
prioritization of park investment
begins by establishing baseline
criteria and taking stock of
existing conditions. Inputs such
as the 2019 Needs Assessment,
equity and environmental
mapping, community feedback,
and park amenity and conditions
assessments identify gaps in the
system and can help establish
standards for park quality and
identify areas most in need of
investment. An example of local
equity mapping is found on page
48.
In addition to understanding where
resources are most needed, it is
also important to consider how
funding decisions affect equitable
investment. Strategies that are
beneficial to some communities,
such as “Friend’s of the Parks”
groups, can put communities who
do not have the time or money
to spend at a disadvantage.
According to the Urban Institute’s
report Investing in Equitable
Urban Park Systems, “All funding
models have equity implications:
some are explicitly designed to
address equity and meaningfully
engage all residents, some risk
deepening inequities and fueling
displacement, and most depend
on how they are used.” The
report examines different funding
models and their implications for
equity. It provides strategies for
equitable investment practices
such as redistributing funds
from “Friends of the Parks”
groups into city-wide systems,
engaging community advisory
committees in funding processes,
and coordinating park and City
planning efforts to discover cross-
departmental alignment in both
goals and funding.
Figure 24: Plan Inputs and Prioritization Tools Graphic.
Existing
Conditions
&
Future Trends
CommunityInput
Gap Analysis
Needs
Assessment
- Equity Mapping- Community-Identified 10 Transformative Projects- Public Lands Master Plan- Strategies and Actions
Periodic Prioritization :
Neighborhood Plans ,
Site-Specific
Development Plans
Annual Prioritization:
Capital Improvement
Plans, Work Plans,
Annual City Budget
Process
Long-Term
Prioritization:
Citywide Reimagine
Nature Public lands
Master Plan , Regional
and Division plans (e.g ..
Foothills Trail System
Plan)
Chapter Five: Welcome 108
Projects Include:
• Promote partnerships for arts,
music, performance, fitness,
urban agriculture, and games
in parks.
HELP OUR PARKS, LARGE AND SMALL, COME ALIVE WITH ACTIVITIES AND EVENTS THROUGHOUT THE YEAR
ACTIVATE PARKS BY INCREASING THE
USE OF PARK
SPACE USING ART, MUSIC,
AND POP-UP ACTIVITIES
• Provide programming for
nature-based education,
volunteerism, outdoor
recreation, and horticulture.
• Reenergize city parks and
neighborhoods by adding
concession operations that will
generate revenues to reinvest.
Transformative Project
PROMOTE PARTNERSHIPS
FOR COMMUNITY PROGRAMS IN PARKS
6. COMING SOON TO A PARK NEAR YOU
~
~ ~~--~ -~
Chapter Five: Welcome 110
SUPPORT ACTIVITY
To take advantage of the beautiful
spaces and green destinations
Salt Lake City already has, this
transformative project aims to
increase use of public lands
through events, programs,
recreation and concessions.
National parks and recreation
organizations call this type of
improvement “activating” parks
and green spaces or creating
vitality in parks through providing
programs or physical features that
invite activity.
SUPPORT EVENTS
One of the unexpected outcomes
of the 2020-2021 COVID-19
pandemic safety protocols
included a dramatic increase
in the public visiting outdoor
parks and green spaces. Events
that typically happened indoors
including concerts, conferences,
classes and meetings transitioned
to the outside. Building upon this
rediscovery of outdoor venues, this
transformative project welcomes
partnerships with community
arts, music and performance
groups to look for ways to use Salt
Lake City outdoor public spaces
as places for events. Everyday
activities like outdoor yoga, a
quinceañera (celebration of a girl’s
15th birthday) or picnicking under
the shade of a park tree are also
important activities that can be
supported through investment
in infrastructure (e.g., shade,
picnic tables), event policy and
staff services and higher levels of
maintenance in city parks.
ENVIRONMENTAL ED
Keeping environmental education
in mind, this transformative
project welcomes opportunities
to expand nature-based and
volunteer programs. With training
in horticulture, cultivation and
nature stewardship, more public
participants could volunteer and
support the great need to take
care of what we have in Salt Lake
City parks, urban tree canopy and
greenspaces.
YEAR-ROUND
PROGRAMMING
Parks see the most visitation
during the warmer months.
Offering a diversity of activities
as shown in Figure 25 can extend
park-use to all four seasons,
increasing opportunities for
winter outdoor activity and the
associated benefits that come with
adequate sunlight exposure during
the dark winter months.
Kids learn about relationships
between soil and bugs at an
environmental education event.
WELCOME:COMING SOON TO A PARK NEAR YOU
Chapter Five: Welcome 112
Culture & Entertainment
Winter Events (Festival of Trees)
Ice Sculptors
Holiday Market
Fall Harvest Festival
Movie Nights
Food Trucks
Craft Market
Yoga in the Park
Music/Concerts
Pop-up Events
Public art shows, installations, competitions
Art Walks
Fire Pits/Warming Huts
Sledding
Skating Rink
Cross Country Skiing
Historic Signage
Community &
Recreation
Biking/Walking Trails
Outdoor Dining
Paddling
Farmer’s Market
Outdoor Education
Kid’s Play Fountain
Community Gardens
Climbing Wall
Urban Farming
Figure 25: Seasonal Activities GraphEXPAND PROGRAMMING TO PROVIDE SMALL-SCALE SEASONAL PARK AMENITIES TO ACTIVATE PARKS, INCREASE RECREATION AND ART OPPORTUNITIES FOR ALL AGES
Examples of park activities.
■
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114
6 GOAL STATEMENT
Salt Lake City’s urban population is
growing. The Public Lands Department
will balance providing safe green spaces
for the public while also protecting iconic,
irreplaceable natural resources that keep
the city wild. Stewardship demands are
profound: diminishing environmental health,
increasing need for visitor management,
increasing maintenance demands,
increasing numbers of unhoused using
open space as refuge, and increasing costs
to provide infrastructure and services to a
growing city. In the Public Lands’ domain,
the Department will lead the stewardship
and care of urban green spaces. The
Department will seek out opportunities to
partner with advocacy groups and schools
to educate on how the public can be
stewards of the land and learn its history.
PROTECT:
A COMMITMENT
TO STEWARDSHIPCHAPTER
Public Lands Staff creating wetland
habitat at Fairmont Pond.
Chapter Six: Protect
FACTORS IMPACTING STEWARDSHIP
Stewardship can be defined as
taking care of public lands now
and managing resources to protect
public lands for future communities
of people, plants and wildlife.
Taking this a step further, a 2018
literature review of environmental
stewardship concepts synthesized
a more nuanced definition
focused on local actions: “Local
environmental stewardship is
actions taken by individuals,
groups or networks of actors, with
various motivations and levels of
capacity, to protect, care for or
responsibly use the environment
in pursuit of environmental and/or
social outcomes in diverse social-
ecological contexts.”1
From this research group’s
extensive review of existing
management and governance
practices, they identified key
factors to local environmental
stewardship capacity that also
1 Bennett, N.J., Whitty, T.S., Finkbeiner, E. et al. Environmental Stewardship: A Conceptual Review and Analytical Framework.
Environmental Management 61, 597–614
(2018). https://doi.org/10.1007/s00267-017-0993-2
PROTECT:A COMMITMENT TO STEWARDSHIP
resonated with findings from the
Reimagine Nature community
outreach. Firstly, local community
assets including “social capital,” or
trust in local government agencies
and the ability to feel safe and
welcome in public spaces is critical.
Stakeholders and members of
the Salt Lake City community
cited “cultural capital” including
a community’s understanding of
place, history and practices as
important to building motivation
for stewardship. Additional factors
supported by best practices and
community feedback include
“financial capital” of both the
government and individuals that
affords stewardship actions plus
“human capital” of stewardship
actors (community, volunteers, staff,
etc.) and their degree of training,
skill level and available time.
SOCIAL CAPITAL &
HOMELESSNESS
What social capital (e.g., cues to
care, stewardship actions, etc.)
make Salt Lake City residents feel
safe and welcome in public lands?
From engagement feedback,
the public expressed a deep
appreciation of nature and green
space that is woven throughout
the city. They expressed that
well-maintained, well-lit and
well-attended public space
provides a sense of safety. There
was divided response on the
larger societal issue of people
experiencing homelessness and
those impacts on public spaces
including parks, natural areas and
trails that fall under the Public
Lands Department’s operation and
maintenance responsibilities.
On one end of the spectrum, some
members of the public demanded
more enforcement stewardship
actions from the department and
city agencies at large that ranged
from more eyes on the park to
removing unhoused individuals
altogether. On the other end
of the spectrum, community
members called for ways to
coexist with people experiencing
homelessness or support
those individuals with more
social services in public spaces
like lockers to store personal
property. No matter what end of
the spectrum the public may be
on, the impacts to Public Lands
is profound with 345 staff hours
and $23,084 of maintenance a
year devoted to clean-up activities
“RECRUIT STEWARDS, RANGERS/
AMBASSADORS, AND VOLUNTEERS
FROM MINORITY COMMUNITIES NEAR
THE PUBLIC LANDS.”
-comments from the
2021 public survey
“REACH OUT AND LISTEN.
SPECIFIC PLACE-BASED
RESPONSES FOR ACTS OF
RESTORATION, MAINTENANCE,
AND DEVELOPMENT.”
“RETHINK AND RESTRUCTURE OUR
NATURAL AREAS TO INCLUDE
THE CONTRIBUTIONS, LAND
ACKNOWLEDGMENTS, AND BETTER
SYSTEMS OF CARE OF THE LAND BY
INDIGENOUS PEOPLE.”
118 Chapter Six: Protect
related to the unhoused finding
no other options than using parks,
natural areas and trails as their
homes.
Nield and Rose, researchers from
the University of Arizona and
University of Utah, conducted
a recent case study2 on the
Jordan River Parkway and the
impacts of people experiencing
homelessness. Their community
interviews found similar responses
to those cited above for Reimagine
Nature. Their report also analyzed
the impact of nationwide short-
term, symptomatic responses to
homelessness in public lands and
found that those measures may
appease neighboring businesses
and residents temporarily, they
typically prolong the issue of the
unhoused in public lands and
keep management departments
in a seemingly never-ending
cycle of ultimately ineffective
solutions. Bottom line, social
capital needs to be strengthened
through collaborative solutions to
stewardship and cues to care.
Public Lands is seeking to create
more of these collaborative
opportunities by expanding the
2 https://www.nrpa.org/parks-recreation-
magazine/2019/january/addressing-homelessness-in-public-parks/
successful Trail Ambassadors
program into a system-wide
Public Lands Ambassadors
program. The “Revive Our River”
transformative project highlighted
in this chapter provides for
targeted, local green space in
which to implement collaborative
stewardship solutions, building up
social capital and improving the
environmental health of a riparian
habitat that benefits both east and
west sides of Salt Lake City while
also improving conditions for birds,
wildlife and aquatic creatures.
CULTURAL CAPITAL
As part of this master plan’s
community engagement, Public
Lands partnered with the
University of Utah Planning
Department Westside Studio.
Students in the studio hosted a
focus groups in early 2021 on the
theme “Placemaking, Community
Building and Equity.” Tying into the
2018 “Environmental Stewardship”
research, understanding how a
community’s culture and history
is expressed in the landscape can
help increase motivation for green
space stewardship. Westside
Studio students heard that the
community desires to partner
with Public Lands to “understand,
honor and promote the knowledge
and presence of rich traditions of
diverse cultures” reflected in the
city’s green places, parks, natural
areas, trails and golf landscapes. In
placemaking workshops, students
found “over 80% of participants
associated natural elements and
family connections with their given
memory.” These local findings
support this chapters second
emblematic transformative project,
“Sustaining Our Stories,” which can
help build cultural capital that in
turn inspires motivation for local
stewardship actions. “Sustaining
Our Stories” also seeks to protect
the cultural capital found in historic
assets such as the buildings and
landscapes that keep the stories
and cultures of the city’s past alive.
FINANCIAL AND HUMAN
CAPITAL
The old adage “time is money”
also relates to organization
and individual capacity to
implement local environmental
stewardship actions. Salt Lake
City demographic trends point to
more households falling below
the affordability threshold for
living and working in Salt Lake
City. North American cities with
similar demographic trends
struggle with balancing delivery
of equal quality of life amenities
(e.g., well-maintained public lands)
with a greater percentage of the
population needing additional
support to access those amenities
equitably. Plus, any historic areas
of inequity are magnified and
struggle even more to catch
up with quality and community
stewardship of public spaces in
affluent neighborhoods.
From an individual perspective
to an agency perspective, the
Public Lands Department also
faces steep challenges to balance
resources and keep up with needs.
NRPA’s 2021 Agency Performance
Review finds that parks
departments around the country
typically provide 8.2 full time
equivalent employees (FTEs) per
10,000 residents to maintain and
protect resources. Public Lands
would need a total of 160.7 FTEs
to meet the current number of
residents. Currently, Public Lands
has approximately 100 FTEs, or 5.1
FTEs per 10,000 residents.
As the City continues to grow, the
Public Lands service gap could
continue to widen. With over
30,000 new residents expected to
move to Salt Lake City by 2040, an
additional 15.3 staff will be needed
to maintain current staffing levels
per capita. To match national
averages, in year 2040, Public
Lands will need 184.9 FTEs.
PROTECT:A COMMITMENT TO STEWARDSHIP
The Department’s current
spending in 2020 was
$15,670,096, or $79.95 per capita.
US peer cities per capita annual
operating budget spending
averaged $88.30. To keep up
with peer cities, SLC Public Lands
would need an annual operating
budget of $17,306,800, an
increase of $2-million. By 2040,
Public Lands would need to have a
budget of $19,955,800.
Additional data collection and
research is needed to determine
an appropriate method to
address a backlog of deferred
maintenance costs. An inventory
of Public Lands’ investments
and their conditions is underway
which will inform future deferred
maintenance planning efforts.
“I WANT YOU TO
ACT AS IF THE
HOUSE IS ON FIRE,
BECAUSE IT IS.”
- Environmentalist Greta Thunberg, World Economic Forum, Davos, 24 January 2019
..,..--- -
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~
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~
Chapter Six: Protect 120
“CONSIDER THE WATER NEEDS OF CURRENT AND FUTURE
VEGETATION; MAKE PLANS THAT REDUCE WATER USE
WITH NATIVE AND ADAPTIVE SPECIES WHILE ADDING
TREES AND OTHER PLANTS.”
“I WOULD HOPE COMMUNITY INVOLVEMENT
COULD BE INCLUDED IN THE PLAN. THINGS
LIKE HAVING LOCAL PERFORMERS PUT ON
SHOWS AT NEARBY PARKS, OR HAVING
VOLUNTEERING BE MORE ACCESSIBLE.
PUTTING ON A CONCERT AT A PARK MAKES
ME WANT TO GO OUTSIDE AND VISIT A
PARK MORE. SOMEWHERE LIKE THE PEACE
GARDENS WOULD BE IDEAL FOR THAT.”
“CREATE AN ACTIVE PROGRAM TO TRAIN,
SUPERVISE, ORGANIZE, EQUIP AND
DEPLOY VOLUNTEER “STEWARDS” TO HELP
WITH CREATION AND MAINTENANCE OF
PROGRAMS.”
-comments from the
2021 public survey
“SINCE MORE PEOPLE
ARE USING THE
OUTDOORS, EDUCATION
ON HOW TO TREAT AND
TAKE CARE OF IT IS
ESSENTIAL.”
Local stewardship actions require
human and financial capital (time
and money). Looking forward over
the next 10 to 20 years, it is clear
that investment in Public Lands
and ensuring larger, citywide
efforts to keep Salt Lake City
affordable will have a profound
effect on local stewardship
capacity for individuals and
institutions.
DESIRES AND OPPORTUNITIES FOR PROTECT
In the 2020 community survey,
the word “protect” most often
resonated as a goal with the
thousands of participants. In
PROTECT:A COMMITMENT TO STEWARDSHIP
reflecting on the concept and
ideas from the 2021 survey, many
citizens took the time to add write-
in comments encouraging the
planning team to prioritize ways
to protect and restore nature and
wildlife. Enriching the discussion
about protecting nature are direct
quotes from participants found
below and to the right.
Chapter Six: Protect 122
LOCAL STEWARDSHIP IN ACTION
Youth volunteers are a big
component of the Parley’s Rails,
Trails and Tunnels Coalition. The
organization collects donations
to support the trail in addition to
providing volunteer opportunities
which include helping maintain
the trail, planning and trail design,
fundraising events.
The International Peace Gardens
Academy pairs stewardship
alongside educational experiences.
Volunteers can learn gardening
skills, help maintain and cleanup
natural areas near the Jordan
River and lead educational garden
tours. The group also provides
opportunities for members of
heritage groups to share their
culture and traditions through
storytelling activities in the garden.
Salt Lake City Public Lands is an
active steward of the city’s natural
and wild spaces. The Natural
Lands Division works to restore
and create native landscapes, such
as the newly created wetlands at
Fairmont Park. Public Lands also
provides stewardship opportunities
such as Puncturevine Pulls, Canoe
Cleanup Day on the Jordan River,
and a 9-Line Dig Day at the 9-Line
Bike Park.
Youth help volunteer for the Parley’s Creek Coalition
Photo: https://www.parleystrail.org/getinvolved
An event at the International Peace Gardens near Jordan Park.
Photo: http://www.utah17mai.com/index.html
Salt Lake City Public Lands Staff planting native wetland vegetation at Fairmont Park.
The following recommended
strategies and policies are high-
level guidance for Public Lands
operations and maintenance
that direct how Public Lands
will achieve the plan goal of
sustain over the next decade.
The community identified two
PROTECT:STRATEGIES AND POLICIES OVERVIEW
transformational projects to
support the overall goal of
protect. Working in tandem with
the strategies and policies in this
table, these projects root the 20-
year vision with on-the-ground
improvements that will contribute
to the protecting the region’s
PROTECT: HIGH-LEVEL STRATEGIES AND POLICIES
Strategy P-1 Ensure iconic, irreplaceable assets are not lost or rendered less valuable due to
neglect, destruction or development.
Supporting
Policy 1.1
Identify and direct capital funding for acquisitions and infrastructure investment that
protects iconic assets.
Supporting
Policy 1.2
Improve equitable distribution of maintenance resources, with a focus on improving
the condition and usability of the Jordan River Parkway and Westside parks.
Supporting
Policy 1.3
Establish and expand a Park Ranger program to enforce protective ordinances,
educate park users, and safeguard public land assets from damage and abuse.
Strategy P-2 Leverage the power of the community to help steward SLC’s Public Lands.
Supporting
Policy 2.1
Empower friend’s groups and community organizations to increase stewardship
capacity, add value, and maximize their contributions of expertise and resources.
Supporting
Policy 2.2
Grow a robust volunteer management apparatus to empower individual residents
to contribute their time, effort and knowledge to help support their public lands
system.
Supporting
Policy 2.3
Use targeted education campaigns to create a culture of stewardship in SLC.
landscapes, natural resources,
plants and animals. Additional
detail for implementation is
provided in Chapter 8: Action
Strategies.
Chapter Six: Protect 124
The Jordan River Water Trail....
Q
U
I
C
K
F
A
C
T
MILES
PROMOTE THE JORDAN RIVER PARKWAY
AS AN ALTERNATIVE AND ACTIVE FORM OF
TRANSPORTATION
The Jordan River Parkway is the longest paved urban trail in the U.S. with over 60 MILES
following the
Jordan River
from Utah Lake
to the Great Salt
Lake
Projects Include:
• Establish welcoming park
spaces along the river, and
further integrate Rose Park
and Glendale Golf Courses
into the Jordan River Parkway,
to foster community gathering
and bring the river into focus
as one of SLC’s most desirable
recreation destinations.
INVEST IN PROJECTS AND MAINTENANCE ALONG THE JORDAN RIVER PARKWAY THAT WILL PROMOTE EQUITY, ACCESS, SCENIC BEAUTY, DIVERSE RECREATION, AND HEALTHY ECOLOGY ALONG THE PARKWAY
INTERNATIONAL PEACE GARDENS
ROSE PARK GOLF COURSE
GLENDALE GOLF COURSE & GLENDALE REGIONAL PARK
Figure 26: Investing in the Jordan River Parkway.
7. REVIVE OUR RIVER
• Establish a self-serve kayak
rental program on the
Jordan River, complete with
multilingual signage and river-
access improvements to make
water recreation accessible to
more people.
• Restore and enhance natural
areas along the river for
improved biodiversity, habitat
and a healthy environment.
• Redevelop Glendale Regional
Park and make improvements
to Jordan Park and
International Peace Gardens
to create regional attractions
and event space with
characteristics that celebrate
and preserve community
culture and diversity.
Transformative Project
Chapter Six: Protect 126
PROTECT:REVIVE OUR RIVER
Salt Lake City’s iconic Jordan River
took its name from the historic
river in the Middle East, a sacred
landscape and threshold to the
“Promised Land” in Judaism and
Christian traditions. For other
cultures, fertile river valleys
have also played a critical role in
civilization, agriculture and are also
seen as sacred landscapes. Native
American groups recognize the life-
giving qualities of rivers: “If there’s
water nearby, I’ll go there for
solace…. Both the river and I have
changed, but our course remains
the same” (from “River Sonnet”
poem by Tacey M. Atsitty, Diné).
For many North American cities,
the form of development and
attitude towards city rivers range
from embracing portions of the
river for recreation and commerce,
to using the river for stormwater
and waste management and to
“turning our backs” on city rivers
as areas full of insects, pests and
flooding. In Salt Lake City, the
community has voiced a strong
desire to protect the Jordan River
as a natural asset by expanding
and improving ecosystem health
and recreational experiences
along the 60-mile Jordan River
Parkway Trail. For improved
recreation, the public shared that
additional maintenance and safety
amenities like trail lighting would
make the Jordan River Parkway
experience more welcoming.
Additionally, the Jordan River lands
are adjacent to many underserved
communities and investment in
high quality maintenance and
recreation infrastructure can help
bring more equitable service to
Westside neighborhoods.
A key opportunity for ecosystem
health is that the scale of available
land along the Jordan River
Parkway provides an opportunity
to greatly increase tree canopy
in an environment that can
support long-term growth of
healthy, mature shade trees.
These lands offer a consolidated
opportunity to protect and
enhance the tree canopy as the
urban forest declines through
impacts of climate change,
insufficient stewardship (e.g.,
irrigation of young trees) by
adjacent landowners, and the
illegal removal of trees during
construction as the city population
grows and redevelops. Urban infrastructure has shaped the Jordan River throughout SLC’s history. “Revive Our River” invites the community to reimagine the river as the ecological heart of the city.
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Chapter Six: Protect 128
TRAILHEAD
LIGHTING &
RANGER
AMBASSADORS
CONNECT TO TRANSIT,
BICYCLE ROUTES &
IMPROVE PARKING
IMPROVE BIRD
HABITAT
PROVIDE ADA ACCESS
ENHANCE TRAILS & ACTIVE
TRANSPORTATION
INCREASE TREE CANOPY
IMPROVE WATER
QUALITY
CREATE A PADDLE
TRAIL
NATIVE
REVEGETATION &
INVASIVE PLANT
REMOVALEXPAND PARKS
& AMENITIES
ACTIVATE SPACE
Invest in tree canopy, grounds
maintenance, a recreational
paddle trail, and park
development, renewal and
expansion from Glendale
Regional Park to the Regional
Athletic Complex.
IMPROVE THE ENVIRONMENT & WATER QUALITY
Focus first on reducing abundance
and occurrences of high-priority
invasive non-native species
present, then reduce the
frequency and cover of low-priority
non-native species, whenever
IMPROVE SAFETY & PERCEPTIONS
Implement a robust, citywide
Ranger-Ambassador program in
the City’s parks, natural areas
and open spaces that focuses
equally on resource protection
and enriching the experience for
all Public Lands visitors.
ACTIVE TRANSPORTATION & CONNECTION
Connect our parks and natural
spaces to the city’s human
powered transportation network.
Figure 27: Revive Our River Concept Illustration.
possible. Focus restoration on
riparian areas and creation of
wetlands as they are one of
the most degraded ecological
systems..
BIG
MOVES &
STRATEGIES
~ ~ ~
1.-~...-.-~ ~~~ ~~~ ~
~
Chapter Six: Protect 130
CASE STUDY:
The city of Seoul uncovered and restored
a 3.6-mile portion of the Cheonggyecheon
Stream in the center of the city, creating a
connected green way for walkers, cyclists
and wildlife. The Landscape Architecture
Foundation features this project in their
Landscape Performance Series1 and
documented that the final protects the city
from the impacts of 200-year flood events,
increased overall biodiversity by 639%,
reduced the urban heat island effect on
stream temperatures by 2-degrees Celsius
and reduced air pollution by 35%. Beyond
these successes, the project team also had
costly lessons learned by not fully including
access considerations for those with visual
and physical disabilities in the initial design.
1 https://www.landscapeperformance.org/case-study-briefs/cheonggyecheon-stream-restoration
• Consider using low-flow retaining
walls rather than stone or concrete;
• Install spur dikes to increase water
depth and slow flow;
• Utilize variation in river bottom
profile to support invertebrates; and
• Create plant-based filter strips for
cleaning the stream from hardscape
and street pollutant runoff.
Those were added later after protests
and were more costly. A technical
follow-up study also cited the following
suggestions to better support plants,
fish and invertebrates:
BEFORE & AFTER EXAMPLES:
Photos credits 1) Cheonggyecheon Stream, https://www.landscapeperformance.org/case-study-briefs/cheonggyecheon-stream-restoration; 2) https://www.
pressdigital; 3) https://www.itdp.org/2021/04/02/leapfrogging-past-the-urban-highway/
Chapter Six: Protect 132
REVEAL PAST AND PRESENT STORIES FROM OUR DIVERSITY OF EXPERIENCES THAT HAVE SHAPED THIS VALLEY, GIVING FOCUS TO UNDERREPRESENTED AND INDIGENOUS PEOPLE. EXPRESS THESE STORIES THROUGH LANDSCAPES, STRUCTURES, PLACEMAKING, AND ART
ENGAGE
PARTNERS
IN SHARING COMMUNITY
STORIES
PROTECT ICONIC LANDSCAPES
THAT SHARE OUR HISTORY
AND CULTURE
Photo: Above) Midtown Park, Design Workshop; Top Right) Place, credit; Bottom Right) Allen Park, SLC Public Lands
Transformative Project
Projects Include:
• Initiate a storytelling project
with partners to collect, share,
and display stories relevant to
public lands.
• Engage our communities in
identifying more meaningful
names for our local parks.
• Invest in restoring and
interpreting iconic structures
and landscapes such as Allen
Park, Fisher Mansion, and
Warm Springs Park.
8. SUSTAINING OUR STORIES
Chapter Six: Protect 134
PROTECT:SUSTAINING OUR STORIES
Landscape architects Matthew
Potteiger and Jamie Purinton write
in “Landscape Narratives: Design
Practices for Telling Stories” that
storytelling is “fundamental to the
way people shape and make sense
of experience and landscapes.”
The trees, material of paths,
recognizable businesses around
a park’s perimeter and other
physical qualities of parks and
natural areas are the setting where
the city’s collective and individual
stories “take place.”
As Salt Lake City grows and
welcomes more people, important
historic stories and origin stories of
parks and public lands are at risk
of being lost in the passage of time
and dynamic changing of place. As
cities reconcile the recent history
of colonization by Westerners,
Native American stories and ways
of creating shared places become
important. For youth these stories
can add an additional path to
understand and appreciate green
space and civic commons.
The humanistic practices of art,
literature, community advocacy,
history, drama, music, street
arts, architecture and landscape
architecture all have methods and
means to design and tell stories
of the land and cultures both past
and present. This transformative
project aims to create landscape
“canvasses,” both by preserving
historic, cultural assets and
their stories and by creating
opportunities for storytelling with
partner groups and the community.
In documenting and “Sustaining
Our Stories,” Public Lands
preserves and protects the cultural
threads that create a sense of
place in Salt Lake City’s nature.
Restoring and interpreting
structures within Public Lands,
such as Allen Park, Fisher Mansion,
and Warm Springs Park are sizable
investments of this Transformative
Project.
The many cultures and stories that shaped Salt Lake City are embedded in historic architecture and landscapes such as the springs and historic bathhouse at Warm Springs Park.
“[AN IMPORTANT] ELEMENT OF GREAT PUBLIC SPACES IS THEIR
ABILITY TO HIGHLIGHT AN AREA’S CULTURAL IDENTITY- WHETHER
THROUGH LOCAL PRACTICES, LOCATION, HISTORY, DESIGN,
ARCHITECTURE, OR ART. THIS IS A CRUCIAL FACTOR FOR
CREATING A SENSE OF PLACE THAT CAN WITHSTAND THE TEST
OF TIME.” -PROJECT FOR PUBLIC SPACES, MARCH 2016
Chapter Six: Protect 136
CASE STUDY- RENAMING ADVOCACY
Over the last decade, the National
Parks Conservation Association
had advocated changing the
names of several of landscape
features in National Parks to
reflect indigenous names (e.g.,
proposal to change Hayden Valley
PLACE NAMES
Places are shaped by the names
they are given, stories that are told
and histories that are taught. Over
time, unshared stories become
at risk of being lost, forgotten
without a place in the historical
narrative. The Native Lands Map
to the right, highlights indigenous
tribal landscapes around and in
the Salt Lake Valley that were
home to the Ute, Goshute and
Shoshone for thousands of years.
It demonstrates place before
European settlers structured and
claimed the land with borders,
names and property. It strives “to
map Indigenous lands in a way
that changes, challenges, and
improves the way people see
the history of their countries and
“IF HISTORY CAN BE READ IN THE NAMES ON THE LAND, THEN IT IS VERY PARTIAL AND VERY FRAGMENTED,”
-Lauret Savoy, author of “Trace: Memory, History, Race, and the
American Landscape”
Blackfeet leaders Bird Rattler (far left), Curly Bear (second from left) and Wolf Plume (third from left) meet with
Stephen Mather, soon-to-be Park Service director (sitting) and other officials to respectfully protest the use of
English-language names in Glacier National Park in 1915.1
Photo Source: https://www.npca.org/articles/2189-naming-matters-photo credit copyright Marian Albright Schenck/The Collections of Horace Albright
1 https://www.npca.org/articles/2189-naming-matters
Public Lands can help communities share their stories by serving as a venue, such as the Temporary Museum
of Permanent Change, a collection of rotating artistic exhibits Downtown that highlight the stories of the
people of SLC.
peoples.”1 Similarly, Public Lands
can provide an opportunity to
keep indigenous histories alive by
recognizing and sharing important
place names and stories.
1 https://native-land.ca/
in Yellowstone to Buffalo Nations
Valley). Similar efforts are met with
support and detractors. There are
sentimental attachments to place
names or others may not resonate
with current trends towards
what some people call a “cancel”
culture. This case study reflects
the potential opportunities and
challenges Salt Lake City Public
Lands could face in the process
of “Sustaining Our Stories.” A
good way to provide space for
the community to brainstorm,
respectfully disagree and come to
consensus would be to leverage
the Reimagine Nature engagement
tactics and partnerships with
community groups like the
University of Utah staff and
students.
Figure 28: Native Lands Map. Source: https://native-land.ca/
(Western
lrorie) Go~hllte
Goshute
Shoshone-Bannock
1,,oshute
1,oshute E~stcm Shosl>onc
~
~ ~
~ ~
~
~ ~
Chapter Six: Protect 138
some such creeks never entirely
disappear. A ghost, if you will,
holds the creek’s place, moving
slowly in darkness below the dry,
sun-baked surface. In the mind of
a local resident finely attuned to
such things, you’ve come upon the
invisible but real when you stand
above a blind creek. Dig, and the
water will come to light, like the
blind floor revealed when the
carpenter’s floor is taken up.”
-Barry Lopez
CASE STUDY-THE “ACTIVATION” AT BUCHANAN MALL
CASE STUDY- LANGUAGE OF LANDSCAPE
Over the last decades, several
writers have compiled
compendiums of lost landscape
words that help describe the
ecological phenomena of nature.
“Sustaining Our Stories” is also
about getting out in nature and
expanding our language of
landscape. Three books speak
eloquently on this topic.
Features in parks, such as
this chalk wall, can provide
opportunities for people of all
ages to tell their stories.
Photo: Midtown Park, Design Workshop
Community Storytelling at Buchanan Mall, San Francisco.
Photo Source: https://www.exploratorium.edu/publicspaces/projects/buchanan-mall.
In September 2018, the City of San
Francisco began their partnership
to re-envision and renovate
Buchanan Mall. The City and
other partnerships engaged in a
intensive engagement with the
community to develop and discuss
the plan. Once the concept plan
was complete, the City selected
one block to fully design and
build to show the community the
possibilities of their shared spaces.
One attraction in the developed
block was the installation of the
“Activation”. The Activation is a
temporary installation of gardens,
benches, archways, historical
photos, lighting, and two “audio-
As Robert McFarland writes in
his 2015 book Landmarks, which
collated thousands of words
describing the landscapes of
Britain and Ireland, “this is a book
about the power of language—
strong style, single words—to
shape our sense of place.” In
addition to the cultural histories
of people who have lived in the
Valley’s landscapes, there are
words all of us are unfamiliar with
or as McFarland writes, “we have
forgotten 10,000 words for our
landscapes.”
The 2006 book Home Ground: A
Guide to the American Landscape
compiles over 800 fading
landscape words from 45 poets
and writers. In this book edited by
Barry Lopez and Debra Gwartney,
words such as “blind creek” are
defined:
“To most eyes a dry creek is a
place where a creek once flowed
and after a rain will likely flow
again. Such a waterway is an
ephemeral creek, technically.
But by another way of seeing,
domes” providing stories from the
neighborhood. The community
worked together to design
prototypes of the Activation dome
and were hired to help build the
installment. This created a sense
of ownership over their space and
fostered conversations among
community members.
)~
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Barry Lopez & Debra Gwart.
~ ~ ~
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%
Chapter Seven: Grow 140
7 GOAL STATEMENT
As the Salt Lake City population increases,
our public lands receive more visitation
and work harder to reduce negative
impacts of more “footprints” on our
landscapes and public amenities with
increased maintenance and renewal.
Providing the amount of public properties
in relation to population growth needs is
increasingly challenging in a city reaching
maximum expansion build-out with limited
opportunities to aquire large natural
areas or small parks in areas of dense
development with high land prices. City
departments and partners work together
to provide green space and recreation
opportunities in our rapidly re-developing
downtown. We innovate and make smart
use of the public properties we have, being
strategic with our resources and creating
funding sources to expand our urban forest,
trails, park system, and natural areas.
GROW:
EXPAND OUR
PUBLIC LANDS
SYSTEM
SLC golf courses provide an opportunity to greatly increase the urban forest and provide it with care.
CHAPTER
Chapter Seven: Grow 142
EXPANDING THE PUBLIC LANDS SYSTEM
2020 Census data shows that Utah
is the fastest-growing state in the
nation.1 Over 30,000 people are
expected to move to Salt Lake
City by 2040. In order to maintain
the current level of park space
provided to the population, as
of the 2019 Needs Assessment,
the city would have to add 94
additional acres of park space
to Public Lands. That’s roughly
equivalent to adding another
Liberty Park to the city. This
acreage is a shifting metric as
parks, such as the new Allen Park,
have been added to the system
yet the population of the city has
grown faster than predicted in
2019. Like other North American
cities with expanding population,
challenges to growing or acquiring
more green space include rising
land prices, limited resources for
taking care of current lands and
competing land use needs. In
terms of walking distance to green
spaces, Plan Salt Lake sets a
2040 aspirational target of every
1 https://gardner.utah.edu/census-2020-utah-fastest-growing-state-in-u-s/
GROW:EXPAND OUR PUBLIC LANDS SYSTEM
resident living within a half-mile of
public lands. While most residents
meet this criteria, the denser urban
communities of Downtown, Sugar
House and the Central Planning
Area still have gaps in walkable
access to parks.2 In addition
to public parks for recreation,
expansion of Natural Lands and
trail corridors for land and water
conservation, wildlife habitat,
and other ecological or scenic
character purposes is also of high
importance. The 2010 Salt Lake
Open Space Acquisition Strategy
identified many key opportunities
and since then area plans have
highlighted urban to wilderness
opportunities for expanding Public
Lands holdings.
RISING LAND PRICES AND GROWING POPULATION
The Deseret News3 recently
reported that 2020 saw double-
digit percentage home price
increases and classifies the
2 Salt Lake City Parks and Public Lands Needs Assessment, (2019)3 https://www.deseret.com/2021/5/13/22412416/
utahs-place-in-the-west-raging-housing-
market-salt-lake-city-rising-housing-prices-record-breaking
Salt Lake metro as one of the
hottest housing markets in the
West. Salt Lake City’s Downtown
Alliance4 found that real estate and
construction costs are at an all-
time high and there are insufficient
green spaces downtown. Most
cities offer three times more green
space to downtown residents than
Salt Lake City. The 2019 Needs
Assessment5 also found that the
downtown core is especially
lacking in green space compared
to the rest of the city and identified
the Depot District, Central Business
District, East Downtown and
400 South as population growth
areas of the city that will require
additional open space to meet the
needs of future residents.
RESOURCES TO MAINTAIN AND ACQUIRE
Acquiring additional land for parks,
natural lands, and trails is costly
and maintaining new spaces
will add resource burden to the
existing deferred maintenance of
existing public lands.
4 https://www.downtownslc.org/images/pdfs-
doc/2020_State_of_Downtown_v10.pdf
5 Salt Lake City Parks and Public Lands Needs Assessment, (2019).
- plan Salt lake, 2014
“OPEN SPACE AND THE
NATURAL ENVIRONMENT ARE
DEFINING FEATURES OF SALT LAKE CITY.
OUR BEAUTIFUL CITY PARKS AND OPEN
SPACES, PAIRED WITH THE DRAMATIC
VIEWS OF AND PROXIMITY TO THE
WASATCH AND OQUIRRH MOUNTAINS,
MAKE SALT LAKE CITY A BEAUTIFUL PLACE
TO LIVE AND VISIT. THESE AESTHETIC AND
RECREATIONAL QUALITIES ATTRACT NEW
RESIDENTS, VISITORS, EMPLOYERS, AND
INVESTMENTS TO OUR CITY.”
Chapter Seven: Grow 144
Some municipalities utilize
developer contributions as one
mechanism, that when property
tuned, contributes to parks
provision for new residents. The
2010 Open Space Acquisition
Strategy lists a number of
conservation tools including:
bargain sale of land, parkland/
trail dedications, zoning for
conservation, trail easements,
conservation easements,
purchase of development rights,
transfer of development rights,
conservation subdivisions, deed
restrictions, wildlife property tax
valuation, partnerships for funding
leverage and stewardship. Criteria
for new open space includes
evaluating benefits of scenic
assets, ecological health and
the neighboring community, and
connection to other public lands.
Other mechanisms, such as
Community Reinvestment Bonds
for capital improvements, will act
as another resource for improving
public lands, with funding
allotted to major projects which
include: creating a regional park
at Glendale, restoring historic
buildings and landscapes in
parks such as Allen Park and
Warm Springs Park, continuing
implementation of the Foothills
Trails System Plan, creating a wood
re-utilization plan for the Urban
Forestry division and improving the
Jordan River.
COMPETING LAND USE GOALS
Affordable housing and supporting
commercial businesses and utilities
are high needs for a growing
city. Also important is public
lands infrastructure. University of
Chicago psychologist Marc Berman
states, “natural spaces are not an
amenity, they’re a necessity—we
have to have it. Just like clean
water or clean air, we have to have
natural spaces in our environment
for people to function well.”6
Given Downtown and the Central
Planning Area’s lack of adequate
greenspace, in addition to a
growing population, protecting and
enhancing SLC’s existing parks and
open space and efforts to increase
the provision of greenspace are of
top importance. While other land
uses such as affordable housing
provide a worthy cause for urban
6 https://www.discovermagazine.com/health/
green-spaces-are-a-necessity-not-an-amenity-how-can-cities-make-them
development and infill, public
greenspace is an irreplaceable
asset within the city. Not only is it
crucial to protect the few remaining
slices of greenspace in the city
for wildlife and ecosystem benefit,
it is economically a valuable
asset for the City to retain. Based
on the average land value of
SLC planning areas that contain
homes today, if the 3,699 acres
of existing parks and golf courses
were overcome by development,
replacing those acres – and the
essential associated environmental
and health benefits - would cost
approximately 1.4 billion dollars.7
However, in some situations
nonperforming lands could be
swapped for those that better
serve Public Lands mission.
7 Calculated with GIS data from the Salt Lake County Assessor’s Parcels and Salt Lake City
planning areas.
DESIRES AND OPPORTUNITIES FOR GROW
In reflecting on one word that
sums up the public’s vision for
the next 10 years of public lands,
“grow” came in as the second most
popular. Digging into the hundreds
of comments made from the public,
many people reflected on the
need to invest in green spaces on
the Westside of the city and from
a citywide perspective to add
spaces where plants and wildlife
needs come first. Ideas on how to
grow public lands from the public
include:
“More natural wildlife areas without
paved trails. A NY Central Park size
park on the West side of the valley.”
“Require that all new apartment
building complexes have green
spaces as part of their design.”
“[Experiment with] a planting of
some native species, you know, the
little copses of oaks and maples
and box elders that exist in that
Golf Course are really needed
and actually harbor quite a bit of
wildlife.”
“94 ACRES
OF NEW PARK
LAND WILL BE
REQUIRED BY 2040
TO MEET FUTURE
NEEDS AT
THE SAME LEVELS
OF SERVICE AS
TODAY.”
- 2019 SLC Public Lands
Needs assessment
“MOST CITIES OFFER THREE
TIMES MORE GREEN SPACE TO
DOWNTOWN RESIDENTS THAN
SALT LAKE CITY.”
Chapter Seven: Grow 146
General standards for different
park types (classifications), shown
in Figure 29, helps to provide
parameters for creating equitable
park investments and expectations.
For example, Neighborhood Parks
are unlikely to include restrooms as
this expense is better reserved for
Regional, Community, and Special
Use Parks that may require greater
PARK CLASSIFICATIONS AND STANDARDS
travel and duration of visitation.
However, these classifications
do not dictate aesthetics and
allow for selection of a variety of
features- such as types of sports
courts, community garden, or play
features.
Upgrading parks to include
amenities listed for their categories,
such as Glendale to be a regional
park, is one way that park capacity
to support a growing population
can be met. As the city nears build-
out and it becomes even more
challenged to acquire additional
park acreage it will be important
grow within existing parks to do
more to meet needs.
PARKLAND CLASSIFICATIONS AND STANDARDS
Size and
Service Area
Purpose and Function Characteristics and Amenities
Expectations
Location
Examples
*not a complete list
Regional Park
25+ Acres.
1.5 mile local
service & city
and regional
service
Provides facilities and recreational
amenities intended to serve city
residents as well as the surrounding
region. These parks should provide
a large variety of recreational
opportunities to be both a regional
destination and surrounding
community attractor. These parks
are likely to support a combination
of passive and active interests such
as water play, playgrounds, shelters,
trails, and athletic facilities.
Park amenities, events and landscape
make them regional attractions. Special site
features such as streams, lakes or historic
sites may add to the park’s character.
Amenity expectations may include restrooms,
parking, lighting, concessions, facilities for
rental/reservation, and expression of history,
art and culture.
Liberty Park
Future Upgrade:
Glendale Park,
Jordan Park/ Peace
Gardens, Riverside
Park, Rosewood
Park, Sunnyside
Park.
Special Use Park
Size Varies
1.5 mile local
service & city
and regional
service
Parks that mainly serve one
specific purpose or community
need. Examples include the three
downtown special events parks
that provide a plaza experience for
passive recreation and host festivals
and events. Examples include
bike parks, horticultural centers/
working farms/community gardens,
arboretum/botanical garden, sports
complexes or parks dedicated to
similar sports tournaments and
groupings, environmental education
centers, performance areas, urban
plazas, festival walkways, civic
parks, or other specialized activity or
recreation interests.
Characteristics and amenities vary based on
special use purposes. For example, special
events parks may include vendor space,
venues for entertainment such as permanent
or temporary stages and seating, and access
to electrical hook-ups.
Regional Athletic
Complex, Library
Square, Washington
Square, 9-Line Bike
Park, Sorenson
Multi-Cultural
Center, Artesian
Well Park, Model
Port, Allen Park.
Size and
Service Area
Purpose and Function Characteristics and Amenities
Expectations
Location
Examples
*not a complete list
Community Park
10-25 acres
1-mile service
area to account
for people
walking, biking,
or driving to
parks
Focused on meeting the major
parks and recreation needs of the
city. Serves as a focal point for
community-wide activities and group
gatherings. Provides facilities that
serve a broad purpose, balancing
active and passive recreation
needs. Allow for group activities
not feasible nor desirable at the
neighborhood level due to noise,
lights, traffic, etc. Often adjoining
other community-oriented facilities
(libraries, community centers,
schools, etc).
Portions of the site should have gentle
topography to accommodate active sports
fields and open turf areas. Unique landscapes
should be preserved, celebrating features
such as streams, lakes or historic sites to
express park character. Community Parks
have facilities such as lighting and restrooms.
May include special amenity or recreation
facilities, such as athletic complexes or sports
fields, large swimming pools, or play areas,
although not the only purpose of the park.
Likely to include playground equipment or
large play structures, informal and formal
play fields, paved areas for court games,
pathways, picnic shelters, and community
buildings.
Portions of land may include areas of natural
quality for outdoor recreation, such as
walking, viewing, picnicking. May include
natural features such as water bodies or
features and gardens.
11th Ave. Park, 1700
South River Park,
Cottonwood Park,
Fairmont Park,
Herman Franks
Park, Memory Grove
Park, Pioneer Park,
Washington Park,
Warm Springs Park.
Neighborhood Park
2-15 acres
Neighborhood,
½ mile walking
distance.
Generally serves neighborhood
needs with fewer purposes and
smaller size than Community Parks.
Intended to provide both active and
passive recreation for residents
for short daily leisure periods.
Should be accessible for intensive
use by children, family groups,
small neighborhood gatherings,
and senior citizens. Accessible
to neighborhood population and
geographically centered with safe
walking and bicycle access. May be
developed as a park-school facility.
Mix large and small amenities, such as
open lawns and grass play areas, pavilions,
playgrounds, sports courts and fields. On-
street parking is typically adequate. Ideally,
these parks are linked by pathways and
sidewalks and respond to the need for basic
recreational amenities close to peoples’
homes. Do not have facilities such as lighting
and restrooms.
Poplar Grove Park,
Sherwood Park,
Popperton Park,
Ensign Downs Park,
Jefferson Park,
Meadows Park,
Wasatch Hollow
Park, 900 South
River Park, and
more*.
Upgrade: Taufer
Park
Mini Park
2 acres or less
Neighborhood,
1/4 mile
walking
distance.
Specialized facilities that serve a
limited area, concentrated or limited
population or specific group such
as children or seniors. Could be
provided by public or private sector.
May have elements such as small
playgrounds, seating or picnic areas and
shade. Do not have facilities such as lighting
and restrooms. In dense, urban areas, may
be highly designed to serve more people in a
small space.
600 East Park,
Almond Park,
Guadalupe Park,
Victory Park, Silver
Park, Ron Heaps
Park, and more*.
Figure 29: Near Term Investments By Planning Area Map.
Chapter Seven: Grow 148
Neighborhood Park: Wasatch Hollow
Mini Park: Imperial Park
Trailhead: Ensign Peak Parkways: Jordan River Parkway Golf Course: Bonneville
Special Event Park: Library Square Natural Lands: Fife Wetland
Regional Park: Liberty Park Community Park: Fairmont Park
EXAMPLES OF TYPES OF PUBLIC LANDS
SPACES IN SLCPARKLAND CLASSIFICATIONS AND STANDARDS, CONTINUED
Size and
Service Area
Purpose and Function Characteristics and Amenities
Expectations
Location
Examples
*not a complete list
Natural Lands, Non-Urban
Varies
City or broader
region
These areas are generally
maintained in their natural state with
ecological systems management
and help preserve significant views,
provide wildlife sanctuaries, and
conserve natural resources. These
areas may also support scientific
research and trail equestrian and
bicycle use. Depending on site
conditions, public access can be
limited. Emphasis is on achieving
a balance between re-source
protection and public use.
Natural land areas with environmentally
sensitive habitat and features, and riverfront
areas and floodplains and creek corridors.
Often provide connections with other
public lands. Site features such as streams,
scenic views, rock outcrops, or historic sites
may add to the natural area’s character.
May include above or below grade utility
infrastructure so long as land remains
predominantly natural in character.
Foothills Natural
Area, Parleys
Historic Nature
Park, Lower Jordan
River Wetlands, and
more*.
Natural Lands, Urban
Varies
City or broader
region
Urban natural lands are natural
spaces which are typically
surrounded by urban development
or adjacent to manicured parks and
often serve a park-like function.
Similar to Non-urban Natural Lands but
require a higher level of maintenance,
facilities and/or infrastructure to manage
human activities and adjacency to the built
environment. May support opportunities for
passive recreation through recreational trails,
interpretive facilities, historic and cultural
exhibits, nature observation, photography,
orienteering, kayaking, canoeing, floating,
and fishing.
Miller Park, Wasatch
Hollow, Hidden
Hollow, Fife Wetland
Preserve.
Greenways
N/A
Neighborhood,
city or broader
region
Linear parks, greenways and paved
and unpaved surface within a
designated open space corridor
allowing for pedestrian and bicycle
commuting and recreation use. Trails
are measured by linear distance, not
land area.
Linear green spaces, parkways, trail
corridors, stormwater infrastructure,
and green interventions along public
thoroughfares which add aesthetic value and
may encourage pedestrian and bicycle use.
May include associated natural or manicured
landscape with paved and unpaved trails.
May include ornamental plazas, special
features like gardens, bike parks and
trailheads, stormwater infrastructure and
urban forest enhancements.
9-Line, Folsom,
Green Loop, Jordan
River Parkway,
planted medians.
Golf Courses
100 – 250
acres for 9 to
18-hole course.
City or broader
region
Large expanses of turf grass, trees,
and small water features that are
maintained for the game of golf.
May include trails or trail ac-cess
within non-playable portions of the
property so long as golf activity
remains unencumbered by trail
access.
Rolling terrain without overly steep sections.
Appropriate soils, drainage, and water
availability to support turf grass. Small water
features and other natural elements add to
the complexity and difficulty of the game
while also providing habitat for urban wildlife
and potential for stormwater retention.
Nibley, Forest Dale,
Bonneville, Rose
Park, Glendale,
Mountain Dell.
Chapter Seven: Grow 150
Figure 30: Future Investments By Planning Area Map.
INCREASING LEVEL OF SERVICEAND FUTURE INVESTMENTS
The National Recreation and Park
Association (NRPA) finds that city
parks departments on average
offer one park for every 2,777
residents and 9.9 acres of parkland
per 1,000 residents. While this is a
national benchmark average, NRPA
acknowledges that park agencies
are as diverse as the landscapes
and people they serve. There is no
one, standard way of measuring
level of service that works for
every city. The people, staff and
stakeholders of a city must provide
input on the values and needs
of their own communities for
access to the urban outdoors and
environmental services provided
by parks, urban forests and green
spaces.
Level of service is often measured
by acres of parks and open space
per person. Yet many measures
such as park investment and
availability of park amenities
contribute to the level of park
service each neighborhood
receives. Due to limited available
space, areas of the city with higher
densities will need to find creative
solutions to increase park level of
service to meet the demands of a
growing population. At the same
time other planning areas contain
substantial acreage of parks and
natural lands which are in need
improved maintenance and the
addition of amenities to equally
serve the community.
Figure 30, the map to the right
shows near-term Public Lands’
investments that seek to improve
the level of service of parks
and amenities across the city.
Significant near-term investments
are broken down by planning
area on the following pages,
highlighting major improvements
and transformative projects that will
serve each community.
AVENUES
EAST
BENCH
SUGAR
HOUSE
NORTHWEST
CENTRAL
COMMUNITY
DOWNTOWN
WEST
SALT LAKE
CAPITOL
HILL
GROW:EXPAND OUR PUBLIC LANDS SYSTEM
FUTURE PUBLIC LANDS INVESTMENTS
GOLF COURSES
EXISTING TRAILS
PROPOSED TRAILS
PARKS AND
NATURAL LANDS
CEMETERY
HIGH EQUITY PRIORITY
HIGH EQUITY PRIORITY
MEDIUM EQUITY PRIORITY
MEDIUM EQUITY PRIORITY
LOW EQUITY
PRIORITY
LOW EQUITY PRIORITY
NEAR-TERMCAPITAL IMPROVEMENT PROJECTS
TRANSFORMATIVE PROJECTS
EXISTING
ELEMENTS
LEGEND
0 ~ ~ ~ ~ ~ ~
• -• ~ -
0 ~
• ~
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0
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■
~
~ ~
■ ~ ~ ~ ~ ~
Chapter Seven: Grow 152
NORTHWEST
WEST SALT LAKE
Near Term Investments:
»Invest in the Jordan River and the Jordan River
Parkway Trail
»Identify opportunities for separated bike lane/
multiuse paths to close gaps
»Add uses to Rose Park Golf Course to make it
more accessible to the community.
»Invest in 2200 West – Urban Farm
»Create a future Public Lands Native Plant Nursery
»Improve west side park amenities, placemaking
and programming. NORTHWEST AND WEST SALT LAKE
The westside has a higher level of
service in terms of park and natural
land acreage than the citywide
average, and is connected by
the Jordan River. Increasing park
service in these communities will
involve investing in existing public
spaces to enhance environmental
quality and increase park
amenities.
There is a very high need for
investments in these two planning
areas to achieve citywide equity
goals. Population is growing
in this area and residents are
concerned about rising housing
costs, gentrification and seeing
their cultural identity disappearing
from these places. NRPA and other
GROW:EXPAND OUR PUBLIC LANDS SYSTEM
park researchers are working to
expand a list of recommendations
for parks-related anti-displacement
strategies that should be employed
for this area.1
Providing existing parks with
amenities that serve the needs of
the community will be important to
incorporate into future investments.
There is also a high percentage
of children, youth and seniors
compared to the rest of the city’s
population and park investments
should make extra consideration
for these groups.
1 https://www.nrpa.org/parks-recreation-magazine/2019/december/greening-without-gentrification/
Near Term Investments:
»Invest in the Jordan River and the Jordan River
Parkway Trail
»Invest in Fisher Mansion
»Invest in Glendale Regional Park
»Identify opportunities for separated bike lane/
multiuse paths to close gaps
»Implement the Surplus Canal Trail
»Add uses to Glendale Golf Course to make it more
accessible to the community.
»Improve westside park amenities, placemaking
and programming
Glendale Golf Course
Glendale Regional Park
1700 S Park
9 Line Trail
900 S River Park
Fischer Mansion
Jordan Park
Jordan River Parkway Trail
Jordan River Parkway Trail
Rosewood Park
Riverside Park
Constitution Park
CottonwoodPark
WestpointePark
Poplar Grove Park
Regional Athletic Complex
Sherwood Park
Proposed Surplus Canal Trail
1700 S
2100 S
7
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W
O
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NORTH TEMPLE
Rose Park Golf Course
Future SLCPL Native Plant Nursery
0
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Chapter Seven: Grow 154
CAPITOL HILL
DOWNTOWN
CENTRAL CITY
GROW:EXPAND OUR PUBLIC LANDS SYSTEM
CAPITOL HILL, DOWNTOWN AND CENTRAL CITY
These areas of the city are
experiencing an extremely high
degree of change. They have the
least amount of park space and
are the fastest-growing, adding
both population and density at a
rapid rate. Downtown in particular
has a very high percentage of
surface parking lots that are quickly
converting to high density housing,
office, and retail.
Buying and developing land for
park space in the city’s center is
Near Term Investments:
»New Park in Granary District (Fleet Bock!) at least
25% of the block or 3 acres on the corner
»Green Loop to create new green space downtown,
8 acres along the green loop segment on 200 E
»Invest in Pioneer Park to make it a flagship
downtown park
»Identify opportunities for separated bike lane/
multiuse paths
»Encourage developers to create park space as
part of their development for their residents, at a
minimum
»Invest in the Civic Campus (Washington Square)
and Library Square to bring more uses and
programming to the site
»Look for community garden and pocket park
opportunities
Near Term Investments:
»Invest in the Civic Campus (Washington Square)
and Library Square to bring more uses and
programming to the site.
»Identify opportunities for separated bike lane/
multiuse paths
»Encourage developers to create park space as
part of their development for their residents, at a
minimum.
»Look for community garden and pocket park
opportunities
Near Term Investments:
»Invest in Warm Springs Park and the historic bath
house property
»Create on and off-street multi-use trail connections
to the Foothills Natural Area, Ensign Peak Open
Space and the City Creek Natural Area
»Identify opportunities for separated bike lane/
multiuse paths
»Encourage developers to create park space as
part of their development for their residents, at a
minimum
»Look for community garden and pocket park
opportunities
expensive but is critically needed.
A multi-varied and aggressive
approach which includes public
and private strategies as well
as public-private partnerships is
needed to address the need for
more green space in the heart of
the City.
The City should identify ways
to reinvent city streets, taking
advantage of the wide right-of-
ways to create linear green space.
Other ways to provide green
space could involve allocating
space for parks on City-owned
blocks. Additionally, the City could
encourage developers to include
outdoor green space assets for
their residents to provide respite
from the urban environment.
Strategies could also include
expanding sidewalks and park
strips to create space for more
outdoor dining and pedestrian
activity. Expanding the park strips
provides permeable surfaces
for stormwater collection and
adequate growing space for
trees, cooling the hot, paved
urban environment. Identifying
space for community gardens,
which are in high demand in these
neighborhoods would also provide
needed urban green space.
Warm Springs Park
Memory Grove Park
Suede Town Park
Guadalupe Park
Ensign DownsPark
600 N
BE
C
K
S
T
.
Ensign Peak Open Space
I-15I-15
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2
0
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W
M
A
I
N
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400 S
800 S
Green LoopPioneer Park Washington Square
Green Loop
Fleet Block
Liberty ParkJefferson Park
Library Square
Herman Franks Park
Cotten Park
Faultline GardensPark
600 E Park
Proposed 9 Line
I-15I-15
3
0
0
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400 S
1700 S
1300 S
7
0
0
E
13
0
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Chapter Seven: Grow 156
EAST BENCH
SUGARHOUSEAVENUES
GROW:EXPAND OUR PUBLIC LANDS SYSTEM
AVENUES, EAST BENCH AND SUGARHOUSE
These areas are relatively stable
and are experiencing less
change and growth compared
to other parts of the city. The
neighborhoods are built out and
the street development pattern
is of a more suburban character,
consisting predominantly of single
Near Term Investments:
»Continue to invest in trails and linear recreation
to reduce gaps as well as create connections
between neighborhoods and the rich trail network
in the Foothills Natural Area
»Create on and off-street trail connections to link
the neighborhoods with urban natural araes such
as Wasatch Hollow and Miller Bird Refuge
»Invest in Rotary Glen Park
»Invest in Bonneville Golf course to expand uses
Near Term Investments:
»Continue to invest in Fairmont Park
»Investments in Forest Dale Golf course to expand
uses
»Invest in Nibley Golf Course to expand uses
»Invest in Allen Park
Near Term Investments:
»Invest in the City Cemetery to make it an open
space resource. Utilize the roads for multiple use
»Continue to invest in trails and linear recreation
to reduce gaps as well as create connections
between neighborhoods and the rich trail network
in the City Creek Foothills Natural Areas
family homes. The population
consists of a relatively older group
than is found throughout the rest of
the city.
While these planning areas have
a small percentage of park acres
compared to other parts of the city,
they have the greatest access to
natural lands due to their proximity
to the foothills.
Investments in linear recreation,
and multi-use paths that connect
neighborhoods to existing natural
lands and the Foothills Natural
Area will be key to improving park
service in these neighborhoods.
Utilizing or adding multiple uses to
other greenspaces such as the City
Cemetery and golf courses are also
top strategies to improving access.
Imperial Park
SugarhousePark
Parley’s Historic Nature Park
Sunnyside Park
Bonneville Golf Course
Connections to Wasatch Hollow
Connections to Miller Bird Refuge
Rotary Glen Park
Foothills Trails & Natural Area
AllenPark
Westminster College
FairmontPark
Forest Dale Golf Course
Nibley Golf CourseCity Cemetery
Popperton Park
Lindsey Gardens
Memory Grove Park
11th Ave. Park
Foothills Trails & Natural Area
City Creek Natural Area
2100 S
500 S
2700 S
F
O
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H
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R
1
3
0
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2
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11th AVE
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I-80I-80
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Chapter Seven: Grow 158
The following recommended
strategies and policies are high-
level guidance for Public Lands
operations and maintenance
(O&M) that direct how Public
Lands will achieve the plan goal
of “Grow” over the next decade.
The community identified two
CASE STUDIES
The Lafitte Greenway, a 54 acre multi-use trail
and linear park system, utilizes a former shipping
canal and railroad right-of-way to create a
network of shaded green space which connects
people and communities in seven historic New
Orleans neighborhoods. The planning process
accompanied a community-led revitalization
strategy for each neighborhood, showcasing
neighborhood character and integrating the
desires of local residents. The greenway
“incorporates sustainable design through green
stormwater infrastructure, native plantings,
adaptive re-use of existing buildings and the
reduction of impervious surfaces.”
The City of Ann Arbor, Michigan provides
stewardship opportunities for residents to help
maintain local parks through their Adopt-a-
Park volunteer program. The program allows
neighborhood associations, individuals, or group
organizations to customize their own program for
volunteering by setting their own maintenance
regiment, schedule and plan for what they would
specifically like to work on. Volunteers are able to
foster a sense of park ownership while learning
about topics of interest.
The Downtown Seattle Association (DSA) creates
partnerships to activate Downtown parks and
public spaces. The group collaborates with the
Seattle Parks department, friends-of-the-parks
groups, and local artists to enliven Downtown
spaces with events and art installations. Artists
and organizations are invited to host an array of
activities in parks such as “fitness classes, arts
and crafts, children’s activities, dance and pet
events.”1 The DSA also facilitates projects that
include adding flowers, vibrant, artistic crosswalks
and creative lighting and wayfinding to Downtown
spaces.
1 https://www.a2gov.org/departments/Parks-Recreation/administrative/adopt-a-park/Pages/Adopt-A-Park.aspx
Photo: Lafitte Greenway, New Orleans Louisiana, Design Workshop
Photo: Ann Arbor Adopt-A-Park Volunteer Program, https://www.a2gov.org/departments/Parks-Recreation/administrative/adopt-a-park/Pages/Adopt-A-Park.aspx
Photo: Downtown Seattle Association art in public spaces, https://downtownseattle.org/art-projects/come-play-westlake-park-occidental-square/
GROW:STRATEGIES AND POLICIES OVERVIEW
transformational projects to
support the overall goal of “grow.”
Working in tandem with the overall
strategies and policies in this
table, these projects root the 20-
year vision with on-the-ground
improvements that will expand and
optimize the use of public lands,
aligning the growth of Salt Lake
City’s public lands system with the
growth of the City. Additional detail
for implementation is provided in
Chapter 8 Action Strategies.
GROW: HIGH-LEVEL STRATEGIES AND POLICIES
Strategy G-1 Be proactive and strategic about growth of the Public Lands System.
Supporting
Policy 1.1
Investment of resources into new lands, new assets and amenities is driven by policy
and informed by data and public engagement.
Supporting
Policy 1.2
Tax increment or other dedicated funding sources for O&M are established so that
additional maintenance resources keep pace with new capital asset funding and
projects.
Supporting
Policy 1.3
Integrate growth planning for public lands with economic development initiatives
and community planning and zoning. Inventory and develop long-range plans for
City-owned land that is not currently in the Public Lands’ system in order to make
strategic planning, zoning and land use decisions which utilize existing spaces with
parks and open space characteristics.
Strategy G-2 Overcome difficult obstacles to growth needs through creativity and through
leveraging external assets and resources.
Supporting
Policy 2.1
Maximize usability of public outdoor spaces, including golf courses, right-of-way,
and public/semi-public spaces (such as library grounds) outside the Public Lands
inventory.
Supporting
Policy 2.2
Leverage innovative public-private partnerships and collaborations with developers
to help address the growth needs of the Public Lands system.
Supporting
Policy 2.3
Position Public Lands to take advantage of private contributions, including ‘adoption’
of amenities, corporate partnerships and philanthropic giving.
Chapter Seven: Grow 160
INCREASE THE PROVISION OF GREEN AND ACTIVE SPACES DOWNTOWN THAT WILL CONTRIBUTE TO LIVABILITY AND ECONOMIC VITALITY
Projects Include:
• Invest in Downtown SLC’s
Pioneer Park to create a vibrant
destination that is welcoming to
all, with daily activities for the
neighborhood and events that
serve the region.
• Initiate creative projects and
partnerships to integrate a
network of large and small
green areas and plazas into
a mosaic of public outdoor
TRANSFORM PIONEER PARK INTO
THE CITY’S
MOST ACTIVE
& DESIRABLE PUBLIC SPACE
Enhancing Urban Greenspaces at
Downtown locations
such as Pioneer Park
and Fleet Block would
combat urban heat island effects
spaces that become the
foundation of an activated
downtown.
• Grow SLC’s Downtown and
Central Community Park
access, where future growth
is expected to be the highest
in the City yet has the least
access to parks and trails.
• Reimagine the Downtown SLC’s
wide streets in key locations to
create a Green Loop with trees,
a multi-use recreational trail,
linear park space and places
for outdoor seating.
• Create festival streets in
key locations that provide
comfortable spaces, amenities
and infrastructure to support
events and pop-up festivals.
9. DOWNTOWN COMES ALIVE OUTSIDE
Transformative Project
Chapter Seven: Grow 162
This transformative project aims
to help meet the gap in amount of
greenspace available to downtown
residents and commuters. With
Pioneer Park as the downtown’s
only greenspace, creative ways
to relook at urban space and add
green amenities and recreation is
needed.
Working with private landowners
and businesses, this transformative
project calls all hands on deck
when it comes to providing
green space downtown as well
as supporting urban trees with
irrigation and care. An example
of this is Fleet Block, a city-
owned property, that is currently
being imagined to include public
greenspace to meet needs for
recreation, socialization, and nature
within the urban area.
Planning experts have cited the
city’s “Mormon Grid” and large
660’x 660’ blocks as originally
having multiple uses in mind from
agriculture to streets that primarily
served as unpaved green space
around minimal roads. Recreation
and natural areas in the traditional
right of way inform big ideas like
“The Green Loop,” which aims to
add 60 acres of park space to the
urban core. Additional green space
and tree canopy coverage will
provide a cooling effect to counter
the urban heat island warming of
the primarily hardscaped city.
In addition to street trees and
green stormwater management,
Public Lands should creatively
invent ways to infuse recreation
and public gathering spaces as
mini-parks that take pressure off
the few downtown parks. The
Green Loop will be a considerable
investment in the city in
coordination with City Planning and
Engineering Departments.
GROW:DOWNTOWN COMES ALIVE OUTSIDE
Figure 31: Activating downtown SLC diagram.
THE G
R
E
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THE G
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N
L
O
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H
T
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M
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O
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H
50
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20
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ENHANCE
EXISTING
GREENSPACE
RIO GRANDE
FESTIVAL STREET
Create shaded park
space with room for
activities that serve
Downtown residents
and daytime workers.
Use the city’s large right
of ways as flexible public
space to host events.
RECLAIMED
PUBLIC SPACES
Find opportunities to infill with greenspace in downtown Salt Lake City
FLEXIBLE STREETS
Create shaded and
adaptable street space
for city eventsCreate a shaded
experience along the
Green Loop
INCREASE TREE
CANOPY
Create bikeable and
pedestrian friendly network
for all ages and abilities
along the Green Loop
BIKE FRIENDLY
DOWNTOWN
Create future
connections
between Green
Loop and
Downtown nodes
PIONEER PARK
RIO
GRANDE
FESTIVAL STREET
FLEET
9 Line segment
construction to
begin 2022.
Chapter Seven: Grow 164
F
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Figure 32: Before and after Green Loop sections. One possible configuration.
Bike Path &
Pedestrian Track
Linear Park
The Green Loop
Planting
Planting
Sidewalk
Sidewalk
8’8’
Typical Carriageway
with Off-Peak
Parking
Typical Carriageway
High Sun Exposure
High Levels of Noise Pollution
Long &
Unsafe
Crossings
Minimal Space
for Downtown
Street Trees
Shaded Experience
Reduced Level of
Noise Pollution
Improved Water
Management
Shorter
Crossings
14’14’88’
14’14’6’62’36’
THE GREEN LOOP WILL
PROVIDE AT LEAST
38 ACRES
OF PARK SPACE
TO DOWNTOWN
SALT LAKE CITY
PP
PP
INCREASE TREE CANOPY
Downtown’s urban forest is limited compared to other neighborhoods in SLC. Trees struggle in the developed, paved environment.
Adding to Downtown’s urban forest in parks and the proposed Green Loop linear park would reduce higher temperatures created by the urban heat effect and clean the local air.
INCREASING PARK ACCESS DOWNTOWN
With only one park to serve 9,685 residents and a daytime population of 41,072 people,1 Downtown is identified as a High Needs Area for additional park space.
Finding underutilized spaces, such as the paved and abandoned Fleet Block, and taking advantage of SLC’s large right-of-ways can help infill with needed green space.
BIKE-FRIENDLY DOWNTOWN
While Downtown has bike lanes, they require a confident cyclist, comfortable navigating busy traffic.
The Green Loop would create a low-stress option for all ages and abilities to bike, jog and walk to Downtown destinations.
SLC’s wide streets provide
opportunities to create green space
downtown in key locations.
1 U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2021 and 2026 Esri
converted Census 2000 data into 2010
geography.
THE GREEN LOOP WILL PROVIDE
AT LEAST 60 ACRES OF
PARK SPACE TO DOWNTOWN
SALT LAKE CITY
THE GREEN LOOP WOULD DOUBLE THE AMOUNT OF PLANTING SPACE
FOR TREES IN THE RIGHT-OF WAY
10 ACRES OF PARKSPACE NOW80 ACRES OF PARKSPACE AFTER GREEN LOOP & FLEET BLOCK
0 MILES OF MULTI-USE PATHS DOWNTOWN NOW8 MILES OF MULTI-USE PATHS AFTER GREEN LOOP
BEFORE AFTER x2
I I 1 I I I j I I
00 O00C9CDCDO 00
Chapter Seven: Grow 166
Projects Include:
• Introduce alternative recreation
and activities on golf courses
for general public recreation as
appropriate to not conflict with
golf. This may include walking
paths/trails, concessions, off-
leash dog walking, frisbee golf,
running races, cross country
skiing or groomed sledding.
• Incorporate additional
environments benefits through
INVITE APPROPRIATE ALTERNATIVE USE OF OUR PUBLIC GOLF COURSES FOR GREATER BENEFIT
NATIVE PLANTS
AND GRASSES
PROVIDE NATURAL
BORDERS AND
CONTOUR AND MITIGATE
THE EFFECTS OF
STORM EVENTS
Integrate golf courses into
neighborhoods by inviting the community to enjoy clubhouse
amenities such as dining
Photo: Cross Country Ski Activity at Mountain Dell Golf Course, The Utah Nordic Alliance (TUNA)10. WELCOME TO THE GREEN
tree plantings, diversifying
vegetation, stormwater
management, and nature
centers in our golf courses.
• Re-wild courses with
biodiverse and native plants,
creating wildlife sanctuaries
outside of playable golf areas.
• Expand golf’s involvement
in environmental protection
by incorporating constructed
stormwater wetlands in
unplayable areas of our
courses.
• Incorporate water-efficient
irrigation practices such as
revising the irrigation system
and redesigning holes
to reduce the amount of
manicured turf, substituting
drought-tolerant grasses where
appropriate.
Transformative Project
~~~~--~~~=-:::-~ij 1_
.-.
Chapter Seven: Grow168
In 2021, City Golf joined the Public
Lands Department along with
City Parks, Natural Areas and
Urban Forestry. At first glance,
this consolidation has received
comments during the Reimagine
Nature process on the value of
golf lands to the green spaces and
natural areas of the city. Public
survey results can be broadly
categorized into the following
topics:
• Community members who
want to keep golf for golf play;
• Community members who
state that golf needs more
investment;
• Community members who
would like golf courses
to be more open to other
recreational uses;
• Community members who
want golf courses to support
the environment or have more
natural ecosystems; and
• Community members who
want to replace golf with other
uses.
The planning team conducted
extensive case studies looking
at best practices that address
the community’s feedback
topics and these are explored
in the “Welcome to the Green”
transformative project. The most
promising examples that align
with the core value expressed
by the public to protect the city’s
environment include telling the
story of how important existing
golf lands are to biodiversity
and providing ecosystem
services including improving air
quality. Exciting precedents and
environmental certifications show
how future improvements could
support the environment even
further.
Rose Park golf course offers opportunities to enhance riparian habitat along the Jordan River.
GROW:WELCOME TO THE GREEN
1/~ ~ -·~-~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ 1---·ou ~ ~ ~ ~
Chapter Seven: Grow 170
CITY GOLF TRANSFORMATION CONTINUUM
OPERATIONS AND COURSE RECONFIGURATION
Description: Offering different
types of golf play or reconfiguring
courses (18-hole to 9-hole).
Pros: Offers less time intensive play
options for today’s lifestyle.
Cons: Mid to long-term
implementation and large
investment.
Recommended Direction: Leverage
learnings from recent pandemic
pivots and staff recommendations
for courses that could offer more
flexible play.
A literature review of best practices in golf - both for cost recovery ideas and complementary uses of golf courses
- revealed a continuum of options Salt Lake City Public Lands can consider to help offer golf while providing more
green space to the growing population over the next 20 years. The options below could be used individually or in
tandem to help provide open space more equitably, improve stewardship of the environment and enrich the city’s
livability.
AUDUBON SANCTUARY CERTIFICATION
Description: Pursue certification
or other program that rigorously
captures baseline condition and
provides strategic plan to make
golf landscapes more ecologically
diverse.
Pros: Supports plants and wildlife.
Cons: Investment of time and
resources.
Recommended Direction: Pursue
pilot project and potential for
implementation as part of Golf
Master Plan.
ADD DIFFERENT TYPES OF RECREATION PROGRAMS AND/OR AMENITIES
Description: Adding different types
of recreation into existing golf
courses (e.g., trails, cycle paths,
etc.).
Pros: Maximizes space and offers
use of golf courses to other
constituents.
Cons: Safety and liability
considerations. Could also add
“nuisance” complaints from area
neighbors with increased public
use/parking.
Recommended Direction: Monitor
recent perimeter trail project and
identify other potential areas in
future golf master plan.
STORM WATER QUALITY INFRASTRUCTURE
Description: Add storm water
ponds or other green infrastructure
features to golf courses that also
act as a landscape amenity.
Pros: Helps allow for more adjacent
density around golf courses.
Potential to treat quantity and
quality of runoff and support
ecosystems.
Cons: Loss of some space for
water quality features. Cost of
implementation and ongoing
maintenance.
Recommended Direction: Partner
with Public Utilities and Planning
departments to assess feasibility in
golf master plan.
WATER EFFICIENT IRRIGATION UPGRADES
Description: Update old irrigation
infrastructure to be more water
efficient and more reliable.
Pros: Saves water and time for staff
to focus on innovation areas.
Cons: High initial cost and potential
temporary closures of courses for
construction.
Recommended Direction: High
priority to fund and implement as
this investment would benefit golf
operations and create opportunities
for additional native plantings.
ENVIRONMENTAL BENEFITS
Description: Keep golf courses as
essential open spaces that provide
environmental benefits rather than
transferring them to other land
uses such as affordable housing
developments.
Pros: Retains permeable, planted
landscapes that absorb stormwater
and reduce urban heat island
effects.
Cons: Other solutions for affordable
housing must be explored.
Recommended Direction:
Protect golf and open space
from development to retain
environmental benefits to the city,
and conserve space for wildlife and
plants. Maximize the opportunity for
golf to provide ecological services.
FLEX OPERATIONS ADD RECREATION ENVIRONMENTAL STEWARDSHIP TRANSFORMATION LAND USE
Chapter Seven: Grow 172
REIMAGINING GOLF FOR PUBLIC LANDS
Public Lands is anticipating
undertaking a comprehensive
Golf Master Plan to strategically
plan for operations and future
improvements. During the
Reimagine Nature planning
process, the planning team took
the first steps toward this process
by assessing the Golf Division’s
staffing, funding, and operations
and maintenance to identify
challenges and opportunities.
Resulting major topics to be
addressed in a future Golf Master
Plan include assessing funding
mechanisms and strategies,
possibilities for concessions and
clubhouse improvements; and
improvements to deteriorating
irrigation systems.
IRRIGATION AND
RESOURCE SAVINGS
Maintaining the current irrigation
systems at the golf courses is one
of the most maintenance intensive
and expensive tasks. Maintaining
faulty irrigation systems consumes
a majority of staff’s time and
resources. Additionally, inefficient
irrigation systems can contribute to
higher water bills, which currently
make up 81% of Golf’s annual
utility budget. It is uncertain how
much a new irrigation system
would reduce utility costs, but
using the City of Spokane as an
example, they estimate that their
new irrigation system reduced
water use by one-third. Assuming
SLC Golf could see a comparable
reduction in both staff time
dedicated to repairs, we can
assume an overall potential saving
of almost $500,000 annually.
It is recommended that SLC Golf
develop a prioritized irrigation
repair and replacement plan. While
it is not expected that irrigation
systems can be replaced fully in all
golf courses, additional methods
are being implemented to reduce
water costs such as replacing turf
grass with low-water species in
strategic areas. Prioritizing such
investments will help address the
cost of water, support ongoing
conservation of water, and align
with the City’s Water Conservation
Plan by reducing water leaks and
water use.
ENVIRONMENTAL
BENEFITS
Golf courses are predominately
greenspaces of grasses,
shrubs and trees that provide
environmental services to Salt
Lake City such as cleaning and
managing storm water runoff,
reducing urban heat island
effect, and providing habitat for
pollinator species. Innovations in
contemporary course management
can leverage all these services
to provide more environmental
benefits to the surrounding city.
FUNDING
STRATEGIES
During the Reimagine Nature
engagement, one main point of
community feedback expressed
that City golf courses are valued
assets that need increased
investment and upkeep. Similarly
to municipal courses in other
cities, 1/3 of which operate with
a deficit,1 SLC Golf has not been
able to generate enough revenue
to meet annual operating costs
and maintain a reserve for capital
repairs and upgrades, resulting in
a backlog of deferred repairs and
increased maintenance costs.
Golf is an Enterprise Fund while
the other divisions within the
Department receive their funding
from the General Fund. As an
Enterprise Fund, Golf does
not receive any supplemental
funding as do other departments
funded by the General Fund and
is required to cover its annual
operating costs and capital repairs
with revenue from golf activities.
Despite being a city municipal
service, Golf is does not generally
receive City support, either direct
or shared services, from other City
departments and divisions such as:
• Funding for engineering
services (“discounted
services”);
• Cost of vehicle replacement or
new equipment programs;
• Urban Forestry with tree care
services;
1 https://www.thengfq.com/2019/06/better‐understanding‐municipal‐golf/
• and Equipment from other
divisions within Public Lands.
The ability to use and share
other division resources (and
at the same rates as other City
divisions) and expertise within the
department would lower some
operating costs and help Golf fund
capital improvements to keep up
with maintenance needs.
SLC Golf should explore additional
revenue opportunities to generate
funds for capital improvements
such as special packages, branded
merchandise, sponsorships and
tournaments, and winter-uses
such as groomed cross-country
skiing. Improving Golf clubhouses
and associated amenities to act
as community centers and event
space would both generate funds
and better serve the community.
Partnerships options with local
restauranteurs or other third-party
concessionaires could be one way
to fund added amenities such as a
restaurant or meeting space.
CASE STUDIES:
FUNDING
STRATEGIES
SPOKANE, WASHINGTON:
CAPITAL IMPROVEMENT
PROJECT
The City of Spokane conducted a
survey in 2017 that sampled 1,200
golfers. The results showed 40-
68% of golfers felt the city should
invest in capital improvements
and repairs to remain competitive.
Spokane Parks and Recreation
borrowed $7.5 million from
the city to pay for the capital
projects and implemented a
Facility Improvement Fee at all
golf courses to repay the $7.5
million loan for capital investments
that was secured in 2018. The
collected fees are deposited into
a dedicated fund used to pay back
the loan.
BOISE, IDAHO: GENERAL
FUND MODEL
The Boise Golf Division, while
part of the Parks and Recreation
Department, is funded entirely
by the General Fund, unlike Salt
Lake City and Spokane. For every
tax dollar collected, the Parks and
Recreation Department receives
12-15%, making Parks the third
highest funded department, after
only Police and Fire.
FORT COLLINS COLORADO:
ENTERPRISE FUND MODEL
WITH SHARED CITY
SERVICES
Similar to Salt Lake City, the
Golf Division at Fort Collins is
an Enterprise Fund. However, it
is important to note that while
the budget identifies the Golf
Division’s expenditures as its own
line item (Enterprise Fund), there
are other “hidden” costs that Golf
shares with other city departments
throughout the budget (General
Fund). Golf shares many resources
with the City and is included in
a number of City-wide programs
that are funded by the General
Fund such as Community Services
Administration and Technology
Support, the Park-Ranger program,
the Horticulture Crew and Fleet
fuel and equipment.
Indian Hills Golf Course in Spokane.Photo Source: https://www.golfcourseranking.
com/courses/washington/spokane/usa/indian-
canyon-golf-course/3076/
Dining and events rentals are offered as amenities at Boise, Idaho’s Quail Hollow Golf Course.Photo Source: https://www.quailhollowboise.
com/dining/banquets/
Fort Collins, Colorado’s Southridge Golf Course is a Certified Audubon Cooperative Sanctuary.Photo Source: https://www.fcgov.com/southridge/
Chapter Seven: Grow 174
CASE STUDIES:TONY FINAU FOUNDATION
The Tony Finau Foundation was
started by the local golf legend,
Tony Finau, who grew up golfing
at Salt Lake City’s municipal golf
courses. The foundation “aims to
empower and inspire youth and
CASE STUDIES:FIRST TEE YOUTH PROGRAM
First Tee, a national program with
a Utah chapter, provides programs
to make golf “accessible and
affordable”1 to youth. First Tee
1 https://firsttee.org/about
First Tee Summer Camp at Glendale Golf Course, Photo Source: https://www.firstteeutah.org/glendale/Photo: Tony Finau Foundation, Photo Source: http://tonyfinaufoundation.org/events/
partners with youth organizations
such as the YMCA and the Boys &
Girls Club to bring golf curriculum
to kids that may otherwise not
have the opportunity to learn and
play the sport. The curriculum also
teaches life skills and values. The
Utah chapter hosts summer camps
at the Glendale golf course taught
their families to discover, develop,
and achieve the best of their gifts
and talents through the game of
golf, educational funding, and core
family values”1 and focuses on
fostering underprivileged youth.
1 https://tonyfinaufoundation.org
The foundation is an example of
how golf can be utilized to bring
together community and promote
educational opportunities.
by volunteers coaches from the
SLC Police Department, building
community and relationships on the
green.
CHAPTER
FROM IMAGINATION TO REALIZATION
Reimagine Nature is a culmination of the
collective imagination of the community.
Their efforts have laid out bold, innovative
ideas that will truly transform Public Lands
into working natural assets that provide
environmental and social benefits. The
community envisions a Public Lands
system that is climate resilient, provides
habitat, promotes healthy lifestyles and
increases equitable access to nature in
the city. Realizing these goals will take
concentrated effort by Public Lands Staff,
and collaborative support and contribution
from City departments and the community.
This chapter serves as a playbook, outlining
steps and actions to achieve plan goals and
re-emphasize nature as a centerpiece of
Salt Lake City.
Chapter Eight: Action Strategies 176
8ACTION STRATEGIES
Community members share ideas at
an engagement event.
PUBLIC LANDS MASTER PLAN
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and other City Departments
that refine supporting policies
and strategies with actionable,
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and strategic planning.
NEXT STEPS
The Reimagine Nature master plan
lays out an inspiring, community-
driven vision for the next twenty
years that addresses complexities
that face public lands from aging
infrastructure to climate change.
Throughout the listening to over
12,000 stakeholders, the planning
team has captured not only the
community’s vision for the future
but implementation steps. The
next step in the process is to
create a Public Lands 5-Year
Strategic Plan, which will be
updated annually by staff.
Initial implementation steps have
been woven into each of the
goal chapters (Sustain, Connect,
Welcome, Protect and Grow)
as high-level strategies and
policies to guide the Public Lands
Department over the next decade.
Working in tandem with the overall
strategies and policies, the plan
also lays out ten community-
supported transformational
projects to root the 20-year vision
with on-the-ground improvements.
More detailed approaches for
action and future planning efforts
are included in this chapter,
organized by the five goals. Figure
33 summarizes the relationship of
master plan elements from vision
to implementation components
(projects, strategies/policies,
plans).
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Statements that guide Public
Lands in their role and what
the department aspires to
achieve. Guides the master plan
and all other aspects of the
department’s operations and
planning efforts.
City-wide, long-range vision
for the next 20 years of Public
Lands’ work.
Guiding principles that align
with other city plans and
policies and focus the master
plan goals.
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What the master plan aims to
achieve, supports values and
is supported by high-level
strategies and policy actions.
Specific, inspirational projects
identified by the community to
realize over the next 20 years.
Chapter Eight: Action Strategies 180
Figure 34: Value Lenses Relationship to Goals Diagram.
IMPLEMENTATION
ELEMENTS
The strategies, policies,
transformational projects, future
plans and approaches for action
create a web of interconnected
implementation tools to ensure the
plan does not sit on the shelf and
is reflective of high-level values of
the Public Lands Department and
community. Figure 34 visualizes
how the three value lenses of
stewardship, equity and livability
are woven into the implementation
elements.
FUTURE PLANS
The list below provides guidance for future planning efforts that the
citywide Reimagine Nature effort identified as crucial next steps.
RECOMMENDED PLANS FOR PUBLIC LANDS TO LEAD:
»Public Lands 5-Year Strategic Plan
»Public Lands Strategic Acquisition Plan
»Asset Management Plan
»Cartegraph
»Capital Replacement Projects
»Irrigation Renovation Plan
»Capital Facilities Plan
»Financial Plan
»Fiscal Management Procedures
»Impact Fee Spending Plan
»Urban Forestry Master Plan
»Golf Master Plan
»Climate Resilience Plan
»Drought Management Plan
»Water Budget Plan
»Operations Management Standards/Plan
»Development Standards
»Public Outreach and Communications Plan
RECOMMENDED PUBLIC LANDS COLLABORATION WITH
OTHER CITY DEPARTMENT PLANNING EFFORTS:
»Area Master Plans/Neighborhood Plans
»Long-range Planning Efforts
»Homelessness Response Plan
Sculptural Seating at Imperial Park.
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182Chapter 8 Action Strategies
SUSTAIN:APPROACHES FOR ACTION
Strategy S-1 Position Public Lands to increase the ambition of Salt Lake City’s climate-
resiliency goals.
Supporting
Policy 1.1
Create a Climate-Resilience Plan which establishes environmental metrics
combined with robust data collection and monitoring to guide adaptive
management that benefits climate resiliency.
Action 1.1 A Identify a staff position or positions responsible for data collection and
monitoring, visitor use data collection, and data management.
Action 1.1 B Develop written management plans for all significant public land properties,
including Community, Regional & Special Event Parks, and Natural Areas,
which incorporate data collection and adaptive management goals.
Action 1.1 C Work with community partners like Sageland Collaborative to identify Public
Lands that serve as habitat corridors, linkages, biodiversity hot-spots, or
valuable intact habitat. Identify select acquisition priorities based on the same
data.
Action 1.1 D Collaborate with the Sustainability Department to develop and monitor
environmental / climate metrics & strategies related to carbon emissions and
carbon capture.
Action 1.1 E Work to secure funding for full-time positions and research assistantships
and grants to fill expertise gaps in restoration ecology and native horticulture,
along with funding for part-time positions or specialized volunteer roles in
wildlife management, botany, and climate science.
Supporting
Policy 1.2
Emphasize water conservation and stormwater management in Public Lands
capital projects and infrastructure upgrades.
Action 1.2 A Create an Irrigation Renovation Plan which develops new standards for
waterwise/drought-tolerant irrigation infrastructure across all public lands
properties, including underground irrigation to support flexible naturalized
planting patterns and landscape evolution, in collaboration with Red Butte
Garden.
Action 1.2 B Work to quickly secure funding for upgrades to aging, malfunctioning and
inflexible irrigation systems across SLC Public Lands to reduce water waste.
Action 1.2 C Innovate to develop functional, low-cost/low-maintenance stormwater LID
infrastructure standards for public lands and the public streetscape, in
collaboration with SLCDPU.
Action 1.2 D Create a Drought Management Plan for Public Lands. As part of the plan, test,
pilot and develop new standards for low-water landscape interventions in
low-traffic areas of parks and golf courses.
Action 1.2 E Identify and pursue opportunities to restore natural floodplain functionality
along stream corridors, through strategic implementation of streambank
regrading and natural channel design projects, streambank bioengineering,
riparian planting projects, and implementation of Beaver-dam analogues
(BDAs) and similar techniques, in collaboration with Public Utilities, SLCo
Flood Control/Watershed Restoration, and other partner
Supporting
Policy 1.3
Develop an Operations Management Standards Plan which continues to
reduce the climate impact of Public Lands operations through efficient
practices, equipment upgrades, and staff training.
Action 1.3 A Develop an urban wood re-utilization program to reduce carbon footprint and
increase sustainability of operations.
Action 1.3 B Update Public Lands’ 2012/2016 Invasive Pest Management Plan (IPMP) to
include current best practices for invasive species control in natural areas, as
well as current functional practices for low-pesticide/no-pesticide parks, golf
courses, gardens, farms & orchards.
Action 1.3 C Work with the Sustainability Department to fund and collaboratively manage
the development of a Climate Adaptive Strategies Plan for Public Lands,
including an audit of PL’s operations practices, fleet and equipment.
Action 1.3 D Appoint a PL staff representative to take a leadership role on the cross-
departmental Sustainable Infrastructure Steering Committee, with the goal
of improving coordination and resolving barriers around green infrastructure
improvements in the city.
Action 1.3 E Provide education, training and support so parks and golf operations can
successfully improve climate resiliency and biodiversity of landscapes
without ballooning O&M costs.
Strategy S-2 Position Public Lands as a City leader for driving improvements in
environmental health and environmental justice.
Supporting
Policy 2.1
Develop an Urban Forestry Master Plan that will increase tree canopy across
the city, with a focus on equitable distribution of tree cover.
Action 2.1 A Change City code to make tree protection ordinances enforceable and
effective at deterring intentional violation. Engage the Police Parks Squad or
create a Tree Protection Officer position to assist in enforcing tree protection
ordinances.
Action 2.1 B Develop a citywide information and education campaign to encourage
residents to request street trees, and develop a framework to ensure
residents understand their obligations in terms of ensuring adequate water to
street trees, and reporting on tree condition in order to mitigate tree mortality
184Chapter 8 Action Strategies
Action 2.1 C Train, educate and support field staff to appropriately protect and maintain
trees in parks, golf courses and other open spaces.
Action 2.1 D Identify and take advantage of unrealized tree planting opportunities in
public spaces such as retention basins, trail corridors, medians, etc.
Action 2.1 E Fund citywide adaptation of irrigation systems in public lands to provide
independent watering for trees to improve drought resiliency.
Supporting
Policy 2.2
Increase the scope and capacity of the Native Plants & Biodiversity Program
and incorporate biodiversity and native plants into every compatible city
project.
Action 2.2 A Identify and secure funding for the creation of an innovative native plant
center to expand native plant production capacity and native plant restoration
research, and advance public education and volunteer engagement in native
plants and biodiversity efforts.
Action 2.2 B Develop sustainable funding solutions to strengthen financial resources of
the native plant program, such as capital campaign, revenue generation from
native plant sales, fiscal partnerships, etc.
Action 2.2 C Integrate the Public Lands Native Plant Program with the Parks Division’s
Horticulture Team, and secure funding for key roles including a Horticulture
Program Manager, Lead Restoration Ecologist, Native Plant Center Manager,
Monitoring Coordinator and Part-Time restoration technicians.
Action 2.2 D Conduct a system-wide inventory and prioritization of restoration
opportunities in the public lands system, and establish regular opportunities
for education, training and support for field teams to increase internal
capacity for installing and maintaining resilient/biodiverse landscapes.
Action 2.2 E Conduct research and experimentation in collaboration with institutional and
agency partners to establish successful techniques for dryland restoration
tailored to Salt Lake City environments and lands.
Supporting
Policy 2.3
Collaborate across jurisdictional boundaries to restore the quality of SLC’s
land, water and air.
Action 2.3 A Improve coordination and collaboration with SLC Public Utilities, Planning,
Economic Development, Sustainability, Transportation, and the Office
of the Mayor to identify and collaborate around mutal objectives for
environmental health and climate resilience.
Action 2.3 B Engage in collaborative management and control of state- and county-
listed noxious and invasive species, in partnership with Salt Lake County,
the Utah DNR, the Watershed Restoration Program, SLC Public Utilities,
regional weed cooperatives, and national efforts like ‘Clean, Play, Go.”
SUSTAIN:APPROACHES FOR ACTION
Action 2.3 C Coordinate with Public Utilities, State DNR and other jurisdictions to
secure in-stream water rights to maintain year-round baseflow in urban
creeks for habitat, and springtime water releases into the lower Jordan
River to simulate natural floodplain function.
Action 2.3 D Lead through efforts with the Jordan River Commission, Utah Lake
Commission, and state, county and municipal governments and water
quality management agencies to continue to improve water quality in Utah
Lake and Jordan River upstream of SLC.
Action 2.3 E Engage in dialogue on the Inland Port development, in collaboration
with the Office of the Mayor, SLC Planning, SLC Public Utilities, local
community leaders, Economic Development and business interests,
landowners, and state officials, to advocate for establishment of robust
green infrastructure in the Northwest Quadrant, including an urban forest,
park spaces, stormwater green infrastructure, and trails.
Supporting
Policy 2.4
Prioritize investments to address equity and environmental justice as guided
by equity mapping, such as Figure 15 Equity Map.
Action 2.4 A Continue to refine and develop equity maps that evaluate park asset
management and investment to direct resources to environmental justice
causes.
186Chapter 8 Action Strategies
CONNECT:APPROACHES FOR ACTION
Strategy C-1 Connect people to information about their park system to increase
visitation.
Supporting
Policy 1.1
Help the public navigate to and around their public lands system with intuitive
physical wayfinding and digital information.
Action 1.1 A Coordinate with internal and external partners to develop multi-lingual
wayfinding in key areas of SLC that aligns with public information on events,
public spaces, trail systems, business districts, art, libraries, restrooms,
bikeways and neighborhood byways, economic/community hubs, and public
transportation.
Action 1.1 B Improve wayfinding, regulatory and educational signage for the Jordan River
Parkway and Foothills Natural Area.
Action 1.1 C Conduct a professionally-driven overhaul the Public Lands website, with a
focus on user-friendly access to information about the public lands system.
Consider models from other cities’ successful web platforms for public lands,
and evaluate alternative web platforms.
Action 1.1 D Develop a professionally-driven comprehensive and cohesive brand identify
for SLC Public Lands, including strategic sub-identities for specific divisions,
programs, events and amenities that remain connected to the SLC Public
Lands brand.
Action 1.1 E Develop printed and digital “handout” materials that can be made widely
available to visitors and residents via local businesses, organizations and
institutions, which provide helpful information about accessing and enjoying
significant parks, trail systems, and amenities.
Supporting
Policy 1.2
Provide information that helps the public interpret and appreciate their parks
and natural lands, with the use of diverse, interesting programming and
activities, education and messaging, physical and digital interpretive content,
and park ambassadors.
Action 1.2 A As part of a Public Outreach and Communications Plan, integrate internal
coordination of all forms of Departmental public engagement, including
activities & events, PR/media coordination, visitor use information, donor
development, partner coordination, education and content development,
volunteerism & stewardship, digital communications (web/social media) and
marketing, service requests and visitor information services, and establish
clear communication channels with Public Lands administration and
operations teams.
Action 1.2 B Invest in interpretive content creation for the park system, with system-
wide expansion of interpretive signage, informational videos, audio-tours,
informational / educational brochures and pamphlets, and social media posts.
Content on wildlife and natural history, park history, public art, recreation
and educational programming opportunities, stewardship and advocacy
opportunities, calls to action, and similar items of broad interest should
receive special attention.
Action 1.2 C Develop robust educational programs in the parks, hosted by Public Lands
staff, partner organizations and/or volunteers, with established content
related to history and natural history, stewardship, outdoor skills, and cultural
awareness.
Action 1.2 D Expand the use of ambassadors, hire seasonal Park/Trail Ambassadors, and/
or enlist the support of a volunteer Ambassador program to spread education
and stewardship information to visitors at heavily-used sites.
Action 1.2 E Explore the establishment of a City-sponsored conservation corps program
that engages under-represented groups in environmental stewardship,
environmental education, public engagement, park improvement and data
collection.
Supporting
Policy 1.3
Facilitate access to information about use of SLC’s public lands by people
experiencing homelessness, including available services and resources,
hotlines, community partners, and opportunities to engage in cross-
community dialogue to help make SLC parks welcoming and safe for
sheltered and unsheltered alike.
Action 1.3 A Provide quarterly training to Public Lands staff and park maintenance workers
regarding homelessness resources, understanding of homelessness and
appropriate engagement with people experiencing homelessness.
Strategy C-2 Increase the ease of access to public lands, making it easier to travel to,
between and within them.
Supporting
Policy 2.1
Promote walking and active transportation by connecting our parks & natural
spaces to the City’s active and public transportation networks, including bus,
TRAX, SLC Green Bike, and on-street / off-street trails.
Action 2.1 A Integrate the recommendations of the SLC Pedestrian & Bicycle Master Plan
into Capital Improvement project prioritization for Public Lands.
Action 2.1 B Map active and public transportation connectivity to all city parks, and identify
gaps in connectivity and barriers and prioritize adding or enhancing parks
and trails within walking distance of transit and bus stops.
188Chapter 8 Action Strategies
Action 2.1 C Advocate with state and NGO partners for expansion of active and public
transportation options that improve accessibility of parks and public lands
amenities, such as SLC Greenbike station expansion, dedicated bus routes
that service parks and trailheads, and improved wayfinding that directs
people between transit routes and transit stops, and public spaces.
Action 2.1 D Pursue projects that overcome barriers to non-motorized transportation, such
as over/undercrossings of major roadways and railways, bridges, protected
bike lanes, and off-street trail corridors, with a focus on projects that break
down barriers to west-east connectivity.
Action 2.1 E Engage UDOT, State Parks, Salt Lake County and other key agencies in
planning for regional trail connections to the Great Salt Lake Marina, the
Oquirrh Mountains, and up Parleys Canyon to the Wasatch Back.
Supporting
Policy 2.2
Invest in greening the urban trail network through tree plantings, stream
daylighting, and other methods to interconnect parks with park-like trails.
Action 2.2 A Provide leadership in the planning, public engagement, design and
implementation of major greenway projects such as the Folsom Trail Project
and Downtown Green Loop.
Action 2.2 B Investigate viability of community land trust and/or other creative models to
gradually acquire and assemble public property over urban stream corridors
with potential for future daylighting.
Action 2.2 C Explore and pilot low-maintenance/no-maintenance landscaping concepts
for linear trail corridors, including tree-specific irrigation infrastructure, solar-
powered lighting, xeriscape, artwork, single-species vegetation massings,
and similar techniques.
Action 2.2 D Explore no-maintenance shade structures and artworks in place of irrigated/
manicured vegetation for trail corridors in industrial areas.
Action 2.2 E Collaborate with SLC Planning, Mayor and community partners to achieve
planning and zoning guidance for restoration of the Jordan River corridor
between 200 South and the State Fairpark, in advance of the area
undergoing redevelopment.
Supporting
Policy 2.3
Incorporate careful consideration of physical limitations, language barriers,
and other accessibility accommodations into all Public Lands projects.
Action 2.3 A Audit ADA accessibility of all public land sites, including curb ramps, sidewalk
/ path condition, accessibility of park features, amenities and signage.
Action 2.3 B Survey SLC trail systems (including natural surface trails and water trails)
for barriers to accessibility - including wheeled cycles; identify and remove
prioritized barriers.
CONNECT:APPROACHES FOR ACTION
Action 2.3 C Explore use of a multi-lingual translation service to provide online versions
of most signage, newsletters and other information available in many
languages.
Action 2.3 D Make bilingual (english and spanish) information, or language-neutral
information (i.e. widely-recognizable icons), standard practice for all physical
and digital communications, including signs, social media, web content,
newsletters, etc. Consider use of a translation service or staff translator.
Action 2.3 E Request an audit of Public Lands facilities, practices and procedures by the
Mayor’s Office of Equity, including the Mayor’s Accessibility Advisory Council.
190Chapter 8 Action Strategies
Strategy W-1 Design and program Neighborhood Parks to highlight the unique natural,
historical, cultural and economic identify of the surrounding area and
community in which they are located.
Supporting
Policy 1.1
Study and collect data on system-wide park use, answering questions about who,
where, when, what and how park users are engaging with the neighborhood
parks.
Action 1.1 A Update the SLC Needs Assessment Study to reflect 2021 census data and park
land provision on an ongoing basis, timed with release of new census data.
Action 1.1 B Audit the physical accessibility of all park amenities to inform a feasibility study to
consider opportunities for improvement (Universal and Inclusive Design Audit and
Feasibility Study).
Action 1.1 C Create and acquire data on an ongoing basis to evaluate equity of investment in
resources in parks and recreation assets and programming, use the information to
address identified inequities through targeted and strategic resource investments.
Action 1.1 D Identify a ‘Chief Data Officer’ for SLC Public Lands with broad responsibility for
collection, storage, organization, analysis and reporting on park useage data.
Action 1.1 E Install widespread visitor counting devices in SLC’s key public spaces to better
understand and track visitor use trends, combined with a widespread surveys of
park users through standardized, quantifiable survey that can be conducted at
scale with the support of volunteers, interns, youth corps, etc. and incorporate
data into resource prioritization.
Supporting
Policy 1.2
Engage the community in the visioning of our public spaces and work especially to
foster engagement with under-represented groups.
Action 1.2 A Enhance the Park Board’s understanding of and attention to equity and work to
engage them in development of Public Lands policy, tools and approaches to help
address inequities in the Public Lands system.
Action 1.2 B Identify and empower community relations managers for Public Lands who
support planning and project development efforts, track and coordinate regular
communication with key organizational partners and community leaders, and
work to strengthen relationships and strategically-valuable partnerships, including
engagement with plans and projects.
Action 1.2 C Diversity the methods used to engage with members of the public, increasing
the efficiency of communications via Community Councils and traditional forms
of communication, while also using more creative intercept engagement,
meeting community members where they are and ‘on their terms’, and leaning on
collaborative relationships with community leaders.
Action 1.2 D Work to expand representation of, and support for, people of color in the Public
Lands organization, including positions of leadership and positions on the citizen
advisory board.
Action 1.2 E Invest significant ongoing staff attention and resources to Diversity, Equity &
Inclusion in the PL organization and its work in the City.
Supporting
Policy 1.3
Enhance sense of place and community pride within parks.
Action 1.3 A Engage the community and volunteers in mapping significant cultural, historical,
natural or economic features of their parks or of the surrounding community which
could be used for placemaking efforts, including opportunities for collaborative
partnerships with nearby businesses, institutions, nonprofit organizations, and
others. Develop innovative, inclusive community engagement and placemaking
strategies to direct improvements in neighborhood park design and programming
that help parks reflect and serve the community identify and demographics of the
surrounding neighborhood.
Action 1.3 B Engage the community and the Planning Division to develop or update holistic
Community/Neighborhood Master Plans which include community priorities for
park and public space investment and redesign, and which manage the impacts
park renewal can have on the immediately adjacent community (i.e. gentrification)
by developing innovative partnerships (such as with housing providers),
considering impacts, using a community-led approach to design and management,
and advocating for planning and policy that reduces displacement.
Action 1.3 C Develop master plans for all Regional and Special Event parks, and improvement
plans for community, neighborhood/mini-parks, and nature parks and natural open
spaces, with standardized processes but flexible methods for public engagement
and design. Improvement plans for multiple smaller parks could be developed
simultaneously.
Action 1.3 D Work with community partners to rename some parks with names more
meaningful to the community, including indigenous names for places, names that
celebrate community leaders, and similar approaches.
WELCOME:APPROACHES FOR ACTION
192Chapter 8 Action Strategies
Action 1.3 E Display beautiful, well-maintained, sustainable horticulture by integrating Public
Lands’ separate horticulture programs, undertaking a comprehensive review of
horticulture throughout the public lands system and establishing service level
standards including areas for horticulture expansion, waterwise and biodiversity
standards, and standard design and maintenance strategies. Work to increase
horticultural staffing while also creating opportunities to enhance horticultural
beauty through volunteerism, friends groups and ‘adoption,’ and identify funds
to reconstruct the aging greenhouse infrastructure at Jordan Park and Liberty
Park to expand capacity and efficiency and elevate public engagement with the
horticultural program.
Strategy W-2 Support active programming that brings people out to their parks for art, events,
programs, recreation and community. This programming should be diverse and
adapted to represent the community culture and encourage creation of social
connections.
Supporting
Policy 2.1
Remove barriers to park activation, addressing aspects such as physical assets,
public safety, and laws and ordinances.
Action 2.1 A Map event infrastructure for all parks, and work to develop appropriate event
infrastructure for neighborhood and community larger parks throughout the
system, including as appropriate, seating, power, lighting, etc. Engage event
planners in updating and improving the usability of existing event infrastructure as
well.
Action 2.1 B Revise SLC ordinances that create barriers to park activation, including changes
to facilitate beer gardens, food trucks, markets and vendors in public spaces,
busking and entertainment, and updated park hours to allow later-activities in
parks with well-lit and safe spaces, such as basketball courts, where legitimate
late-night activities can occur.
Action 2.1 C Revise SLC protocols around field fees and reservations, to ensure that community
groups with limited means can access field space and that groups providing social
and community benefits beyond league sports can retain access to some spaces.
Action 2.1 D Evaluate potential to collaborate with unsheltered service providers in new and
innovative ways to improve safety and comfort of unsheltered people using park
spaces during park hours, such as lockers and quiet areas/napping areas. Hire
and place ambassadors in park spaces experiencing crime and illicit uses, to
increase the real and perceived safety of using the space, including safety for
unsheltered individuals.
Action 2.1 E Support community art, entertainment and performance in public spaces, by
establishing low-cost programs that provide temporary access to facility space
(such as Allen Park, Fisher Mansion, Warm Springs and similar facilities), and the
use of open hours for informal use of performance spaces.
Supporting
Policy 2.2
Creative and strategic installation of diverse park amenities supports active park
use by many different user groups.
Action 2.2 A Establish a pilot program to hire community members and temporary “fellows”
who are embedded with Public Lands and who lead community engagement
efforts around public space design and improvement, and who help manage
city-funded mini-grants to engage diverse community groups and individuals to
engage and assist with park improvement and activation.
Action 2.2 B Improve opportunities for donations, sponsorships, adoptions, memorial asset
programs (trees, benches, etc), foundations and “Friends Of” groups to support
public lands investment and operations & maintenance costs. Update policies
and processes, collaborate with the Finance Department, and identify or securing
funding for a staff position that can commit significant resources to development
of private funding.
Action 2.2 C Expand programming to provide small-scale seasonal, pop-up park amenities
such as picnic tables, lounging chairs, games and other colorful, joyful additions to
parks.
Action 2.2 D Include (a) in-person qualitative and/or quantitative surveys of park user
demographics and (b) analysis of demographics of the neighborhood surrounding
a park, as part of the process of engaging in park design, and consider the types
of park features and amenities that would benefit those demographics.
Action 2.2 E Utliized the Project for Public Spaces model and Crime Prevention through
Environmental Design (CPTED) standards for thinking about the factors that
influence active and safe putlic spaces.
Supporting
Policy 2.3
Generate proactive, targeted activation of citywide parks to leverage staff resources
and external partnerships and to make parks the community focal points for every
neighborhood.
Action 2.3 A Collaborate with neighborhood community leaders to address community-building
needs through park events and park improvement, including ways for neighbors
to volunteer/steward their spaces, with resources and assistance from Public
Lands.
WELCOME:APPROACHES FOR ACTION
Chapter Eight: Action Strategies 194
Action 2.3 B Expand engagement of young people and older adults, including educational and
service learning opportunities, recreation and arts opportunities, and programming
that caters to a wide range of interests and fosters connection across age groups.
Action 2.3 C Develop a programming & activation guide for different park types, including
appropriate uses and guidelines for activation for all spaces, even mini parks,
nature parks and golf courses. Share the guide with the community, to encourage
community activation of diverse park spaces.
Action 2.3 D Deepen collaboration with key activation partners and forge new partnerships
around the activation of underutilized park spaces.
Action 2.3 E Expand Public Lands’ public engagement resources, including resources for
expansion of education and interpretation programs, health & wellness and
community-building activities, arts and entertainment events, and administration
and engagement program management.
WELCOME:APPROACHES FOR ACTION
-----------------------------------
196Chapter 8 Action Strategies
PROTECT:APPROACHES FOR ACTION
Strategy P-1 Ensure iconic, irreplaceable assets are not lost or rendered less valuable
due to neglect, destruction or development.
Supporting
Policy 1.1
Identify and direct capital funding for acquisitions and infrastructure
investment that protects iconic assets.
Action 1.1 A Pass a Parks Improvement Bond to fund the restoration, improvement and
redevelopment of the Fisher Mansion, Warm Springs Plunge, Raging Waters,
Fleet Block, Jordan Greenhouse, Liberty Greenhouse, Fairmont Caretaker’s
Residence, George Allen Home, the City Cemetery, and other iconic spaces
and structures to enrich our parks. If feasible, acquire interests in SLC
properties like SLCDPU campus and Old PSB if these could serve park
expansion needs.
Action 1.1 B Develop a new Public Lands Strategic Acquisition Plan to direct capital
investment in new properties. Make the plan along with a list of associated
planned, ongoing and completed projects available to the public by
publishing it on the Public Lands’ website.
Action 1.1 C Develop a cyclical 30-year capital asset replacement plan for all Public Lands
assets, using data from Cartegraph, with generalized costs, inflation, and
accommodations for the expansion of the Public Lands system, to project
annual capital replacement costs into the future.
Action 1.1 D Identify solutions to effectively conduct capital campaigns for iconic
assets, including the creation of O&M endowment funds for the perpetual
maintenance and protection of certain spaces and features.
Action 1.1 E Hire full-time, part-time, or volunteer positions to manage and oversee
specific assets that require specialized knowledge and attention.
Supporting
Policy 1.2
Improve equitable distribution of maintenance resources, with a focus on
improving the condition and usability of the Jordan River Parkway and
Westside parks.
Action 1.2 A Provide additional maintenance, activation and improvement resources to
west-side parks in order to promote a similar degree of attractiveness and
usability compared to east-side parks (equity, not equality). Secure park
maintenance funding for the Jordan River Parkway equivalent to those
resources allocated to Liberty Park and other regionally-significant assets, on
a per-acre basis.
Action 1.2 B Prioritize improvements for west-side parks, natural areas and trail corridors
by including an equity measure in funding request prioritization which
identifies whether an project is located in Council Districts 1 & 2.
Action 1.2 C Hire community leaders on a part-time/temporary basis to lead deep
community engagement around placemaking and design.
Action 1.2 D Engage with the Planning Division, Housing & Neighborhood Development,
Economic Developement Department, and other City entities to further
community goals for housing, business development, community health and
livability through collaboration with Public Lands.
Action 1.2 E Secure funding for and initiate Cultural Landscape Reports for all historic
properties in the Public Lands inventory, and use the reports to guide
maintenance and management decisions that protect culturally-significant
landscapes.
Supporting
Policy 1.3
Establish and expand a Park Ranger program to enforce protective
ordinances, educate park users, and safeguard public land assets from
damage and abuse.
Action 1.3 A Change SLC ordinances to make protective park and urban forest rules
enforceable by SLC Parks Police squad and others (compliance, Forestry, etc)
Action 1.3 B Complete the transformation of the SLCPD Parks Squad to a dedicated
ranger program, with ranger uniforms and enhanced coordination with
Public Lands staff. Grow the program to include one or more trail rangers
for the SLC Foothills, and an administrative support position to route
calls and complaints, track call-outs and reports, and investigate cases of
encroachment and property damage.
Action 1.3 C Invest in training and education for the Ranger Program and engage rangers/
officers in leading education activities for the public, including stewardship
education.
Action 1.3 D Create and grow a seasonal-employee & volunteer-based Ambassadors
Program, with uniformed volunteers and seasonals providing public
education on park interpretation (history, natural history, culture, etc) and
visitor etiquette/stewardship, supported by a full-time administrative lead
position.
Action 1.3 E Expand the use of ambassadors in park spaces experiencing significant
crime, misuse and/or abuse, to improve public safety and to deter abuse of
park resources, such as late-night partying, break-ins and vandalism.
198Chapter 8 Action Strategies
Strategy P-2 Leverage the power of the community to help steward SLC’s Public Lands.
Supporting
Policy 2.1
Empower friend’s groups and community organizations to increase
stewardship capacity, add value, and maximize their contributions of
expertise and resources.
Action 2.1 A Integrate a Community Partnership Coordinator position into the PL Public
Engagement Team, with a focus on supporting community organizations
and enhancing the scope and quality of the work they do to benefit public
lands. Creation of formalized partnership agreements will help clarify
respective roles and responsibilities. Integration into the Public Engagement
team supports cross-collaboration with staff dedicated to communications,
fundraising, volunteerism, and other aspects of engagement highly relevant
to maximizing the contributions of community organizations.
Action 2.1 B Use Public Lands facilities like Allen Park, the Fisher Mansion and the Warm
Springs Plunge to help provide a venue for under-resourced community
organizations to engage with their audience in public spaces and activate
public lands.
Action 2.1 C Establish an annual “Friends of SLC Public Lands” gala to thank and
celebrate those organizations that contributed to the success of SLC Public
Lands and encourage additional contributions and cross-collaboration, as
well as shared identity and enthusiasm.
Action 2.1 D Actively work to seek out new and creative partnerships that strategically
benefit SLC Public Lands, through connections to underserved communities,
connections to resources, capacity and expertise, etc.
Action 2.1 E Identify opportunities to adapt procurement policies to hire partner
organizations to perform skilled work for SLC Public Lands that would
otherwise be outsourced to private contractors or consultants.
Supporting
Policy 2.2
Grow a robust volunteer management apparatus to empower individual
residents to contribute their time, effort and knowledge to help support their
public lands system.
Action 2.2 A Establish dedicated funding for volunteer management support staff and
volunteer program resources (tools, materials, uniforms, management
software, vehicle and trailer), to compliment and expand capacity of the
existing Volunteer & Education Coordinator position.
Action 2.2 B Identify key roles, responsibilities and supervisory staff for dedicated
volunteers who can lend time and skills as unpaid staff members for
appropriate positions, and work to seek out and cultivate these dedicated
volunteers.
PROTECT:APPROACHES FOR ACTION
Action 2.2 C Secure and deploy resources for enhanced volunteer education, training and
skillbuilding, as well as volunteer appreciation and retention efforts.
Action 2.2 D In collaboration with the Office of the Mayor, develop a seasonal
conservation corps program focused on stewardship education, data
collection and public engagement, as well as job skill development for key
groups, potentially including veterans, native american youth, refugees,
BIPOC teens, and unsheltered teens.
Action 2.2 E Analyze and identify aspects of Public Lands administration and operations
which could benefit from incorporation of volunteerism to expand capacity,
fill gaps in professional skills and knowledge, increase public access and
transparency to decisionmaking, and offset costs. Work to incorporate
volunteers in these areas.
Supporting
Policy 2.3
Used targeted education campaigns to create a culture of stewardship in
SLC.
Action 2.3 A Launch a PR campaign to improve public perceptions of the Jordan River
and Jordan River Parkway, in coordination with the Jordan River Commission,
Jordan River Foundation, Seven Canyons Trust, and Get to the River Festival.
Action 2.3 B Work to establish dialogue and partnership with representatives of the Ute,
Goshute, and Shoshone tribes to understand, honor and promote knowledge
of ancestral lands. Make tribal land acknowledgement standard practice,
work to empower Native American voices to influence land management
decisions, and develop programs to engage tribal members in stewardship
and cultural education.
Action 2.3 C Cultivate future stewards of SLC’s public lands by facilitating early
exposure to positive experiences in nature that inspire wonder, curiosity,
and connection to place. Expand place-based environmental education
and nature-discovery programming that build on the successes of the Salt
Lake City Children’s Outdoor Bill of Rights. Collaborate with Youth & Family
Services and other providers to engage youth in park planning/design,
volunteerism and stewardship, nature-based curriculum development,
nature and outdoor adventure clubs and camps, and other strategies that
give SLC youth a voice at the table. Encourage the creation of youth boards
and grassroots organizations, and fund grants and projects for university
students, that place young leaders in positions to have a tangible impact on
their public lands. Celebrate the role that these young leaders play in public
lands.
200Chapter 8 Action Strategies
Action 2.3 D Work with partners and other government jurisdictions to create and sustain
an ongoing media campaign to help SLC residents identify with a culture of
public lands stewardship, connected to a sense of local pride and ownership
of public land resources.
Action 2.3 E Expand the Public Lands Communications team to elevate the Public Lands
brand, and the professionalism and effectiveness of PL communications,
messaging and marketing. Identify resources to expand key roles and
skillsets, especially graphic design and content development.
PROTECT:APPROACHES FOR ACTION
202Chapter 8 Action Strategies
GROW:APPROACHES FOR ACTION
Strategy G-1 Be proactive and strategic about growth of the Public Lands System.
Supporting
Policy 1.1
Investment of resources into new lands, new assets and amenities is driven
by policy and informed by data and public engagement.
Action 1.1 A Increase staffing to meet capacity demands of planning & projects team,
achieve reasonable project loads for Public Lands PMs, and free up capacity
for the many policy and programmatic planning documents recommended as
action items.
Action 1.1 B Use the PL Master Plan, Needs Assessment, Impact Fee Facilities Plan,
Community Master Plans, Strategic Acquisition Plan, and other city plans
to guide new development, including prioritization of funding applications.
Establish clear, transparent policies for ranking and prioritizing funding
Capital Improvement and Impact Fee funding applications, including the
incorporation of feedback from the Public Lands citizen advisory board.
Action 1.1 C Create a Capital Facilities Plan based on cyclical asset renewal projections
and asset condition inventory data from Cartegraph and other sources.
Ensure the plan is adaptible to accommodate new data as well as growth in
park lands and assets. Use this plan and associated data to guide funding
applications for asset renewal and replacement.
Action 1.1 D Identify and secure resource needs for continual, regular updating of needs
assessment asset maps, user satisfaction surveys, demographic mapping,
park plans, and other documents to ensure Public Lands planning guidance
does not become so outdated as to become invalid.
Action 1.1 E Engage community members in ongoing robust data collection program on
park use statistics, demographics, and basic user feedback about public
lands, through internships, volunteer positions, conservation corps, and
community partnerships, and communicate to achieve transparency in how
the data is incorporated into Public Lands planning.
Supporting
Policy 1.2
Tax increment or other dedicated funding sources for O&M are established
so that additional maintenance resources keep pace with new capital asset
funding and projects.
Action 1.2 A Commission analysis of anticipated growth of maintenance and capital
replacement costs as new assets are added to system and inflation impacts
O&M and construction costs, and incorporate into budgetary increase
requests and budget planning.
Action 1.2 B Agressively pursue alternative funding mechanisms to make up gaps in
General Fund capacity to accommodate growing costs.
Action 1.2 C Evaluate opportunities for revenue generation to benefit specific sites
and assets where user fees, parking fees, event and activity fees, or other
revenue generation methods may be appropriate.
Action 1.2 D Evaluate opportunities to use local revenues, levees, fees or income streams
to fund growing park operations needs, similar to the model employed by
Salt Lake County Parks & Recreation.
Action 1.2 E Identify desired standards for operations and maintenance level of service
standards, including per-acre maintenance budgets and staffing for different
categories of parks and public spaces, and identify and address areas in the
public lands system where desired service level standards are not being met.
Supporting
Policy 1.3
Integrate growth planning for public lands with economic development
initiatives and community planning and zoning. Inventory and develop long-
range plans for City-owned land that is not currently in the Public Lands’
system in order to make strategic planning, zoning and land use decisions
which utilize existing spaces with parks and open space characteristics.
Action 1.3 A Modify city development codes to simplify park improvement projects and
mitigate technical obstacles like inaccurate park zoning or internal property
subdivisions within park spaces.
Action 1.3 B Engage the community in visioning for major park expansion opportunities,
such as the Green Loop, the Fleet Block, the Public Utilities Central 9th
Campus, SLC Public Lands Campus, the Northwest Quadrant, and the Jordan
River - North Temple Redevelopment Area.
Action 1.3 C Integrate the work of Planning & Public Lands; actively engage Public Lands
staff in future Area and Neighborhood Master Plans, and engage Planning
staff in future park master plans and improvement plans.
Action 1.3 D Identify and pursue collaborative projects with Economic Development, and
establish the role of Public Lands in advancing concepts like Tech Lake City
and economic development programs like Visit Salt Lake.
Action 1.3 E Incorporate Economic Development tracking and metrics into aspects of
Public Lands annual reporting, similar to the model employed by the Regional
Athletic Complex.
204Chapter 8 Action Strategies
GROW:APPROACHES FOR ACTION
Strategy G-2 Overcome difficult obstacles to growth needs through creativity and
through leveraging external assets and resources.
Supporting
Policy 2.1
Maximize usability of public outdoor spaces, including golf courses, right-
of-way, and public/semi-public spaces (such as library grounds) outside the
Public Lands inventory.
Action 2.1 A Map public and semi-public green spaces outside the Public Lands inventory
to better understand level of service in communities.
Action 2.1 B Collaborate with Salt Lake School District and local churches, especially for
compatible access to playable/programmable field space.
Action 2.1 C Develop a Golf Master Plan which will evaluate golf courses for opportunities
to expand urban forest, ecological restoration, trails, and public programming.
Action 2.1 D Work with Library System to diversify and activate public green space
surrounding library campuses.
Action 2.1 E Work with Transportation Division to map opportunities for linear parks along
streets and right-of-way eligible for lane reduction. Identify opportunities to
put streets and parking lots underground to create or connect important park
spaces.
Supporting
Policy 2.2
Leverage innovative public-private partnerships and collaborations with
developers to help address the growth needs of the Public Lands system.
Action 2.2 A Work with local businesses and educational institutions to collaborate on job
development and training, improve professional development opportunities
for Public Lands staff, and provide pipelines for training and careers that
benefit Public Lands hiring goals and job placement for prospective
employees.
Action 2.2 B Explore partnerships with the Utah Outdoor Recreation Industry, Tourism
Industry, and Healthcare Industry to collaboratively plan, fund and develop
recreational infrastructure, land adoption and acquisition, and youth
education & recreation programming.
Action 2.2 C Establish communications and collaboration with development, in particular
in areas of very active redevelopment such as Central 9th, Downtown,
Sugarhouse, East Bench, North Temple @ Jordan River. Improve coordination
with the SLC RDA and identify mutual/overlapping objectives.
Action 2.2 D Explore opportunities to trade underperforming green space to development
for equivalent or higher-performing green spaces elsewhere in the City,
with an eye to service gaps, stream daylighting opportunities, and walkable
neighborhood access to park spaces.
Action 2.2 E Pursue private support and funding for urban forest improvements and
wetland mitigation projects in large industrial areas - and in particular,
the Inland Port and industrial parks west of Redwood Road - that provide
environmental services while also improving the livability / workability of
office parks, contain heat-island effects, and reduce maintenance costs for
businesses.
Supporting
Policy 2.3
Position Public Lands to take advantage of private contributions, including
‘adoption’ of amenities, corporate partnerships and philanthropic giving.
Action 2.3 A Strengthen relationships with Friends-Of organizations and help empower
them to fundraise for specific improvements and maintenance.
Action 2.3 B Facilitate the development of a Friend of Salt Lake City Parks 501c3
organization to oversee the funding and management of specific
components of PL responsibilities, such as fundraising for transformative
projects in excess of $10M.
Action 2.3 C Enlist the services of contractual fund management and capital campaign
firms to help SLC Public Lands navigate the legal and accounting challenges
of capital campaigns.
Action 2.3 D Formalize and simplify adoption and sponsorship programs like memorial
tree adoption and bench adoption, reducing PL’s long-term financial
commitments and increasing revenue from adoptions.
Action 2.3 E Identify or add a development coordinator role within the Public Lands admin
team to manage capital campaigns for expendable and endowed funding for
projects and properties, manage and facilitate major gifts, and oversee donor
development as well as contractual capital campaign management, fund
management, and coordination with SLC Finance.
liOU,l:lijilil N AT u R E I
SLC PUBLIC LANDS MASTER PLAN
ATTACHMENT C
Reimagine Nature
Public Engagement Summaries
ENGAGEMENT WINDOW #1
SUMMARY REPORT
REI MAGI NE NATURE
SLC PUBLIC
Our natural lands, urban forest and city
parks help shape and define our city.
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REIMAGINE RE
SLC PUBLIC LANDS
MASTER PLAN
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Public Lands
Parks I Trails & Natura Lands I Urban Forestry
LANDS MASTER PLAN
PUBLIC LANDS TEAM
• Kristin Riker, Public Services Deputy
Director, Public Lands
• Nancy Monteith, Project Manager
• Lee Bollwinkel, Parks Division Director
• Lewis Kogan, Trails and Natural Lands
Division Director
• Tony Gliot, Urban Forestry Division
Director
• Danielle Ainsworth
• Luke Allen
• Ariel Campos
• Valerie Huitzil
• Suzy Lee
• Kezia Lopez
• Amy Nielson
• Katie Riser
• Leah Smith
• Kyle Strayer, Civic Engagement Team
ACKNOWLEDGMENTS
UNIVERSITY OF UTAH COLLEGE OF CITY
AND METROPOLITAN PLANNING
Dr. Ivis García, Assistant Professor
Elizabeth Arnold, Westside Studio Teaching Assistant
Katie Bussell
Luke Dubois
Sophie Frankenburg
Molly Gaughran
Anders Hart
Minerva Jimenez-Garcia
Megan Leether
Claudia Loayza
Maddy McDonough
Emily Meadows
C.J. Mecham
Maranda Miller
Lonnie Olson
Hannah Pack
Fabiha Pinaz
Bradley Potter
Damian Rodriguez
Carlos Santos-Rivera
Joseph Shahidi
Delaney Sillman
Ronnie Sloan
Marly Upcavage
Kendall Willardson
DESIGNWORKSHOP
CONTENTS
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
PROJECT TIMELINE
HOW WE LISTENED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
ENGAGEMENT METHODOLOGY AND OUTREACH APPROACH
SURVEY RESPONDENT MAPS
ENGAGEMENT BY THE NUMBERS
PARTICIPATION FINDINGS
REPRESENTATIVE PARTICIPATION
WHAT WE HEARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
COMMUNITY SURVEY FINDINGS
INTERCEPT INTERVIEW FINDINGS
COMMUNITY FOCUS GROUPS
HOW INPUT WILL BE USED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
COMMUNITY INPUT ON MASTER PLAN ELEMENTS
BIG IDEAS REFINED FROM COMMUNITY INPUT
NEXT STEPS
LIST OF APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
4
INTRODUCTION
Our natural lands,
urban forest and city
parks help shape
and define our city.
Now more than ever
we rely on them for
personal health,
community identity
and civic ideals. It is
time for us to plan
a bright future by
reimagining these
spaces together.
5
PROJECT TIMELINE
Salt Lake City is developing a new
Public Lands Master Plan. As an
important first step, the City called
on all community members to help
reimagine the future of our Public
Lands: the nature in our city that
enhances the quality of our lives. The
Public Lands Master Plan will establish
an inspirational framework to guide how
we grow and prioritize investments for
the next 10-20 years within the three
public lands divisions (Parks, Trails &
Natural Lands, and Urban Forestry). In
acknowledgment of the findings from
the 2019 Salt Lake City Parks and
Public Lands Needs Assessment that
included a statistically valid community
survey, this effort will address current
challenges to improve our public lands
system.
The engagement metrics for the year-
long process are to connect with
10,000 people that are representative
of the city’s demographic makeup.
Given the goals of this master plan, it
has been given the name, “Reimagine
Nature.” Reimagine Nature will use
comprehensive, evidence-based
analysis, coupled with community
engagement, to prioritize and identify
transformative projects for Salt Lake
City’s public lands.
Community engagement for this
process is open during three
engagement windows:
1-Discover: Foundation of
Understanding
2-Reimagine: Visioning Transformational
Projects and Priority Actions
3-Transform: Draft and Final Master Plan.
This report provides a summary of the
first engagement window and how
results will inform window 2.
Figure 1: On the ground stencils to promote website and survey.
WINTER 2020/2021 PHASE I:
DISCOVER:
FOUNDATION OF UNDERSTANDING
SLC PUBLIC LANDS
August 26, 2020
Six-Week Community Engagement
Window #1 Opens
WINTER-SPRING 2021 PHASE II:
REIMAGINE: VISIONING
TRANSFORMATION
Quarter 1-2, 2021:
Community Engagement
Window #2
SPRING-SUMMER 2021 PHASE III:
TRANSFORM: DRAFT AND FINAL
MASTER PLAN
Quarters 2-3 2021
Final Community Engagement
Window #3
6
HOW WE LISTENED
• On-line surveys widely
advertised;
• Pop-up events and intercept
interviews;
• Organizational partnerships
to reach underrepresented
groups; and
• Digital outreach, which
included over 40 social
media posts, a paid
Facebook ad targeting West
Side residents, and an email
opt-in form.
Figure 2: University of Utah Urban Planning Students Conducting Intercept Interviews
The planning team used a multi-pronged
approach to engagement that included:
7
ENGAGEMENT METHODS
In order to create a unifying vision for
Public Lands over the next 10-20 years,
the planning team used a multi-pronged
approach that included on-line surveys, pop-
up events and tactical partnerships to reach
typically underrepresented groups.
The first window of community engagement
launched on August 26, 2020 with an
on-line, six-week survey and closed in
December 2020 with community stakeholder
focus groups. The goal of this window was
to create a foundation for understanding,
share preliminary ideas for feedback and
gather new ideas from the public. Using
COVID-19 protocols, the city’s framework for
equitable engagement best practices and
multiple types of tactics, over 7,000 Salt
Lake City community members participated
in providing input during ice cream and food
truck pop-up events, University of Utah
student-led intercept interviews, trailside
snack activities and virtual connections by
website, email and phone.
SURVEY FORMAT
An on-line survey translated in English and
Spanish consisted of nine content questions
and six demographic questions. Much of the
survey included multiple choice questions
for respondent efficiency and also included
a number of open ended question prompts
for collection of perceptions and ideas. 3,735
responded to the on-line survey, and 91%
of the questions were answered. Intercept
interviews were conducted at 44 different
locations including local parks, trailheads
and businesses. This survey included a few
similar multiple choice questions, but had
more open ended questions to encourage a
dialog and prompt new ideas.
OUTREACH AND EDUCATION
A graphic snapshot handout, digital graphic
and poster were provided to inform of the
current state of public lands with data on
key trends around stewardship, equity and
livability.
This section of the report summarizes
who we heard from, what areas of Salt
Lake City responses came from and other
demographic indicators.
ENGAGEMENT METHODOLOGY AND
OUTREACH APPROACH
Figure 2: University of Utah Urban Planning Students Conducting Intercept Interviews
Figure 3: Snapshot poster displaying current facts about Salt Lake City Public Lands
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WEST VALLEY CITY SOUTH SALT LAKE
MURRAY
MILLCREEK
SLC INTERNATIONALAIRPORT
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MEMORY MEMORY GROVEGROVE
LINDSEY LINDSEY GARDENSGARDENS
11TH AVE 11TH AVE PARKPARK
FOOTHILLS FOOTHILLS NATURAL NATURAL AREAAREA
FOOTHILLS FOOTHILLS NATURAL NATURAL AREAAREA
WARM SPRINGS WARM SPRINGS PARKPARK
WASHINGTON WASHINGTON SQUARESQUARE
HERMAN HERMAN FRANKS FRANKS PARKPARK
SUGARHOUSE SUGARHOUSE PARKPARK
SUNNYSIDE SUNNYSIDE PARKPARK
FAIRMONT FAIRMONT PARKPARK
LIBERTY PARKLIBERTY PARK
CITY CITY CEMETARYCEMETARY
ROTARY GLEN ROTARY GLEN PARKPARK
GLENDALE GLENDALE PARKPARK
JORDAN JORDAN PARKPARK
PIONEER PIONEER PARKPARK
COTTONWOOD COTTONWOOD PARKPARK
GLENDALE GLENDALE GOLF COURSEGOLF COURSE
REGIONAL REGIONAL ATHLETIC ATHLETIC COMPLEXCOMPLEX
ROSE PARK ROSE PARK GOLF COURSEGOLF COURSE
RIVERSIDE RIVERSIDE PARKPARK
ROSEWOOD ROSEWOOD PARKPARK
1700 S RIVER 1700 S RIVER PARKPARK
FOREST FOREST DALE GOLF DALE GOLF COURSECOURSE
BONNEVILLE BONNEVILLE GOLF COURSEGOLF COURSE
NIBLEY GOLF NIBLEY GOLF COURSECOURSE PARLEYS PARLEYS HISTORIC HISTORIC NATURE PARKNATURE PARK
State State DNRDNR
This is The This is The Place Place State ParkState Park US National US National ForestForest
US National US National ForestForest
Bureau of Land Bureau of Land ManagementManagement
US National US National WildernessWilderness
US National US National ForestForest
US National US National ForestForest
US National US National ForestForest
US National US National ForestForest
State Wildlife RefugeState Wildlife Refuge
Kennecott Tailings Kennecott Tailings PondPond
Great Salt Lake Great Salt Lake WetlandsWetlands
Great Salt Lake Great Salt Lake
State Sovereign LandsState Sovereign Lands
US National US National ForestForest
snapshot For more information,
and to be involved with the
SLC Public Lands Master Plan, visit:REIMAGINENATURESLC.COM
70.7 Miles of Existing Trails
129.4
Miles of Proposed Trails
6423
Acres Foothills Natural
Area Collaborative
Management Zone
1694
Acres Natural Lands
86,500
Urban Forest Trees
3 Special Event 15 Community and 2 Regional Parks
42 Mini Parks 19 Neighborhood Parks
108 Holes of City Public Golf
121 Acre City Cemetery
1 Regional Athletic Complex (16 Outdoor Sports Fields)
Walking, jogging and hiking are top activities in natural lands like the Fife Wetland Preserve and the 6,423-acres of Foothills Natural Area, canyons and foothills bordering the northern and eastern limits of SLC. More than 70 miles of off-street trails connect residents to parks
and natural lands.
The urban forest’s street trees are one of the
most accessible forms of nature, extending into
every neighborhood and business district in the
city, resulting in a literal canopy of shade, beauty,
socioeconomic, environment and health benefits.
Most residents live within a half mile or 10-minute walk to a local park, and that’s important to 97% of people polled. 75% of residents who live on the east side visit parks at least once a month, while 60% of west-
siders visit parks once a month. Established in
1881 to be SLC’s “Central Park,” historic Liberty
Park is the most visited park in the system.
Our natural lands, urban forest and city parks help shape and define our city.
Salt Lake City Public Lands is creating a master
plan with an ambitious, community-driven vision
for the evolution of our public spaces over
the next 20 years. Based on the 2019 Needs
Assessment, the plan will identify specific,
meaningful projects and initiatives that align with Public Lands values of STEWARDSHIP,
LIVABILITY AND EQUITY.
As appreciation for these places has increased
since COVID-19, now more than ever, public
lands contribute to our personal health,
community identity and civic ideals. It is time for
us to plan for a bright future by reimagining
these spaces together.
For more information visit:REIMAGINENATURESLC.COM
By 2050 our temps could rise10° leading to poorer air quality.
“There is a real opportunity - to address parks
and natural lands as essential elements for
better air quality, climate change mitigation,
energy efficiency, and environmental justice.
Parks can help improve the health of the city.”
2019 SLC Parks and Public Lands Needs Assessment
EQUITY livability STEWARDSHIP
$85,000
per year to clean up nuisance graffiti.
are anticipated to move to SLC by 2040 which will require an
additional park space roughly equivalent to Liberty Park.
SLC IS HOME TO OVER 196,000 people who speak 80 languagesrepresenting a broad range of socioeconomic backgrounds and cultural heritages.
45% of metro area renters are cost burdened.
The master plan includes
community engagement windows.
The 2019 Needs Assessment will help identify priority areas.Accessibility gaps and trail gaps still exist in all SLC planning areas, and east-west connections across the city are limited.
Salt Lake City’s proposed trails, including expansion of the 9-line Trail, will add another 129.4 miles to the system, the equivalent of adding another Jordan River Parkway (the longest paved urban trail in the US).
SLC public lands have opportunity to increase biodiversityby adding more natural habitat like recent efforts at Fairmont Park Pond and the Fife Wetland Preserve.
86%
snapshot
What Values Guide the Plan?Three values guide how we can Reimagine Nature together to increase biodiversity (the richness of different kinds of plants and animals in our public lands) while finding new ways to connect people to green spaces.
Equity, or including diverse voices in the master plan process and priorities, aligns as a citywide value emerging from the roundtable discussion on “Geographic Equity, Inclusion, & Belonging.” We are committed to listening to the realities and perceptions of access to public lands from all sides of Salt Lake City to help guide next steps for a more equitable future.
Livability, or maintaining SLC’s quality of outdoor life, inspires us to provide more services to residents as the city grows. How can we collectively identify outside-the-box opportunities to use our city’s parks, golf courses, school yards, natural areas and streetscapes to increase public access to nature, trails, sports fields, and public gathering places?
Stewardship, or taking care of what we have, is investing in the renewal of our existing city parks, urban forest, natural areas and trails. Stewardship inspires us to preserve habitat so plants and wildlife can thrive and be resilient to impacts of climate change like rising temperatures. Potential actions could be planting 300 new trees in city golf courses or adding butterfly gardens to city parks.
Income barriers can limit the amount of leisure time and transportation options people have to enjoy public lands.
of SLC population is made up of diverse people who identify themselves as Native Americans, African Americans, Hispanic, Latino, Asian or Pacific Islander.
3 200
community groups have been invited to participate in this process.
30,000+
of public lands assets are in fair to poor condition.
of SLC residents who responded to the 2017 Needs Assessment prioritize investments to improve existing parks, trails and natural areas.
35%
Nearly 17% of the population is projected to be 65 or older by 2045.
City Golf courses maintain over 1,000 acres of open space. As the city grows, how can golf grow as a community partner, serving more of the city population?
Over the last 20 years SLC’s urban forests have been in decline.
63%
Our 86,500 trees, including 7,000 trees in city golf courses, provide a cooling of summer temps by 6°
SLC urban forest hosts 260 species of trees that support biodiversity and improve air quality.
94 ACRES
>50%
of all global species are at risk of extinction leading to rapid biodiversity loss.
Activating underutilized spaces with activities such as outdoor education, guided nature walks, wildflowers and birding would increase park service as the city grows.
EW
Sources: Salt Lake City Public Lands Division, 2019 Salt Lake City Parks & Public Lands Needs Assessment, American Community Survey 2014-2018, Kem C. Gardner Policy Institute, "Understanding Climate Change from a Global Analysis of City Analogues" by Thomas Crowther et. al.,
"Promoting and Preserving Biodiversity in the Urban Forest" by Alexis A. Alvey, "Utah Forest Facts: Trees and Climate Change" by Megan Dettenmaier et. al., "Salt Lake City Confronts Its Growing Pains" by Trevor Bach.
For more information,
and to be involved with the
SLC Public Lands Master Plan, visit:REIMAGINENATURESLC.COM
8
SURVEY RESPONDENTS REACHED
SLC RESIDENTS BY ZIP CODE
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University OF Utah CITY & METROPOLITAN PLANNING STUDENT INTERVIEWS
635 236PARKSPARKSNATURAL NATURAL
AREASAREAS
OTHER OTHER
LOCATIONSLOCATIONS # SURVEY RESPONDENTS
# ORGANIZATIONS & ESTABLISHMENTS REACHED
STUDENT INTERCEPT INTERVIEW LOCATIONS '
10
ENGAGEMENT BY THE NUMBERS
Figure 4: The table above provides a snapshot of total engagement events and number of participants.
Figure 5: Trailside snack bike trailer.
Figure 6: Ice cream social distancing interviews.
SURVEYS 4,455
PUBLIC SURVEY 3,735
CITY STAFF SURVEY 85
INTERCEPT SURVEYS 635
POPUP EVENTS 2,320
ICE CREAM SOCIAL DISTANCING
TRAILSIDE SNACKS
TRAIL INTERCEPTS
MICRO-ENGAGEMENT EVENTS
FOCUS GROUPS 47
17 COMMUNITY PRESENTATIONS 260
COMMUNITY COUNCILS
BOARDS AND COMMITTEES
ENGAGEMENT WITH OVER 200+ COMMUNITY
STAKEHOLDERS
11
PARTICIPATION FINDINGS
The two surveys conducted gathered
feedback from a wide range of the
community. The on-line public survey
reached 3,735 people while the student
intercept interview survey reached 635
people at 44 different locations. The on-line
survey reached the most people living in
the Capitol Hill, Avenues and East Liberty
Park neighborhoods, followed by the Sugar
House, Northwest, Eastern Central City, and
East Bench neighborhoods. The intercept
interviews gathered feedback from different
geographic areas than the on-line survey,
gathering the most feedback from Sugar
House, followed by the West Salt Lake/
Glendale neighborhoods and the Central
City neighborhood.
The surveys captured input from different
demographics. To track if the representation
of responses equitably reflected the
Salt Lake City community, the planning
team compared the on-line public survey
demographics to that of Salt Lake City.
While the on-line survey did reach a variety
of people, respondents were 80% white, a
number greater than the City’s demographic
composition which is only 73.1% white. To
help boost input from people of color,
University of Utah students conducted
intercept interviews throughout Salt Lake
City and Public Lands staff lead focus groups
with stakeholder organizations who provide
services to underrepresented populations.
The intercept interviews were successful
at reaching a diverse audience that is
more representative of the community’s
population. Figure 7 shows the percentage
of respondents by race/ethnicity for each
survey. Intercept interviews also reached
more female respondents, younger
respondents, and more lower income
representation than the on-line survey.
12
REPRESENTATIVE PARTICIPATION
SURVEY DEMOGRAPHICS
ASIAN
AMERICAN INDIAN
BLACK / AFRICAN
AMERICAN
HISPANIC / LATINO
NATIVE HAWAIIAN /
PACIFIC ISLANDER
WHITE
OTHER
PREFER NOT TO SAY
3.7%
1.3%
5.5%
14.9%
2.9%
1.5% 5.4%
0.3% 1.4%
0.5% 2.3%
4.0% 21.6%
0.3% 1.5%
65.4%
2.9%
2.4%
80.0% 73.1%
1.2% 3.4%
4.0%
INTERCEPT SURVEY SALT LAKE CITY DEMOGRAPHICS PUBLIC SURVEY
Figure 7: To track if the representation of responses equitably reflected the Salt Lake City community, the planning team compared the public survey demographics to that of Salt Lake City. To help boost input from people of color, University of Utah students conducted intercept interviews throughout Salt Lake City and Public Lands staff lead focus groups with stakeholder organizations who provide services to underrepresented populations.
FINDINGS
Salt Lake City’s population is 200,591
With a 2% margin of error and 95%
confidence level, the survey sample size is
representative to the population
(N= 3,000)
t t I ! t t i t t J l ff
13
WHAT WE HEARD
This section provides a summary of the input received
from engagement opportunities in this order:
1. Community Survey
2. Intercept Interviews
3. Community Focus Groups
4. SLC Staff Survey
Parks &
Public Lands
14
PARK/TRAIL USE HAS INCREASED
FREQUENCY OF USE THIS YEAR (2020) compared to previous years
16% 15%
41% 43%
43% 41%
PARKS USE
SAME SAME
INCREASE INCREASE
DECREASE DECREASE
TRAILS USE
Source: 2020 Community Survey (on-line / 3735 total respondents)
15
INCREASE
Q - Which of
these is easy for
you to access
from your
home?
(Select all that
apply)
82-83% of respondents feel they can easily access a park, while over half feel
that spaces with abundant tress, bike paths and trails are near home. 46-52% of
respondents feel they can access a natural area. Golf courses and recreational
centers were not viewed as accessible to most respondent’s homes.
OTHER OUTDOOR or RECREATIONAL CENTER
NONE of the ABOVE
31%
3%
CITY GOLF COURSE 38%22%
A STREET or PUBLIC SPACE with abundant TREES
NATURAL AREA or NATURAL OPEN SPACE
COMMUTER or RECREATIONAL BIKE PATH
60%59%
60%
52%46%
RECREATIONAL TRAIL
62%
A CITY PARK
PUBLIC SURVEY INTERCEPT SURVEY
83%82%
N/A
N/A
N/A
N/A
SLC HAS ACCESSIBLE PARKS/TRAILS
Source: 2020 Community Survey (on-line / 3735 total respondents)
Source: 2020 Intercept Survey (in person / 635 total respondents)
16
DIRECT ACTIONS
• Create wildflower meadows
• Incorporate more native, waterwise plants in landscaping
• Plant more trees
• Expand public access points to trails
• Add or renovate aged restrooms, playgrounds and other amenities
$FUNDING
• Acquire additional natural areas
• Acquire lands adjacent to water
• Invest in increased maintenance
• Improve the City’s donation process
• Develop adoption programs
DAILY PRACTICES
• Support active modes of transportation
• Expand collaboration with non-profit organizations
• Host education events
• Improve capacity to respond to environmental emergencies
• Create a Biodiversity Advisory Committee
TOP STEWARDSHIP ACTIONS
Q - What stewardship
actions would be most
impactful to public
lands over the next
10-20 years?
(Select all that apply)
Biodiversity, the environment, trails & maintaining
existing amenities were themes that emerged among
survey respondents. The most chosen actions are
highlighted below. Source: 2020 Community Survey
(on-line / 3735 total respondents)
17
Respondents were asked to select all
that apply to the question “Thinking
long-term over the next 10-20 years,
what stewardship actions do you think
would be most impactful to the public
lands that include city parks, urban
forests, natural areas and trails?” A list
of options followed that was divided
into three categories: direct actions,
funding, and daily practices.
Direct actions that support greater
biodiversity and a healthy environment
were the most selected. These actions
included creating wildflower meadows
and pollinator gardens, incorporating
Figure 8: Student intercept surveys captured input from 635 members of the community.
DIRECT STEWARDSHIP
ACTIONS
%
SELECTED
Create wildflower meadows
for bees and other pollinators
in parks, streets, the cemetery,
and golf courses.
69%
Incorporate more native,
waterwise plants in
landscaping.
64%
Plant more trees in parks and
natural areas
63%
Maintain natural-surface trails
and improve or expand public
access points
57%
Add or renovate aged
restrooms, playgrounds and
other amenities
50%
Increase enforcement of
activities that degrade
natural resources including
inappropriate recreation use,
predation from cats, exposure
to pesticides or other toxins,
light and noise pollution.
50%
Add and service more bins.47%
Increase the frequency of litter
clean-up
37%
Install better signage in parks,
trails and natural areas for
wayfinding and interpretation
29%
Other ideas for direct action.11%
more native and waterwise plants, and
planting more trees.
Taking care of existing amenities and
infrastructure was the next theme that
emerged. Maintaining trails, renovating
playgrounds and restrooms, preventing
degrading activity and adding more
waste bins were the next most selected
actions.
Source: 2020 Community Survey (on-line /
3735 total respondents)
18
Additional ideas/themes from respondents for the
stewardship of public lands included....
STEWARDSHIP IDEAS
“I would volunteer to clean up parks,
paint bathrooms,
help with trash and waste disposal I
would also donate
money to groups that contribute to
stewardship of the
parks.”
“To clean up
our air we
should invest in
advertising and
incentives to get
people to bike to
work or use public
transportation.”
“Work with
school districts
on biodiversity
education and
curriculum
including hands
on projects to
give our youngest
citizenry a sense
of ownership.” “Encourage
non-motorized
visitation. Supply
and timely service
waste receptacles.
Landscape with
broad ecological
goals, e.g. not just
trees but flower
and open areas
that support birds
and bees.”
“More recycling
options.”
“Enlist public
help by holding
trail days and
events to help
maintain public
amenities.”
“Host educational
events to build
land ethics.”
Source: 2020 Community Survey (on-line / 3735 total respondents)
-
I I
-1~ I
I -• -
-
I
I I
19
DAILY PRACTICES
CHOICES STEWARDSHIP
%
SELECTED
Support active modes of
transportation to reduce
carbon footprint (e.g.,
walking, biking)
71%
Expand collaborations
with non-profits, schools,
community centers,
and others to enhance
education and stewardship
opportunities.
67%
Host educational events to
build land ethics.
44%
Work with City departments
to improve capacity and
resources to respond to
oil spills, wildfire and other
environmental emergencies.
42%
Support “Friends of the
Parks” groups.
40%
Create a Biodiversity
Advisory Committee
composed of public
members, technical experts,
and staff to guide biodiversity
conservation efforts.
40%
Develop ranger/ambassador
programs
37%
Other Ideas to Encourage
Daily Practices
4%
Funding choices also supported the
environment with respondents choosing
options to increase habitat blocks and
corridors and support riparian health. 54% of
respondents chose to fund trail maintenance,
supporting the choice action of maintaining
trails. Half of respondents also support
improving donation processes for public
lands.
The top selected daily practice for
stewardship was to support active modes of
transportation. This was the most selected
answer among all stewardship options, with
71% support. This confirms support for the
trail system as well as methods for reducing
carbon footprints.
Expanding collaborations with schools
and organizations to provide stewardship
opportunities, as well as hosting education
events to build land ethics were the next
top-selected daily practices at 67% and
44%. This indicates a desire for programming
as well as volunteer opportunities and
community-led efforts.
FUNDING CHOICES
STEWARDSHIP
%
SELECTED
Acquire additional natural
areas to increase size of
existing habitat blocks or
connect wildlife corridors
65%
Acquire lands adjacent to
water course to support
riparian health and reduce
flooding risks
55%
Invest in increased
maintenance for trails and
trail corridors
54%
Invest in increased
maintenance for priority
parks and natural areas
53%
Improve the City’s donation
process and actively solicit
private donations to support
stewardship.
50%
Add more staff to care for
trees
33%
Hire a Stewardship
Coordinator.
29%
Other Ideas for Funding.7%
Source: 2020 Community Survey (on-line /
3735 total respondents)
Source: 2020 Community Survey (on-line /
3735 total respondents)
20
Q - What do
you think would
most benefit the
livability of Salt
Lake City and
encourage you to
get outside more
often?
(Pick your top 2)
TOP LIVABILITY ACTIONS
A thriving urban forest, improving networks for active
transportation and investing in neighborhood public
lands were seen as the top actions that would improve
livability in SLC.
• Grow our urban forests
• Improve the sidewalk and trail network in order to travel by bike and foot to public lands and everyday destinations like work and school
• Invest in neighborhood public lands and amenities that encourage everyday use
Source: 2020 Community Survey (on-line / 3735 total respondents)46%
44%
42%
21
Respondents were asked to select their
top two choices for the question, “Which of
the following system-wide approaches do
you think would most benefit the livability
(or quality of life) of Salt Lake City and
encourage you to get outside more often?”
The top selections for livability mirrored
themes from the top selections for
stewardship. These choices also supported
environmental health, trails and active
transportation, and investing in places close
to home. Twice as many people felt investing
in neighborhood parks that encourage
everyday use was important for livability
than the regional public lands that are
destinations.
Growing the urban forest to provide shade,
clean water and air was the top selection
at 46%. This was followed by improving
the sidewalk and trail network, selected
by 44% of respondents, and investing in
neighborhood public lands and amenities, at
42%.
Livability choices for improving biodiversity,
investing in regional destinations and finding
unique urban spaces to utilize for nature
and recreation were only selected by under
20% of respondents. This result conflicts
with the previous survey results as these
options would support the other top choices.
This may point to a disconnect between
perceptions of how livability is achieved.
Figure 9: Student intercept survey taken at the Bonneville Shoreline Trail.
LIVABILITY CHOICES %
SELECTED
Grow our urban forests to
help provide shade, clean
water and air for our city
and neighborhoods.
46%
Improve the sidewalk and
trail network in order to
travel by bike and foot to
public lands and everyday
destinations like work and
school.
44%
Invest in neighborhood
public lands and amenities
that encourage everyday
use.
42%
Focus on improving
environmental health and
biodiversity (the richness of
different kinds of plants and
animals in our public lands).
19%
Invest in regional public
lands and amenities that
create unique destinations.
18%
Find outside-the-box
opportunities to use our
city’s parks, golf courses,
school yards, natural
areas and streetscapes to
increase public access to
nature, trails,sports fields,
and public gathering places.
16%
Other ideas to benefit
livability.
4%
Source: 2020 Community Survey (on-line /
3735 total respondents)
22
“People are desperate
to reconnect with
nature, so a focus
on encouraging
wildlife (especially
natives) should be
extremely important
to SLC.”
“Substantially
improve tree cover
in neighborhoods,
parks and natural
areas by 50% to
compensate for
human impacts.”
“Add neighborhood
opportunities
to spend time in
water. Salt Lake
City is getting
hotter summers
and one of the
key missing public
land opportunities
for residents is
access to water
for recreational
opportunities.”“More trails
closer to home
so I and my
neighbors don’t
have to drive
to other places
(Millcreek, Draper,
Herriman, etc.)
for trail running
and riding
opportunities.”
“More bike
paths.”
“work with
schools and
young people to
come up with ideas
about livability
and climate
change.”
“Expand
community
gardens.”
LIVABILITY IDEAS
Additional ideas/themes from respondents for the
livability of public lands included....
Source: 2020 Community Survey (on-line / 3735 total respondents)
23
TOP EQUITY THEMES
Respondents were asked to provide a
written answer to the question, “When
you imagine our public lands 10-20 years
from now, what changes can we make to
our public lands system to help serve and
include all people more equably?”
Top themes from the community survey
open ended responses around equity
included:
• Providing education, activities and
programs
• Empowering the community
• Equitable investment in existing and new
Public Lands amenities
The intercept interviews and focus groups
took a deeper dive into equity related to
public lands. The University of Utah students
highlighted the following takeaways from
these conversations:
• Invest In Neighborhood Parks
• Cultivate Cultural Representation
• Assess West Side vs. East Side Quality
• Connect Green Spaces And Support
Active Transportation
• Promote The Ranger Program
Figure 10: Murals in Salt Lake City.
24
“Sidewalks
that are truly
accessible for all
people.”
“Provide access to trails via walking, biking and public transportation.
increase public transportation services while decreasing the amount of parking lots and spaces that could instead be used as green spaces/urban gardens.”
“Rethink and
restructure our
natural areas
to include the contributions,
land
acknowledgments,
and better systems
of care of the
land by indigenous people.”
“Reach out and
listen. Specific
place-based
responses for acts
of restoration,
maintenance, and
development.”
“Recruit stewards,
rangers/
ambassadors,
and volunteers
from minority
communities near
the public lands.”
EQUITY IDEAS
Additional ideas/themes from respondents to increase
equity related to public lands included....
Source: 2020 Community Survey (on-line / 3735 total respondents)
Q - When you imagine our
public lands 10-20 years
from now, what changes
can we make to our public
lands system to help serve
and include all people more
equably?
(Write in response)
25
“Have signs
displayed in 2-3
languages.”
“Move beyond
ADA baseline
requirements
& really focus
on accessibility
like Liberty
Park Rotary
playground.”
“Add more parks and trees
to areas west of I-15 and
connect those to the
parks in the eastern side
of SLC through footpaths
and bike paths. Hire more
BIPOC to work for the
public lands system at
all levels. Partner with
schools and communities
of color to encourage
use of parks and trails
in our public lands.
Reduce the amount of
land dedicated to golf
courses.”
“Increased accessibility
for all members of
society, along with
native fauna that
calls the space home.
So more bike paths,
ramps for wheelchairs,
inclusive non-gendered
bathrooms. For the
wild life, creating
more pockets of space
not meant for human
traffic or usage, and
planting more native
plants essential to their
natural habitats.”
“A fully integrated
trail system
through the city
so that folks
can access trails
regardless of
where they are.”
“Adjust plans to the
diverse needs of
the neighborhoods.
The people near the
foothills might desire a
different approach than
people living in the west
side of the city. I think
all areas would like
great parks, natural
open space and better
connectivity.”
EQUITY IDEAS
Additional ideas/themes from respondents to increase
equity related to public lands included....
Source: 2020 Community Survey (on-line / 3735 total respondents)
26
PRIORITIZE
RESILIENT
EMPOWER
OTHER
WELCOME
EQUITY
CONNECT
FUND
GROW
PROTECT
10 YEAR GOALS - WORD ASSOCIATION
30%
17%
16%
5%
31%
31%
43%
45%
57%
76%
“Protect” could point to goals such as protecting the
environment & open space or enhancing safety, while
“grow” aligns with a growing city and population, or
the need to grow natural amenities such as Salt Lake’s
urban forest.
GOALS TO PROTECT, GROW & FUND
Q - Which words
sums up what you
think should be
big 10-year goals
of Salt Lake City
Public Lands?
(Select all that apply)
Source: 2020 Community Survey (on-line / 3735 total respondents)
27
Figure 11: Community feedback at a pop up event in Liberty Park. Respondents were asked to select all that apply to the question, “Which words sums up what you think should be big 10-year goals of Salt Lake City Public Lands?”
REIMAGINE E
SLC PUBLIC LANDS STE Pl
28
RANGER AMBASSADOR PROGRAM 23%
TRANSFORM PIONEER PARK 23%
EQUITY MAPPING TOOL 41%
REIMAGINE URBAN GREENSPACES 43%
REIMAGINE MINI/NEIGHBORHOOD PARKS 49%
TRAILS - MOUNTAINS TO THE LAKE 54%
EMERALD RIBBON 58%
Regional connectivity was an important theme that
emerged, with over 50% of respondents choosing big
ideas that increase regional trail networks. Reimagining
neighborhood and urban greenspaces were next on the
list of priorities.
Q - Please
select any of
the potential
big ideas listed
below that excite
you or share
your own idea.
(Select all that apply)
OTHER 6%
BIG IDEAS
Source: 2020 Community Survey (on-line / 3735 total respondents)
An initial list of projects were suggested
in this question to encourage big thinking.
Many of the projects like the Emerald
Ribbon Jordan River Parkway and Pioneer
Park changes, were older ideas already
underway but require a great deal more
investment and partnerships to see them
completed. Others on the list were ideas
that have been shared in the past or city
staff have identified as a gap in current
approaches, such as an equity mapping tool
and neighborhood park design. However,
encouraging participants to suggest their
own ideas was emphasized. This question
received 216 write-in responses and
additional open ended questions solicited
responses important to this question.
The projects that received the highest level
of support were those that covered the
largest geographic area: the Emerald Ribbon
along the Jordan River Parkway, Trails from
the Mountains to the Lake and Reimagining
Neighborhood Parks. Pioneer Park and a
Ranger Ambassador Program may have
received the least amount of support
because of their limited area of impact.
BIG IDEAS %
SELECTED
Build Salt Lake’s Emerald
Ribbon: Turn the Jordan River
Parkway into the City’s most
active recreation destination
space, by investing in
tree canopy, grounds
maintenance, a recreational
paddle trail, and park
development, renewal and
expansion from the former
Seven Peaks Waterpark at
the southern boundary to the
Regional Athletic Complex on
the north end.
58%
Trails from the Mountains to
the Lake: Extend the City’s
growing multi-use and natural
surface trail network to
connect regional recreation
destinations, extending west
to the Great Salt Lake Marina
and east to the Wasatch
Crest Trail with the 9Line/
Transvalley Corridor as the
backbone.
54%
BIG IDEAS %
SELECTED
Reimagine Salt Lake City’s
mini and neighborhood
parks: Small parks evolve to
reflect neighborhood identity,
provide quality amenities
and experiences that reflect
unique community desires,
and provide better options
for recreation, respite and
community gathering in
neighborhood parks.
49%
Reimagine how our citywide
Urban Green Spaces can
accommodate more public
access, provide diverse
recreation opportunities,
grow food, provide nature.
43%
Create a citywide Equity
Mapping Tool that identifies
areas of the city that do not
have as much access to
urban forests, natural areas
and city parks. Use this tool
to help prioritize areas for
investment in public lands.
41%
Transform Pioneer Park into
the city’s most dynamic,
programmed, and desirable
public space, transforming
it into both a neighborhood
destination, and a regional
amenity for events and
gatherings.
23%
30
“I’d love to see
public green space
more integrated with
shopping, restaurants,
and housing. It would
be really cool to have
restaurants overlooking
the parks.”
“create a diverse
array of models
for opportunities
for residents and
visitors to engage
in agricultural
practices, from
the established
traditional “one
plot per person/
household
community garden” to more community
cooperative models.”
“Create
biodiversity
hotspots in our
parks. Improve
native planting.
Do more nature
programming with
signage.”
“We need a park at
the Fleet Block. We do
not have enough parks
downtown and this
neighborhood is rapidly
densifying.”
Additional ideas/themes from respondents for big ideas included...
“Focus on”creating spaces” in our city
parks. Develop community gathering
spaces such as cafes, wine bars, places to
host events. Example is the Sizzler pad
in sugarhouse park. This could be turned
into a park cafe with large outdoor
grassy eating space.”
ADDITIONAL BIG IDEAS
BIG IDEAS %
SELECTED
Implement a citywide
Ranger-Ambassador program
in the City’s parks, natural
areas and open spaces that
focuses equally on resource
protection and enriching the
experience for public land
visitors.
23%
Other ideas for
transformational projects
6%
Source: 2020 Community Survey (on-line / 3735 total respondents)
31
“Include in small
community natural
spaces support
and resources
for certain
citizen science,
conservation, or
other projects, like
a monarch patch,
wildlife monitoring,
or community food
bank garden. Make it
accessible to all.”
Additional ideas/themes from respondents for big ideas included...
“Increase the
urban fishery
options in Salt
Lake City.”
“More natural
wildlife areas
without paved
trails. A NY Central
Park size park on
the West side of the
valley.”
“Uncover and
restore the buried
and impaired
creeks in the Salt
Lake Valley.”
“Outdoor
classroom and park
access for every
SLC SD school. All
students should
be able to access
nature as part of
their school day.
SLC should hire a
person to lead this
charge and work
directly with SLCSD.“
“Add new areas for
growing sports such
as disc golf. These
have grown as a
side effect of COVID
and are seeing a lot
more use.”
“Build a Climbing
Park.”
ADDITIONAL BIG IDEAS
Source: 2020 Community Survey (on-line / 3735 total respondents)
32
INTERCEPT INTERVIEW SURVEY
Intercept Survey respondents were
interviewed at 44 different locations and
were asked eight free response questions,
seven multiple choice questions, and seven
demographic questions. Common themes
emerged from the free response questions
which are summed up below.
Question: “Thinking long-term over the next
10-20 years, what stewardship actions do
you think would be most impactful to public
lands that include city parks, urban forests,
natural areas and trails?”
Themes in the responses included
renovating restrooms, trail maintenance,
supporting active transportation, planting
trees, adding waste bins, planting native,
water-wise and pollinator gardens, providing
volunteer opportunities, providing cultural
and educational events, promoting safety
through a ranger ambassador program,
acquiring additional natural lands, and
supporting friends of the parks groups.
Question: “Are there ways you can imagine
yourself contributing to the stewardship of
public lands?”
The most common responses included
providing volunteer opportunities such as
trash clean-up days, tree planting days, and
community trail maintenance. Youth groups
were mentioned as organizations that would
especially benefit from service-oriented
activities. Some respondents were also
willing to donate money to fund Public Lands
or get involved by participating in public
meetings related to Public Land’s issues.
Question: “Do you avoid, not enjoy, or feel
uncomfortable in any city parks?”
Themes in the responses indicated that
people often do not feel safe in some parks
due to homeless encampments, drug use,
and a lack of lighting.
Question: “When you imagine our public
lands 10-20 years from now, what changes
can we make to our public lands system
to help serve and include all people more
equably?”
Responses included themes such as having
better ADA access, improving the quality
of park on the west side, services for the
homeless population, and improved access
to parks such as free public transportation.
Question: “Which 3 words sum up what you
think should be big 10-year goals of Salt
Lake City Public Lands?”
Common words used included safety,
sustainable, verde, variety, trees, accessible,
conservation, equity, community, clean, fun,
protect, renovate, events, open, connected,
inclusive, growth, education,
Question: “What would make this place
(park, trail, natural areas, golf course)
better?”
Themes in the responses included adding
amenities such as lights, water fountains,
restrooms, trails in the parks, trees, art,
flowers, dog-friendly facilities, trash cans,
signage in multiple languages, access to
water and food trucks.
Question: “What else should be considered
in developing the Public Lands Master Plan
for natural areas, urban forests and parks?”
Common responses included a mixture
of responses from previous questions
including recommending new amenities,
one-word statements such as “equity”
and “cleanliness” and recommending
new activities, events and volunteer
opportunities.
33
LIVABILITY CHOICES %
SELECTED
Invest in neighborhood
public lands and amenities
that encourage everyday
use.
63%
Improve the sidewalk and
trail network for travel by
bike and foot
54%
Focus on improving
environmental health and
biodiversity (the richness of
different kinds of plants and
animals in our public lands).
42%
Invest in regional public
lands and amenities that
create unique destinations.
35%TRANSPORTATION
TO PUBLIC LANDS
CHOICES
%
SELECTED
Car/Carpool 64%
Walk 22%
Bike/Skateboard/Scooter 9%
Other 2%
BARRIERS TO PUBLIC
LANDS CHOICES
%
SELECTED
N/A 45%
Places are too crowded 25%
Safety or security concerns 22%
Not accessible to those
with disabilities, health or
mobility challenges.
5%
PUBLIC LANDS
IMPORTANCE CHOICES
%
SELECTED
Extremely Important 85%
Somewhat Important 12%
Indifferent 2%
Unimportant .03%
Responses to multiple choice questions
in the Intercept Interview reflected that
public lands are extremely important to
the community. Almost half of respondents
did not perceive that there were barriers
preventing them from accessing public
lands. One interesting observation is that
64% of respondents traveled to the park or
trailhead location by car, however over half
of the respondents thought that improving
the sidewalk and trail network for travel by
bike and foot would improve the livability of
Salt Lake City. Responses to multiple choice
questions from the Intercept Interview
Survey are displayed in the following tables.
Question: Which of the following system-
wide approaches do you think would most
benefit the livability (or quality of life) of Salt
Lake City and encourage you to get out
more often? (Select all that apply).
Question: How did you get here today?
(Choose 1).
Are Salt Lake City parks, trails, natural areas,
or golf courses important to you? (Choose 1).
What prevents you or your household
from spending more time in these outdoor
places? (Select all that apply).
Source: 2020 Intercept Survey
(in person / 635 total respondents)
34
FOCUS GROUP FEEDBACK
Additional ideas and collaborative ideas from focus
group stakeholders included...
Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments)
“Save Our Canyons is definitely concerned
about the impacts and over-capacity of use in the Wasatch mountains
and canyons. We’re supportive and definitely interested
in being involved with the mountains to lake concept.”
- save our canyons
on utilizing golf
courses: ”Maybe do
a planting of some
native species, you
know, the little copses
of oaks and maples
and box elders that
exist in that Golf
Course are really
needed and actually
harbor quite a bit of
wildlife.”
- trails utah
“Increase accessibility
through maps, way
finding, etc. Create
business partnerships
along the Jordan
River Trail to support
activities and events
near it. Highlight nearby
neighborhoods and
work on placemaking.”
- Sugar Space
A series of focus groups were
held to gain insight into
stakeholder’s shared goals
that could inform the Master
Plan. Over 39 community
organizations and 12 City
departments participated in
the focus group sessions.
Groups were asked to
identify synergies and areas
of coordination needed to
implement the emerging big
ideas and actions of the Master
Plan. Stakeholders were also
asked to identify ways to
increase equity in our parks,
urban forests, and natural
areas and trails.
“Add more
connections through
neighborhoods and
business districts”
- slc economic
development
35
FOCUS GROUP FEEDBACK
Additional ideas and collaborative ideas from focus
group stakeholders included...
Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments)
“We have a
responsibility
in taking care
of water that
reaches the lake
and connecting
people to the lake.
Water flowing
underneath our
feet doesn’t go
away. Telling
stories and
connecting
culture is
powerful to show
the diversity of
humans and the
environment.”
- westminster
college
“Volunteerism
can be a great
opportunity to
help people with
disabilities get out
of the house.”
-utah
downsyndrome
foundation
“Parks designed
for people
with different
abilities are
not necessarily
less fun for
those without
disabilities. Trails
may be set up
for an upright
bike, but are they
usable for people
who use trikes
or other types of
bikes? Accessible
routes to parks
are needed.”
- wasatch
adaptive sports
“Trees are a huge
issue. the west
side lost a lot of
large, old trees
during the wind
storm. Increasing
trees in Rose Park
and Glendale .”
-westview media
36
“make spaces safe
for all residents,
including those who
are unhoused.”
- slc housing
& neighborhood
development
“Access is awesome and
we want people to get
out into these spaces,
but having humans in
these areas can impact
what the habitat looks
like, so just balancing
those needs and being
able to protect land
in certain ways for
wildlife is something
to think about. ”
- tracy aviary
“I think really
thinking about
opportunities
to hire local community
residents to do
this planning, to
do programming
and really invest
in the people who can make this,
those who can
come and bring a
voice to that”
- mestizo institute
“regarding The Glenville
aka Grove area, for me
it’s important to be able
to provide opportunities
for our youth here. To
feel safe to go to these
parks and to see these
parks. What a great
place to hang out and
what a great place for
us as adults to provide
mentorship.”
- ichamps
“I would love to see
more emphasis on urban
agriculture. Community
gardens are a great way
to take advantage of
smaller properties.”
- wasatch community
gardens
FOCUS GROUP FEEDBACK
Additional ideas and collaborative ideas from focus
group stakeholders included...
Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments)
37
HOW INPUT WILL BE USED
This section presents how the
master plan has been refined
with community and stakeholder
input. Also captured, is a
working list of big ideas and top
impactful actions that will inform
the vision plan implementation.
Engagement window #2 is
focused on verifying these
refined ideas with the public.
Building on the success of the
inclusive tactics in window 1,
tactics will include collaboration
with University of Utah and
community groups.
38
COMMUNITY INPUT ON MASTER PLAN ELEMENTS
Plan Creation
Community
In put Refines
and Verifies
Plan
Elements
\
I
I - - -~-
VISION PLAN
VALUE LENS
STEWARDSHIP I LIVABILITY I
----LS ',,, ~ ~ --~ ~ ~ ~ GOA ',
EQUITY
39
BIG IDEAS REFINED FROM COMMUNITY INPUT (AS OF 2/29/2021)
1. JUST FIVE MINUTES FROM HERE
2. FROM THE MOUNTAINS TO THE LAKE
3. NEIGHBORHOOD PARKS REIMAGINED
4. COMING SOON TO A PARK NEAR YOU
5. SLC’S EMERALD RIBBON
6. TELLING OUR STORIES AND OUR HERITAGE
7. A DIVERSE AND HEALTHY URBAN GREEN SPACE
NETWORK: GREEN LOOP, PIONEER PARK, FLEET
BLOCK
8. PROMOTE OUR URBAN FOREST
9. CONNECTING TO ALL OUR GREEN SPACE ASSETS
10. BIODIVERSITY HOT SPOT
40
NEXT STEPS:
• Continue to refine vision for 10 big ideas with community
stakeholders and staff.
• Draft strategies and actions to support goals and 10 big
ideas.
• Explore prioritization methods using value lenses of
equity, livability and stewardship.
• Synthesize this work and test with the public to lead to a
draft master plan.
41
APPENDICES
A. SLC Public Lands Current State
Snapshot
B. 2020 Reimagine Nature Community
Survey Instrument
C. Advertisement Methods
D. University of Utah Student Report
Appendices available upon request by emailing Nancy Monteith:
nancy.monteith@slcgov.com
ENGAGEMENT WINDOW #2
SUMMARY REPORT
MAY 2021
REI MAGI NE NATURE
SLC PUBLIC LANDS MASTER PLAN
Public Lands
Parks I Trails & Natura Lands I Urban Forestry
ACKNOWLEDGMENTS
PUBLIC LANDS TEAM
• Kristin Riker, Public Services Deputy
Director, Public Lands
• Nancy Monteith, Project Manager
• Lee Bollwinkel, Parks Division Director
• Lewis Kogan, Trails and Natural Lands
Division Director
• Tony Gliot, Urban Forestry Division
Director
• Matt Kammeyer, Golf Division Director
• Luke Allen
• Amy Nielson
• Katie Riser
• Leah Smith
• Kyle Strayer, Civic Engagement Team
UNIVERSITY OF UTAH COLLEGE
OF CITY AND METROPOLITAN
PLANNING
Dr. Ivis García, Assistant Professor
Elizabeth Arnold, Westside Studio Teaching
Assistant
Brandon Siracuse
Chimalli Hernandez
Sadika Maheruma Khan
Izzy Fuller
Amy Newman
Justice Tuffour
Dakota Connole
Yi Wei
Taylor Maguire
Erik Fronberg
Anisa Ali
Morgan Julian
Jasmine Garcia
Claudia Loayza
Luis Garcia Plancarte
Megan Spencer
Jaime Cross
Austin Kreiter
Chay Mosqueda
Zach Gardner
Virgil Lund
Liam Marshall
Andrew McDonald
DESIGNWORKSHOP
CONTENTS
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
PROJECT TIMELINE
HOW WE LISTENED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
ENGAGEMENT METHODOLOGY AND OUTREACH APPROACH
STUDENT ENGAGEMENT ACTIVITIES
OUTREACH LOCATION MAP
SURVEY RESPONDENTS REACHED MAP
ENGAGEMENT BY THE NUMBERS
PARTICIPATION FINDINGS
REPRESENTATIVE PARTICIPATION
WHAT WE HEARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
VISION
GOALS
10 TRANSFORMATIVE PROJECTS
SURVEY COMMENTS
HOW INPUT WILL BE USED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
COMMUNITY INPUT ON MASTER PLAN ELEMENTS
NEXT STEPS
LIST OF APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
4
INTRODUCTION
Salt Lake City
is developing a
new Public Lands
Master Plan. As an
important first step,
the City called on all
community members
to help reimagine
the future of our
Public Lands: the
nature in our city
that enhances the
quality of our lives.
5
PROJECT TIMELINEThe Public Lands Master Plan will
establish an inspirational framework
to guide how we grow and prioritize
investments for the next 10-20 years
within the three public lands divisions
(Parks, Trails & Natural Lands, and
Urban Forestry). In acknowledgment
of the findings from the 2019 Salt Lake
City Parks and Public Lands Needs
Assessment that included a statistically
valid community survey, this effort will
address current challenges to improve
our public lands system.
The engagement metrics for the year-
long process are to connect with
10,000 people that are representative
of the city’s demographic makeup.
Given the goals of this master plan, it
has been given the name, “Reimagine
Nature.” Reimagine Nature will use
comprehensive, evidence-based
analysis, coupled with community
engagement, to prioritize and identify
transformative projects for Salt Lake
City’s public lands.
Community engagement for this
process consists of three engagement
windows:
1-Discover: Foundation of
Understanding
2-Reimagine: Visioning Transformational
Projects and Priority Actions
3-Transform: Draft and Final Master Plan.
Engagement window one was
conducted from August through
December of 2020. Results from this
first round of engagement identified
concepts and ideas that most resonated
with the community to support Public
Lands’ values of promoting equity,
livability and sustainability. Engagement
window one also gathered community
ideas for Master Plan goals and projects
and measured community support for
initial transformative projects identified
from previous community feedback and
research gathered in the 2019 Public
Lands Needs Assessment. The Master
Plan framework, including refined
goals and transformative projects, was
developed from feedback received in
engagement window one.
REPORT FOCUS
This engagement period, engagement
window two, was held from March
through May of 2021. Engagement
window two gathered feedback on the
Master Plan framework to verify that
the plan was developing in the right
direction and had community support.
Engagement Window two served as a
check point to identify any important
information that may be missing from
the Master Plan. This report summarizes
the second engagement window and
how results will inform the master plan
and engagement window three.
WINTER 2020/2021 PHASE I:
DISCOVER:
FOUNDATION OF UNDERSTANDING
SLC PUBLIC LANDS
August 26, 2020
Six-Week Community Engagement
Window #1 Opens
WINTER-SPRING 2021 PHASE II:
REIMAGINE: VISIONING
TRANSFORMATION
March 17 - May 7 2021:
Community Engagement
Window #2
SUMMER-FALL 2021 PHASE III:
TRANSFORM: DRAFT AND FINAL
MASTER PLAN
Quarter 3 2021
Final Community Engagement
Window #3
6
HOW WE LISTENED
• On-line survey widely
advertised;
• Student-led micro-engagement
events;
• Facebook Live events in
English and Spanish
• Organizational partnerships
to reach underrepresented
groups; and
• Digital outreach, including
230 social media posts, a
paid Facebook ad targeting
West Side residents, and 3
newsletters.
Figure 2: University of Utah Urban Planning Students conducting intercept interviews to increase online survey participation.
The planning team used a multi-pronged
approach to engagement that included:
7
ENGAGEMENT METHODS
In order to create a unifying vision for
Public Lands over the next 10-20 years,
the planning team used a multi-pronged
approach that included an on-line survey,
focus groups, micro-engagement events and
community partnerships to reach typically
underrepresented groups.
The second window of community
engagement launched on April 1, 2021
with an on-line, six-week survey and
closed on May 10, 2021. The goal of this
window was to get feedback on the initial
Master Plan framework, including the Plan
vision statement, goals, and potential
transformative projects. Using COVID-19
protocols, the city’s framework for equitable
engagement best practices and multiple
types of tactics, over 12,000 Salt Lake
City community members participated in
providing input during online focus groups,
University of Utah student-led intercept
interviews and micro-engagement events,
and through the online survey.
SURVEY FORMAT
An on-line survey offered in both English
and Spanish consisted of 15 content
questions and six demographic questions.
Much of the survey included multiple choice
questions for respondent efficiency and also
included two open ended question prompts
for collection of perceptions and ideas. 3,318
people responded to the on-line survey,
and 65% of the questions were answered.
Students from the University of Utah City
and Metropolitan Planning Department
passed out postcards and invited people
to take the survey at 38 different locations
including parks, libraries, open spaces and
trails.
OUTREACH AND EDUCATION
Signs with a link to the online survey and
Reimagine Nature website were posted at
parks, natural lands and trails throughout
the city. Other print materials advertising the
project were distributed city-wide including,
1,380 postcards, 230 Reimagine posters, 115
social media posts and 500 door hangars.
Other innovative advertising methods, such
as temporary sidewalk art painted onto the
pavement were fun ways to spread the word
about ongoing Reimagine activities.
The following pages summarize who we
heard from, what areas of Salt Lake City
responses came from and the demographics
of engagement participants.
ENGAGEMENT METHODOLOGY AND
OUTREACH APPROACH
Figure 3: Yard signs (above) were placed throughout Salt Lake City Parks, Trails and Natural Lands to advertise the online survey. The image below shows a stencil used to temporarily paint the Reimagine website on sidewalks throughout the city.
Can you
reimagine
urban green
space?
take the survey at:ReimagineNatureSLC.com
ii:lQU!il NAT u RE I
MASTER PLAN SLC PUBLIC LANDS
A I -•f.1 Gl~<>H .·· -I l!'Jffl,w::-1■~ Gl ~EENWAY liERE 11lj1~ . MAS T ER PLA N
-L A NDS M
SLC P U IH IC ENATUHES LC.CC> l~EIMAGIN ·
8
STUDENT OUTREACH
Figure 4: Community members participating in a Paint the Pavement micro-engagement event.
STUDENT ENGAGEMENT
Students from the University of Utah Urban
and Metropolitan Planning Department were
instrumental in promoting awareness of
Reimagine Nature. Along with Public Land’s
Staff, students distributed 1,380 postcards,
230 Reimagine posters, 230 Earth Day event
posters, 920 Earth Day Event flyers, and 500
door hangers to advertise the project and
survey including reaching out 94 businesses
in the process. In addition, the students held
micro-engagement events including four
placemaking events and an Earth Day event.
SOCIAL MEDIA OUTREACH
Students also made posts on social media
to promote the online survey through
social media engagement. Facebook was
the primary social media platform used
for outreach. Overall, social media efforts
reached many people with over 84 posts,
226 likes, 20 comments, and 18 shares
throughout the social media platform.
STUDENT MICRO-ENGAGEMENT
EVENTS
Multiple micro-engagement events
invited the community to come out and
communicate through fun and thoughtful
activities. Placemaking workshops visualized
the wants of the community through the aid
of simple physical models. Wayfinding and
Paint the pavement workshops gathered
community members to gain input on mural
painting and wayfinding methods. A tree
planting and pollinator workshops discussed
species to be planted, planting locations
and possible “friends of popular grove park”
establishment. The findings of the workshop
helped narrowed down the approaches and
possibilities for interventions. As well as
maximized the opportunities for feedback
and community engagement.
9
STUDENT ENGAGEMENT ACTIVITIES
PAINT THE PAVEMENT
Community members discussed access and
wayfinding, and directed the creation of a
pavement mural.
TREE & POLLINATOR PLANTING
Workshop participants discussed suitable
park plants and identified locations for
planting and park elements such as a
Reimagined park with flower beds by the
tennis court, flowering trees for shade near
the playground and a cared for horseshoe
activity area.
PLACE IT WORKSHOP
In this virtual engagement event, urban
planner James Rojas asked participants to
build their favorite childhood memory using
nearby objects and build their vision of park
using the same objects.
EARTH DAY EVENT
Participants volunteered to clean the park
and pick up litter, provided feedback on the
Master Plan, and took the survey.
Figure 5: University of Utah students at a Paint the Pavement micro-engagement event.
Figure 6: University of Utah students at a Tree and Pollinator Planting micro-engagement event.
Figure 7: University of Utah students participate in a virtual placemaking micro-engagement event.
Figure 8: University of Utah students at a Earth Day micro-engagement event.
10
OUTREACH LOCATIONS
– Public Lands Master Plan Page 5
Students engaged the community at 38 different public space locations. This outreach
involved parks, libraries, open spaces, trails, and other areas. Students and staff
distributed a total of 467 flyers and 593 postcards. Figure 2 is a map of the locations
that were visited by students and staff.
Figure 2: Staff & Paired Outreach Locations to Parks and Other Areas
PUBLIC OUTREACH
Students and Public Lands staff engaged the community at
38 different public space locations. This outreach involved
parks, libraries, open spaces, trails, and other areas.
Students and staff distributed a total of 1,380 postcards, 500
door hangers, 230 posters, 920 Earth Day event flyers, and
230 Earth Day Event posters. The map shows locations that
were visited by students and staff.
Figure 9: Salt Lake City Public Lands Staff outreach locations for Engagement Window #2.
Figure 10: University of Utah student outreach locations. Source: University of Utah Student Outreach Summary Report, May 2021.
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11
– Public Lands Master Plan Page 5
Students engaged the community at 38 different public space locations. This outreach
involved parks, libraries, open spaces, trails, and other areas. Students and staff
distributed a total of 467 flyers and 593 postcards. Figure 2 is a map of the locations
that were visited by students and staff.
Figure 2: Staff & Paired Outreach Locations to Parks and Other Areas
SURVEY RESPONDENTS REACHED
SLC RESIDENTS BY ZIP CODE 2021 Online Survey (1,228 respondents did not provide a zip code)
84103841038411684116
8410484104
8411984119
8411584115
8411184111
8410184101
8410284102
8410584105
8411284112
8410884108
8410684106
8410984109
8410384103
304121016325314
8411984119 84111841118410184101 84105841058411284112ZIP CODE
# SURVEY RESPONDENTS 88 99
84115841158410984109
104
8410484104
145
8410284102
173
8410884108
110
8411684116
161
8410684106--------··
12
ENGAGEMENT BY THE NUMBERS
Figure 11: The table above provides a snapshot of total engagement events and number of participants.
Figure 12: Tree and pollinator planting engagement.
Figure 13: Students promoting the Reimagine Nature survey.
ONLINE PUBLIC SURVEY #2 3,318
4 STUDENT-LED PLACEMAKING EVENTS 69
16 INTERCEPT EVENTS 582
COMMUNITY COUNCIL PRESENTATIONS 260
2 FACEBOOK OPEN HOUSE EVENTS 848
SPANISH VIEWS 195
ENGLISH VIEWS 653
SOCIAL MEDIA POSTS43 FACEBOOK + 39 TWITTER + 29 INSTAGRAM + 4 NEXT DOOR = 115 POSTS
3 EMAIL NEWSLETTERS to 7,907 people
TOTAL REACHED ENGAGEMENT WINDOW TWO
5,077
TOTAL REACHED ENGAGEMENT WINDOW ONE
7,082
TOTAL DIRECTLY REACHED ALL REIMAGINE
NATURE ENGAGEMENT 12,159
13
PARTICIPATION FINDINGS
SURVEY PARTICIPANTS BY
NEIGHBORHOOD
The online survey reached 3,318 people
in total. As only approximately 63% of
survey respondents answered the question
asking what their zip code is, it is difficult
to accurately assess which neighborhoods
survey participants are from. However, the
overall survey distribution by zip code of
survey number two closely mirrors the
distribution of survey number one. The map
on page 11 shows which neighborhoods
were reached by zip code.
The East Liberty Park, Capitol Hill and
Avenues neighborhoods had the highest
number of recorded survey respondents,
followed by the East Bench, Sugarhouse
and Central City neighborhoods. Downtown,
East Central, West Salt Lake, North West Salt
Lake, and Liberty Wells were in the middle
range of number of survey respondents,
and the Ballpark neighborhood as well as
west and southern portions of the Central
Community planning area had the lowest
number of survey respondents.
DIVERSITY OF SURVEY
PARTICIPANTS
During engagement window one, students
from the University of Utah played a key role
in reaching a diverse survey audience that
is more representative of the community’s
population. They increased diverse
participation by visiting sites throughout Salt
Lake City where they shared information
about the project and invited people to take
the online survey. Students also participated
in Public Lands staff-lead focus groups with
stakeholder organizations who provide
services to underrepresented populations.
During the second engagement window, the
students promoted the online survey rather
than a separate intercept survey, so the
dataset was not split up in a way to compare
the demographics of student-promoted
survey participants. However, in comparing
the public online surveys from the first and
second windows of engagement, survey
number two shows an increase in participant
diversity. The participation among nearly all
minority groups doubled from survey number
one to survey number two, indicating that
the student-led activities were likely a big
contributing factor to increasing the diversity
of survey and engagement participation.
14
REPRESENTATIVE PARTICIPATION
SURVEY DEMOGRAPHICS
ASIAN
AMERICAN INDIAN
BLACK / AFRICAN
AMERICAN
HISPANIC / LATINO
NATIVE HAWAIIAN /
PACIFIC ISLANDER
WHITE
OTHER
PREFER NOT TO SAY
5.4%
1.4%
2.3%
21.6%
1.5%
73.1%
3.4%
1.5%
0.3%
0.5%
4.0%
0.3%
80.0%
1.2%
4.0%
PUBLIC SURVEY 1 SALT LAKE CITY DEMOGRAPHICS
2.2%
1.3%
1.4%
8.2%
0.5%
76.3%76.3%
2.4%
7.7%
PUBLIC SURVEY 2
Figure 14: The online survey conducted during engagement window two was more successful at reaching a diverse audience that is more representative of the community’s population. This is an improvement from the previous online survey conducted during engagement window one. The chart above compares the diversity of survey participants for both online surveys. To help boost input from people of color, University of Utah students conducted micro-engagement events and outreach throughout Salt Lake City and Public Lands staff led focus groups with stakeholder organizations who provide services to underrepresented populations.
FINDINGS
Targeted engagement improved the
diversity of survey respondents, with
minority participation in survey two
increasing an average of 232% from that
of survey one.
t t I ! t t i t t J l ff
15
WHAT WE HEARD
The focus of engagement window two was to gather
feedback and input on the Master Plan framework,
including refined goals and initial transformative
projects ideas.
It also served as a check point with the community
and stakeholders to verify that the Master Plan was
developing in the right direction, had community
support, and provided an opportunity to contribute
any important ideas that may be missing from the
Master Plan.
The following pages cover the responses received
from the community through the online survey, focus
groups and micro-engagement events that comprised
engagement window number two.
16
VISION STATEMENT
REIMAGINE NATURE PLAN VISION STATEMENT:
Reimagine Nature provides transformative ideas that have the ability to heighten our Public Lands’ impact on the city’s livability, equity, and stewardship over the next 20 years. Our natural lands, urban forest, city parks and city golf courses are cared for to be resilient for increasing environmental challenges, and also innovatively adapted to meet the diverse needs of our growing population. We aspire to create and sustain quality outdoor spaces that are inclusive, accessible, and culturally relevant; ensuring everyone benefits from fair and appropriate investment.
Q: Do you think this plan vision statement is
on the right track?
20%40%0%60%80%100%
No
82% (2066)
15% (386)
2% (56)
No
Adjustment Needed
Yes
Adjustment
Needed
Yes
r.:'\ Yes ~
■
■
■
@ No r.:\_::_ Adjustment ~ \::::)
Needed
17
5 PLAN GOALS
Q: Do you think these should be the
plan goals?
PLAN GOALS Feedback from the first survey and stakeholder conversations led tothe prioritization of these five overarching goals for what the Public Lands Master Plan should seek to achieve or improve. These goals will be used as an organizing frameworkfor recommended strategies, practices and actions.
1. Connect: Accessible and Connected Green Spaces
2. Welcome: Active, Authentic and Inclusive Places
3. Protect: A Commitment to Stewardship
4. Grow: Expand our Park System
5. Sustain: Environmental Health and Sustainability
20%40%0%60%80%100%
No
87% (2197)
11% (280)
1% (33)
No
Adjustment Needed
Yes
Adjustment
Needed
Yes
r.:'\ Yes ~
■
■
■
@ No r.:\_::_ Adjustment ~ \::::)
Needed
18
10 TRANSFORMATIVE PROJECTS
COMMUNITY PROJECT
SATISFACTION
The survey asked respondents to rate
their satisfaction with each of the ten
transformative projects. Each question
was prefaced with a project description
and potential project strategies that could
contribute to the overarching transformative
project. The chart on page x compares
the percent of respondents that indicated
they were somewhat or extremely satisfied
with the transformative projects. The
projects that received the most selections
for respondents being extremely satisfied
were grow our urban forest at 71% and
put environment first at 70%. These were
followed by connect mountains to the lake
at 65%, meet me at the river at 62% and
downtown comes alive outside at 61%.
These responses indicate strong support for
environmental enhancements of Salt Lake
City’s public lands, a desire for increased
system connectivity and access to trail-
based recreation, and the need to activate
downtown with more green spaces.
While the projects just five minutes from
here and telling our stories only had 38%
and 47% of respondents indicting they
were extremely satisfied, the majority of
respondents were still either somewhat
satisfied or extremely satisfied, with 77%
indicating some level of satisfaction for
both projects. This demonstrates that there
is overall community support for the ten
transformative projects, with between 77%
and 92% of respondents indicating some
level of satisfaction for the projects and only
10% or less of respondents indicating some
level of dissatisfaction.
The following pages show these descriptions
and respondent satisfaction levels for each
project.
Figure 15: Postcards with information about the 10 Transformative Projects and a link to the online survey were distributed by University of Utah students and SLC Public Lands Staff.
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MINUfES
ROM IIER~ rnE RIVER
l'IELCOMETO
THE GRLEN
DOWNIOWN
CO\LSALIV(
ours De
TlLL OUR
STORI S
REIMABINE NATURE
LANDS MASHR l'LAH HC ,pueLIC
GROW OUR
URBAN
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CONNECT
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COMING REIMIIG E
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19
TRANSFORMATIVE PROJECT APPROVAL
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
SOMEWHAT
SATISFIED
EXTREMELY
SATISFIED
CONNECT
MOUNTAINS TO
THE LAKE
SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
37%
38%
26%
65%33%
54%31%
52%
27%
62%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
30%
47%
26%
61%
21%
71%24%
57%
20%
70%
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
SOMEWHAT
SATISFIED
EXTREMELY
SATISFIED
CONNECT
MOUNTAINS TO
THE LAKE
SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
37%
38%
26%
65%33%
54%31%
52%
27%
62%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
30%
47%
26%
61%
21%
71%24%
57%
20%
70%
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
SOMEWHAT
SATISFIED
EXTREMELY
SATISFIED
CONNECT
MOUNTAINS TO
THE LAKE
SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
37%
38%
26%
65%33%
54%31%
52%
27%
62%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
30%
47%
26%
61%
21%
71%24%
57%
20%
70%
■ ■
20
1. JUST 5 MINUTES FROM HERE
• Potential Projects:
• Establish a multi-lingual signage and wayfinding program.
• Initiate an information campaign and tools for learning about parks, activities, and recreation opportunities.
• Promote other public green space use like libraries and school grounds as part of a connected system.
A WAYFINDING AND SIGNAGE CAMPAIGN THAT MAKES IT EASIER TO EXPLORE NEARBY PARKS, TRAILS AND PUBLIC SPACES
Q: PLEASE RATE YOUR SATISFACTION WITH
JUST 5 MINUTES FROM HERE
10%20%0%30%40%50%60%70%
Percentage
38% (924)
37% (896)
16% (378)
7% (158)
3% (62)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
21
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
2. CONNECT MOUNTAINS TO LAKES
• Potential Projects:
• Connect trails from the eastern side of the Wasatch mountains to the Foothills Natural Area, the 9 Line Trail to the Jordan River Parkway Trail and west to the Salt Lake Marina and Mountains.
• Implement all remaining proposed trails including the McClelland Trail, Folsom Trail, Surplus Canal Trails, and Foothills Trails.
• Begin to implement the Seven Greenways Vision, creating a connected regional system of greenways along Salt Lake City’s Creeks, including locations to uncover creeks, add trails, improve natural habitat, and provide for recreation.
COMPLETE MISSING LINKS IN REGIONAL TRAILS AND INVEST IN GREENWAYS TO ENHANCE NATURE And CREEKS WITHIN THE CITY
Q: PLEASE RATE YOUR SATISFACTION WITH
JUST 5 MINUTES FROM HERE
10%20%0%30%40%50%60%70%
Percentage
64%
(1528)
26% (624)
5% (127)
3% (66)
2% (37)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
22
3. REIMAGINE NEIGHBORHOOD PARKS
• Potential Projects:
• Identify priorities for equitable park redevelopment.
• Engage neighbors in redesigning and adding activities to parks that reflect their interests, culture and the character and history of the area.
• Promote volunteerism, donation, and adopt-a-park/
friends groups.
TRANSFORM PARKS INTO VIBRANT COMMUNITY SPACES THAT EMPOWER RESIDENTS TO CONTRIBUTE TO THEIR NEIGHBORHOOD IDENTITY
Q: PLEASE RATE YOUR SATISFACTION WITH
REIMAGINE NEIGHBORHOOD PARKS
10%20%0%30%40%50%60%70%
Percentage
53% (1268)
33% (783)
9% (204)
4% (86)
1% (30)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
23
4. COMING SOON TO A PARK NEAR YOU
• Potential Projects:
• Promote partnerships for arts, music, performance, fitness, urban agriculture and games in parks.
• Provide programming for nature-based education, volunteerism, outdoor recreation, and horticulture.
• Re-energize City parks and neighborhoods by adding concession operations that will generate revenues to reinvest in park improvements and repairs.
HELP OUR PARKS, LARGE AND SMALL, COME ALIVE WITH ACTIVITIES AND EVENTS THROUGHOUT THE YEAR
Q: PLEASE RATE YOUR SATISFACTION WITH COMING
SOON TO A PARK NEAR YOU
10%20%0%30%40%50%60%
Percentage
52% (1225)
31% (729)
11% (251)
5% (107)
2% (43)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
24
5. MEET ME AT THE RIVER
INVEST IN PROJECTS AND MAINTENANCE ALONG THE JORDAN RIVER PARKWAY THAT WILL PROMOTE EQUITY, ACCESS, SCENIC BEAUTY, DIVERSE RECREATION, AND HEALTHY ECOLOGY ALONG THE PARKWAY
• Potential Projects:
• Establish and integrate welcoming park spaces and landscaping along the river to foster community gathering and bring the river into focus as one of SLC’s most desirable recreation destinations.
• Restore and enhance natural areas along the river for improved biodiversity, habitat and a healthy environment.
• Improve the former Glendale Waterpark, Jordan Park, and the historic International Peace Gardens to create regional attractions and event space with characteristics that celebrate and preserve community culture and diversity.
• Establish a self-serve kayak rental program on the Jordan River, complete with multilingual signage and river-access improvements to make water recreation accessible to more
people
Q: PLEASE RATE YOUR SATISFACTION
WITH MEET ME AT THE RIVER
10%20%0%30%40%50%60%
Pe
r
c
e
n
t
a
g
e
62%
(1450)
27% (630)
6% (150)
4% (83)
1% (32)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
25
6. TELL OUR STORIES
REVEAL PAST AND PRESENT STORIES FROM OUR DIVERSITY OF EXPERIENCES THAT HAVE SHAPED THIS VALLEY, GIVING FOCUS TO UNDERREPRESENTED AND INDIGENOUS PEOPLE. EXPRESS THESE STORIES THROUGH LANDSCAPES, STRUCTURE, PLACEMAKING, AND
• Potential Projects:
• Initiate a storytelling project with partners to collect, share, and display stories relevant to public lands.
• Invest in restoring and interpreting iconic structures and landscapes such as Allen Park, Fisher Mansion, and Warm Springs Park.
• Engage our communities in identifying more meaningful names for our local parks.
Q: PLEASE RATE YOUR SATISFACTION WITH TELL
OUR STORIES
10%20%0%30%40%50%60%
Percentage
47% (1091)
30% (699)
16% (369)
5% (116)
3% 61)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
26
7. DOWNTOWN COMES ALIVE OUTSIDE
• Potential Projects:
• Invest in Downtown SLC’s Pioneer Park to create a vibrant destination for daily activities and events that serve the region.
• Reimagine Downtown SLC’s wide streets in key locations to create a green loop of trees and green space, pedestrian- and bicycle-friendly paths, and flexible space for pop-up festivals and recreation.
• Initiate creative projects and partnerships to integrate a network of large and small green areas and plazas into a mosaic of public outdoor spaces that become the foundation of an activated downtown.
• Grow SLC’s downtown and Central Community park access, where future growth is expected to be the highest in the City yet has the least access to parks and trails.
INCREASE THE PROVISION OF GREEN AND ACTIVE SPACES DOWNTOWN THAT WILL CONTRIBUTE TO LIVABILITY AND ECONOMIC VITALITY
Q: PLEASE RATE YOUR SATISFACTION
WITH DOWNTOWN COMES ALIVE OUTSIDE
10%20%0%30%40%50%60%70%
Pe
r
c
e
n
t
a
g
e
61% (1415)
26% (603)
8% (179)
4% (94)
2% (41)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
27
8. GROW OUR URBAN FOREST
• Potential Projects:
• Launch a public awareness campaign to support new trees and their watering/care.
• Increase tree canopy cover to improve air quality and advance environmental equity in westside neighborhoods.
• Invest in tree planting within street projects.
• Maximize planting of appropriate trees on all our publicly owned landscapes such as golf courses, parks and street medians.
• Invest in the equipment and resources to responsibly reuse wood from trees removed from our urban forest to create usable wood products such as mulch for our parks, playgrounds, trails and gardens.
BUILD PUBLIC AWARENESS TO SUPPORT NEW TREES STEWARDSHIP THAT ALLOWS URBAN FORESTRY TO PLANT TREES IN ALL PUBLICLY OWNED LANDSCAPES
Q: PLEASE RATE YOUR SATISFACTION WITH
JUST 5 MINUTES FROM HERE
10%20%0%30%40%50%60%70%
Percentage
71% (1636)
21% (491)
5% (105)
3% (58)
1% (23)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
28
9. WELCOME TO THE GREEN
• Potential Projects:
• Introduce alternative recreation and activities on golf courses for general public recreation such as walking paths/ trails, concessions, off-leash dog walking, Frisbee golf, running races, cross country skiing or groomed sledding.
• Incorporate additional environment benefits through tree plantings, diversifying vegetation, stormwater management, and nature centers in our golf courses.
• Re-wild and preserve native plant and wildlife sanctuaries outside of playable golf areas.
• Expand golf’s involvement in environmental protection by incorporating constructed stormwater wetlands in unplayable areas of our courses.
INVITE APPROPRIATE ALTERNATIVE USE OF OUR PUBLIC GOLF COURSES FOR GREATER BENEFIT
Q: PLEASE RATE YOUR SATISFACTION WITH
WELCOME TO THE GREEN
10%20%0%30%40%50%60%70%
Pe
r
c
e
n
t
a
g
e
57% (1317)
25% (573)
7% (171)
6% (138)
5% (111)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
29
10. PUT ENVIRONMENT FIRST
• Potential Projects:
• Foster a robust native plant and pollinator habitat program that includes volunteer and educational opportunities operated out of Public Lands greenhouses and plant farms.
• Host citywide education and engagement programs focused on environmental stewardship, citizen science, and connection with the natural world through SLC’s public spaces.
• Increase landscape resiliency to climate change by reclaiming degraded landscapes with beneficial plants, healthy soils, and habitat for birds and wildlife.
CULTIVATE MORE BIOLOGICAL DIVERSITY IN PARKS AND NATURAL AREAS
Q: PLEASE RATE YOUR SATISFACTION WITH
PUT ENVIRONMENT FIRST
10%20%0%30%40%50%60%70%
Pe
r
c
e
n
t
a
g
e
70% (1599)
20% (468)
7% (161)
2% (39)
1% (31)
Extremely dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Somewhat satisfied
Extremely satisfied
■
■
■
■
■
30
PRIORITIZATION OF PROJECTS
PROJECT URGENCY AND
IMPORTANCE
Survey respondents were asked to rate
both the urgency and importance of
the ten transformative projects. These
questions were designed to gain insight
into community priorities for each project,
highlighting which projects should happen
right away and which projects should be
prioritized because they are the most
impactful and provide value.
When comparing urgency versus
importance, two projects stood out
significantly as being both the most urgent
and most important. Put environment
first was ranked the highest by survey
respondents in both categories, with 73%
ranking it as very important 72% ranking it
as very urgent. The next highest-ranking
project was grow our urban forest, with 71%
ranking it as very important and 68% ranking
it as very urgent. This again reinforces the
community’s desire for using sustainable
principles in managing Public Lands and
improving the local environment with natural
amenities.
These projects also were viewed as
significant and held high support with focus
group participants. Overall, the question
responses show that all projects are valued
by the community. When combining the
selections for medium urgency and very
urgent, the 10 transformative projects were
selected by between 56% and 94% of
respondents as being urgent. The combined
selections for project importance show that
the 10 transformative projects were selected
by between 70% and 95% of respondents as
important.
TOP CHOICES FOR
OVERALL IMPORTANCE:
1. GROW OUR URBAN
FOREST - 97%
2. PUT ENVIRONMENT
FIRST - 95%
3. REIMAGINE
NEIGHBORHOOD
PARKS - 89%
4. CONNECT MOUNTAINS
TO THE LAKE - 88%
TOP CHOICES FOR
OVERALL URGENCY:
1. GROW OUR URBAN
FOREST - 95%
2. PUT ENVIRONMENT
FIRST - 94%
3. REIMAGINE
NEIGHBORHOOD
PARKS - 87%
4. MEET ME AT THE
RIVER - 83%
31
URGENCY AND IMPORTANCE OF PROJECTS
JUST 5 MINUTES
FROM HERE
10%
30%
50%
70%
90%
CONNECT
MOUNTAINS TO
THE LAKE
URGENCY AND IMPORTANCE OF THE 10 TRANSFORMATIVE PROJECTS
REIMAGINE
NEIGHBORHOOD
PARKS
COMING SOON
TO A PARK NEAR
YOU
MEET ME AT THE
RIVER
42%
41%48%
39% 49%
23%
44%
40%
10%
30%
50%
70%
90%
TELL OUR
STORIES
DOWNTOWN
COMES ALIVE
OUTSIDE
GROW OUR
URBAN FOREST
WELCOME TO THE
GREEN
PUT
ENVIRONMENT
FIRST
40%
19%
42%
39%
27%
68%
41%
35%
22%
72%
VERY
URGENT
VERY
IMPORTANT
MEDIUM
URGENCY
MEDIUM
IMPORTANCE
41%
15%
51%
19%
39%
49%46%
43%54%
25%
41%
45%
22%
73%
40%
40%
26%
71%
42%
44%
45%
25%
E
F I,___
F
■ ■ ■ ■
32
NEIGHBORHOOD FINDINGS
Equity is one of the Master Plan value
lenses that drives prioritization and decision
making. This has raised the importance of
reaching underrepresented communities
during the engagement process. To
understand more about how individual
communities can be best served by Public
Lands, survey responses were sorted by
neighborhood to target responses from
areas that have higher concentrations of
underrepresented populations including
minority populations, older and younger
populations, and lower income populations.
Survey responses from the Northwest, West
Salt Lake and the northern and western
portions of the Central Community are
displayed below.
Like the overall survey results, survey
respondents from these neighborhoods
consistently chose “put environment first”
and “grow our urban forest” as both the
most urgent and most important of the
ten transformative projects. The Central
Community respondents rated these with
the highest percentages of very important,
with 81% for “grow our urban forest” and 78%
for “put environment first.” This is compared
to 73% and 71 % respectively in the overall
survey.
The next highest rankings for project
urgency and importance corresponded
geographically with the location of the
neighborhoods, with the Northwest and
West communities selecting “reimagine
neighborhood parks,” “meet me at the
river,” and “connect mountains to the
lake” and the Central community selecting
“downtown comes alive outside,” “reimagine
neighborhood parks” and “connect
mountains to the lake.” This shows a support
for investments that will directly enhance
natural amenities close to home, such as the
Jordan River Parkway and Downtown parks
while also increasing park, open space and
trail connectivity city-wide.
NEIGHBORHOOD RESPONSES
33
Northwest Community
Urgent
1. PUT ENVIRONMENT
FIRST - 73%
2. GROW OUR URBAN
FOREST - 69%
3. REIMAGINE
NEIGHBORHOOD
PARKS - 50%
4. MEET ME AT THE
RIVER - 48%
Important
1. PUT ENVIRONMENT
FIRST - 76%
2. GROW OUR URBAN
FOREST - 74%
3. MEET ME AT THE
RIVER - 61%
4. REIMAGINE
NEIGHBORHOOD
PARKS - 59%
West Community
Urgent
1. PUT ENVIRONMENT
FIRST - 69%
2. GROW OUR URBAN
FOREST - 68%
3. MEET ME AT THE
RIVER - 61%
4. REIMAGINE
NEIGHBORHOOD
PARKS - 43%
Important
1. GROW OUR URBAN
FOREST - 78%
2. PUT ENVIRONMENT
FIRST - 74%
3. MEET ME AT THE
RIVER - 64%
4. CONNECT MOUNTAINS
TO THE LAKE - 50%
NEIGHBORHOOD RESPONSES
Central Community
Urgent
1. PUT ENVIRONMENT
FIRST - 79%
2. GROW OUR URBAN
FOREST - 71%
3. DOWNTOWN COMES
ALIVE OUTSIDE - 45%
4. REIMAGINE
NEIGHBORHOOD
PARKS - 40%
Important
1. GROW OUR URBAN
FOREST - 81%
2. PUT ENVIRONMENT
FIRST - 78%
3. DOWNTOWN COMES
ALIVE OUTSIDE - 51%
4. CONNECT MOUNTAINS
TO THE LAKE - 50%
34
SURVEY COMMENTS
COMMUNITY IDEAS AND INPUT
The two survey questions prompting write-
in comments received a total of 1,838
responses.
The first question “What changes would
you suggest, if any, to the Vision or Goals?”
received roughly 120 responses that
expressed positive support for the vision
and goals statements. 238 comments
suggested changes to the vision and
goal statement language. 107 comments
suggested additions to the vision or goal
statements. The remainder of comments
were an assortment of specific strategies
suggested to support the goals, the most
common ones listed here in order of
occurrences:
• Environmental/natural resources/habitat;
• Golf courses;
• Park feature requests;
• Trails; and
• Unhoused populations management.
The second open ended question was
more general, asking if there is anything
else to consider or include in the Master
Plan. Roughly 100 comments expressed
appreciation for the plan or had no
additional considerations. Some themes
within the comments included critique for
the project public engagement process,
details for the Transformational Projects,
priorities to emphasize or desire for
more clarity about funding/timelines. The
remainder of comments covered a wide
variety of topics, the most common ones
listed here in order of occurrences:
• Park feature requests (such as dog parks/off-leash, restrooms, water recreation features, signage, concessions, ADA accessibility and more);
• Trails;
• Golf courses;
• Management/maintenance/safety;
• Environmental interests (water conservation, air quality, energy conservation, native plants/invasive species, climate change resilience, light pollution, wildlife habitat, pesticides and more);
• Trees;
• Unhoused populations;
• Desire for additional parks and open space conservation;
• Connecting to green spaces through trails and public transportation;
• Education and programs; and
• Urban farming, gardens, and edible forests.
35
“I think the
vision statement
should include
explicit language
on climate
change.”
“I’m concerned
about allowing
people and off
leash dogs on golf
courses. There are
plenty of stray
balls- injuring
those that happen
to be walking near
by would not be
unusual if you open
these spaces up.”
“Since more
people are using
the outdoors,
education on
how to treat and
take care of it is
essential.”
“safety for
marginalized and over
policed communities.
for black and brown
people public spaces
are not always safe
(RIP Trayvon Martin,
Tamir Rice, Darren
Hunt and many more).
part of access for
these communities is
assurance that they
wont get shot or
arrested just for
existing in public
spaces while being
a person of color.
some sort of police
and emergency service
outreach to ensure
this message is heard
would be appropriate.”
SURVEY COMMENTS
“More emphasis
on making
areas bike and
bus friendly
and reducing
the need to
drive to parks.”
-I'
I
1·
-' I
-· -1
36
“Emphasizing the
removal of invasive
species (especially
trees) from all
public lands to
further spread
into natural or
wilderness areas.”
“Consider
senior and
disabled
people when
you reimagine
parks.”
“Consider the
water needs of
current and
future vegetation;
make plans that
reduce water use
with native and
adaptive species
while adding
trees and other
plants.”
SURVEY COMMENTS
“Require
that all new
apartment
building
complexes have
green spaces as
part of their
design.”
“Increased
educational trips
into the foothills
by school age
children.”
“Please consider
the plants as
more than just
beautifying
landscape for
people. Nature
isn’t just a
setting for
human activity.”
---711 I I
-I
l -
I
·=i......=~--=----_-_-_ -_ -_ -7 i-----
1'
l
-
37
“Honoring
native/
indigenous
people and
land.”
“Espero que
se preste más
atención a
los aspectos
medioambientales.”
“Food forest!
Preserve the
last remaining
orchards and
increase free
food abundance
in our urban
areas.”
“Recognizing
recreational
practices of all
cultures.”
“BATHROOMS at
trails and parks.”
“MORE DOG
PARKS!!!!!!”
SURVEY COMMENTS
“You need food
at the parks. A
few restaurant
spaces at each
of the big parks
would CHANGE
how people
use the park.
Incorporate
families and
eating and I’ll
be there every
weekend.”
---7-1 I' -I '
-• _L._ ---------=--=--
-•
-I
-
I I -1
38
HOW INPUT WILL BE USED
The survey feedback relayed
that the Master Plan framework,
vision, goals and transformative
projects are on the right track,
direct Public Land’s investments
and strategies over the next 10-
20 years and have support from
the community.
Survey input will inform the
refining of Master Plan projects,
strategies and actions and help
to prioritize plan goals and the
ten transformative projects.
39
COMMUNITY INPUT ON MASTER PLAN ELEMENTS
Plan Creation
VISION PLAN .,,,,. ..... , ..
,,, ·ty ~ ~ Commum
/ Input Refines
( and Verifies
\ Plan
, Elements ,____ "
40
NEXT STEPS:
• Master Plan review by Parks,
Natural Lands, Urban Forestry
and Trails Board.
• Master Plan review by City
Council.
• Explore prioritization methods
using community feedback
and value lenses of equity,
livability and stewardship.
• City review and adoption
process.
PROJECT TIMELINE
CO
M
P
L
E
T
E
D
N
E
X
T
ST
E
P
S
WINTER 2020/2021 PHASE I:
DISCOVER:
FOUNDATION OF UNDERSTANDING
SLC PUBLIC LANDS
August 26, 2020
Six-Week Community Engagement
Window #1 Opens
WINTER-SPRING 2021 PHASE II:
REIMAGINE: VISIONING
TRANSFORMATION
March 17 -May 7 2021:
Community Engagement
Window #2
SUMMER-FALL 2021 PHASE III:
TRANSFORM: DRAFT AND FINAL
MASTER PLAN
Quarter 3 2021
Final Community Engagement
Window #3
41
APPENDICES
A. 2021 Reimagine Nature Community
Survey Instrument
B. Advertisement Methods
C. University of Utah Student Report
Appendices available upon request by emailing Nancy Monteith:
nancy.monteith@slcgov.com
Item K2
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Allison Rowland
Budget and Policy Analyst
DATE:June 7, 2022
RE: ORDINANCE: ECONOMIC DEVELOPMENT LOAN FUND TO BUDDIES, INC., 1150 EAST
600 SOUTH
MOTION 1 – ADOPT ORDINANCE
I move that the Council adopt the ordinance approving a $150,000 loan for Buddies, Inc.,
from the Economic Development Loan Fund.
MOTION 2 – NOT ADOPT
I move that the Council not adopt the ordinance, and to proceed to the next agenda item.
DEPARTMENT of ECONOMIC DEVELOPMENT
ERIN MENDENHALL
MAYOR
BEN KOLENDAR
DIRECTOR
CITY COUNCIL TRANSMITTAL
_______________________ Date Received: 5/20/2022
Lisa Shaffer, Chief Administrative Officer Date sent to Council: 5/20/2022
__________________________________________________________________
TO: Salt Lake City Council DATE: May 17, 2022
Dan Dugan, Chair
FROM: Benjamin Kolendar, Director, Department of Economic Development
SUBJECT: Economic Development Revolving Loan Fund (EDLF) – Buddies, INC.
STAFF CONTACTS:
Roberta Reichgelt, Business Development Director, Roberta.reichgelt@slcgov.com
Peter Makowski, Project Manager, peter.makowski@slcgov.com
DOCUMENT TYPE: Loan Approval
RECOMMENDATION: Recommend approval of $150,000 loan to Buddies, INC.
BUDGET IMPACT: $150,000 from the Economic Development Loan Fund
BACKGROUND/DISCUSSION: On May 5, 2022, a loan request from Buddies, INC. was
presented to the EDLF Loan Committee for review and discussion. Buddies, INC. will be the
owner and operator of the current concessions and rides at Liberty Park.
Basic Loan request
Business Name: Buddies, INC.
Address: 1150 E 600 S
Loan Amount Requested: $150,000
Loan Term: 7 years
Interest Rate: 7.25%
Use of Funds: Equipment, Inventory
Loan Type: Start Up
The EDLF Committee recommends approval of the Buddies, INC loan request of $150,000 to the
City Council.
Lisa Shaffer (May 20, 2022 10:15 MDT)
EDLF Loan Committee Structure
The committee is comprised of nine (9) members.
City Employees:
1. Community and Neighborhoods Finance
2. Mayor’s Office
3. Employee at large
4. Housing Stability
5. Economic Development
Community Volunteers:
6. Business Advisory Board (BAB) member
7. Banker
8. Community lender
9. Business mentor
DED Staff Recommendation
The Department of Economic Development recommends approval of Buddies, INC loan request
as the application goes through a thorough process consisting of a pre-screening, underwriting
analysis and economic impact statement.
Upon review, the Buddies INC, loan meets the following goals of the Economic Development Loan
Fund as stated in the EDLF program guidelines:
• Increasing employment opportunities
• Stimulating business development
• Encouraging private investment
• Enhancing neighborhood vitality
• Boosting commercial enterprise
This loan will also assist in the creation of 10 new jobs in the next year and retention of 7 current
jobs.
EDLF Loan Portfolio as of May 9, 2022
EDLF available fund balance is: $11,882,389.32
The total amount of outstanding loans is: $3,103,389.32
Attachments:
A. Resolution
B. Loan Term Sheet
SALT LAKE CITY ORDINANCE
No. _____ of 2022
(Ordinance approving a $150,000 loan for Buddies, Inc., at 1150 East 600 South from the
Economic Development Loan Fund)
WHEREAS, Salt Lake City Corporation’s (“City”) Economic Development Loan Fund
(“EDLF) is a program to stimulate local business development, encourage private investment,
enhance neighborhood vitality, and boost commercial enterprise in Salt Lake City.
WHEREAS, the EDLF is administered by the Department of Economic Development
(“DED”) and loan applications are first prescreened by DED staff, and then reviewed by the
EDLF Loan Committee.
WHEREAS, the EDLF Loan Committee and DED staff recommend the approval of the
attached loan term sheet for a $150,000 loan to Buddies, Inc., a local business located at 1150
East 600 South.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah, that:
SECTION 1. Loan Approval. The City Council approves the loan outlined in the Term
Sheet attached hereto, subject to revisions that do not materially affect the rights and obligations
of the City hereunder. The City Council authorizes the Mayor to negotiate and execute the loan
agreement and any other relevant documents consistent with the Term Sheet, and incorporating
such other terms and agreements as recommended by the City Attorney’s office.
SECTION 2. Effective Date. This ordinance shall become effective on the date of its first
publication.
Passed by the City Council of Salt Lake City, Utah, this ______ day of
_____________________, 2022.
Dan Dugan, Council Chair
ATTEST AND COUNTERSIGN:
______________________________
CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor's Action: _______Approved. _______Vetoed.
______________________________
MAYOR
______________________________
CITY RECORDER
(SEAL)
Bill No. ________ of 2022.
Published: ______________.
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date:
Sara Montoya, City Attorney
May 19, 2022
LOAN TERM SHEET
Applicant: Buddies, INC
Address: 1150 E 600 S
Proposed Loan Terms
Loan Amount: $150,000
Loan Terms: 7 Years
Interest Rate Calculation Prime Interest Rate: 3.25%
EDLF Charge: 8%
Less Discount: 4%
• Priority Area
• Woman Owned,
• Ethnic Minority
Interest Rate: 7.25%
Use of Funds: Equipment, Inventory
Business Type: Start Up
Collateral and Guarantees: Equipment, Inventory
Personal Guarantees: Lara Haddad
Conditions for Closing
• Signed Articles of Incorporation
• Salt Lake City Business License
• Salt Lake City Business Address
• Creation of Business Entity
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
TO:City Council Members
FROM: Ben Luedtke
Budget & Policy Analyst
DATE:June 7, 2022
RE: FY2023 Capital Improvement Program (CIP)
BUDGET BOOK PAGES: 119-131
CIP BUDGET BOOK: Debt Service Overview Starts on Page 25, General Fund Projects Start on Page 33
ISSUE AT-A-GLANCE
Each year, the Council appropriates overall funding available for the Capital Improvement Program (CIP) and
approves debt payments as part of the annual budget in June. Over the summer, the Council reviews individual
projects and per state law must approve project specific funding by September 1. CIP is an open and competitive
process where residents, local organizations and City departments submit project applications. The Community
Development and Capital Improvement Program (CDCIP) resident advisory board reviews the applications in
public meetings and makes funding recommendations to the Mayor and Council. The Mayor provides a second
set of funding recommendations to the Council which ultimately decides project specific funding.
Overview of the FY2023 CIP Budget
The total FY2023 CIP budget is nearly $45 million which is $9.7 million (27%) more than last year. Most of that
increase is caused by a $10 million year over year increase in the General Fund transfer to CIP which is
equivalent to 9% of ongoing revenues. The City has not reached the 9% level is at least a decade and an audit
from several years ago recommended that level of annual capital investment. The table below details funding
sources for CIP by fiscal year. Other highlights include:
$8.1 Million Unrestricted Funds – $8,137,885 of the ongoing transfer from the General Fund are unrestricted
funds available for any new projects (the most flexible funding available).
Project Timeline:
Budget Hearings: May 17 & June 7, 2022
1st Briefing: June 7, 2022
2nd Briefing & Public Hearing: July 12, 2022
3rd Briefing: July 19, 2021
4th Briefing & Public Hearing: August 9, 2022
5th Briefing & Potential Action: August 16, 2022
Note: The Council approves debt service and
overall CIP funding in the annual budget.
Project specific funding is approved by
September 1.
Page | 2
$4.9 Million Decrease of Impact Fees Spending – The amount of impact fees in the proposed CIP budget is the
smallest amount since FY2019. There are over $23 million of available to spend impact fees across the four
types: fire, parks, police, and transportation. Most of the available funds are for parks and transportation. See
Additional info section for more.
$3.1 Million Increase for County 1/4¢ Sales Tax for Transportation – This became a new funding source three
years ago and is available to transportation projects per state law. As seen in other sales tax revenue line items,
this one has experienced significant growth.
$10.8 Million Debt and Lease Payments – $10.7 million (36%) of the General Fund transfer to CIP (including
Funding Our Future dollars) is needed to cover debt payments and the Crime Lab lease payment. However, it
should be noted that $4,393,161 of this amount is for a first-year payment on a proposed sales tax revenue bond
for which the Council has not approved the list of projects. This funding could be used for FY2023 projects if the
Council declines to proceed with the bond or approves a smaller bond.
Comparison of CIP Funding Sources by Fiscal Year
C I P Fu n d in g So u rc e s A do pt ed
2 0 2 0 -2 1
A do pt e d
2 0 2 1-2 2
Pro po se d
2 0 2 2 -2 3
FY 2 2 t o
FY 2 3
$ C h an ge
FY 2 2 t o
FY 2 3
% C h an ge
Ge ne r a l Fund 1 4 ,5 82 ,2 67$ 1 5 ,1 2 6,884$ 2 5 ,1 5 0 ,43 1$ 1 0 ,0 2 3 ,5 4 7$ 6 6 %
Funding Ou r Futu r e *4 ,880 ,0 0 0$ 3 ,5 80 ,0 0 0$ 5 ,1 0 0 ,0 0 0$ 1 ,5 2 0 ,0 0 0$ 4 2 %
Class C 3 ,0 0 0 ,0 0 0$ 3 ,0 2 1 ,7 0 6$ 3 ,0 0 0 ,0 0 0$ (2 1 ,7 0 6 )$ -1 %
I mp ac t Fe e s**5 ,0 5 8,0 1 1$ 8,2 7 6,1 0 3$ 3 ,3 6 0 ,1 9 3$ (4 ,9 1 5 ,9 1 0 )$ -5 9%
CDBG -$ 3 2 2 ,0 0 0$ 7 2 2 ,0 0 0$ 4 0 0 ,0 0 0$ ONE-TI ME
Re p ur po se Old CI P A c c o u nt s ***1 ,1 4 9 ,6 1 6$ 2 5 2 ,2 7 1$ PENDI NG -ONE-TI ME
Co u nty 1 /4 ¢ Sa le s Tax N/A 4,9 0 0 ,0 0 0$ 8,0 0 0 ,0 0 0$ 3 ,1 0 0 ,0 0 0$ 6 3 %
Sur p lu s Land Fund 2 0 0 ,0 0 0$ 2 0 0 ,0 0 0$ -$ (2 0 0 ,0 0 0 )$ ONE-TI ME
Smit h's Nam ing Righ ts Re v e nu e 1 5 6 ,0 0 0$ 1 5 4 ,0 0 0$ 1 5 4 ,0 0 0$ -$ 0 %
SLC Sp o r t s Co mp le x ESCO 1 5 4 ,7 0 6$ 1 4 8,5 0 5$ 1 4 8,5 0 5$ -$ 0 %
Me mo r ial Ho u s e Re nt Re v e nue 6 8,5 5 4$ 6 8,5 5 4$ 6 8,5 5 4$ -$ 0 %
TOTA L 2 9 ,2 2 6 ,2 62$ 3 6 ,0 2 7 ,1 3 1$ 4 5 ,7 0 3 ,683$ 9 ,6 7 6 ,5 5 2$ 2 7 %
TOTA L w it h o ut ONE-TI ME 2 7 ,87 6 ,6 4 6$ 3 5 ,2 5 2 ,86 0$ 4 4 ,9 81 ,683$ 9 ,7 2 8,82 3$ 2 8%
*I nc lu de s % to CI P "o ff th e t o p " a v a ila b le to any p ro je c t a nd fu nd ing fo r t ra nsit a nd pu b lic righ t o f w ay
infrast ru c tu re . A lso , fu nd ing so u rc e is o ngo ing b u t Co u nc il c o u ld c h ange th e u s e c a t e g o rie s in t h e fu tu re
**Th e re a re fo ur im pa c t fe e ty pe s: fire , pa rks, p o lic e a nd s tre e t s
***I nc lu d e s re c a ptu re d funds fro m mu ltiple fu nd ing so urc e s
No t e : Th e re 's a $2 2 ,89 2 d e b t se rv ic e re sc o p e re d uc t io n no t se p a rat e d o u t in th e t ab le ab o v e fo r FY 2 0 2 1 & FY 2 0 2 2
Two Differences between Advisory Board and Mayoral Funding Recommendations
(See Attachment 2 for Funding Log and Attachment 3 for the CIP Budget Book)
Board and Mayoral funding recommendations are detailed at the bottom of each project page in the CIP Budget
Book and on the CIP Funding Log. The CIP Log is Attachment 2 which first shows projects the Mayor is
recommending for funding and then projects which are not recommended for funding. Differences between
funding amounts are highlighted pink. This year the funding recommendations from the Community
Development and Capital Improvement Program (CDCIP) resident advisory board and the Mayor are nearly
identical with two differences listed below.
- The Board recommends funding $3.052 million for the 200 South reconstruction transit corridor
project. The Mayor recommends $4,254,885 for the project which is $1,202,885 more than the Board.
The 2018 voter-approved Street Reconstruction Bond is the primary funding sources for the project
which is also receiving funding from several smaller sources. The project webpage is regularly updated
and available here: www.slc.gov/mystreet/2020/03/27/200south/
Page | 3
- The increased funding for the 200 South reconstruction transit corridor (point above) is proposed to be
shifted from the Cemetery Master Plan implementation. The Board recommends $1,202,885 for the
Cemetery Master Plan implementation project and the Mayor recommends no funding. Note that the
proposed sales tax revenue bond includes $11.2 million for City Cemetery road reconstruction.
Use Combined Project Scores from CDCIP Board as Guide if Additional Funding is Available
(See Attachment 4 for a summary sheet of Board votes and combined scores)
The CDCIP Board scored and voted on each CIP application. The Board recommends that their combined
scoring be used as a guide for how to spend additional CIP funding if it becomes available for FY2023 projects.
The combined scores are shown in the right-most column and votes in the adjacent column. Note that board
members may not have voted on a project because they were unavailable at the time (technical difficulties or not
at the public meeting) or they declined to vote.
$300+ Million Unfunded Capital Needs Over Next Decade in Context of FY2023 CIP, $65 Million
Sales Tax Revenue Bond and $80 Million Parks and Public Lands General Obligation (GO) Bond
(See Attachment 5 for a spreadsheet summarizing all projects in FY2023 CIP and the two proposed bonds)
Last year, the Council held briefings about different iterations of a proposed sales tax revenue bond. The Mayor
forwarded the recommendations after an approximately $80 million sales tax revenue bond was paid off in
2021. This removed a $5.3 million annual debt payment from CIP which has been paid using General Fund
dollars. Council Members expressed interest in holding further discussions on how best to prioritize use of this
funding opportunity (assuming available revenues) given that the City’s unfunded capital needs significantly
exceed $5.3 million. The Mayor is proposing a new $65 million bond with an estimated $4.4 million annual debt
payment and an $80 million G.O. bond for parks and public lands projects. The G.O. bond would need to first be
placed on the ballot by the Council and then voters would decide whether to approve it. There is no legal
deadline for the Council to approve, modify or decline the sales tax revenue bond. Note that some of the sales tax
revenue bond projects would be issued under a tax-exempt bond while others would need to be a separate
taxable (more expensive) bond. Also, the total cost of the bond is greater than the sum of the individual projects
because it includes the cost of issuance and a contingency up to the $65 million maximum proposed.
Below is a short list of the City’s unfunded capital needs from large single-site projects to long-term best
management of capital assets like buildings, streets, and vehicles. This list is not comprehensive, and some costs
may be higher since originally estimated. The total unfunded needs of the below list exceed $300 million and
may be closer to $500 million depending on the specifics of new construction projects in the first bullet point.
Note that these estimates for new assets do not include maintenance costs. Typically, a Capital Facilities Plan, is
the mechanism to identify, track, prioritize and schedule unfunded capital needs over a long-term horizon.
While the City does long-term planning in each department, a capital facilities plan typically includes a broader
citywide view. The Administration has indicated that there is ongoing work towards this goal. The Council may
wish to ask the Administration for an update on this effort.
$TBD new construction and major redevelopments: Fleet Block, eastside police precinct or smaller
substations, multiple aging fire stations, The Leonardo (old library), expansion of the S-Line Streetcar,
downtown TRAX loop, quiet zones and undergrounding rail lines that divide the City’s west and east
sides, implementing rest of the 9-Line, Folsom and McClelland urban trails, historic structures like
Fisher Mansion and Warm Springs, rehabilitation or full rebuild of vehicle bridges including 200 South
and 400 South over the Jordan River, etc.
$133 million over ten years (in addition to existing funding level) to increase the overall condition index
of the City's street network from poor to fair
$33.8 million over ten years to bring all City facilities out of deferred maintenance
$25 million for capital improvements at the City Cemetery, of which $12.5 million is for road repairs
$20 million for a new bridge at approx. 4900 West from 500 South to 700 South
$20 million above existing funding levels to fully fund the City’s fleet needs
$6 million for planned upgrades to the Regional Athletic Complex
$3.1 million for downtown irrigation system replacement
$1.3 million for solar panels, parking canopy and security upgrade at Plaza 349
Recapture Funds from Completed Projects and Unfinished Projects Older than Three Years
(Attachment 8 – Pending at time of publishing this staff report)
The CIP and Debt Management Resolution (Attachment 1) requests that remaining funds from completed
projects be recaptured and that remaining funds from unfinished projects over three years old also be
Page | 4
recaptured. The table in Attachment 9 is staff’s attempt to follow up on the Council’s policy guidance for CIP
projects. 64 projects are listed most of which received General Fund dollars and are over three years old. Several
projects also received Class C funds or impact fees. The total funding is just over $4.2 million. Some of this
funding could be recaptured by the Council as one-time revenue for General Fund uses, however, the Class C,
CDBG and donations have uses limited by law. The table was sent to the Administration to identify whether a
project is completed and status updates for unfinished projects. A response and potential funding to recapture
by project will be added to one of the Council’s upcoming unresolved issues briefings.
POLICY QUESTIONS
1.Balancing $300+ Million Unfunded Capital Needs, $80 Million Parks and Public Lands
G.O. Bond, $65 Million Sales Tax Revenue Bond and FY2023 CIP – The Council may wish to
discuss if projects in the proposed bonds and FY2023 CIP align with the Council’s policy priorities. The
Council may also wish to discuss how to balance the City’s $300+ million unfunded capital needs
including deferred maintenance for existing assets with funding construction of new assets. The Council
is tentatively scheduled to review the bond projects in detail over the summer when also reviewing
individual CIP projects. See Attachment 5 for a summary of projects by title and funding source for both
bonds and FY2023 CIP.
2.Five Projects to Approve in June with Annual Budget or Add to Summer Deliberations –
The Council may wish to discuss with the Administration whether to approve in June with the annual
budget and debt service payments any of the five projects below or add them to capital investment
deliberations in July and August. The projects could be added to the Council’s deliberations to see the
total capital investments proposed and which projects should be in FY2023 CIP, the General Obligation
bond and/or the sales tax revenue bond. The five projects were not included in the open and competitive
CIP process because they were identified by administrative staff outside separately, so the resident
advisory board did not provide recommendations. The Council could ask if there are any legal or
operational issues to be aware of.
- $3.7 million handheld radios upgrade to next generation
- $3 million complete streets
- $2 million Funding Our Future Public Lands maintenance (further discussion with the
department is needed)
- $2 million restoration of City Hall insurance reimbursement
- $700,000 maintenance of vacant city owned facilities
3.Inflationary Price Increases and the Cost Overrun Account – The Council may wish to ask the
Administration how inflationary price increases have impacted departments utilizing the CIP Cost
Overrun Account, and if additional funding may be needed to avoid project scope reductions. The
Council could also re-evaluate the funding level for the account and/or the formula for maximum
amounts a project may receive (see section 11 of Attachment 1).
4.Updating CIP Policy Guidance Attachment 1 – The Council may wish to discuss with the
Administration if it would be helpful for the Council to provide updated policy guidance such as when to
disqualify an application, the Cost Overrun Account formula, project prioritization which could also
inform the resident advisory board’s deliberations, details to provide for proposed projects, etc. The
Council may also wish to discuss if new guidance could advance the Council policy priorities such as
equity being considered in CIP.
5.Resources to Support Constituent Applications – The Council may wish to discuss with the
Administration the need to address geographic equity issues with additional targeted City resources for
neighborhoods that submit few or no constituent applicants. Some Council Members expressed interest
in being proactive to support constituent applications from neighborhoods with higher poverty rates.
Some constituents and CDCIP Board Members commented at public meetings that they felt like some
projects get more support from departments than others.
6.CIP Project Status Reports – The Council may wish to ask the Administration about mechanisms to
facilitate the up-to-date sharing of information on current CIP projects. In the past, there were a variety
of mechanisms to share information, ranging from topic-by-topic email requests to consolidated
monthly reports. Council Members could then quickly provide accurate/timely information to interested
constituents.
Page | 5
7.Capital Facilities Plan (CFP) – The Council may wish to ask the Administration for a status update
on the CFP (10-Year Comprehensive CIP Plan). It’s envisioned as a living document that prioritizes
capital needs across City plans and departments within funding constraints. The Council held a briefing
in January 2019 about a draft of the plan. See Attachment 6 for the Council’s potential policy goals,
metrics, and requests.
ADDITIONAL & BACKGROUND INFORMATION
Definition of a CIP Project
As defined in the Council-adopted 2017 Capital and Debt Management Guiding Policies Resolution (Attachment
1), a CIP project must “involve the construction, purchase or renovation of buildings, parks, streets or other
physical structures, … have a useful life of five or more years, … have a cost of $50,000 or more, … or significant
functionality can be demonstrated…such as software.” The Council also set a three-year spending deadline as
part of the guiding policies. CIP accounts older than three years are periodically reviewed for recapture from
projects that finished under budget or were not pursued.
Surplus Land Fund
The Surplus Land Fund receives proceeds from the sale of real property (land and buildings). According to City
policy the Surplus Land Fund can be spent on purchasing real property and some funds may be diverted into the
Housing Trust Fund. The funds are one-time because the real property can only be sold once. The current
balance is approx. $2.3 million. The FY2223 budget proposes to discontinue the practice of using $200,000
annually to the Community and Neighborhoods Department for property maintenance expenses such as
utilities, security, and minor repairs. This was using one-time funding for an ongoing expense. The change
fulfills the Council’s legislative intent from FY2020. The ongoing General Fund transfer to CIP is proposed to
cover that ongoing expense and is increased to $700,000.
Cost Overrun Account
The Administration reports the current available to spend balance is $557,476 which is a total of CIP
appropriations from the last four fiscal years. The Council established this account for projects that experience
costs slightly higher than budgeted. A formula determines how much additional funding may be pulled from the
Cost Overrun account depending on the total Council-approved budget. See section 11 of Attachment 1 for the
formula. This process allows the Administration to add funding to a project without returning to the Council in a
budget amendment. A written notification to the Council on uses is required. The purpose is to allow projects to
proceed with construction instead of delaying projects until the Council can act in a budget amendment which
typically takes a few months.
Updated Cost Estimates for Regular CIP Projects (Attachment 7)
Attachment 7 will be updated over the summer to inform the Council’s project-specific deliberations in July and
August. The Administration provided updated cost estimates for CIP projects that regularly come up. The
updated Attachment 7 includes the prior FY2019 (calendar year 2018) cost estimates next to a column showing
the 2021 estimates. Some categories have seen significant increases while others have closer to typical inflation
rate increases. The Engineering Division provided some context that the City doesn’t know to what extent the
larger price increases are temporary (such as related to pandemic caused short-term supply chain disruptions)
or longer-term trends. Overall, prices are estimated to be up 10% to 14% according to Engineering.
1.5% for New Art and Maintenance of Existing Artworks (See Attachment 9 for the latest report)
Attachment 9 is an annual report required by ordinance about maintenance of City artworks in the past fiscal
year and planned for the next. The report summarizes eight artworks that received maintenance in FY2022 and
21 artworks planned for FY2023. Note that four artworks are identified for deaccession, that is removal from the
City’s public art collection.
Salt Lake City Code, Chapter 2.30, established the Percent for Art Fund and designates roles for the Art Design
Board and Arts Council related to artist selection, project review and placement. The Public Art Program also
oversees projects with funding from the Airport and RDA. In April 2021 the Council amended Chapter 2.30 to
make several changes to the ordinance including an increase from 1% to 1.5% of ongoing unrestricted CIP
funding for art minimum. There is no ceiling so the Council could approve funding for art above 1.5%.
The ordinance also sets a range of 10%-20% for how much of the resulting annual funding is allocated to
maintenance. This section of the ordinance also states that before funds are deposited into the separate public
art maintenance fund a report from the Administration will be provided to the Council identifying works of art
Page | 6
that require maintenance and estimated costs. This creates the first ongoing dedicated funding for conservation
and maintenance of the City’s public art collection consisting of over 270 pieces. The collection is expected to
continue growing. Note that in Budget Amendment #2 of FY20 the Council made a one-time appropriation of
$200,000 to establish an art maintenance fund.
CIP Debt Load Projections through FY26
(Note an $80 million bond was paid off in FY21 and the Mayor proposed a new $65 million sales tax bond)
The Administration provided the following chart to illustrate the ratio of ongoing commitments to available
funding through FY2026. Most of these commitments are debt payments on existing bonds. Other commitments
include, ESCO debt payments, the Crime Lab lease, capital replacement funding for parks and facilities,
contributions to the CIP cost overrun account and the 1.5% for art fund. The CIP Budget Book includes an
overview and details on each of the ongoing commitments. 79% of the General Fund transfer into CIP was
needed for these ongoing commitments in FY21. The percentage significantly decreased to approx. 40% after an
$80 million bond was paid off. The chart does not reflect the Mayor’s proposed $65 million sales tax revenue
bond which would add an annual $4.4 million debt payment for 20 years.
The debt load significantly decreased in FY2022 because Series 2014A Taxable Refunding of 2005 bonds
matured (paid off). It was approximately $80 million when the bond was originally issued (before refunding).
This reduces the debt load from 79% to 40% and removes a $5.3 million annual debt payment. Note that
General Obligation (G.O.) bonds are not paid from CIP because they are funded through a separate, dedicated
voter-approved property tax increase.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 2020-21 FY 2021-2 2 FY 2022-23 FY 2023 -24 FY 2024-25 FY 2025-26
Allocation of CIP General Fund Transfer Amount, 6 Year
Projection, assuming 2% revenue growth per year, and
continued allocation of 7% of GF revenue to CIP
Debt Service On Bonds Other Debt Se rvice Othe r Commit ments Pay a s You G o Pro jects
Impact Fee Unallocated “Available to Spend” Balances and Refund Tracking
The Council approved several million dollars in impact fee projects the past few years. The table below is current
as of April 28, 2022 and includes a couple adjustments based on Budget Amendment #7 of FY2022. Available to
spend impact fee balances are bank account balances subtracting encumbrances and expired funds. The Mayor’s
Page | 7
recommended CIP budget proposes using $1,838,193 of parks impact fees and $1,522,000 of transportation
impact fees. The total amount of the four impact fee types is $23,253,078. Impact fees must be encumbered
within six years of the City receiving them.
Type Unallocated Cash
“Available to Spend”Next Refund Trigger Date Amount of Expiring
Impact Fees
Fire $1,000,885 More than a year away -
Parks $14,031,723 More than a year away -
Police $564,031 More than a year away -
Transportation $7,656,439 More than a year away -
Note: Encumbrances are an administrative function when impact fees are held under a contract
Impact Fee Eligibility
Impact fees are one-time charges imposed by the City on new development projects to help fund the cost of
providing infrastructure and services to that new development. This is part of the City’s policy that growth
should pay for growth. A project, or portion of a project, must be deemed necessary to ensure the level of service
provided in the new development area matches what is currently offered elsewhere in the city. As a result, it’s
common for a project to only be partially eligible for impact fee funding (the growth-related portion) so other
funding sources must be found to cover the difference. It is important to note that per state law, the City has six
years from the date of collection to spend or encumber under a contract the impact fee revenue. After six years, if
those fees are not spent then the fees are returned to the developer with interest.
Capital Facilities Plan (CFP) (See Attachment 6)
The CFP is a comprehensive 10-year CIP plan. See Attachment 6 for a summary of the Council’s requests and
guidance during the January 2019 briefing from the Administration and discussion. It’s important to note, the
Council expressed interest in identifying measurable goals to accomplish through the CFP and guide
prioritization of project planning.
Regular CIP Project Cost Estimate (See Attachment 7)
Attachment 8 lists cost estimates for various types of projects based on actual costs from recent years. The
document was developed by Council staff in collaboration with the Administration. The figures may not be up to
date cost estimates but provide a ballpark figure when considering project costs. The three categories of project
cost estimates are parks, streets, and transportation. The document was last updated July 2019. Updated cost
estimates will be provided for the Council’s budget deliberations in July and August.
County 1/4¢ Sales Tax for Transportation and Streets Funding
The County fourth quarter-cent transportation funding is a new ongoing sales tax funding source dedicated to
transportation and streets. The City has taken a progressive view of transportation beyond a vehicle-focused
perspective and uses a multi-modal, more inclusive approach (walking, biking, public transit, accessibility and
ADA, ride-share, trails, safety, scooters, etc.). The Wasatch Front Regional Council summarized eligible uses for
this funding as “developing new roads or enhancing (e.g. widening) existing roads; funding active
transportation, including bike and pedestrian projects; or funding transit enhancements. It can also be used for
maintenance and upkeep of existing facilities.” (SB136 of 2018 Fourth Quarter Cent Local Option Sales Tax
Summary June 22, 2018). Revenue from the 0.25% sales tax increase is split 0.10% for UTA, 0.10% for cities and
0.05% for Salt Lake County as of July 1, 2019 and afterwards. Note that there is overlap in eligible uses between
this funding source and Class C funds (next section).
Class C Funds (gas tax)
Class C funds are generated by the Utah State Tax on gasoline. The state distributes these funds to local
governments on a center lane mileage basis. The City’s longstanding practice has been to appropriate Class C
funds for the general purpose of street reconstruction and asphalt overlays. The Roadway Selection Committee
selects specific street segment locations (See next section below). Note that there is overlap in eligible uses
between this funding source and the County 1/4¢ Sales Tax for Transportation and Streets Funding (previous
section). Per state law, Class C funds may be used for:
1. All construction and maintenance on eligible Class B & C roads
2. Enhancement of traffic and pedestrian safety, including, but not limited to: sidewalks, curb and gutter,
safety features, traffic signals, traffic signs, street lighting and construction of bicycle facilities in the
highway right-of-way
Page | 8
3. Investments for interest purposes (interest to be kept in fund)
4. Equipment purchases or equipment leases and rentals
5. Engineering and administration costs
6. Future reimbursement of other funds for large construction projects
7. Rights of way acquisition, fencing and cattle guards
8. Matching federal funds
9. Equipment purchased with B & C funds may be leased from the road department to another
department or agency
10. Construction of road maintenance buildings, storage sheds, and yards. Multiple use facilities may be
constructed by mixing funds on a proportional basis
11. Construction and maintenance of alleys
12. B & C funds can be used to pay the costs of asserting, defending, or litigating
13. Pavement portion of a bridge (non-road portions such as underlying bridge structure are not eligible)
Roadway Selection Committee
The Roadway Selection Committee determines specific projects for street improvement general purpose
appropriations, e.g., reconstruction or overlay. In recent years this Committee guided use of Class C funds and
revenues from the 2018 voter-approved Streets Reconstruction G. O. Bond. The Committee is led by
Engineering and includes representatives of Streets, Transportation, Public Utilities, Public Services, HAND,
Finance, the RDA and Council Staff. Information provided to the committee to consider in their selection
process includes:
Public requests for individual road repair
On-going costs to keep a road safely passable
Existing or planned private development or publicly funded construction activities in a neighborhood
or corridor such as the Sugar House Business District or the 900 South corridor
Safety improvement goals and crash data
Public Utilities’ planned capital projects that would include a variety of underground facilities
replacements, repairs, or upgrades
Private utilities’ existing infrastructure, planned installations or repairs, e.g., fiber, natural gas, power
Neighborhood or transportation master plan considerations
Pavement condition survey data for ideal timing of asphalt overlays to extend useful life of a street
In reviewing the above-mentioned criteria, open deliberations are held between committee members, and roads
are selected for repair by consensus. The number of projects selected is contingent on available funding. Other
City projects and master plans sometimes help in extending funds by combining project funding sources.
CIP Planning Technology Improvements
The Administration reports improvements are ongoing to CIP tracking of projects and applications. The City
currently provides a public interactive construction and permits project information map available here:
http://maps.slcgov.com/mws/projects.htm
ATTACHMENTS
1. Capital and Debt Management Guiding Policies Resolution 29 of 2017
2. FY2023 CIP Funding Log – Note the spreadsheet from the Administration is not formatted for printing
3. FY2023 CIP Budget Book
4. FY2023 CDCIP Board Project Scores and Votes
5. Summary Spreadsheet of All Projects in Proposed FY2023 CIP, $65 Million Sales Tax Revenue Bond
and $80 Million Parks and Public Lands G.O. Bond
6. Capital Facilities Plan (CFP) Council Requests from January 2019
7. Regular CIP Projects Cost Estimates (July 2021)
8. List of Completed and Unfinished Projects Older than Three Years for Potential Funding Recapture –
PENDING DEPARTMENT STATUS UPDATES
9. Art Maintenance Report for FY2022 and FY2023
10. Comparison of CIP Project Requests by Year and Type
ACRONYMS
CAN – Community and Neighborhood Department
CDCIP – Community Development and Capital Improvement Program Advisory Board
Page | 9
CFP – Capital Facilities Plan
CIP – Capital Improvement Program
ESCO – Energy Service Company
FTE – Full-time Employee
FY – Fiscal Year
G.O. Bond – General Obligation Bond
RESOLUTION NO . _29_0F 2017
(Salt Lake City Council capital and debt management policies.)
R 17-1
R 17-13
WHEREAS, the Salt Lake City Council ("City Council" or "Council") demonstrated its
commitment to improving the City's Capital Improvement Program in order to better address the
deferred and long-term infrastructure needs of Salt Lake City; and
WHEREAS, the analysis of Salt Lake City's General Fund Capital Improvement
Program presented by Citygate Associates in February 1999, recommended that the Council
review and update the capital policies of Salt Lake Corporation ("City") in order to provide
direction to the capital programming and budgeting process and adopt and implement a formal
comprehensive debt policy and management plan; and
WHEREAS, the City's Capital Improvement Program and budgeting practices have
evolved since 1999 and the City Council wishes to update the capital and debt management
policies by updating and restating such policies in their entirety to better reflect current
practices; and
WHEREAS, the City Council desires to improve transparency of funding opportunities
across funding sources including General Fund dollars, impact fees, Class C (gas tax) funds,
Redevelopment Agency funds, Public Utilities funds, repurposing old Capital Improvement
Program funds and other similar funding sources.
NOW THEREFORE, BE IT RESOLVED by the City Council of Salt Lake City,
Utah:
That the City Council has determined that the following capital and debt management
policies shall guide the Council as they continue to address the deferred and long-term
infrastructure needs within Salt Lake City:
Capital Policies
1. Capital Project Definition-The Council intends to define a capital project as follows:
"Capital improvements involve the construction, purchase or renovation of
buildings, parks, streets or other physical structures. A capital improvement must
have a useful life of five or more years. A capital improvement is not a recurring
capital outlay item (such as a motor vehicle or a fire engine) or a maintenance
expense (such as fixing a leaking roof or painting park benches). In order to be
considered a capital project, a capital improvement must also have a cost of
$50,000 or more unless such capital improvement's significant functionality can
be demonstrated to warrant its inclusion as a capital project (such as software).
Acquisition of equipment is not considered part of a capital project unless such
acquisition of equipment is an integral part of the cost of the capital project."
2. Annual Capital Budget Based on 10-Year Capital Facilities Plan-The Council requests that
the Mayor's Recommended Annual Capital Budget be developed based upon the 10-Year
Capital Facilities Plan and be submitted each fiscal year to the City Council for consideration
as part of the Mayor 's Recommended Budget no later than the first Tuesday of May.
3. Multiyear Financial Forecasts-The Council requests that the Administration :
a. Prepare multi-year revenue and expenditure forecasts that correspond to the capital
program period;
b . Prepare an analysis of the City's financial condition , debt service levels within the capital
improvement budget, and capacity to finance future capital projects; and
c . Present this information to the Council in conjunction with the presentation of each one-
year capital budget.
4. Annual General Fund Transfer to CIP Funding Goal-Allocation of General Fund revenues
for capital improvements on an annual basis will be determined as a percentage of General
Fund revenue . The Council has a goal that no less than nine percent (9%) of ongoing General
Fund revenues be invested annually in the Capital Improvement Fund.
5. Maintenance Standard-The Council intends that the City will maintain its physical assets at
a level adequate to protect the City's capital investment and to minimize future maintenance
and replacement costs.
6 . Capital Project Prioritization-The Council intends to give priority consideration to projects
that:
a. Preserve and protect the health and safety of the community;
b. Are mandated by the state and/or federal government; and
c. Provide for the renovation of existing facilities resulting in a preservation of the
community's prior investment, in decreased operating costs or other significant cost
savings , or in improvements to the environmental quality of the City and its
neighborhoods.
7. External Partnerships -All other considerations being equal, the Council intends to give fair
consideration to projects where there is an opportunity to coordinate with other agencies ,
establish a public/ private partnership, or secure grant funding .
8. Aligning Project Cost Estimates and Funding-The Council intends to follow a guideline of
approving construction funding for a capital project in the fiscal year immediately following
the project's design wherever possible. Project costs become less accurate as more time
passes. The City can avoid expenses for re-estimating project costs by funding capital
projects in a timely manner.
9. Advisory Board Funding Recommendations-The Council intends that all capital projects be
evaluated and prioritized by the Community Development and Capital Improvement
Program Advisory Board . The resulting recommendations shall be provided to the Mayor ,
and shall be included along with the Mayor 's funding recommendations in conjunction with
the Annual Capital budget transmittal , as noted in Paragraph two above.
10. Prioritize Funding Projects in the 10-Year Plan-The Council does not intend to fund any
project that has not been included in the 10-Year Capital Facilities Plan for at least one (1)
year prior to proposed funding, unless extenuating circumstances are adequately identified.
11. Cost Overrun Process -The Council requests that any change order to any capital
improvement project follow the criteria established in Resolution No. 65 of2004 which
reads as follows:
a. "The project is under construction and all other funding options and/ or methods
have been considered and it has been determined that additional funding is still
required.
b. Cost overrun funding will be approved based on the following formula:
1. 20% or below of the budget adopted by the City Council for project
budgets of $100,000 or less;
ii. 15% or below of the budget adopted by the City Council for project
budgets between $100,001 and $250,000;
iii. 10% or below of the budget adopted by the City Council for project
budgets over $250,000 with a maximum overrun cost of $1oo,ooo.
c. The funds are not used to pay additional City Engineering fees.
d. The Administration will submit a written notice to the City Council detailing the
additional funding awarded to projects at the time of administrative approval.
e. If a project does not meet the above mentioned criteria the request for additional
funding will be submitted as part of the next scheduled budget opening.
However, if due to timing constraints the cost overrun cannot be reasonably
considered as part of a regularly scheduled budget opening, the Administration
will prepare the necessary paperwork for review by the City Council at its next
regularly scheduled meeting."
12. Recapture Funds from Completed Capital Projects-The Council requests that the
Administration include in the first budget amendment each year those Capital Improvement
Program Fund accounts where the project has been completed and a project balance remains.
It is the Council's intent that all account balances from closed projects be recaptured and
placed in the CIP Cost Overrun Contingency Account for the remainder of the fiscal year, at
which point any remaining amounts will be transferred to augment the following fiscal year's
General Fund ongoing allocation.
13. Recapture Funds from Unfinished Capital Projects-Except for situations in which
significant progress is reported to the Council, it is the Council's intent that all account
balances from unfinished projects older than three years be moved out of the specific project
account to the CIP Fund Balance. Notwithstanding the foregoing, account balances for bond
financed projects and outside restricted funds (which could include grants, SAA or other
restricted funds) shall not be moved out of the specific project account.
14. Surplus Land Fund within CIP Fund Balance -Revenues received from the sale of real
property will go to the unappropriated balance of the Capital Projects Fund and the revenue
will be reserved to purchase real property unless extenuating circumstances warrant a
different use. It is important to note that collateralized land cannot be sold.
15 . Transparency of Ongoing Costs Created by Capital Projects-Any long-term fiscal impact to
the General Fund from a capital project creating ongoing expenses such as maintenance,
changes in electricity /utility usage, or additional personnel will be included in the CIP
funding log and project funding request. Similarly, capital projects that decrease ongoing
expenses will detail potential savings in the CIP funding log.
16. Balance Budget without Defunding or Delaying Capital Projects -Whenever possible,
capital improvement projects should neither be delayed nor eliminated to balance the
General Fund budget.
17. Identify Sources when Repurposing Old Capital Project Funds-Whenever the
Administration proposes repurposing funds from completed capital projects the source(s)
should be identified including the project name, balance of remaining funds, whether the
project scope was reduced, and whether funding needs related to the original project exist.
18. Identify Capital Project Details -For each capital project, the capital improvement projects
funding log should identify:
a. The Community Development and Capital Improvement Program Advisory Board's
funding recommendations,
b. The Administration's funding recommendations,
c. The project name and a brief summary of the project,
d . Percentage of impact fee eligibility and type,
e. The project life expectancy,
f. Whether the project is located in an RDA project area,
g. Total project cost and an indication as to whether a project is one phase of a larger
project,
h. Subtotals where the project contains multiple scope elements that could be funded
separately,
1. Any savings derived from funding multiple projects together,
j. Timing for when a project will come on-line,
k. Whether the project implements a master plan,
1. Whether the project significantly advances the City's renewable energy or
sustainability goals,
m . Ongoing annual operating impact to the General Fund,
n. Any community support for the project -such as community councils or petitions,
o. Communities served,
p. Legal requirements/mandates,
q. Whether public health and safety is affected,
r. Whether the project is included in the 10-Year Capital Facilities Plan,
s. Whether the project leverages external funding sources, and
t. Any partner organizations .
Debt Management Policies
1. Prioritize Debt Service for Projects in the 10 -Year Capital Facilities Plan -The Council
intends to utilize long-term borrowing only for capital improvement projects that are
included in the City's 10-Year Capital Facilities Plan or in order to take advantage of
opportunities to restructure or refund current debt. Short-term borrowing might be utilized in
anticipation of future tax collections to finance working capital needs.
2. Evaluate Existing Debt before Issuing a New Debt-The Council requests that the
Administration provide an analysis of the City's debt capacity, and how each proposal meets
the Council's debt policies, prior to proposing any projects for debt financing. This analysis
should include the effect of the bond issue on the City's debt ratios , the City 's ability to
finance future projects of equal or higher priority , and the City's bond ratings.
3. Identify Repayment Source when Proposing New Debt-The Council requests that the
Administration identify the source of funds to cover the anticipated debt service requirement
whenever the Administration recommends borrowing additional funds.
4. Monitoring Debt Impact to the General Fund-The Council requests that the Administration
analyze the impact of debt-financed capital projects on the City's operating budget and
coordinate this analysis with the budget development process.
5. Disclosure of Bond Feasibility and Challenges -The Council requests that the
Administration provide a statement from the City's financial advisor that each proposed bond
issue appears feasible for bond financing as proposed. Such statement from the City's
financial advisor should also include an indication of requirements or circumstances that the
Council should be aware of when considering the proposed bond issue (such as any net
negative fiscal impacts on the City 's operating budget, debt capacity limits , or rating
implications).
6. A void Use of Financial Derivative Instruments -The Council intends to avoid using interest
rate derivatives or other financial derivatives when considering debt issuance.
7 . Maintain Reasonable Debt Ratios-The Council does not intend to issue debt that would
cause the City's debt ratio benchmarks to exceed moderate ranges as indicated by the
municipal bond rating industry .
8. Maintain High Level Bond Ratings-The Council intends to maintain the highest credit
rating feasible and to adhere to fiscally responsible practices when issuing debt.
9. Consistent Annual Debt Payments Preferred -The Council requests that the Administration
structure debt service payments in level amounts over the useful life of the financed
project(s) unless anticipated revenues dictate otherwise or the useful life of the financed
project(s) suggests a different maturity schedule.
10. Sustainable Debt Burden-The Council intends to combine pay-as-you-go strategy with
long-term financing to keep the debt burden sufficiently low to merit continued AAA general
obligation bond ratings and to provide sufficient available debt capacity in case of
emergency.
11. Lowest Cost Options-The City will seek the least costly financing available when evaluating
debt financing options .
12. Avoid Creating Structural Deficits-The City will minimize the use of one-time revenue to
fund programs/projects that require ongoing costs including debt repayments.
13. Aligning Debt and Project Timelines-Capital improvement projects financed through the
issuance of bonded debt will have a debt service that is not longer than the useful life of the
project.
Passed by the City Council of Salt Lake City, Utah, this -~3L.Lr_...d ___ day of
October , 2017.
ATTEST :
HB _A TTY -#64309 -v3-CIP _a nd _ Debt_ Management_Pol icies
SALT LAKE CITY COUNCIL
By 4 = ASL
CHAIRPERSON -=-::::::::____
Salt Lake City
App ed As To Form
By: ~~~~~~~.P
aysen Oldroyd
Da e: lt:>/-:z.../ 17
Division
(Priority)
/ App Ref
Organization
Name Application Title Project Description/Summary Committee
Score
Final
Recommended
General Funds
Final
Recommended
Class C
Final
Recommended
Street Impact Fees
Final
Recommended
Parks Impact Fees
Final
Recommended
FOF Street
Final
Recommended
FOF Other
Final
Recommended
FOF Transit
Final
Recommended
Qcent Tax
Final
Recommended
General Funds
Final
Recommended
Class C
Final
Recommended
Street Impact Fees
Final
Recommended
Parks Impact Fees
Final
Recommended
FOF Street
Final
Recommended
FOF Other
Final
Recommended
FOF Transit
Final
Recommended
Qcent Tax
% of Art NA $156,107 $156,107
CIP Cost Overrun NA $208,143 $208,143
C31 Constituent 400 S Safety Improvements
Add a school zone, crosswalk striping, curb bulb-outs and Rectangular Rapid
Flashing Beacons s to 400 S prioritizing children and other pedestrian safety in
the wake of multiple incidents in the last few years which caused fatalities and
hospitalizations.
102 $ 513,313 $- $- $- $ - $- $- $-$ 513,313 $- $- $- $- $- $- $-
T1 New 200 South Reconstruction /
Transit Corridor Supplement
To support 1,100 local and regional buses per day, 200 South will become a de
facto Bus Rapid Transit corridor. These funds will supplement 2023's 200 South
Reconstruction project with exemplary bus boarding islands, bus shelters and
designated bus lanes.
95 $ 1,500,000 $- $ 252,000 $- $ - $- $- $ 1,300,000 $ 2,700,242 $- $ 252,000 $- $- $ 2,643 $- $ 1,300,000
C9 Constituent Three Creeks West - Roadways
Reconstruct a block of 1300 South and a block of 1000 West along Jordan River
and install badly needed sewers. Will improve multimodal transportation, park
access, public safety and basic sanitation, expanding on success of Three
Creeks Confluence Park.
92 $ 1,359,130 $- $- $- $ - $- $- $- $ 1,359,130 $- $- $- $- $- $- $-
T5 Renewal 300 N Complete Street
Reconstruction Supplement
Add intersection safety / Complete Streets elements to the 300 N
reconstruction project: possible protected intersection at 1000 W and 300 N;
improved pedestrian safety at intersections at 900 W, 800 W, 700 W, and 600
W; buffered bike lane on 300 N.
91 $ 500,000 $- $ 40,000 $- $ - $- $- $ 500,000 $- $ 40,000 $- $- $- $- $-
C27 Constituent Rose Park Neighborhood
Center Community Garden
This community garden would be developed through the WCG Green City
Growers Program in partnership with SLC Parks and Rose Park Neighborhood
Center. The goal is to increase access to fresh, local produce & reduce barriers
to urban food production.
91 $- $- $- $ 160,819 $ - $- $- $- $- $- $- $ 160,819 $- $- $- $-
E1 Renewal Street Improvements
2022/2023
This annual program funds reconstruction or rehabilitation of deteriorated City
streets, including curb and gutter, sidewalk, and drainage improvements as
necessary. Where appropriate, it will include appropriate bicycle and
pedestrian access improvements.
89 $- $ 3,000,000 $- $- $ - $- $- $- $- $ 3,000,000 $- $- $- $- $- $-
P16 Planning Asset Management Plan
Plan development to comprehensively guide future asset condition
assessment and asset replacement, renewal and deferred maintenance needs
in our parks citywide, including cataloging all park assets and current
conditions.
85 $ 160,160 $- $- $- $ - $- $- $- $ 160,160 $- $- $- $- $- $- $-
T4 New
Transit Capital for Frequent
Transit Routes / Operational
Investments
Funds will construct bus stops so SLC-supported new and revised transit routes
(4, 205, 1, 200, and others) are legal, accessible, safe, and convenient; and may
provide match to federal grants received for transit hubs (especially 200 S,
Westside hubs).
84 $- $- $ 110,000 $- $ - $- $ 990,000 $- $- $- $ 110,000 $- $- $- $ 990,000 $-
FA1 New Facilities Asset Renewal Plan
FY23
Following a 10 year plan to eliminate the $33,800,000 in deferred asset
renewal, the Facilities Division will utilize the funds requested to replace assets
that are beyond their useful life, prioritizing assets based on their criticality.
84 $- $- $- $- $ - $ 1,192,357 $- $- $- $- $- $- $- $ 1,192,357 $- $-
E4 New Bridge Replacement (650
North over the Jordan River)
This project will replace the 650 North bridge over the Jordan River. The bridge
was rated 61.44 BHI by UDOT (under 60 requires replacement) prior to the
earthquake. A consulting firm with specialized experience will be used for this
project.
84 $- $- $- $- $ - $- $- $ 3,700,000 $- $- $- $- $- $- $- $ 3,700,000
E2 Renewal Public Way Concrete
2022/2023
This project will address displacements in public way concrete through saw-
cutting, slab jacking, and removal and replacement of deteriorated or defective
concrete sidewalks, accessibility ramps, curb and gutter, retaining walls, etc.
84 $ 436,281 $- $- $- $ - $- $- $- $ 436,281 $- $- $- $- $- $- $-
CDCIP Recommendations Mayors Recommendations
*Note: Deviations between the CDCIP Board and Mayor recommendations are highlighted in PINK
Attachment 2 - FY2023 CIP Funding Log (recommended projects are listed first; note not formatted for printing)
Division
(Priority)
/ App Ref
Organization
Name Application Title Project Description/Summary Committee
Score
Final
Recommended
General Funds
Final
Recommended
Class C
Final
Recommended
Street Impact Fees
Final
Recommended
Parks Impact Fees
Final
Recommended
FOF Street
Final
Recommended
FOF Other
Final
Recommended
FOF Transit
Final
Recommended
Qcent Tax
Final
Recommended
General Funds
Final
Recommended
Class C
Final
Recommended
Street Impact Fees
Final
Recommended
Parks Impact Fees
Final
Recommended
FOF Street
Final
Recommended
FOF Other
Final
Recommended
FOF Transit
Final
Recommended
Qcent Tax
CDCIP Recommendations Mayors Recommendations
*Note: Deviations between the CDCIP Board and Mayor recommendations are highlighted in PINK
E3 Renewal Alleyway Improvements
2022/2023
This new annual program funds reconstruction or rehabilitation of deteriorated
City alleyways, including pavement and drainage improvements as necessary.80 $ 142,919 $ - $ - $ - $ - $ - $ - $ - $ 142,919 $ - $ - $ - $ - $ - $ - $ -
P1 Planning Urban Farm development at
2200 West
The demand for urban farming and local, sustainable food production has
increased in the past years. This project would fund planning and design for
new urban farm development at 2200 West located in Rose Park, and the
Cannon Greens located in Glendale.
80 $ 425,040 $ - $ - $ - $ - $ - $ - $ - $ 425,040 $ - $ - $ - $ - $ - $ - $ -
E6 Renewal Bridge Preservation 2022/2023
The City is responsible for performing appropriate preservation activities on
the 31 of the 35 vehicle bridges in Salt Lake City. Engineering manages a
strategy to extend periods between major bridge repairs, based on UDOT's
biennial condition report.
79 $ 108,008 $ - $ - $ - $ 65,000 $ - $ - $ - $ 108,008 $ - $ - $ - $ 65,000 $ - $ - $ -
P10 Renewal Cemetery Master Plan Project
Implementation
Design and Construction of projects outlined in the Cemetery Master Plan
which may include structural preservation and restoration of historic WPA
walls, installation of plat markers and interpretive/wayfinding signage.
77 $ 1,200,242 $ 2,643
P12 New RAC Playground Phase II
Design and construction of a new playground for ages 5-12 and shade sails at
the Regional Athletic Complex to supplement CIP funding for design awarded
in FY2021-22 and complete all phases of this project.
73 $ - $ - $ - $ 521,564 $ - $ - $ - $ - $ - $ - $ - $ 521,564 $ - $ - $ - $ -
E8 Phase 700 South (Phase 7, 4600 West
to 5000 West)
This project will complete the last half mile of a 4.6 mile 700 South
reconfiguration from 25 Ft wide deteriorated asphalt road to a 50 FT wide
concrete street with bicycle lanes, curb and gutter, sidewalk, and storm
drainage from Redwood Rd to 5600 West.
73 $ - $ 1,120,000 $ - $ 850,000 $ - $ - $ - $ - $ 1,120,000 $ - $ 850,000 $ - $ - $ -
C10 Constituent 900 South River Park Soccer
Field
Access to healthy outdoor recreation is a vital part of community health and
wellbeing. There is an underused area perfect for a soccer field at 9th S. River
Park. With minimal expense or upkeep this can be a great place for the
community to recreate.
72 $ - $ - $ - $ 287,848 $ - $ - $ - $ - $ - $ - $ - $ 287,848 $ - $ - $ - $ -
P11 New Memorial Tree Groves Design
and Infrastructure
Design and implementation of memorial tree groves that provide an
opportunity to dedicate trees on public property through a donation by a
member of the public. Project may include site alternatives, landscape design,
irrigation installation, and signage.
61 $ - $ - $ - $ 867,962 $ - $ - $ - $ - $ - $ - $ - $ 867,962 $ - $ - $ - $ -
FA2 Renewal Streets Steam Bay Expansion
The existing steam bay is operating beyond capacity, limiting the efficiency of
the asphalt crew and posing an environmental risk if the oil separator
collapses. Adding a steam bay will mitigate this risk and ensure proper
operation of asphalt equipment.
58 $ 597,792 $ - $ - $ - $ - $ - $ - $ - $ 597,792 $ - $ - $ - $ - $ - $ - $ -
TOTAL $ 6,942,885 $ 3,000,000 $ 1,522,000 $ 1,838,193 $ 915,000 $ 1,195,000 $ 990,000 $ 5,000,000 $ 6,942,885 $ 3,000,000 $ 1,522,000 $ 1,838,193 $ 915,000 $ 1,195,000 $ 990,000 $ 5,000,000
***
Total GF Recommendations +
% of Art and Cost Overrun 7,307,135$ 7,307,135$
Division
(Priority) / App
Ref
Organization
Name Application Title Project Description/Summary Committee
Score Requested Amount Requested General
Funds
Requested
Class C
Requested
Street Impact
Fees
Requested
Parks Impact
Fees
Requested FOF
Street
Requested FOF
Other
Requested FOF
Transit
Requested Qcent
Tax
Sustainability
Score
(1-10)
Sustainability Comments PNUT Board
Rank (1-18)
Pavement
Condition
C41 Constituent California Avenue Safety
Improvement Study
This project is designed to study pedestrian safety improvements to be made at the intersections of California Avenue and
Concord Street/Glendale Drive.91 $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ - $ - 4 Project intended to investigate potential traffic calming measures in project area, which may
enhance safety for pedestrians and other alternative forms of transportation. 0 Serious
C28 Constituent 1000 W Fairpark Traffic Circle
Create a traffic circle at the intersection of 1000 W and 500 N and include a public art installation that possibly shares
some common themes with the state Fairpark. Also include several center medians with large trees and native plants
along 1000 W.
90 $ 569,534 $ 569,534 $ - $ - $ - $ - $ - $ - $ - 0 Poor
C40 Constituent 900 West Corridor 900 West is in need of beautification and enhancements for pedetrians. This project would install speed feedback signs
and upgrade lighting to be consistent with SLC streetlight master plan.89 $ 1,000,000 $ 1,000,000 $ - $ - $ - $ - $ - $ - $ - 4 Project will enhance safety for pedestrians and cyclists, promoting active transportation in
this area.0 Fair/Good
T7 Planning 2100 South Conceptual Design /
Corridor Transformation
The 2100 South reconstruction has the potential to be a highly transformative project for the Sugar House business area.
This funding will enable design and possible Phase 1 / quick build implementation of this redesign in collaboration with the
community.
88 $ 250,000 $ - $ - $ - $ - $ - $ - $ - $ 250,000 0 Failed
T3 New Livable Streets Implementation
This citywide program aims to address the most common resident complaint to Transportation staff - speeding vehicles. It
uses a data-driven & equitable prioritization process for the implementation of traffic calming improvements in the areas
most in need.
88 $ 3,000,000 $ - $ - $ 300,000 $ - $ - $ 2,700,000 $ - $ - 7
"The requested General Funds are suggested to come from Funding Our Future. Recent
discussions with city leadershipand city council have suggested that it may be appropriate to
consider Livable Streets as a public safety relatedexpenditure. Public safety is one of the four
themes recognized in the original council intents around Funding Our Futuresales tax. 10%
of each line item anticipated to come from Impact Fees as part of the ongoing bike and
pedestrian safety enhancements." Supports comprehensive pedestrian safety
enhancements/traffic calming measures.
0 0
T2 New
Highland Drive / 1100 E Complete
Street & Parley's Trail Supplement
(1700 S-I-80)
Add walk/bike infrastructure, construct connections to Parley’s Trail, and address price inflation for the 2023 Highland
Drive / 1100 E reconstruction. With significant residential growth in the Sugar House core, safer walk/bike access is critical.
88 $ 3,500,000 $ - $ - $ 245,000 $ - $ - $ - $ - $ 3,255,000 7 Expands/enhances needed active transportation opportunities within the project area 0 Failed
P19 Renewal Public Lands ADA Walkway and
Asphalt Replacement
Replace damaged concrete and asphalt in compliance with ADA regulations as often as possible. Priority locations may
include: Memory Grove, West Capital, Wasatch Hollow, Cottonwood Park, SLC Cemetery, City Creek Park.87 $ 873,062 $ 873,062 $ - $ - $ - $ - $ - $ - $ - 3 Enhances equitable access to public green open space. 9 0
C20 Constituent Jordan River Peace Labyrinth Park
Improvements
We propose to conduct a complete renovation and redesign of the Jordan River Peace Labyrinth Park to renew, improve,
and add new amenities based on public feedback. The project will design and create a new public park that will improve
the neighborhood.
87 $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - 3 Preserves and enhances public open space. Project plans not specific.15 0
P18 Renewal Playground Replacement
Replace aging playgrounds throughout the parks system. Potential locations for replacement may include: Design for
Rotary Playground at Liberty Park, and design and construction for Meadows, Pugsley Ouray, Parley's Way, Steenblik,
Jefferson, Miami, Cotten.
87 $ 1,874,063 $ 1,874,063 $ - $ - $ - $ - $ - $ - $ - 1 Enhanced access to public green open space.7 0
C14 Constituent Madsen Park Renewal
This inner-city neighborhood park has been neglected for many years, & neighbors want to reclaim it as an asset to the
growing area. This park buttresses the new Folsom Trail & new development along 10th West and Chicago St.
87 $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - 4
This park should be an asset to the community but has been neglected for too long. With the
growth coming to the area, the neighbors believe we need to reclaim this park for the
enjoyment of the community and to push away criminal activity. Improving Madsen Park
creates a positive gathering place for neighbors, in an up-and-coming area of SLC that
needs to embrace its open space assets. Enhances open space, priority area of City,
enhances public access amenity.
0 0
P9 New Folsom Trail Landscaping Phase I
Construction of Phase I of landscaping plan for Folsom Trail, included in initial site design in 2021. Scope may include
landscaping along the trail edges, with more significant irrigation, and trees at intersections along 600, 800, Jeremy, 900
and 1000 W.
85 $ 1,767,908 $ 1,767,908 $ - $ - $ - $ - $ - $ - $ - 5
The Folsom Trail provides opportunity for alternative transportation in high-needs areas,
identified in the PL Needs Assessment. Addition of landscaping will provide biodiversity,
improved air quality and green space access in these communities. The Folsom Trail
Corridor will provide residents with a unique urban trail and that supports a safe and
comfortable walking and bicycling connection for all ages and abilities. Landscaping and
other amenities are important to it's success.
12 0
C35 Constituent Liberty Wells Traffic Calming
The “Liberty Wells Traffic Calming” project seeks to slow motor vehicles, improve safety near schools, homes, and
businesses, and promote environmental sustainability by making our streets more welcoming to non-vehicular modes of
transportation.
85 $ 420,000 $ 420,000 $ - $ - $ - $ - $ - $ - $ - 4 Project will enhance safety for pedestrians and cyclists, promoting active transportation in
this area. 0 Serious/Very
Poor
P13 Renewal Cottonwood Park Pavilions
This project would fund design and construction of two new pavilions, and replacement of three existing pavilions in
disrepair at Cottonwood Park. The two new pavilions would be replacements of previously-removed pavilions that are
now empty concrete pads.
82 $ 756,094 $ 756,094 $ - $ - $ - $ - $ - $ - $ - 1 Enhanced access to public green open space.18 0
C30 Constituent 400 North Street Improvement
An ornamental median and raised crosswalks down the middle of the street. This will help mitigate traffic, parking, &
speeding. Will improve the safety, functionality, and restore the character to the neighborhood that was lost to SLC and
utility project.
82 $ 599,746 $ 599,746 $ - $ - $ - $ - $ - $ - $ - 4 Project will enhance safety for pedestrians and cyclists, promoting active transportation in
this area. 0 Serious
P20 Renewal Court Resurfacing Replace or resurface tennis and basketball courts throughout the parks system identified as failing or failed. Potential
locations may include: Cottonwood basketball, Firestation Tennis, Westpointe Tennis and Basketball, Riverside Tennis.81 $ 1,478,739 $ 1,478,739 $ - $ - $ - $ - $ - $ - $ - 0 0
T8 Planning Ballpark Study Implementation -
Phase 1
Initiate multimodal improvements outlined in the draft Ballpark Station Area Plan, such as technical analysis, engagement,
and concept designs for ped/bike connections/crossings; 1300 South lane redesign; improved alleyways; and parking
management.
81 $ 500,000 $ 450,000 $ - $ 50,000 $ - $ - $ - $ - $ - 4 Enhances safety for pedestrians and cyclists 0 0
T12 New
Local Streets 2023 Reconstruction
Supplement Two local streets scheduled for 2023 reconstruction need additional funds for complete streets elements: Pierpont Ave
(400 W - 300 W) and 100 South (600 W - 500 W; just west of Gateway) both lack curb / gutter / sidewalk / bikeways.80 $ 200,000 $ 200,000 $ - $ - $ - $ - $ - $ - $ - 2
These two local streets are in areas with considerable pedestrian activity; this funding will
support the addition of sidewalks and safer crossings along with potential street trees and
lighting, similar to nearby streets.
0 Serious/Failed
C22 Constituent SLC Cemetery Infrastructure
Repairs Repair Phase 1a roads as identified in the Salt Lake City Cemetery Master Plan. 80 $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - 4 Preserves and enhances green public open space. 6 Very Poor
C29 Constituent 1000 W intersection upgrades at
300 N and 400 N
Add a permanent 4 way stop at 1000 W and 300 N with traffic islands, medians, raised crosswalks and other safety
measures to improve safety for cars, pedestrians and cyclists. Also include improvements to 400 North intersection.80 $ 539,693 $ 539,693 $ - $ - $ - $ - $ - $ - $ - 4 Project will enhance safety for pedestrians and cyclists, promoting active transportation in
this area. 0 Poor
P3 Planning Tree Succession Design for Liberty
Park Planning and design for aging tree canopy within Liberty Park. Project scope may include identification of vulnerable trees,
public engagement, design for successional plantings, and visioning for areas affected by tree removal.
79 $ 90,160 $ 90,160 $ - $ - $ - $ - $ - $ - $ - 5 Preserves public green space 11 0
P2 Planning Jordan River Tree Planting and
Irrigation
Planning and design for irrigation installation and tree planting along Jordan River Parkway, allowing for the reforestation
of the riparian corridor, and providing increased shade for users, improving habitat and improving aesthetics along the
parkway.
79 $ 210,834 $ 210,834 $ - $ - $ - $ - $ - $ - $ - 7
Trees increase air quality and quality of life. The Jordan River serves many communities
across the City as well as many high -needs areas, according to the Needs Assessment.
Native trees will mitigate invasive species and provide shade to users
residents. The Jordan River is the ecological heart of Salt Lake's Westside. This project will
further develop tree canopy that provides shade for recreational users and improves
wildlife habitat throughout the entire JRP corridor.
14 0
P7 Planning Riverview Native Plant Center Phase
1A Design & construction documents for a native plant center on the Jordan River. The farm, greenhouse and related
infrastructure would create capacity to grow native plants for citywide projects, increasing health and biodiversity of SLC's
public lands.
77 $ 412,160 $ 412,160 $ - $ - $ - $ - $ - $ - $ - 7
Design & construction documents for a native plant center on the Jordan River. The farm,
greenhouse and related infrastructure would create capacity to grow native plants for
citywide projects, increasing health and biodiversity of SLC's
public lands. The site is near many schools which would provide educational opportunities.
Additionally, it would provide a functional and accessible facility for west side communities
and visitors that would help contribute to environmental sustainability in the City.
17 0
C38 Constituent Sugar House Safe Side Streets Part 2
This request, combined with $153,221 from FY21/22, completes funding required to design and construct desired traffic
calming for the project area’s six local streets: Hollywood Ave, Ramona Ave, Garfield Ave, Lincoln St, 1000 E, and
McClelland St.
77 $ 400,000 $ 400,000 $ - $ - $ - $ - $ - $ - $ - 0 Serious/Very
Poor
T13 Renewal Replacement Traffic Signals (4)Upgrade four top priority aging traffic signals, along with their surrounding intersections, with safety and operational
improvements for all modes.77 $ 1,400,000 $ 1,260,000 $ - $ 140,000 $ - $ - $ - $ - $ - 0 0
C6 Constituent Brentwood Circle Storm Water
Drainage This project will prevent massive flooding of Parleys neighborhood homes by creating and implementing a plan to divert
storm water from Brentwood Circle.
76 $ 160,129 $ 160,129 $ - $ - $ - $ - $ - $ - $ - 8
Project mitigates stormwater flooding incidents that have caused damage to homes in the
neighborhood, particularly during "100-year storm events". Proposed project is example of
resilience measure that will be needed to mitigate climate-related impacts.
0 Satisfactory
T6 Renewal Multi-modal Transportation Safety
Improvements
Citywide traffic safety projects include the installation of warranted crossing beacons, traffic signals, or other traffic
control devices and minor reconfiguration of intersections or roadways to address safety issues.76 $ 300,000 $ 270,000 $ - $ 30,000 $ - $ - $ - $ - $ - 2 Supports comprehensive pedestrian safety enhancements 0 0
C23 Constituent Taufer Park Revamp
Taufer Park is in need of public engagement and improvements to make this downtown park an asset to the community.
This funding will go towards public engagement and conceptual design to re-envision Taufer Park as a community asset
instead of a liability.
76 $ 50,000 $ 50,000 $ - $ - $ - $ - $ - $ - $ - 3 Enhances maintenance and accessibility of green public open space. 0 0
P8 Renewal Library Plaza Repair and
Improvements
Planning and design for Library Plaza, including analysis of the current wedge wall, fountain, retaining wall and paver
replacement. These assets are all currently failing and are in need of repair/replacement in the next three years.76 $ 205,755 $ 205,755 $ - $ - $ - $ - $ - $ - $ - 0 0
T11 Renewal Replacement Traffic Signal; Asset
Condition Report
Upgrade a top priority aging traffic signal and intersection with safety and operational improvements for all modes.
Formalize a city-wide signal condition report with stakeholder input on asset condition priorities and multi-modal
recommendations.
76 $ 450,000 $ 415,000 $ - $ 35,000 $ - $ - $ - $ - $ - 0 0
P4 Planning NW Quadrant trails and Greenway
Planning
Planning and design for public trails in the NW Quadrant. Goals may include: provide and maintain high-quality, safe,
affordable trail network, support developed recreation opportunities near SR-201, foster stewardship of natural
environment/greenways.
76 $ 257,600 $ 257,600 $ - $ - $ - $ - $ - $ - $ - 8
The lack of open space/parks in the NW Quadrant results in perpetuation of environmental
injustice. This network would provide alternative modes of transport that would minimize
health risks and provide essential green space to underserved
communitiesThe trails would provide essential green space in a sea of industrial
development, connectivity for safe, alternative modes of transportation to other City
communities, and support additional, developed recreation opportunities near SR
-201
5 0
T9 Planning Future Transformations: Corridor
and Area Studies Funds will be used to develop concept designs with public input, primarily for streets to be transformed or reconstructed
after the Street Bond ends in 2025. This will enable us to request “Complete Budgets for Complete Streets” in FY25 CIP
applications.
75 $ 150,000 $ - $ - $ - $ - $ - $ - $ - $ 150,000 5
This project will contract with an engineering firm with expertise in structures such as
bridges and tunnels to complete 40% design and cost estimates to improve pedestrian and
bike crossings across Foothill Drive. This will include multiple, likely grade-separated,
ped/bike crossings (bridges or tunnels)as well as enhancements to other at-grade crossings
that already exist
0 0
C17 Constituent Reopen Dinwoody Park as a Public
Park
Dinwoody Park was listed in 1975 as one of the SLC Redevelopment Agency's crowing achievements but has since been
fenced off & closed to the public. This area has a very low level of service for parks per resident & reopening would
improve the community.
74 $ 71,198 $ 71,198 $ - $ - $ - $ - $ - $ - $ - 3 Preserves and enhances public open space in urban neighborhood. 0 0
C19 Constituent Folsom Trail- Request on behalf of
River District Business Alliance
Completion of landscape, hardscape, lighting, public art, daylighting of City Creek, and other improvements related to the
Folsom Trail.
74 $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - 5
The first phase of the Folsom Trail project, which is currently on-going, focuses on trail
design and construction thatsupports a safe and comfortable walking and bicycling
connection for all ages and abilities. Future phases of improvements to the Folsom Corridor
will explore options for encouraging redevelopment, expanding the focus on greenspace,
ecological improvements, and water quality. The City has also studied the feasibility of
creating a small streamchannel, or“daylighting”using the excess City Creek runoff currently
in the Folsom Drain. The amounts requested above will provide funding for the elements of
the project that have been omitted from the current scope of the project due to budgetary
constraints. Enhancement to active transportation corridor project.
8 0
E10 New Bridge Replacement (200 South
over Jordan River)
The project will replace 200 South bridge over Jordan River. UDOT rated the bridge 61.90 BHI (<60 requires replacement)
prior to the earthquake. Design considers complete streets, Jordan River Trail, historic Fisher Mansion, and potential art
components.
73 $ 3,500,000 $ 3,500,000 $ - $ - $ - $ - $ - $ - $ - 0 Very Poor/Fair
P14 Planning Public Lands 5-Year Strategic Plan
The Public Lands 5-Year Strategic Plan will provide key organizational directives to help effectively accomplish the goals of
the Reimagine Nature Master Plan. The document will be the third of 3 documents required for CAPRA accreditation.
72 $ 154,000 $ 154,000 $ - $ - $ - $ - $ - $ - $ - 6
The Public Lands 5-Year Strategic Plan will provide key organizational directives to help
effectively accomplish the goals of the Reimagine Nature Master Plan. The document will
be the third of 3 documents required for CAPRA accreditation.This plan will provide
strategies for project implementation from the Master Plan, recommendations for which
came from the Needs Assessment which identified underserved areas and priority projects
based on public engagement and demographic
analysis. Supports city-wide efforts to maintain and enhance public green open space.
2 0
E9 Renewal Bridge Rehabilitation (400 South
over the Jordan River)
This project will rehabilitate the 400 South vehicle bridge over the Jordan River. The bridge was rated 64.73 BHI by UDOT
(under 60 requires replacement) prior to the earthquake. A consulting firm with specialized experience will be used for
this project.
72 $ 1,700,000 $ - $ - $ - $ - $ - $ - $ - $ 1,700,000 0 Fair/Poor
C21 Constituent Replace Fairpark Tennis Courts with
New Sports Court This project will replace the existing tennis courts with either new tennis courts, 6 pickleball courts, or one tennis court
and 3 pickleball courts. If funding permits a water fountain and seating would also be included in this project.
72 $ 496,109 $ 496,109 $ - $ - $ - $ - $ - $ - $ - 0 0
P15 Planning Jordan Park and International Peace
Gardens Master Plan and CLR
Plan development for future management and projects for Jordan Park and Peace Gardens, including potential expansion
of the Peace Gardens. This project includes robust community engagement, visioning and implementation strategies, and
may include a CLR.
71 $ 251,160 $ 251,160 $ - $ - $ - $ - $ - $ - $ - 4 Enhances/expands access to public green open space in a high-needs area as designated in
the Needs Assessment.0 0
C25 Constituent 1200 East Median, Raise Curb, new
irrigation, new tree planting
Install new curbing, replace irrigation systems, install a significant amount of added trees via community matching funds to
supplement the urban forest that remains due to this infrastructure falling into serious disrepair and creating safety
hazard.
70 $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - 3 Enhances maintenance and accessibility of green public open space. 0 Serious/Very
Poor
C36 Constituent Neighborhood Identification Equity
Project
This proposal supported by the Glendale Neighborhood Council to promote equity in neighborhood identity. The council
is writing to propose the creation of a new neighborhood entrance.70 $ 245,215 $ 245,215 $ - $ - $ - $ - $ - $ - $ - 0 Satisfactory/Po
or
P6 Planning Urban Wood Reutilization Planning and design for a storage building, materials staging, fencing, lighting, utilities, and security needs to develop a
wood reutilization facility. Plan may include site analysis, alternatives, design for infrastructure and implementation
strategies.
69 $ 206,080 $ 206,080 $ - $ - $ - $ - $ - $ - $ - 7
This plan will allow the City to begin the process of reusing wood from downed, removed
trees throughout as playground mulch, building materials, etc. to minimize landfill impacts,
and provide sustainable reuse of materials and result in cost savings
3 0
F1 New Mixed-Use Three-Story Fire Prop Salt Lake City Fire Department is seeking funding to procure a three-story mixed-use fire training structure. This structure
or prop would be constructed on the department’s training grounds on the west-side of Salt Lake City.68 $ 856,690 $ 856,690 $ - $ - $ - $ - $ - $ - $ - 0 0
P17 Planning Memory Grove Master Plan and
Cultural Landscape Report
Development of a Master Plan and Cultural Landscape Report for Memory Grove Park. This plan will include robust
community engagement, visioning and implementation strategies. These plans will guide future improvements, including
treatment and strategies.
68 $ 341,320 $ 341,320 $ - $ - $ - $ - $ - $ - $ - 16 0
C11 Constituent Gateway Triangle Property Park
Park and garden development on SLC property between Gateway Community Garden and Grants Tower RR tracks,
adjacent to Folsom Trail (under construction). Uses may include Garden expansion, playground, off-leash dog park, active
recreation space.
68 $ 499,563 $ 499,563 $ - $ - $ - $ - $ - $ - $ - 4
Park and garden development on SLC property between Gateway Community Garden and
Grants Tower RR tracks, adjacentto Folsom Trail (under construction). Uses may include
Garden expansion, playground, off-leash dog park, active recreationspace. Coupled with
the Folsom Trail, this property will provide a connection and access from the Westside.
There are no other ped surface connections within two blocks of this
property. This tremendous residential growth proximate to this SLC property creates
demand:. Uses may include: 1) dog park; 2) playground; 3) garden park; 4) expanded
community garden; 5) sport activity; 6) buffer from intense RR activity and noise.
Enhances/expands greenspace, promotes active transportation, may expand community
garden activities.
0 0
T10 Renewal Multimodal Capital Maintenance These funds hire contractors for specialized maintenance of infrastructure for which SLC does not have the equipment or
staff. Examples: enhanced crosswalks, bike lanes, bike racks, colored pavement, delineators, radar speed feedback signs,
RRFBs, etc.
67 $ 250,000 $ - $ - $ - $ - $ 225,000 $ - $ - $ 25,000 5
As a maintenance project that primarily supports walking, bicycling, and transit, its equity
impacts are principally about equity among modes-providing renewal for walking, biking,
and transit infrastructure that may be excluded from routine maintenance.
0 0
P5 Planning Rose Park Open Space Concepts
Planning and design for existing Rose Park Golf Course driving range and disc golf course. Project would expand publicly
accessible open space and determine preferred site developments and activation improvements for the largest open
space along the JRP.
66 $ 154,560 $ 154,560 $ - $ - $ - $ - $ - $ - $ - 4
This project could provide activation and public access along the JRP, utilized by citywide
residents, and visitors. This area also serves communities in high-needs areas as identified
by the Needs Assessment. Restoration efforts could reduce env. impacts. Project would
expand publicly accessible open space and determine preferred site developments and
activation improvements for the largest open space along the JRP
0 0
C2 Constituent Back Alley Block Project
After working with the city and the Liberty Wells Community Council to successfully launch the first Alley Pilot Project in
September 2021, we'd like to use the same blueprint to rejuvenate an additional 5,000 feet of public alley space in Liberty
Wells.
66 $ 517,500 $ 517,500 $ - $ - $ - $ - $ - $ - $ - 4
"The alleys we are looking to rejuvenate through this project have been selected partially
based on the economic and racialdiversity of the surrounding neighbors (compared to
Liberty Wells at large). We also hope to encourage walking and biking options.
Transforming a portion of the 5 miles of public alleys in Liberty Wells into walkable, bikeable,
community gathering spaces would strengthen the community by bringing neighbors
together, preserving and enhancing existing open spaces, and
supporting art. We also intend to install solar lighting, landscaping, art, and placemaking
intitiatives in these alleys. Enhances active transportation/walkability
0 Failed
C13 Constituent Lindsey Gardens Natural Springs
Pollinator Garden
The Lindsey Spring Pollinator Project intends to daylight a natural spring, allowing for native species to flourish and to
provide habitat for pollinators and to serve as a learning tool for residents, particularly for nearby Ensign Elementary
students.
65 $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - 8
The Lindsey Spring Pollinator Project intends to daylight a natural spring, allowing for native
species to flourish and to provide habitat for pollinators and to serve as a learning tool for
residents, particularly for nearby Ensign Elementary students It creates a critical habitat
ribbon near the urban wildland interface, provides educational opportunities for students,
daylights ahistorically significant spring currently diverted to storm drains and improves the
psychological health of all. Enhances/supports riparian habitat and wildlife coriddors.
10 0
E7 Renewal Rail Adjacent Pavement
Improvements 2022/2023 This program addresses uneven or deteriorated pavement adjacent to railway crossings. Engineering designs pavement
improvements and contracts the construction.
65 $ 70,000 $ 70,000 $ - $ - $ - $ - $ - $ - $ - 3
This program provides improved transitions from roadway to railway on at-grade crossings.
These improvements will enhance safety for pedestrians, bicyclists, and drivers, reduce
potential damage to bikes and vehicles, and reduce noise pollution. Enhances active
transportation access/safety.
0 0
C16 Constituent 337 S 400 E Pocket Park
Improvement
This park has been heavily damaged by recent adjacent construction. This project will fund public engagement and
conceptual design to determine the future of the park. The plan will use public feedback for design and include CPTED
considerations.
64 $ 54,096 $ 54,096 $ - $ - $ - $ - $ - $ - $ - 4 Creates and enhances public open green space in urban neighborhood undergoing heavy
development. 0 0
C15 Constituent Rose Park Community Pump Track
The Rose Park pump track project will construct a new community bicycle pump track that would be adjacent to the Day
Riverside library along the Jordan River Parkway, near the newly constructed Watershed project within Rose Park
neighborhood in SLC.
64 $ 498,584 $ 498,584 $ - $ - $ - $ - $ - $ - $ - 0 0
F2 Renewal Training Ground Site Improvements
The fire training ground site improvement includes the excavation and construction of paved areas surrounding fire
training props to allow access for firefighters and fire vehicles as they train. There is approximately 45,000 sq. ft. of
underutilizes space.
64 $ 755,991 $ 755,991 $ - $ - $ - $ - $ - $ - $ - 0 Serious
C34 Constituent Sunnyside Ave Pedestrian Safety
Improvements
Vehicle Trip Reduction, Safety Improvement, Neighborhood Center Improvement, Public Health, Critical Infrastructure
Improvement of 3 landscaped median islands, 3 crosswalks, west bound bike lane, restriping on Sunnyside Avenue
between1350 East and Guardsma
64 $ 514,688 $ 514,688 $ - $ - $ - $ - $ - $ - $ - 4 Project will enhance safety for pedestrians, promoting active transportation in this area.0 Poor
C37 Constituent Yalecrest Traffic Calming The Yalecrest Neighborhood requests traffic calming initiatives to improve safety, reduce speeding and lower the
increased volume of traffic along two of its main boundaries -- 1900 East and 1300 East, as well as interior roadways.61 $ 240,000 $ 240,000 $ - $ - $ - $ - $ - $ - $ - 4 Project intended to investigate potential traffic calming measures in project area, which may
enhance safety for pedestrians and other alternative forms of transportation. 0 Serious/Poor
C32 Constituent East Bench Traffic Calming and
Pedestrian Safety
Traffic calming measures on the East Bench neighborhood's busiest streets to lower speeds and improve
bicycle/pedestrian safety.61 $ 467,929 $ 467,929 $ - $ - $ - $ - $ - $ - $ - 4 Project will enhance safety for pedestrians and cyclists, promoting active transportation in
this area. 0 Serious/Poor
C12 Constituent Jefferson Park Walking Path
Build a lighted walking path around the retention pond berm going around the outside perimeter of the park. Adding
fencing around the playground to delineate children's space from other park areas and keep dogs out. Plant additional
trees in the park.
61 $ 496,472 $ 496,472 $ - $ - $ - $ - $ - $ - $ - 0 0
E5 Planning Project Management Software
Renewal The Engineering Division requires funding to renew the annual subscription to Procore project management software.61 $ 79,999 $ 79,999 $ - $ - $ - $ - $ - $ - $ - 0 0
E11 Planning Wingpointe Levee Design
This project includes conceptual design, final design, and geotechnical investigations performed by hired consultants.
Levee conditions will be evaluated, required improvements identified, and modifications recommended to bring the levee
into compliance.
59 $ 800,000 $ 800,000 $ - $ - $ - $ - $ - $ - $ - 8
Wingpointe levee was modified during golf course construction and does not meet revised
FEMA criteria nor current US Army Corps of Engineers standards. The levee must be
reconstructed to prevent flooding the neighboring communities. Project mitigates
flooding hazard that may be exacerbated by climate related flooding events.
0 0
C24 Constituent Welcome Signage
Installation of monument signage (in brick planters, located in the center medians, at multiple entrances to our
neighborhood). We want to re-establish our identity within the city & create a sense of pride for those who live here and
future residents.
57 $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - 0 0
C26 Constituent Mountain Dell Disc Golf Course This project will add a new disc golf course on the vacant parcel next to the Mountain Dell Golf Course. The project will fill
the strong need for additional affordable recreational opportunities within our community.57 $ 500,000 $ - $ - $ - $ 500,000 $ - $ - $ - $ - 0 0
C33 Constituent Sugar House Crosswalk Murals
Painting murals on three crosswalks in Sugarhouse (1300 E near Westminster, 2100 S near Highland HS, and a crosswalk at
2100 S 1900 E). This will draw more attention to crosswalks, slow traffic down, and also add more art to the
neighborhood.
56 $ 50,000 $ 50,000 $ - $ - $ - $ - $ - $ - $ - 0 0
C18 Constituent First Encampment Park
The Park turns 25 in 2022 & upgrades & improvements are needed. Our goals: evaluate & replant vegetation, mend
sprinkler system, preserve engraved pioneer names, repair monuments, add historical info, improve safety & develop
enhanced information systems.
53 $ 363,916 $ 363,916 $ - $ - $ - $ - $ - $ - $ - 3 Maintenance and improvements to public open green space 0 0
C1 Constituent 1200 E Curb/Gutter/Sidewalk Install curb and gutter on east side of road, and curb, gutter, and sidewalk on west side of road on 1200 East between
Zenith Ave. and Crandall Ave.
53 $ 275,919 $ 275,919 $ - $ - $ - $ - $ - $ - $ - 2
“This project will make it safer for pedestrians to walk up and down the street, & will allow
appropriate drainage so puddles don’t form and wear away/break down the asphalt of the
road further or encourage bugs. Road maintenance will be improved." Pedestrian-usage
enhancement
0 Satisfactory
C4 Constituent South Belaire Dr Road
Reconstruction
South Belaire Drive is in dire need of road reconstruction. In May 2018, the streets surrounding Belaire Dr were
resurfaced, but Belaire Dr. was left out because it was too far gone. Since that time, its condition has only deteriorated.51 $ 699,650 $ 699,650 $ - $ - $ - $ - $ - $ - $ - 0 Serious/Failed
C8 Constituent Repair Alley #4195 after 9th South
rebuild project
Repair Alley #4195 from 9th S reconstruction damage from contractor equipment use. Fix failed infrastructure impacting
property use, parking, safety and development. There are significant issues with use of alley parking and use of property
utilization.
48 $ 72,450 $ 72,450 $ - $ - $ - $ - $ - $ - $ - 0 Very Poor
C3 Constituent Pave Benchmark Circle
Benchmark Circle (My street) has not been paved for 35 years per my neighbors who have been here that long. About 5
years ago The city street engineers had rated this street as the number second worst streets in Salt Lake City. It needs to
be fixed.
44 $ 199,307 $ 199,307 $ - $ - $ - $ - $ - $ - $ - 0 Failed
C7 Constituent Harvey Milk Blvd. Rainbow
Crosswalk
Permanent Rainbow coloring of 4 crosswalks along 900 S. or Harvey Milk Blvd, renamed as such in 2016. This project will
be an economic development and neighborhood identity landmark for the vibrant Central 9th Neighborhood & honor
Harvey Milk
43 $ 459,346 $ 459,346 $ - $ - $ - $ - $ - $ - $ - 0 0
C5 Constituent Storm Drains 1100 East South of
Zenith Ave Storm drain installation 1100 East from Zenith Ave south on west side.41 $ 92,735 $ 92,735 $ - $ - $ - $ - $ - $ - $ - 0 Failed
TOTAL $ 40,949,953 $ 31,344,953 $ - $ 800,000 $ 500,000 $ 225,000 $ 2,700,000 $ - $ 5,380,000
CIP SUMMARY DOCUMENTS PAGE
FY 2022-23 PROJECTS OVERVIEW 1
FY 2022-23 CAPITAL PROJECTS SUMMARY 5
DEBT SERVICE CIP
DEBT SERVICE CIP 17
ONGOING COMMITMENTS FROM GENERAL FUND 21
ONGOING COMMITMENTS FROM OTHER FUNDS 21
GENERAL FUND MAINTENANCE PROJECTS
Bridge Preservation 2022/2023 25
GENERAL FUND CAPITAL PROJECTS
400 South Safety Improvements 29
200 South Reconstruction / Transit Corridor Supplement 30
Three Creeks West Roadways 31
300 North Complete Street Reconstruction Supplement 32
Rose Park Neighborhood Center Community Garden 33
Street Improvements 2022/2023 34
Public Lands Asset Management Plan 35
Transit Capital for Frequent Transit Routes / Operational Investments 36
Facilities Asset Renewal Plan FY23 37
Bridge Replacement (650 North over Jordan River)38
Public Way Concrete 2022/2023 39
Alleyway Improvements 2022/2023 40
Urban Farm Development at 2200 West 41
RAC Playground Phase II 42
700 South (Phase 7, 4600 W to 5000 W)43
900 South River Park Soccer Field 44
Memorial Tree Groves Design and Infrastructure 44
Streets Steam Bay Expansion 46
Restoration of CCB Reimburse by Insurance 47
Hand Held Radios 48
Cost Overrun 49
Percent for Art 50
CDBG AND ENTERPRISE FUND CAPITAL PROJECTS
CDBG CAPITAL PROJECTS
Ballpark Trax Stop Crosswalks on 1300 South 54
400 South Bus Stop Improvements 55
MAYOR'S RECOMMENDEDCIP BUDGET
Fiscal Year 2022-23 TABLE OF CONTENTS
AIRPORT CAPITAL PROJECTS
Concourse B - Maintenance Facilities and Shell Space 58
Stairs to Access Pedestrian Bridges Roofs 59
Pump House #9 Renovations (Construction)60
Cylinder Saddle Tanks for Runway Deicer Fluid 61
Gate 39 Reconstruction (Construction)62
SkyWest Hangar Taxilane Reconstruction 63
Taxiway E Reconstruction F1-F2 64
South Valley Regional Airport Hangar Site Development 65
South Valley Regional Airport – T-Hangars 66
Skydive Utah Taxilane and Apron 67
South Valley Regional Airport Vitek Hangar Apron Construction 68
Booth 10 Restroom Installation 69
Ground Transportation Staging Lot Study & Modifications 70
Ground Transportation Staging Lot Restroom & EVC Stations 71
Park and Wait Lot Expansion 72
Terminal Front Access Road Improvements 73
Equipment Storage Building (Construction)74
Replace PVC Roof Membrane on NS1 (Roads & Grounds Maint Bldg)75
Replace PVC Roof & Greenhouse Panels on NS14 76
Electrical & Communications Duct Bank from AOC to Gate 7 77
Electric Vehicle Charging Stations (FY2023)78
South Employee Parking Lot Development Program (Design)79
GOLF CAPITAL PROJECTS
Tee Box Leveling 83
Pump Replacement 84
Maintenance Equipment 85
Short Course Design 86
Property Fencing Project 87
New Construction Projects 88
Building Improvements 89
Cart Path Improvements 90
PUBLIC UTILITIES CAPITAL PROJECTS
Water Main Replacements 92
Treatment Plant Improvements 93
Deep Pump Wells 94
Meter Change-Out Programs 95
Water Service Connections 96
Storage Reservoirs 97
Pumping Plants & Pump Houses 98
Culverts, Flumes & Bridges 99
MAYOR'S RECOMMENDEDCIP BUDGET
Fiscal Year 2022-23 TABLE OF CONTENTS
Distribution Reservoirs (Tanks)100
Landscaping 101
Treatment Plants 102
Collection Lines 103
Lift Stations 104
Storm Drain Lines 105
Riparian Corridor Improvements 106
Landscaping 107
Storm Water Lift Stations 108
Street Lighting Projects 109
REDEVELOPMENT AGENCY CAPITAL PROJECTS
Japantown 112
Main Street Closure 113
West Capitol Hill Projects 114
MAYOR'S RECOMMENDEDCIP BUDGET
Fiscal Year 2022-23 TABLE OF CONTENTS
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CAPITAL IMPROVEMENT PROGRAM
Introduction and Overview
Salt Lake City’s Capital Improvement Program (CIP) is a multi-year planning program of capital expenditures needed
to replace or expand the City’s public infrastructure. The principal element that guides the City in determining the
annual infrastructure improvements and budgets schedule is the current fiscal year capital budget.
The City CIP Budget Process includes a review by the Community Development Capital Improvement Program
(CDCIP) Board, consisting of community residents from each district. The CDCIP Board scores projects on a variety
of criteria and provides funding recommendations to the Mayor.
The Mayor considers the CDCIP recommendations as the Administration prepares its funding recommendations for
the City Council as part of the Annual Recommended Budget. The City Council reviews the recommendations of the
Mayor and the CDCIP Board and carefully analyzes each of the proposed projects before allocating funding and
adopting the final CIP budget. The details of the recommended FY 2022-23 CIP Budget are included in this book.
In considering major capital projects, the City looks at the potential operating impact of each project. New capital
improvements often entail ongoing expenses for routine operations. Upon completion or acquisition, the repair and
maintenance of new facilities often require additional positions to maintain the new infrastructure. Conversely, a
positive contribution, such as a reduction in ongoing repairs and maintenance of a capital project, is factored into
the decision-making process.
Each project includes a section for estimated future maintenance and/or operations expenses, where the
departments have included projections of any increases to future operating costs.
The City also reviews all CIP projects to determine the progress. All projects older than three years that do not show
significant progress are then considered for recapture, allowing those funds to be used on more shovel-ready
projects.
The Administration continuously evaluates the City’s funding of its Capital Improvement Program. Because the
proceeds from debt financing are considered a source for funding the City’s capital improvement projects, the City
analyzes the effect issuance that additional debt would have on its debt capacity and current debt ratio.
Salt Lake City Resolution No. 29 of 2017 / Salt Lake City Council Capital and Debt Management
Policies
Resolution No. 29 of 2017 provides the framework for project funding recommendations. Its guidance helps clarify
the expectations of the City’s Capital Improvement Program and the steps the Administration should take in
determining how to best address the City’s deferred and long-term maintenance needs.
Some of the policies guiding the CDCIP Board and the Administration include:
– A definition of a capital improvement as having a useful life of five or more years and cannot have a
recurring capital outlay such as a motor vehicle or a fire engine. It also clarifies that a capital outlay does not
include maintenance expenses such as fixing a leaking roof or painting park benches.
– A capital improvement must be a City asset and have a cost of $50,000 or more, with few exceptions.
– Salt Lake City aims to maintain its physical assets at a level adequate to protect its capital investments and
minimize maintenance and replacement costs.
– Priorities given to projects that preserve and protect the health and safety of the community; are mandated
by the state and/or federal government and provide for the renovation of existing facilities resulting in the
preservation of the community’s prior investment.
– The recapture of Capital Improvement Program funds during the first budget amendment of each year if an
existing balance remains on a completed project.
– Debt Service (excluding G.O. Bonding)
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
1
FY 2022-23 Capital Improvement Allocations
Salt Lake City’s FY 2022-23 recommended CIP budget appropriates $345,912,595 for CIP, utilizing General Funds,
Class “C” Funds, Impact Fee Funds, Quarter Cent Tax Funds, Redevelopment Agency Funds, Enterprise Funds, and
other public and private funds.
The City’s General Fund accounts for all debt service on outstanding Sales and Excise Tax Revenue bonds through a
payment from the City CIP contribution, except for the Eccles Theater project. The Library Fund covers the Local
Building Authority Lease Revenue bonds for Glendale and Marmalade Libraries while debt associated with the
construction of two fire stations is funded through the General Fund. Funds to pay debt service are included in the
recommended annual budget of $10,243,296.
Outstanding Sales and Excise Tax Revenue bonds financed a variety of the City’s capital improvement projects.
A total of $17,189,536 was recommended for transportation infrastructure, rehabilitation, and capital improvement
of deteriorated streets city-wide. Of this amount, the major budget appropriations are $6,157,034 general fund,
$3,000,000 of Class “C” fund, $1,522,000 of Impact Fee funds, and $5,000,000 in ¼ Cent Tax funding. Such projects
include transportation safety improvements, Complete Streets Reconstruction, alleyway improvements, and bridge
replacement.
The recommended budget for Parks, Trails, and Open Space capital improvement projects includes a total
appropriation of $4,043,393 from various funding sources. This includes a variety of enhancements in RAC, urban
farm development, community gardens, memorial tree groves and the development of a Public Lands Asset
Management Plan.
Public Facilities' capital improvement recommended budget includes a total appropriation of $1,790,149 from the
general fund for improvements listed in the Facilities Capital Asset Replacement Program to retire long overdue
deferred capital replacement projects and an expansion to the Streets Steam Bay.
Capital Projects
The CIP pages include details for each recommended project the for the FY 2022-23 Budget. These pages provide a
breakout of the funding recommendations and future costs associated with each project. The total for capital
projects funded from CIP submissions in the FY 2022-23 budget is $ $21,230,070. Additionally, the budget
recognizes $2.0 million for repairs to the City and County Building, from funds that will be reimbursed through the
City's insurance provider, and $3.7 million for the citywide radio system from funding set aside in fiscal year 2022.
The combined total for CIP is $26,930,070.
Maintenance Projects
The recommended CIP budget consists of projects that meet the City’s definition of CIP of over $50,000 (for
capitalization) but are ongoing in nature. These funds help maintain capital investments, ensure longevity, and
decrease the need for new capital expenditures to replace the City’s current valuable assets. The Administration has
reviewed each project and determined if it was a new capital expenditure or an ongoing maintenance project. The
CIP pages provide any maintenance details. The total funding recommended for FY 2022-23 maintenance projects is
$2,173,008.
CDBG and Enterprise Fund Projects
Community Development Block Grant (CDBG) - The Community Development Block Grant (CDBG) Program
supports community development activities to build stronger and more resilient communities. To support
community development, activities are identified through an ongoing process. Activities may address needs such as
infrastructure, economic development projects, public facilities installation, community centers, housing
rehabilitation, public services, clearance/acquisition, microenterprise assistance, code enforcement, homeowner
assistance, etc.
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
2
In the Fiscal Year 2022-23 budget CDBG funds are allocated for CIP infrastructure projects to improve safety and
meet ADA requirements. The projects were selected through the FY2022-23 CDBG selection process and are aligned
with goals and objectives outlined in Salt Lake City’s Housing Plan, Growing SLC, and the 2020-2024 Consolidated
Plan.
Enterprise Funds
The City’s enterprise functions; Airport, Water, Sewer, Storm Water, Redevelopment, Refuse Collection and Golf –
are by nature, very capital intensive. The budgets for these activities reflect the need to maintain the integrity and
capacity of the current capital infrastructure and its functionality.
Airport Fund – The Department of Airports is an enterprise fund of Salt Lake City Corporation and does not receive
any general fund revenues to support the operation of the City’s system of airports. The Department of Airports has
619 full-time employee positions and is responsible for managing, developing, and promoting airports that provide
quality transportation facilities and services, and a convenient travel experience.
The FY 2022-23 budget is the Airport's first budget that is focused on moving past the financial impacts of Covid-19
as enplanements traffic and revenues are set to exceed those levels prior to the global pandemic. The Salt Lake City
International Airport continues to benefit from the American Rescue Plan Act (ARPA) as well as the recently
announced Bipartisan Infrastructure Law (BIL). These grants will continue to offset operating and maintenance
expenses that will lower the landing fee and terminal rents charged in FY 2022-23 as well as provide much needed
and critical funding for airport capital infrastructure projects. Passenger demand continues to increase on a
monthly basis, and as such, the Department of Airports will act prudently in managing the FY 2022-23 budget and
look for ways to continue to save operating and capital expenses where feasible, while also looking for ways to
strengthen our revenues.
The developed FY 2022-23 budget continues to provide positive financial benefits with increased passengers and
revenues that help offset increased operating expenses. The Department of Airports will continue to fund important
capital projects. These projects include the Terminal Redevelopment Program (TRP) and the North Concourse
Program (NCP), which together are called the New SLC. In addition, critical projects found in the airfield, terminal,
and auxiliary airports will continue to be funded to ensure that all Airport owned facilities keep up with critical
infrastructure to support the growth we are currently experiencing as well as the growth we are projecting into
future years.
Public Utilities Funds – Salt Lake City Department of Public Utilities (SLCDPU) has four distinct utilities, water, sewer,
storm water, and street lighting. Each utility is operated as a separate enterprise fund. Tax money is not used to
fund these services. Funding for SLCDPU capital expenditures comes from user fees, fund reserves, revenue bonds,
and occasionally a grant. The department is utilizing a Water Infrastructure Financing Innovation Act (WIFIA) loan to
finance a portion of the water reclamation facility construction. Customers pay for the services they receive
through utility rates that have been established for each fund. The rates were developed on a cost-of-service basis.
The City's utilities are infrastructure intensive, and administration of these assets requires long term project and
financial planning.
The SLCDPU capital budget is shown by fund with subcategory cost centers under each. In FY 2022-23, the
department has over 150 capital projects between the four funds as well as continuing work on existing projects.
Many of the capital projects in Public Utilities cover multiple fiscal years. It is common for projects designed in one
year and be constructed in subsequent years. The budget includes projects rated as a high priority in the
Department’s Capital Asset Program (CAP). The replacement of the water reclamation facility is the largest project
undertaken by SLCDPU. Other elements of our systems are also experiencing aging problems and will require
increasing attention in the future. For example, our three water treatment plants were built in the 1950’s and early
60’s. Planning is underway for each of the three plants to determine the best approaches for their replacement. A
unique aspect of capital projects in SLCDPU is that Federal, State, and local regulations affect many of our priorities.
Adding to the complexity are water rights and exchange agreement obligations.
RDA Funds – The Redevelopment Agency of Salt Lake City (RDA) strengthens neighborhoods and commercial
districts to improve livability, create economic opportunity and foster authentic, equitable communities. The RDA
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
3
utilizes a powerful set of financial and planning tools to support strategic development projects that enhance the
City’s housing opportunities, commercial vitality, public spaces, and environmental sustainability. The RDA’s primary
source of funds for the projects include property tax increment and program income revenue, depending on the
specific budget account.
The RDA often participates with Salt Lake City in the redevelopment or construction of city owned infrastructure
projects. As part of the RDA Budget Policy, Capital Projects are defined as any project that anticipates multi-year
funding. The allocation of funds for these projects is part of the budget approval process and is typically contingent
on the RDA Board authorizing appropriation once the specific projects costs and details are known. Depending on
the project, the timeline for this process may not follow the City’s CIP schedule or requirements for approval.
The RDA FY 2022-23 budget process proposes three potential City infrastructure projects. The Japantown project is
an allocation of funds to support implementation of the Design Strategy. Improvements could include
infrastructure, utility work, lighting, site furniture, public art, etc. The Main Street project is an allocation of funds to
support the transition of Main Street to a pedestrian-first promenade. Funds would primarily be used to hire a
consultant to provide design/planning work, code analysis, phasing, and stakeholder engagement. The West Capitol
Hill project provides additional funds to current projects which includes construction of Marmalade Plaza, a public
open space and mid-block connection adjacent to the Marmalade Library.
Sustainability Fund - Sustainability operations enable continuing compliance with federal, stand and local
regulations related to landfill gas collection, closing portions of the landfill, and constructing a new landfill cell within
the permitted footprint included in the master plan. Sustainability proposed no projects for FY 2022-23.
Golf Fund - The Golf Division operates seven full-service golf courses at six Salt Lake City locations providing quality
recreational experiences at a competitive price for Salt Lake City residents and visitors from surrounding cities and
various out of state locations. Golf Course Capital Projects are funded, primarily, from excess revenue generated by
user fees. Over the past several years, expenses have outpaced revenues and have limited Golf’s ability to self-fund
most if not all non-emergency Capital Projects. In 2012, a Golf CIP Fund was established that allocates $1 per every 9
holes played and 9% from all annual pass sales toward building funds that can be used exclusively for Capital
Projects. Until FY 2018-19, these funds had not been released for use as the fund balance was needed to provide a
fund balance offset against a fund deficit. As part of the FY 2021-22 budget proposal, the Golf Division implemented
a Golf CIP Fee increase from $1 to $2 per every 9 holes played, beginning in January 2022, in order to bring more
capital into the Golf CIP Fund to increase funding from this source for additional future projects.
As part of a multi-year plan to upgrade vital maintenance equipment at all courses, the Golf Division will be using
$856,502 in FY 2022-23 to purchase additional equipment.
The Golf Division has budgeted $4,050,000 for Capital Improvement Projects in FY 2022-23. The Golf Division is
undertaking a four-year project to improve tee box hitting surfaces by re-leveling and re-sodding many of the tee
box areas at each course and have allocated $60,000 in FY 2022-23 from the Golf CIP Fund. The Golf Division is
undertaking a multi-year project to repair existing cart paths and construct some new carts paths and has allocated
$950,000 for FY 2022-23. Other significant projects include new HVAC system at the Mountain Dell clubhouse, Roof
improvements at the Nibley Park clubhouse, On-course restrooms at Nibley Park, Forest Dale and Glendale golf
courses.
The Golf Division is anticipating receiving a matching federal WaterSMART grant to assist in funding a new irrigation
system at the Rose Park Golf Course. The award should be announced in May of 2022. If the grant is not awarded,
approximately $2 million of CIP projects will be suspended to help fund the Rose Park irrigation system.
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
4
Deb
t
S
e
r
v
i
c
e
Debt Service Projects
Sales Tax Series 2012A Bond $ 2,500 $ 2,500
Sales Tax Series 2013B Bond $ 363,660 $ 363,660
Sales Tax Series 2014B Bond $ 749,937 $ 749,937
Sales Tax Series 2016A Bond $ 2,014,623 $ 2,014,623
Sales Tax Series 2019 A Bond $ 365,285 $ 365,285
Sales Tax Series 2021 Bond (Refunding 2013B, LBA2013A & 2014A)
$ 476,422 $ 476,422
Sales Tax Series 2022 Bond $ 4,393,161 $ 4,393,161
B & C Roads Series 2014 $ 981,208 $ 981,208
ESCO Debt Service $ 896,500 $ 896,500
Debt Service Projects Total $ 10,243,296 $ -$ -$ -$ -$ -$ 10,243,296
Ong
o
i
n
g
Ongoing Projects
Crime Lab $ 600,000 $ 600,000
Facilities Maintenance $ 350,000 $ 350,000
Public Lands Maintenance $ 250,000 $ 2,000,000 $ 2,250,000
Community and Neighborhoods - Maintenance $ 700,000 $ 700,000
Ongoing Projects Total $ 1,900,000 $ 2,000,000 $ -$ -$ -$ -$ 3,900,000
Oth
e
r
O
n
g
o
i
n
g
Other Ongoing
Complete Streets $ 3,000,000 $ 3,000,000
Public Services- Smiths Ballfield $ 154,000 $ 154,000
Public Services- ESCO County Steiner $ 148,505 $ 148,505
Public Services - Memorial House $ 68,554 $ 68,554
Other Ongoing $ -$ -$ -$ -$ 3,000,000 $ 371,059 $ 3,371,059
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
5
Mai
n
t
e
n
a
n
c
e
Bridge Preservation 2022/2023 $ 108,008 $ 65,000 $ 173,008
Maintenance Funded Projects Total $ 108,008 $ 65,000 $ -$ -$ -$ -$ 173,008
New
C
I
P
New/Maintenance Projects Total
400 South Safety Improvements $ 513,313 $ 513,313
200 South Reconstruction / Transit Corridor Supplement
$ 2,700,242 $ 2,643 $ 252,000 $ 1,300,000 $ 4,254,885
Three Creeks West Roadways $ 1,359,130 $ 1,359,130
300 North Complete Street Reconstruction Supplement
$ 500,000 $ 40,000 $ 540,000
Rose Park Neighborhood Center Community Garden
$ 160,819 $ 160,819
Street Improvements 2022/2023 $ 3,000,000 $ 3,000,000
Public Lands Asset Management Plan $ 160,160 $ 160,160
Transit Capital for Frequent Transit Routes / Operational Investments
$ 990,000 $ 110,000 $ 1,100,000
Facilities Asset Renewal Plan FY23 $ 1,192,357 $ 1,192,357
Bridge Replacement (650 North over Jordan River)
$ 3,700,000 $ 3,700,000
Public Way Concrete 2022/2023 $ 436,281 $ 436,281
Alleyway Improvements 2022/2023 $ 142,919 $ 142,919
Urban Farm Development at 2200 West $ 425,040 $ 425,040
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
6
New
C
I
P
(
C
o
n
t
i
n
u
e
d
)
RAC Playground Phase II $ 521,564 $ 521,564
700 South (Phase 7, 4600 W to 5000 W)$ 850,000 $ 1,120,000 $ 1,970,000
900 South River Park Soccer Field $ 287,848 $ 287,848
Memorial Tree Groves Design and Infrastructure $ 867,962 $ 867,962
Streets Steam Bay Expansion $ 597,792 $ 597,792
Restoration of CCB Reimburse by Insurance $ 2,000,000 $ 2,000,000
Hand Held Radios $ 3,700,000 $ 3,700,000
New Projects Total $ 12,534,877 $ 3,035,000 $ 3,000,000 $ 3,360,193 $ 5,000,000 $ -$ 26,930,070
Cost Overrun $ 208,143 $ 208,143
Percent for Art $ 156,107 $ 156,107
Total General Fund/Other Fund/Class C Fund/Impact Fee Fund/CDBG Fund/Surplus Land Fund CIP Projects.
$ 25,150,431 $ 5,100,000 $ 3,000,000 $ 3,360,193 $ 8,000,000 $ 371,059 $ 44,981,683
CDB
G
City Infrastructure Projects ( CIP Engineering/Transportation)Ballpark Trax Stop Crosswalks on 1300 South $ 550,000 $ 550,000
400 South Bus Stop Improvements $ 172,000 $ 172,000
Total CDBG $ 722,000 $ 722,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
7
Other Fund Capital Improvement Programs
Air
p
o
r
t
Airport CIP Projects
Concourse B - Maintenance Facilities and Shell Space
$ 5,290,000 $ 5,290,000
Stairs to Access Pedestrian Bridges Roofs $ 153,000 $ 153,000
Pump House #9 Renovations (Construction)$ 463,000 $ 463,000
Cylinder Saddle Tanks for Runway Deicer Fluid $ 379,000 $ 379,000
Gate 39 Reconstruction (Construction)$ 2,318,000 $ 2,318,000
SkyWest Hangar Taxilane Reconstruction $ 934,000 $ 934,000
Taxiway E Reconstruction F1-F2 $ 6,469,000 $ 6,469,000
South Valley Regional Airport Hangar Site Development
$ 3,018,000 $ 3,018,000
South Valley Regional Airport – T-Hangars $ 4,235,500 $ 4,235,500
Skydive Utah Taxilane and Apron $ 490,000 $ 490,000
South Valley Regional Airport Vitek Hangar Apron Construction
$ 459,000 $ 459,000
Booth 10 Restroom Installation $ 265,000 $ 265,000
Ground Transportation Staging Lot Study & Modifications
$ 153,000 $ 153,000
Ground Transportation Staging Lot Restroom & EVC Stations
$ 678,000 $ 678,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
8
Air
p
o
r
t
(
C
o
n
t
i
n
u
e
d
)
Park and Wait Lot Expansion $ 1,413,000 $ 1,413,000
Terminal Front Access Road Improvements $ 2,037,000 $ 2,037,000
Equipment Storage Building (Construction)$ 3,923,000 $ 3,923,000
Replace PVC Roof Membrane on NS1 (Roads & Grounds Maint Bldg)
$ 337,000 $ 337,000
Replace PVC Roof & Greenhouse Panels on NS14 $ 76,000 $ 76,000
Electrical & Communications Duct Bank from AOC to Gate 7
$ 5,746,000 $ 5,746,000
Electric Vehicle Charging Stations (FY2023)$ 477,000 $ 477,000
South Employee Parking Lot Development Program (Design)
$ 2,500,000 $ 2,500,000
Total Airport CIP Projects $ 41,813,500 $ 41,813,500
Gol
f
Golf CIP Projects
Tee Box Leveling $ 60,000 $ 60,000
Pump Replacement $ 20,000 $ 20,000
Maintenance Equipment $ 856,502 $ 856,502
Short Course Design $ 50,000 $ 50,000
Property Fencing Project $ 100,000 $ 100,000
New Construction Projects $ 1,525,000 $ 1,525,000
Building Improvements $ 820,000 $ 820,000
Cart Path Improvements $ 1,475,000 $ 1,475,000
Total Golf CIP Projects $ 4,906,502 $ 4,906,502
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
9
Pub
l
i
c
U
t
i
l
i
t
i
e
s
Public Utilities CIP Projects
Water Main Replacements $ 16,893,000 $ 16,893,000
Treatment Plant Improvements $ 9,200,000 $ 9,200,000
Deep Pump Wells $ 996,000 $ 996,000
Meter Change-Out Programs $ 3,100,000 $ 3,100,000
Water Service Connections $ 3,500,000 $ 3,500,000
Storage Reservoirs $ 2,125,000 $ 2,125,000
Pumping Plants & Pump Houses $ 50,000 $ 50,000
Culverts, Flumes & Bridges $ 1,615,000 $ 1,615,000
Distribution Reservoirs (Tanks)$ 1,410,000 $ 1,410,000
Landscaping $ 100,000 $ 100,000
Treatment Plants $ 178,739,910 $ 178,739,910
Collection Lines $ 24,385,000 $ 24,385,000
Lift Stations $ 2,760,000 $ 2,760,000
Storm Drain Lines $ 4,625,000 $ 4,625,000
Riparian Corridor Improvements $ 250,000 $ 250,000
Landscaping $ 100,000 $ 100,000
Storm Water Lift Stations $ 750,000 $ 750,000
Street Lighting Projects $ 2,240,000 $ 2,240,000
Total Public Utilities CIP Projects $ 252,838,910 $ 252,838,910
RDA
Redevelopment Agency (RDA) CIP Projects
Japantown $ 250,000 $ 250,000
Main Street Closure $ 300,000 $ 300,000
West Capitol Hill Projects $ 100,000 $ 100,000
Total RDA CIP Projects $ 650,000 $ 650,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
10
Sus
t
a
i
n
a
b
i
l
i
t
y
Sustainability CIP Projects
$ -
Total Sustainability CIP Projects $ -$ -
Total Enterprise and Other Fund CIP $ 300,930,912 $ 300,930,912
GRAND TOTAL $ 25,150,431 $ 5,100,000 $ 3,000,000 $ 3,360,193 $ 8,000,000 $ 301,301,971 $ 345,912,595
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2023
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
11
Salt Lake City
Impact Fee Summary
Fiscal Year 2023
PROJECT Parks Impact Fee Streets Impact Fee Police Impact Fee Fire Impact Fee TOTAL
Imp
a
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Impact Fee Projects
Fire Station #3 483,233 483,233
Fire Station #14 500,900 500,900
400 South Viaduct Trail 90,000 90,000
1700 South Corridor Transformation 35,300 35,300
Glendale Waterpark Master Plan & Landscape Rehabilitation & Active Recreation Component
3,200,000 3,200,000
Transportation Safety Improvements 44,400 44,400
Three Creeks West Bank New Park 150,736 150,736
900 South 9Line RR Crossing 28,000 28,000
Urban Trails 6,500 6,500
200 South Transit Complete Street Supplement 37,422 37,422
Local Link Construction 50,000 50,000
Neighborhood Byways 104,500 104,500
900 South Signal Improvements 70,000 70,000
Corridor Transformations 25,398 25,398
SLC Foothills Land Acquisitions 425,000 425,000
Jordan Park Pedestrian Pathways 510,000 510,000
SLC Foothills Trailhead Development 1,304,682 1,304,682
Downtown Green Loop Implementation: Design for 200 East linear Park 610,000 610,000
Historic Structure Renovation & Activation at Allen Park 420,000 420,000
RAC Playground with Shade Sails 180,032 180,032
Total Impact Fee by Type 6,800,450 491,520 — 984,133 8,276,103
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
12
Salt Lake City Unfunded Projects FY 2023
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Constituent 3000 South Sidewalk and Curb 3000 S Highland Dr to 1500 E 449,315 449,315
Engineering Logan Ave Reconstruction Logan Avenue from 1700 East to 2000 East and 2000 East from 1700 South to Bryan Avenue
1,405,000 1,405,000
Engineering Bridge Replacement (200 South over Jordan River)200 South over Jordan River (Approx. 1220 West 200 South)
3,500,000 3,500,000
Engineering Bridge Rehabilitation (400 South and 650 North over Jordan River)
400 South & 650 North over Jordan River 3,000,000 3,000,000
Engineering Wingpointe Levee Design Jordan River Surplus Canal between 3700 West North Temple Drive and Terminal Drive
800,000 800,000
Constituent Three Creeks West Bank Roadways 1300 S. 1000 W.1,158,422 1,158,422
Facilities Delong Salt Storage 719 S Delong St 1,504,427 1,504,427
Facilities Steam Bay 1910 West 500 South 363,495 363,495
Fire Mixed-Use Three Story Prop 1600 South Industrial Rd.815,895 815,895
Fire Training Ground Site Improvements 1600 South Industrial Rd.694,785 694,785
Constituent Sunnyside Park Sidewalk Valdez Drive 72,740 72,740
Constituent Winner on Wasatch Dee Glan Tennis Court Construction
1216 S. Wasatch Drive 500,000 500,000
Constituent Lighting Upgrade at Liberty Park Tennis Center
1105 S Constitution Dr.202,100 202,100
Constituent Liberty Park & Wasatch Hills Tennis Court Resurfacing
1105 S Constitution Dr.300,000 300,000
Constituent Harrison Ave and 700 E Community Garden 1300 S. 700 E.103,500 103,500
Constituent 1300 South Camping Resistant Landscaping 1300 South between Main and West Temple 100,000 100,000
Constituent Wingate Walkway 475 N. Redwood Road 286,750 286,750
Constituent 1200 East Median 1200 East bet. So. Temple & 200 S. and 300 S & 500 S.500,000 500,000
Parks & Public Lands Parleys Historic Nature Park Structure Preservation
2740 South 2700 East 765,325 765,325
Parks & Public Lands Enhancement of the Cemetery for Visitor Research and Knowledge
200 N Street 790,000 790,000
Parks & Public Lands Cemetery Roadway Improvements, Phase 1 200 N Street 3,838,000 3,838,000
Parks & Public Lands 9Line and Rose Park Asphalt Pump Tracks 700 West 900 South & 900 North Cornell Avenue 1,393,600 1,393,600
Organization Name Proposal Title Project Address Location General Fund Impact Fee Total
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
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Parks & Public Lands Richmond Park Playground and Park improvements
440 East 600 South 690,000 690,000
Parks & Public Lands Library Square Feasibility, Civic Engagement and Design Development
Block 37, bounded by 400 South, 300 East, 500 South and 200 East
225,000 225,000
Parks & Public Lands Donner & Rotary Glen Park Community Park Irrigation & Landscape Design and Construction
2850 East Sunnyside & 2903 E Kennedy Drive 650,000 650,000
Constituent Capitol Hill Traffic Calming Various 595,194 595,194
Constituent Harvard Heights Residential Concrete Street Reconstruction
Harvard Ave bet. 1300 & 1500 East 1,311,920 1,311,920
Constituent Liberty Wells Traffic Calming Kensington, Bryan, and Milton Avenues (600 East to 700 East) and 600 East (Kensington Ave to 1700 South)
400,000 400,000
Constituent Stratford Bike Crossing 1700 E. Stratford 200,000 200,000
Constituent Sugar House Safe Side Streets 900 East on the west, 2100 South on the south, 1100 East on the east, and Garfield Avenue on the north
500,000 500,000
Transportation Sunnyside 9Line Trail Missing Piece 1805 to 1851 East Sunnyside Avenue.350,000 350,000
Transportation Multimodal Intersections & Signals Various 945,000 105,000 1,050,000
Total Unfunded CIP Projects 27,016,868 1,498,600 28,515,468
Organization Name Proposal Title Project Address Location General Fund Impact Fee Total
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 CIP SUMMARY DOCUMENTS
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Sales and Excise Tax Revenue Bonds, Series 2012A
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$2,500 Sales Tax Revenue Bonds June 2012 4-01-2022 RDA
Sales and Excise Tax Revenue Bonds, Series 2012A, were issued in June 2012 for the purpose of constructing and
improving various City roads, including the replacement of the North Temple Viaduct and improving North Temple
Boulevard. The bonds were issued with a par amount of $15,855,000.
The debt service is currently mostly funded by tax increment revenue from the RDA. General Fund pays debt
service when the tax increment revenue does not fully cover the debt service.
The 2012A Bonds were fully refunded with the Series 2022A Bonds.. The budget for 2023 is to pay the final
arbitrage calculation fees.
Sales and Excise Tax Revenue Bonds, Series 2013B
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$363,660 Sales Tax Revenue Bonds November 2013 10-01-2023 General Fund
Sales and Excise Tax Revenue Bonds, Series 2013B, were issued in November 2013 for the purpose of financing a
portion of the costs of the Sugarhouse Streetcar, and to pay for a portion of various improvements to create a
“greenway” within the corridor. The total par amount of bonds issued was $7,315,000.
A portion of the Series 2013B Bonds were refunded with the Series 2021 Bonds. As of June 30, 2022, $690,000 in
principal remains outstanding.
Principal is due annually on October 1. Interest is due semi-annually on April 1 and October 1. The bonds mature
on October 1, 2023.
Sales and Excise Tax Revenue Bonds, Series 2014B
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$749,937 Sales Tax Revenue Bonds September 2014 10-01-2034 General Fund
Sales and Excise Tax Revenue Bonds, Series 2014B, were issued in September 2014 for the purpose of acquiring,
constructing, remodeling, and improving of various City buildings, parks, property and roads.
The Series 2014B bonds were issued with a par amount of $10,935,000. As of June 30, 2022, $7,955,000 in principal
remains outstanding.
Principal is due annually on October 1. Interest is due semi-annually on April 1 and October 1. The bonds mature
on October 1, 2034.
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 DEBT SERVICE CIP
17
Sales and Excise Tax Revenue Refunding Bonds, Series 2016A
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$2,014,623 Sales Tax Revenue Bonds June 2016 10-01-2028 General Fund
Sales and Excise Tax Revenue Refunding Bonds, Series 2016A, were issued in June 2016 to refund a portion of the
Series 2009A Bonds. The Series 2009A Bonds were originally issued to finance all or a portion of the acquisition,
construction, improvement and remodel of the new Public Services maintenance facility, a building for use as City
offices and other capital improvements within the City.
Fleet contributes 13.9%, Refuse contributes 13%, and the general fund contributes 73.1% of the debt service on the
Maintenance Facility Program portion of the bonds.
The Series 2016A bonds were issued with a par amount of $21,715,000. As of June 30 2022, $15,920,000 in principal
remains outstanding.
Principal is due annually on October 1. Interest is due semi-annually on April 1 and October 1. The bonds mature
on October 1, 2028.
Sales and Excise Tax Revenue Refunding Bonds, Series 2019A
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$365,285 Sales Tax Revenue Bonds December 2019 04-01-2027 General Fund
Sales and Excise Tax Revenue Refunding Bonds, Series 2019A, were issued in December 2019 to refund a portion of
the Series 2007A Bonds. The Series 2007A Bonds were originally issued to fund the TRAX Extension to the
Intermodal Hub and Grant Tower improvements to realign rail lines near downtown.
The Series 2019A bonds were issued with a par amount of $2,620,000. As of June 30, 2022, $1,555,000 in principal
remains outstanding.
Principal is due annually on April 1. Interest is due semi-annually on April 1 and October 1. The bonds mature April
1, 2027.
Sales and Excise Tax Revenue Refunding Bonds, Series 2021
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$476,422 Sales Tax Revenue Bonds December 2019 10-01-2034 General Fund/Library
Sales and Excise Tax Revenue Refunding Bonds, Series 2021, were issued in December 2021 to refund a portion of
the Series 2013A Bonds and a portion of the LBA Series 2013A and 2014A Bonds.
The Series 2021 bonds were issued with a par amount of $15,045,000. As of June 30, 2022, $15,045,000 in principal
remains outstanding. A portion of the debt service is paid by the Library for the LBA 2013A and 2014A (Glendale
and Marmalade libraries).
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 DEBT SERVICE CIP
18
Principal is due annually on October 1. Interest is due semi-annually on April 1 and October 1. The bonds mature
October 1, 2034.
Sales and Excise Tax Revenue Refunding Bonds, Series 2022A
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$4,393,161 Sales Tax Revenue Bonds January 2022 10-01-2032 RDA
Sales and Excise Tax Revenue Refunding Bonds, Series 2022A, were issued in January 2022 to refund the Series
2012A Bonds. The Series 2012A Bonds were originally issued to fund the construction and improvement various
City roads, including the replacement of the North Temple Viaduct and improving North Temple Boulevard.
The Series 2022A bonds were issued with a par amount of $8,900,000. As of June 30, 2022, $8,900,000 in principal
remains outstanding.
The debt service is currently mostly funded by tax increment revenue from the RDA. General Fund pays debt
service when the tax increment revenue does not fully cover the debt service.
Principal is due annually on October 1. Interest is due semi-annually on April 1 and October 1. The bonds mature
October 1, 2032.
Motor Fuel Excise Tax Revenue Bonds, Series 2014
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$981,208 Sales Tax Revenue Bonds August 2014 04-01-2024 Class C
The Motor Fuel Excise Tax Revenue Bonds, Series 2014, were issued in August 2014 for the purpose of constructing
and repairing 13th South Street from State Street to 4th West, and from State Street to 5th West, and 17th South
Street from State Street to 700 East.
The Series 2014 bonds were issued with a par amount of $8,800,000. As of June 30, 2022, $1,900,000 in principal
remains outstanding.
Principal is due annually on April 1. Interest is due semi-annually on April 1 and October 1. The bonds mature on
April 1, 2024.
ESCO Lease Debt Service
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$82,500 Capital Lease December 2019 March 2026 General Fund
This lease provides energy efficient equipment to Public Services Facilities Division.
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 DEBT SERVICE CIP
19
ESCO Steiner Lease Debt Service
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$148,500 Capital Lease January 2013 July 2029 County
$148,500 Capital Lease January 2013 July 2029 General Fund
This lease was entered into by Public Services to acquire energy efficient equipment for Steiner. Since the costs of
this facility is shared 50% with the County, the County pays 50% of this lease payment.
ESCO Parks Lease Debt Service
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$517,000 Capital Lease August 2012 March 2026 General Fund
This lease was entered into by Public Services to acquire energy efficient equipment for city parks.
Crime Lab Improvements Capital Lease Debt
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$600,000 Capital Lease March 2015 September 2021 General Fund
This capital lease provided the funding for the improvements to the leased space for the Crime Evidence Lab.
Lease Revenue Bonds, Series 2016A
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$497,950 LBA Lease Revenue Bonds March 2016 04-15-2037 General Fund
The Local Building Authority of Salt Lake City (LBA of SLC) issued the Lease Revenue Bonds, Series 2016A in March
2016 for the purpose of financing a portion of the construction costs of the Fire Station #14 Project.
The Series 2016A bonds were issued with a par amount of $6,755,000. As of June 30, 2022, $5,490,000 in principal
remains outstanding.
Principal is due annually on April 15. Interest is due semi-annually on April 15 and October 15. The bonds mature
on April 15, 2037.
Lease Revenue Bonds, Series 2017A
2023 Budget Type of Debt Origination Date Final Payment Funding Source
$676,075 LBA Lease Revenue Bonds April 2017 04-15-2038 General Fund
The Local Building Authority of Salt Lake City (LBA of SLC) issued the Lease Revenue Bonds, Series 2017A in April
2017 for the purpose of financing a portion of the construction costs of the Fire Station #3 Project.
The Series 2017A bonds were issued with a par amount of $8,115,000. As of June 30, 2022, $7,260,000 in principal
remains outstanding.
Principal is due annually on April 15. Interest is due semi-annually on April 15 and October 15. The bonds mature
on April 15, 2038.
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 DEBT SERVICE CIP
20
ONGOING COMMITMENTS FROM GENERAL FUND
Crime Lab Rental Payments
2023 Budget Origination Date Funding Source
$600,000 General Fund
Yearly Rental payments for Crime Evidence Lab
Facilities Maintenance
2023 Budget Origination Date Funding Source
$350,000 General Fund
The Facilities ongoing CIP funding will be used to replace a variety of capital assets. The purpose is to stop problems
early on and prevent larger catastrophic failures of equipment and systems in the City’s building stock.
Public Lands Maintenance
2023 Budget Origination Date Funding Source
$2,250,000 General Fund
The Parks ongoing CIP funding will be used to replace a variety of capital assets. The purpose is to stop problems
early on and prevent larger failures in the City’s park stock.
Percent for Art
2023 Budget Origination Date Funding Source
$156,107 General Fund
To provide enhancements such as decorative pavement, railings, sculptures and other works of art. (1% of CIP)
Cost Overrun
2023 Budget Origination Date Funding Source
$208,143 General Fund
ONGOING COMMITMENTS FROM OTHER SOURCES
Smith Ballfield Naming Rights
2023 Budget Origination Date Funding Source
$154,000 Other -Donations
Two parts to this request - to establish budget within the 83 fund to accept the revenue received for the naming
rights pertaining to Smith Baseball Field and to establish an expense within the 83 fund to continue addressing the
deferred maintenance backlog in this facility. This building was completed in 1990 and is now 27 yrs. old.
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 DEBT SERVICE CIP
21
CIP Memorial House
2023 Budget Origination Date Funding Source
$68,554 Other - Rental
A revenue cost center has been established to receive revenue payments from the Utah Heritage Foundation.
Monthly payments are received and are to be re-invested in the facility to maintain the property. Plans for the use
of the funding is to be determined.
Real Estate Services – Surplus Land
2023 Budget Origination Date Funding Source
$700,000 General Fund
Federally Taxable Sales and Excise Tax Revenue Refunding Bonds, Series 2019B
2023 Budget Type of Debt Origination Date Final Payment Funding Source
Don’t need for CIP Sales Tax Rev Bonds October 2019 04-01-2038 RDA
Federally Taxable Sales and Excise Tax Revenue Bonds, Series 2013A, were issued in October 2013 for the purpose
of financing a portion of the costs of acquiring, constructing and equipping a performing arts center and related
improvements. The Series 2013A Bonds were refunded with the Federally Taxable Sales and Excise Tax Revenue
Refunding Bonds, Series 2019B.
The RDA pays the full amount of the debt service for the Series 2019B bonds. However, if the RDA is unable to pay
any of the debt service, the City’s General Fund would be responsible for it.
The total par amount of bonds issued was $58,540,000. The refunding resulted in a net present value savings of
$6,396,905. As of June 30, 2022, $57,270,000 in principal remains outstanding.
Principal is due annually on April 1. Interest is due semi-annually on April 1 and October 1. The bonds mature on
April 1, 2038.
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 DEBT SERVICE CIP
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Community Development Block Grant (CDBG)
The Community Development Block Grant (CDBG) Program supports community development activities
to build stronger and more resilient communities. To support community development, activities are
identified through an ongoing process. Activities may address needs such as infrastructure, economic
development projects, public facilities installation, community centers, housing rehabilitation, public
services, clearance/acquisition, microenterprise assistance, code enforcement, homeowner assistance,
etc.
In the Fiscal Year 2022-23 budget CDBG funds are allocated for CIP infrastructure projects to improve
safety and meet ADA requirements. The projects were selected through the FY2023 CDBG selection
process and are aligned with goals and objectives outlined in Salt Lake City’s Housing Plan, Growing SLC,
and the 2020-2024 Consolidated Plan.
MAYOR'S RECOMMENDED CIP BUDGET Fiscal Year 2022-23 CDBG CAPITAL PROJECTS
53
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The Department of Airports
The Department of Airports is an enterprise fund of Salt Lake City Corporation and does not receive any
general fund revenues to support the operation of the City’s system of airports. The Department of
Airports has 619 full-time employee positions and is responsible for managing, developing, and
promoting airports that provide quality transportation facilities and services, and a convenient travel
experience.
The Fiscal Year 2022-23 budget is the airports first budget that is focused on moving past the financial
impacts of Covid-19 as enplanement traffic and revenues are set to exceed those levels prior to the
global pandemic. The Salt Lake City International Airport continues to benefit from the American Rescue
Plan Act (ARPA) as well as the recently announced Bipartisan Infrastructure Law (BIL). These grants will
continue to offset operating and maintenance expenses that will lower the landing fee and terminal rents
charged in FY 2022-23 as well as provide much needed and critical funding for airport capital
infrastructure projects. Passenger demand continues to increase on a monthly basis, and as such, the
Department of Airports will act prudently in managing the FY 2022-23 budget and look for ways to
continue to save operating and capital expenses where feasible, while also looking for ways to strengthen
our revenues.
The developed FY 2022-23 budget continues to provide positive financial benefits with increased
passengers and revenues that help offset increased operating expenses. The Department of Airports will
continue to fund important capital projects. These projects include the Terminal Redevelopment Program
(TRP) and the North Concourse Program (NCP), which together are called the New SLC. In addition critical
projects found in the airfield, terminal, and auxiliary airports will continue to be funded to ensure that all
Airport owned facilities keep up with critical infrastructure to support the growth we are currently
experiencing as well as the growth we are projecting into future years.
MAYOR'S RECOMMENDED CIP BUDGET
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57
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The Salt Lake City Golf Division
The Golf Division operates seven full-service golf courses at six Salt Lake City locations providing quality
recreational experiences at a competitive price for Salt Lake City residents and visitors from surrounding
cities and various out of state locations. Golf Course Capital Projects are funded, primarily, from excess
revenue generated by user fees. Over the past several years, expenses have outpaced revenues and have
limited Golf’s ability to self-fund most if not all non-emergency Capital Projects. In 2012, a Golf CIP Fund
was established that allocates $1 per every 9 holes played and 9% from all annual pass sales toward
building funds that can be used exclusively for Capital Projects. Until FY 2019, these funds had not been
released for use as the fund balance was needed to provide a fund balance offset against a fund deficit.
As part of the FY22 budget proposal, the Golf Division implemented a Golf CIP Fee increase from $1 to $2
per every 9 holes played, beginning in January 2022, in order to bring more capital into the Golf CIP Fund
to increase funding from this source for additional future projects.
As part of a multi-year plan to upgrade vital maintenance equipment at all courses, the Golf Division will
be using $856,502 in FY 2022-23 to purchase additional equipment.
The Golf Division has budgeted $4,050,000 for Capital Improvement Projects in FY 2022-23. The Golf
Division is undertaking a four-year project to improve tee box hitting surfaces by re-leveling and re-
sodding many of the tee box areas at each course and have allocated $60,000 in FY23 from the Golf CIP
Fund. The Golf Division is undertaking a multi-year project to repair existing cart paths and construct
some new carts paths and has allocated $950,000 for FY 2022-23. Other significant projects include new
HVAC system at the Mountain Dell clubhouse, Roof improvements at the Nibley Park clubhouse, On-
course restrooms at Nibley Park, Forest Dale and Glendale golf courses.
The Golf Division is anticipating receiving a matching federal WaterSMART grant to assist in funding a new
irrigation system at the Rose Park Golf Course. The award should be announced in May of 2022. If the
grant is not awarded, approximately $2 million of CIP projects will be suspended in order to help fund the
Rose Park irrigation system.
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
81
The following table shows a breakdown of proposed projects:
Facility Description Estimated Cost
Bonneville Tee Box Leveling $10,000
Glendale Tee Box Construction $10,000
Forest Dale Tee Box Leveling $5,000
Mountain Dell Tee Box Leveling $20,000
Nibley Tee Box Leveling $5,000
Rose Park Tee Box Construction $10,000
Mountain Dell Basement HVAC Units/Water
Heater
$150,000
Bonneville Cart Path Improvements $250,000
Glendale Cart Path Improvements $150,000
Forest Dale Cart Path Improvements $150,000
Mountain Dell Cart Path Improvements $300,000
Nibley Cart Path Improvements $100,000
Forest Dale Clubhouse Painting $40,000
Glendale Irrigation Pump $20,000
Nibley Roof Improvements $30,000
Glendale On Course Restroom $150,000
Rose Park Short Course Design $50,000
Subtotal $1,450,000
Rose Park Irrigation System and Turf
Reduction Project
$2,075,000
Subtotal $2,075,000
Rose Park Rose Park Irrigation System Cost
Overruns
$525,000
Subtotal $525,000
Grand Total $4,050,000
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
82
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
83
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
84
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
85
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
86
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
87
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
88
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
89
MAYOR'S RECOMMENDED CIP BUDGET
Fiscal Year 2022-23 GOLF CAPITAL PROJECTS
90
The Salt Lake City Public Utilities
Salt Lake City Department of Public Utilities (SLCDPU) has four distinct utilities, water, sewer, storm water, and street lighting. Each utility is operated as a separate enterprise fund. Tax money is not used to fund these services. Funding for SLCDPU capital expenditures comes from user fees, fund reserves, revenue bonds, and occasionally a grant. The department is utilizing a Water Infrastructure Financing Innovation Act (WIFIA) loan to finance a portion of the water reclamation facility construction. Customers pay for the services they receive through utility rates that have been established for each fund. The rates were developed on a cost of service basis. Our utilities are infrastructure intensive and administration of these assets requires long term project and financial planning.
The SLCDPU capital budget is shown by fund with subcategory cost centers under each. In FY 2022-23, the department has over 150 capital projects between the four funds as well as continuing work on existing projects. Many of the capital projects in Public Utilities cover multiple fiscal years. It is common for projects designed in one year and be constructed in subsequent years. The budget includes projects rated as a high priority in the Department’s Capital Asset Program (CAP). The replacement of the water reclamation facility is the largest project undertaken by SLCDPU. Other elements of our systems are also experiencing aging problems and will require increasing attention in the future. For example, our three water treatment plants were built in the 1950’s and early 60’s. Planning is underway for each of the three plants to determine the best approaches for their replacement. A unique aspect of capital projects in SLCDPU is that Federal, State, and local regulations affect many of our priorities. Adding to the complexity are water rights and exchange agreement obligations.
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
91
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
92
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
93
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
94
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
95
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
96
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
97
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
98
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
99
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
100
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
101
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
102
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
103
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
104
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
105
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
106
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
107
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
108
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 PUBLIC UTILITIES CAPITAL PROJECTS
109
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Salt Lake City Redevelopment Agency
The Redevelopment Agency of Salt Lake City (RDA) strengthens neighborhoods and commercial districts
to improve livability, create economic opportunity and foster authentic, equitable communities. The RDA
utilizes a powerful set of financial and planning tools to support strategic development projects that
enhance the City’s housing opportunities, commercial vitality, public spaces, and environmental
sustainability. The RDA’s primary source of funds for the projects include property tax increment and
program income revenue, depending on the specific budget account.
The RDA often participates with Salt Lake City in the redevelopment or construction of city owned
infrastructure projects. As part of the RDA Budget Policy, Capital Projects are defined as any project that
anticipates multi-year funding. The allocation of funds for these projects is part of the budget approval
process and is typically contingent on the RDA Board authorizing appropriation once the specific projects
costs and details are known. Depending on the project, the timeline for this process may not follow the
City’s CIP schedule or requirements for approval.
The RDA fiscal year 2023 budget process proposes three potential City infrastructure projects. The
Japantown project is an allocation of funds to support implementation of the Design Strategy.
Improvements could include infrastructure, utility work, lighting, site furniture, public art, etc. The Main
Street project is an allocation of funds to support the transition of Main Street to a pedestrian-first
promenade. Funds would primarily be used to hire a consultant to provide design/planning work, code
analysis, phasing, and stakeholder engagement. The West Capitol Hill project provides additional funds
to current projects which includes construction of Marmalade Plaza, a public open space and mid-block
connection adjacent to the Marmalade Library.
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 RDA CAPITAL PROJECTS
111
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 RDA CAPITAL PROJECTS
112
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 RDA CAPITAL PROJECTS
113
MAYOR'S
RECOMMENDED
CIP BUDGET
Fiscal Year 2022-23 RDA CAPITAL PROJECTS
114
Division (Priority) / App
Ref Organization Name / Application Title
Requested
Amount Votes
Average
Recommend Committee Score
C31 400 S Safety Improvements 513,312.58 6 to 0 392,208.29 101.63
T1 200 South Reconstruction / Transit Corridor Supplement 4,500,000.00 6 to 0 3,041,666.67 94.67
C9 Three Creeks West – Roadways 1,359,130.00 4 to 1 575,000.00 92.13
T5 300 North Complete Street Reconstruction Supplement 600,000.00 6 to 0 454,166.67 91.44
C27 Rose Park Neighborhood Center Community Garden 160,819.00 5 to 0 116,491.40 90.88
C41 California Avenue Safety Improvement Study 100,000.00 5 to 0 70,000.00 90.50
C28 1000 W Fairpark Traffic Circle 569,534.00 5 to 0 401,720.40 90.00
E1 Street Improvements 2022/2023 3,500,000.00 6 to 0 2,145,833.33 89.22
C40 900 West Corridor 1,000,000.00 5 to 0 460,000.00 89.00
T7 2100 South Conceptual Design / Corridor Transformation 250,000.00 6 to 0 177,083.33 88
T3 Livable Streets Implementation 3,000,000.00 4 to 2 1,875,000.00 87.67
T2 Highland Drive / 1100 E Complete Street & Parley's Trail Supplement (1700 S ‐ I‐80)3,500,000.00 6 to 0 2,145,833.33 87.56
P19 Public Lands ADA Walkway and Asphalt Replacement 873,062.00 6 to 0 528,843.67 87.22
C20 Jordan River Peace Labyrinth Park Improvements 500,000.00 5 to 0 186,000.00 87.13
P18 Playground Replacement 1,874,063.00 6 to 0 1,274,687.67 86.89
C14 Madsen Park Renewal 500,000.00 5 to 0 240,000.00 86.50
P16 Asset Management Plan 160,160.00 6 to 0 106,720.00 85.22
P9 Folsom Trail Landscaping Phase I 1,767,908.00 6 to 0 4,167,287.33 85.00
C35 Liberty Wells Traffic Calming 420,000.00 4 to 1 205,000.00 84.50
T4 Transit Capital for Frequent Transit Routes / Operational Investments 1,100,000.00 6 to 0 652,083.33 84.22
FA1 Facilities Asset Renewal Plan FY23 7,400,000.00 6 to 0 4,875,000.00 84.11
E4 Bridge Replacement (650 North over the Jordan River)3,700,000.00 6 to 0 3,083,333.33 84
E2 Public Way Concrete 2022/2023 750,000.00 6 to 0 447,916.67 83.56
P13 Cottonwood Park Pavilions 756,094.00 6 to 0 447,682.33 82.22
C30 400 North Street Improvement 599,746.29 4 to 1 499,873.00 81.50
P20 Court Resurfacing 1,478,739.00 5 to 1 655,747.80 81.44
T8 Ballpark Study Implementation ‐ Phase 1 500,000.00 4 to 2 475,000.00 81.33
T12 Local Streets 2023 Reconstruction Supplement 200,000.00 6 to 0 127,083.33 80.33
E3 Alleyway Improvements 2022/2023 250,000.00 6 to 0 182,291.67 80.22
C22 SLC Cemetery Infrastructure Repairs 500,000.00 4 to 1 400,000.00 80.13
C29 1000 W intersection upgrades at 300 N and 400 N 539,693.00 3 to 2 346,564.33 80.00
P1 Urban Farm Development at 2200 West and Cannon Greens 425,040.00 5 to 0 298,016.00 79.5
P3 Tree Succession Design for Liberty Park 90,160.00 5 to 0 72,096.00 79.38
E6 Bridge Preservation 2022/2023 300,000.00 5 to 1 207,000.00 79.22
P2 Jordan River Tree Planting and Irrigation 210,834.00 6 to 0 124,444.67 78.67
P7 Riverview Native Plant Center Phase I 412,160.00 5 to 0 327,296.00 77.38
C38 Sugar House Safe Side Streets Phase 2 400,000.00 5 to 0 240,000.00 76.86
P10 Cemetery Master Plan Project Implementation 2,231,443.00 6 to 0 1,138,573.83 76.78
T13 Replacement Traffic Signals (4)1,400,000.00 5 to 1 844,000.00 76.78
C6 Brentwood Circle Storm Water Drainage 139,129.00 4 to 1 104,346.75 76.38
T6 Multi‐modal Transportation Safety Improvements 300,000.00 6 to 0 195,833.33 76.33
2022‐23 Capital Improvement Program [Grand Totals Only (anonymous)]
Attachment 4 - FY2023 CDCIP Board Project Scores and Votes
Division (Priority) / App
Ref Organization Name / Application Title
Requested
Amount Votes
Average
Recommend Committee Score
2022‐23 Capital Improvement Program [Grand Totals Only (anonymous)]
C23 Taufer Park Revamp 50,000.00 5 to 0 40,000.00 76.25
P8 Library Plaza Repair and Improvements 205,755.00 6 to 0 162,170.00 76.22
P4 NW Quadrant Trails and Greenway Planning 257,600.00 5 to 1 194,560.00 75.89
T11 Replacement Traffic Signal; Asset Condition Report 450,000.00 5 to 1 360,000.00 75.89
T9 Future Transformations: Corridor and Area Studies 150,000.00 4 to 2 150,000.00 74.56
C17 Reopen Dinwoody Park as a Public Park 71,198.00 4 to 1 37,799.50 74.38
C19 Folsom Trail‐ Request on behalf of River District Business Alliance 500,000.00 3 to 2 500,000.00 74.00
E10 Bridge Replacement (200 South over the Jordan River) 3,500,000.00 4 to 2 3,500,000.00 73.22
P12 RAC Playground Phase II 521,564.00 6 to 0 419,115.33 73.11
E8 700 South (Phase 7 [Final Phase], 4600 West to 5000 West) 1,970,000.00 6 to 0 1,443,333.33 72.67
P14 Public Lands 5‐Year Strategic Plan 154,000.00 6 to 0 123,500.00 72.44
C10 900 South River Park Soccer Field 287,848.00 4 to 1 178,924.00 72.38
E9 Bridge Rehabilitation (400 South over the Jordan River) 1,700,000.00 5 to 1 1,700,000.00 72.13
C21 Replace Fairpark Tennis Courts with New Sports Court 496,109.00 3 to 2 398,703.00 71.88
P15 Jordan Park and International Peace Gardens Master Plan and CLR 251,160.00 5 to 1 160,232.00 70.56
C25 1200 East Median, Raise Curb, new irrigation, new tree planting 500,000.00 3 to 3 250,000.00 70
C36 Neighborhood Identification Equity Project 245,215.00 3 to 2 383,333.33 69.5
P6 Urban Wood Reutilization 206,080.00 4 to 1 154,540.00 69.38
F1 Mixed‐Use Three‐Story Fire Training Prop 856,689.61 5 to 1 17,595,130.00 68.44
P17 Memory Grove Master Plan and Cultural Landscape Report 341,320.00 6 to 0 210,220.00 68
C11 Gateway Triangle Property Park 499,563.00 4 to 1 337,390.75 67.88
T10 Multimodal Capital Maintenance 250,000.00 4 to 2 237,500.00 67.22
P5 Rose Park Open Space Concepts 154,560.00 4 to 1 115,920.00 66.38
C2 Back Alley Block Project 500,000.00 4 to 1 150,000.00 65.63
C13 Lindsey Gardens Natural Springs Pollinator Garden 500,000.00 2 to 3 400,000.00 65.38
E7 Rail Adjacent Pavement Improvements 2022/2023 70,000.00 3 to 3 66,666.67 65
C16 337 S 400 E Pocket Park Improvement 54,096.00 5 to 0 26,819.20 64.00
C15 Rose Park Community Pump Track 500,000.00 4 to 1 225,000.00 63.88
F2 Fire Training Ground Site Improvements 755,991.33 4 to 2 716,745.58 63.67
C34 Sunnyside Ave Pedestrian Safety Improvements 502,000.00 2 to 3 267,875.00 63.50
C37 Yalecrest Traffic Calming 240,000.00 2 to 3 170,000.00 61.13
C32 East Bench Traffic Calming and Pedestrian Safety 467,929.00 3 to 2 329,309.67 61.00
C12 Jefferson Park Walking Path 500,000.00 3 to 2 433,333.33 60.88
P11 Memorial Tree Groves Design and Infrastructure 867,962.00 6 to 0 427,993.67 60.78
E5 Project Management Software Renewal 79,000.00 5 to 1 79,000.00 60.56
E11 Wingpointe Levee Design 800,000.00 3 to 3 800,000.00 59
FA2 Streets Steam Bay Expansion 597,792.00 4 to 1 597,792.00 57.75
C24 Welcome Signage 500,000.00 3 to 2 91,666.67 57.38
C26 Mountain Dell Disc Golf Course 500,000.00 3 to 2 216,666.67 56.63
C33 Sugar House Crosswalk Murals 50,000.00 2 to 3 50,000.00 56.13
C18 First Encampment Park 363,916.00 2 to 3 75,000.00 53.25
Division (Priority) / App
Ref Organization Name / Application Title
Requested
Amount Votes
Average
Recommend Committee Score
2022‐23 Capital Improvement Program [Grand Totals Only (anonymous)]
C1 1200 E Curb/Gutter/Sidewalk 237,182.00 2 to 3 218,591.00 53.00
C4 South Belaire Dr road reconstruction 699,650.00 2 to 3 350,000.00 50.50
C8 Repair Alley #4195 after 9th South rebuild project 86,000.00 2 to 3 86,000.00 48
C3 Pave Benchmark Circle 75,000.00 2 to 3 75,000.00 43.50
C7 Harvey Milk Blvd. Rainbow Crosswalk 300,000.00 2 to 3 50,000.00 42.50
C5 Storm drains 1100 east south of Zenith ave 92,735.00 2 to 3 92,367.50 41.00
71,788,941.81 68,955,922.66
Names of Projects Departments Sales Tax Bond GO Bond General Fund GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX
Sales Tax Bonds
City Cemetery Road Repairs / Reconstruction Public Lands $11,200,000
Pioneer Park Improvements Public Lands $10,000,000
600 North Corridor Transformation Transporation $9,753,000
Radio Towers IMS $7,500,000
Central Plant Electrical Transformer Upgrade & Emergency
Backup Generators Public Services $6,100,000
Westside Railroad Quiet Zones Public Services $6,100,000
Warm Spring Historic Plunge Structure Stabilization Public Services $6,000,000
Smith's Ballpark Improvements Public Services $3,000,000
Urban Wood Reutilization Equipment and Storage Additions Public Lands $2,000,000
Fisher Mansion Stabilization Public Services $1,800,000
GO Bond (to be considered by voters - would not impact FY 23 property taxes)
Glendale Regional Park Public Lands $27,000,000
Jordan River Corridor Improvements Public Lands $9,000,000
Allen Park Public Lands $9,000,000
Seven Neighborhood Parks, 1 per district Public Lands $7,000,000
Fleet Block Park Public Lands $5,000,000
Liberty Park Playground Public Lands $2,000,000
Folsom Trail Completion Public Lands $5,000,000
20% contingency Public Lands $16,000,000
400 South Safety Improvements Transporation $513,313
200 South Reconstruction / Transit Corridor Supplement Transporation $2,700,242 $2,643 $252,000 $1,300,000
Three Creeks West Roadways Public Lands &
Public Utilities $1,359,130
300 North Complete Street Reconstruction Supplement Transporation $500,000 $40,000
Rose Park Neighborhood Center Community Garden Public Lands $160,819
Street Improvements 2022/2023 Public Services $3,000,000
Public Lands Asset Management Plan Public Lands $160,160
Transit Capital for Frequent Transit Routes / Operational
Investments Transporation $990,000 $110,000
Facilities Asset Renewal Plan FY23 Public Services $1,192,357
Bridge Replacement (650 North over Jordan River)Public Services $3,700,000
Public Way Concrete 2022/2023 Public Services $436,281
Alleyway Improvements 2022/2023 Engineering $142,919
Urban Farm Development at 2200 West Public Lands $425,040
RAC Playground Phase II Public Lands $521,564
700 South (Phase 7, 4600 W to 5000 W)Engineering $850,000 $1,120,000
900 South River Park Soccer Field Public Lands $287,848
Memorial Tree Groves Design and Infrastructure Public Lands $867,962
Streets Steam Bay Expansion Public Services $597,792
Restoration of CCB Reimburse by Insurance Public Services $2,000,000
Hand Held Radios IMS $3,700,000
Complete Streets Transporation $3,700,000
Parks Maintenance Public Lands $2,000,000
Maintenance of Vacant City Owned Facilities Public Services $700,000
Totals $63,453,000 $80,000,000 $13,234,877 $5,035,000 $3,000,000 $3,360,193 $8,700,000
Total Bonds $143,453,000
Total CIP $33,330,070
Total Investment (Bonds & CIP)$176,783,070
CIP New/Maintenance Projects Recommended for Funding
Attachment 5 - FY2023 Capital Investments Summary Sheet (GO Bond, Sales Tax Bond and CIP)
Last Updated June 6, 2022
Names of Projects Departments Sales Tax Bond GO Bond General Fund GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX
California Avenue Safety Improvement Study Transportation 100,000$
1000 W Fairpark Traffic Circle Transportation 569,534$
900 West Corridor Transportation &
Public Utilities 1,000,000$
2100 South Conceptual Design / Corridor Transformation Transportation 250,000$
Livable Streets Implementation Transportation 2,700,000$ 300,000$
Highland Drive / 1100 E Complete Street & Parley's Trail
Supplement (1700 S-I-80)Transportation 245,000$ 3,255,000$
Public Lands ADA Walkway and Asphalt Replacement Public Lands 873,062$
Jordan River Peace Labyrinth Park Improvements Public Lands 500,000$
Playground Replacement Public Lands 1,874,063$
Madsen Park Renewal Public Lands 500,000$
Folsom Trail Landscaping Phase I Public Lands 1,767,908$
Liberty Wells Traffic Calming Transportation 420,000$
Cottonwood Park Pavilions Public Lands 756,094$
400 North Street Improvement Transportation 599,746$
Court Resurfacing Public Lands 1,478,739$
Ballpark Study Implementation - Phase 1 Transportation 450,000$ 50,000$
Local Streets 2023 Reconstruction Supplement Transportation 200,000$
SLC Cemetery Infrastructure Repairs Public Lands 500,000$
1000 W intersection upgrades at 300 N and 400 N Transportation 539,693$
Tree Succession Design for Liberty Park Public Lands 90,160$
Jordan River Tree Planting and Irrigation Public Lands 210,834$
Riverview Native Plant Center Phase 1A Public Lands 412,160$
Sugar House Safe Side Streets Part 2 Transportation 400,000$
Replacement Traffic Signals (4)Transportation 1,260,000$ 140,000$
Brentwood Circle Storm Water Drainage Public Utilities 160,129$
Multi-modal Transportation Safety Improvements Transportation 270,000$ 30,000$
Taufer Park Revamp Public Lands 50,000$
Library Plaza Repair and Improvements Public Lands 205,755$
Replacement Traffic Signal; Asset Condition Report Transportation 415,000$ 35,000$
NW Quadrant trails and Greenway Planning Public Lands 257,600$
Future Transformations: Corridor and Area Studies Transportation 150,000$
Reopen Dinwoody Park as a Public Park Public Lands 71,198$
Folsom Trail- Request on behalf of River District Business Alliance Transportation 500,000$
Bridge Replacement (200 South over Jordan River)Public Services 3,500,000$
Public Lands 5-Year Strategic Plan Public Lands 154,000$
Bridge Rehabilitation (400 South over the Jordan River)Public Services 1,700,000$
Replace Fairpark Tennis Courts with New Sports Court Public Lands 496,109$
Jordan Park and International Peace Gardens Master Plan and CLR Public Lands 251,160$
1200 East Median, Raise Curb, new irrigation, new tree planting Public Lands 500,000$
Neighborhood Identification Equity Project Transportation 245,215$
Urban Wood Reutilization Public Lands 206,080$
Mixed-Use Three-Story Fire Prop Fire 856,690$
Memory Grove Master Plan and Cultural Landscape Report Public Lands 341,320$
Gateway Triangle Property Park Public Lands 499,563$
Multimodal Capital Maintenance Transportation 225,000$ 25,000$
CIP Projects NOT Recommeded for Funding (in order of CDCIP Board Scores)
Attachment 5 - FY2023 Capital Investments Summary Sheet (GO Bond, Sales Tax Bond and CIP)
Last Updated June 6, 2022
Names of Projects Departments Sales Tax Bond GO Bond General Fund GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX
Rose Park Open Space Concepts Public Lands 154,560$
Back Alley Block Project Public Services 517,500$
Lindsey Gardens Natural Springs Pollinator Garden Public Lands 500,000$
Rail Adjacent Pavement Improvements 2022/2023 Public Services 70,000$
337 S 400 E Pocket Park Improvement Public Lands 54,096$
Rose Park Community Pump Track Public Lands 498,584$
Training Ground Site Improvements Fire 755,991$
Sunnyside Ave Pedestrian Safety Improvements Transportation 514,688$
Yalecrest Traffic Calming Transportation 240,000$
East Bench Traffic Calming and Pedestrian Safety Transportation 467,929$
Jefferson Park Walking Path Public Lands 496,472$
Project Management Software Renewal Public Services 79,999$
Wingpointe Levee Design Public Services 800,000$
Welcome Signage Transportation 500,000$
Mountain Dell Disc Golf Course Public Lands 500,000$
Sugar House Crosswalk Murals Transportation 50,000$
First Encampment Park Public Lands 363,916$
1200 E Curb/Gutter/Sidewalk Public Services &
Public Utilities 275,919$
South Belaire Dr Road Reconstruction Public Services 699,650$
Repair Alley #4195 after 9th South rebuild project Public Services 72,450$
Pave Benchmark Circle Public Services 199,307$
Harvey Milk Blvd. Rainbow Crosswalk Transportation 459,346$
Storm Drains 1100 East South of Zenith Ave Public Utilities 92,735$
Notes:
The Public Services Department includes the Facilities Division (city owned buildings) and the Engineering Division (street and alley projects)
The GF FOF column includes funding proposed for parks maintenance and an amount "off the top" available to any capital project
The Impact Fees column includes transportation impact fees and parks impact fees
Attachment 5 - FY2023 Capital Investments Summary Sheet (GO Bond, Sales Tax Bond and CIP)
Last Updated June 6, 2022
ATTACHMENT 6 – Capital Facilities Plan (CFP) Council Requests from January 2019
1.Policy Goals and Metrics – Council Members requested high-level cost estimates for the City
to implement the below policy goals as well as any metrics. The Administration was invited to
recommend policy goals to the Council. Three cost estimates are included based on prior
discussions but may not represent the best currently available information. The table is intended
for discussion purposes and does not represent a comprehensive list of policy goals for Council
consideration.
Potential Policy Goals Potential Metrics High-level Cost
Estimate
Bring all facilities out of
deferred maintenance
Appropriations vs. funding
need identified in Public
Services’ Facilities Dashboard
that tracks each asset
$6.8 million
annually or $68
million over ten
years
Expand the City's urban trail
network with an emphasis on
East-West connections
Total paved/unpaved network
miles; number and funding
for improved trail features;
percentage of 9-Line
completed
$21 million for 9-
Line
implementation
Increase the overall condition
index of the City's street
network from poor to fair
Overall Condition Index
(OCI); pavement condition
survey every five years
$133 million cost
estimate (in addition
to existing funding
level)
Implement the Foothill Trails
Master Plan
Distance of improved trails
completed; number and
funding for improved
trailheads
$TBD
Advance the City's
sustainability goals through
building energy efficiency
upgrades
Energy savings; carbon
emission reductions $TBD
Focus on renewal and
maintenance projects over
creating new assets
Number, funding level and
ratio of renewed assets vs.
new assets
$TBD
2.Project Location Mapping – Council Members requested a map of all CFP projects. The idea
of multiple maps based on dollar value was discussed such as $50,000 - $999,999, $1 million - $5
million, and over $5 million.
3.Measure CFP to CIP Alignment – Council Members expressed support for annually
measuring the alignment of how many CIP Funding Log projects were previously listed in the CFP
and how many CIP projects receiving appropriations were previously listed in the CFP. A high
alignment would indicate the CFP is successfully identifying the City’s capital needs.
4.Council Adoption of CFP – The question arose if the Council should adopt the CFP each year
with the annual budget or potentially in the summer when reviewing project specific funding.
Does the Administration have a preference?
Parks 2019 Estimate 2021 Estimate
Trailside Pit Toilet $150,000 $168,000
Portland Loo (each) Existing Sewer Line $200,000 $224,000
4 Seat Each Gender. Existing Sewer Line $350,000 $450,000
8 Seat Each Gender. Existing Sewer Line $550K - $600K $700,000
Site Master Plan $50K - $75K $75,000-$100,000
Cultural Landscape Report $75,000-$150,000
City-wide Comprehensive Study $150K - $250K $200,000-$300-000
Installed with sewer connection $15K - $30,000 $35000- $50,000
Playground Replacement $150K - $250K $450,000-$550,000
Native soil field $150,000 $400,000-$500,000
Sand-based field $400,000 $1,000,000
Softball/Baseball Field Improvements (Each Field)$200,000 $250,000
Fencing (6 ft. vinyl coated chain link)$45.00-$55.00/LF
Patch, repair and paint $150,000 $168,000
New post tension court $250,000 $300,000
Hand-built natural surface single track trail (40"
width)$6-12/LF $25.00-$30.00/LF
Machine-built natural-surface trail (40" width)$20-25/LF $10.00-$15.00/LF
Asphalt Trail $3.50/SF $5.00/SF
Concrete Trail (6" thick)$4.50/SF $8.00/SF
Soft Surface - Crushed stone $2.50/SF $6.00-$10.00/ SF
Off-leash Dog Parks $250K - $350K $ 280,000-$392,000
Irrigation Systems Per Acre $52,000+$75,000 +
Tree Replacements (Each 2-inch caliper)$350 $750
Natural Area Restoration Per Acre $100K - $200K $ 112,000- $224,000
Transportation 2019 Estimate 2021 Estimate
Bike - One Mile Cycle Track/Lane Mile (3 lane miles =
1.5 actual miles)500,000+$600,000+
Bike - One Lane Mile (2 lane miles = 1 mile actual mile) 2,000+$2,500+
Bike - Protected Lane Mile (200 West 2015)$400,000 $500,000-1,000,000
Traffic Signals - New 250,000$ 350,000.00$
Traffic Signals - Upgrades 250,000$ 350,000.00$
HAWK Signals 130,000$ 150,000.00$
Crosswalk - Flashing 60,000$ $75,000
Crosswalk - School Crossing Lights 25,000$ $30,000
Crosswalk - Colored/Stamped varies based on width of
road $15K - $25K $18,000-$27,000
Driver Feedback Sign 8,000$ $9,500
Speed Table / Raised Crosswalk 25,000$ $30,000
Pedestrian Refuge Island 10,000$ $12,000
Curb Extension at Intersection 20,000$ $25,000
Crosswalk 1,600$ $1,800
Streets 2019 Estimate 2021 Estimate
Asphalt Overlay (Lane Mile)280,000$ 335,000$
Crack Seal (Lane Mile)5,000$ 6,000$
Road Reconstruction - Asphalt (Lane Mile)500,000$ 600,000$
Road Reconstruction - Asphalt to Concrete (Lane Mile)$700k - $1.2 M $840,000 - $1,440,000
Sidewalk slab jacking (per square foot)4$ $5
Sidewalk replacement (per square foot)$ 7 - $10 $8 - $12
Note: Last updated July 2021
Studies
Restrooms (dependent on site and utility work)
Regular CIP Project Costs
General Rules of Thumb
NOTE: Costs are estimates based on most recent information available (which may be out of date), vary by project, and do
not include on-going maintenance.
Drinking Fountains
Multi-purpose Field Improvements
Tennis Court Improvements (2 Courts)
Path/ Trail Improvements
Attachment 7
Funding
Source
Cost
Center Description Remaining
Appropriation Complete?If Not Complete, Status?
8317359 Gladiola to Indiana 900S Seq C 112,658$
8317361 Street Reconstruction Improv 49$
8314031 Driver Feedback Signs 86,320$
8317032 Bridge Maintenance Program 18,573$
8317036 Street Improvements: Reconstru 14,522$
8318023 Gladiola 900 S Imp 38,047$
8318154 1300 E Class C 442,501$
8319502 Street Overlay 19 287$
8315015 Fire Station #14 furnishings 158$
8315027 Bikeway - Close the gap 25,336$
8316027 Bikeways, Citywide 60$
8316046 1300 S Bicycle Bypass (pedestr 103,182$
8316070 Warm Springs Park, 840 N 300 W 13,195$
8317017 Recreation/Open Space GO Bond 45,978$
8317025 500/700 S Reconstruction 408,037$
8317029 Bus Stop Enhancements 16,990$
8317043 Parks and Public Lands Compreh 9,661$
8317049 UTA TIGER GRANT MATCH 21,634$
8317055 Capital Facilities Plan 4,928$
8318027 Public Way Concrete Restoratio 7,733$
8318028 Bridge Maintenance 76,504$
8318045 Bikeways Urban Trails 90,035$
8318047 Rose Park Pedestrian Byway 237,581$
8318048 Miller Park ADA access 367,835$
8318049 Jordan R. Flood Control 5,908$
8318053 Parks and Rec HVAC 9,900$
8318084 PROPERTY MANAGEMENT - CIP 110,104$
8319406 11th Ave Pavilion and Signage 33,596$
8319401 Glendale Park Playground Path 43,476$
8619405 Sugarhouse Pavilion Con to CO 112,000$
8319701 Library Parking Equipment 170,689$
8319621 Traffic Signals Upgrade 1$
8319407 Imperial Park Shade Structure (1,400)$ Why is this negative?
8319622 1400 E Sunnyside Intersection 64,663$
8619603 Saw Cutting Sidewalk 1,216$
8619604 Proactive Sidewalk 984$
8619402 City-wide Park Walkway Safety 5,386$
8619411 Westside Trail Connections 249,923$
8619624 1700 S Lane Reconfiguration 35,322$
8619408 Lindsay Garden Concession 53,692$
8619409 Fairmont Stream Access Beautif 102,949$
Class C
General Fund
8619702 C & C Square Master Plan 223$
8319619 1900 East Reconsruction 68,503$
8319616 Whitlock Curb and Gutter 18,910$
8319403 RAC Shade Structure and Playgr 35,575$
8319405 Rose Park Multiloop Trail 148,007$
8319301 Delong & Parks Yard Improvemen 19,931$
8319721 Millcreek Sugarhouse GF 486$
8319741 WestsideMultimodal GF 29,658$
8319751 Life on State CIP 82,945$
8319900 Transportation Acctg SalesTax 1,130$
8412002 Indiana Ave/900 S Rehab Design 124,593$
8413001 Study for Fire House #3 15,700$
8415002 Fire Station #3 1,568$
8416004 1300 S Bicycle Bypass (pedestr 42,833$
8416005 9line park 18,411$
8416006 Fire Station #14 44,612$
8416009 Fire Station #3 469$
8417007 Transportation Safety Improvem 1,444$
8418002 Cwide Dog Lease Imp 530$
8418003 Bikeway Urban Trails 187,516$
8418005 Bridge to Backman 275,475$
8406001 Gladiola Street 2,244$
8418013 Police Refunds 3,588$
4,264,564$
Impact Fees
TOTAL of ALL SOURCES
ERIN MENDENHALL
MAYOR
BEN KOLENDAR
DIRECTOR
DEPARTMENT OF ECONOMIC DEVELOPMENT
CITY COUNCIL TRANSMITTAL
_______________________ Date Received: 5/11/2022
Lisa Schaffer, Chief Administrative Officer Date sent to Council: 5/11/2022
__________________________________________________________________
TO: Salt Lake City Council DATE: May 11, 2022
Dan Dugan, Chair
FROM: Benjamin Kolendar, Director, Department of Economic Development
SUBJECT: New Ordinance Requirements for Art Maintenance Reporting
STAFF CONTACTS:
Felicia Baca, felicia.baca@slcgov.com, 385-256-5588
Renato Olmedo-Gonzaléz, Renato.olmedo-gonzalez@slcgov.com, 801-824-9122
DOCUMENT TYPE: Informational
RECOMMENDATION: n/a
BUDGET IMPACT: Portion of existing CIP budget already designated, no additional
impact.
COORDINTATION: n/a
ORDINANCE CONSIDERATIONS:
“2.30.060: FUNDS FOR WORKS OF ART; REQUESTS FOR APPROPRIATIONS:
A.WHEN SO DESIGNATED BY THE CITY COUNCIL, IN ITS APPROPRIATION FOR CAPITAL IMPROVEMENTS, ALL CITY DEPARTMENTS SHALL
EXPEND, AS A NONDEDUCTIBLE ITEM OUT OF ANY MONIES APPROPRIATED FOR THE PLANNING, DESIGN AND CONSTRUCTION OF
CONSTRUCTION PROJECTS, AN AMOUNT EQUAL TO ONE AND ONE-HALF PERCENT (1.5%) OF SUCH APPROPRIATIONS FOR THE ACQUISITION AND
INSTALLATION OF WORKS OF ART AND ORNAMENTATION, TEN TO TWENTY PERCENT (10-20%) OF WHICH WILL BE DEPOSITED IN THE PUBLIC
ART MAINTENANCE FUND AND USED TO PROVIDE MAINTENANCE FOR EXISTING WORKS OF ART. THE MAYOR SHALL PROVIDE A REPORT
TO CITY COUNCIL OF WORKS OF ART THAT REQUIRE MAINTENANCE AND THE ESTIMATED COST OF SUCH MAINTENANCE PRIOR
TO THE FUNDS BEING DEPOSITED IN THE PUBLIC ART MAINTENANCE FUND.
BACKGROUND:
The public art program recommends to the Finance Department that 20% of CIP funds
are deposited in FY23 to the maintenance fund based on the following report. This
report was also sent to Mary Beth Thompson for the maintenance allocation.
Lisa Shaffer (May 11, 2022 15:36 MDT)
We additionally have included a report on FY22 Completed/In-Progress Artwork
Maintenance Projects.
In the last three years, Salt Lake City has implemented important and necessary
revisions to the Salt Lake City Arts Council’s Public Art Program. The incredible support
and meaningful funding provided by the Mayor and City Council established the
foundations of a comprehensive maintenance plan, which effectively secures the future
safeguarding and stewardship City’s art assets. Since its establishment in 1984, the Salt
Lake City Arts Council’s Public Art Program has lacked the proper structural and policy
procedures, including a source of adequate funding, necessary for the proper care and
upkeep of its rich and vast public art collection.
These important revisions to the Public Art Program can be summarized in the
following:
• A significant, one-time allocation of approximately ~$200,000 in FY20 by City
Council for the Public Art Program to identify its maintenance needs and fully
understand the status of its permanent public art collection. Through this
funding, the Public Art Program contracted Dodworth & Stauffer Art Appraisal
and Consulting and commissioned a Condition & Inventory Assessment Report
that surveyed 150 public artworks located in City-owned parks, streets, plazas,
and buildings, as well as 92 artworks located at the City & County Building. Each
artwork was assigned a Priority Code Ranking from 1 to 4 with notes on each
item’s installation and condition with recommended actions for maintenance and
repair. The criteria for each of the priority codes are as follows: [1] Immediate
action: structural issues, visually unsightly; [2] Moderate action: peeling paint,
early corrosion, etc.; [3] Cleaning / waxing; and [4] Condition acceptable. This
Condition & Inventory Assessment is the guiding document for conducting
artwork repairs;
• In early 2021, City Council amended Ordinance 2.30, which established the City’s
Public Art Program in 1984. This amendment established a permanent
maintenance and provided a structure for annual funding, which is determined
by the Council-approved Capital Improvement Program (10-20% of the total
monies given to the program through the 1.5%/Percent-for-Art annual
allocation). Furthermore, this amendment enabled the Public Art Program to
adopt a deaccession policy (removal of an artwork from the permanent
collection). A deaccession policy was officially adopted by the Salt Lake Art
Design Board in December 2021.
FY22 COMPLETED & IN-PROGRESS ARTWORK MAINTENANCE
PROJECTS:
During FY22, the Public Art Program conducted a variety of maintenance needs to eight
public artworks in its permanent collection for a total cost of $176,067.047 (Attachment
A). Through the annual Percent-for-Art funding approved in early 2021, the Public Art
Program allocated $20,266 towards the maintenance fund (15% of the total amount
funded for public art by City Council).
Our program’s FY22 maintenance efforts, which ranged greatly in scope, duration, and
total cost, established the foundations of our program’s maintenance strategy. In FY22
we addressed a combination of Priority 1 artworks (a stolen artwork that was addressed
for repaired had been identified as Priority 2 prior to the theft) and other unexpected
repairs (UR) due to immediate damage or theft. In total, 4 artworks within the Priority 1
Category were addressed. Two other artworks maintained during FY22 were repaired
using funds not in our established maintenance fund (e.g., monies from insurance
settlements, etc.). The Public Art Program works closely with the City’s Risk Manager in
these cases to determine and secure these funding sources. Another artwork, Fire House
Fire, was considered by the Art Design Board for deaccession, but this body ultimately
voted in favor of refabricating it.
These maintenance efforts conducted in FY22 have provided our program with an
outlook that illustrates the various needs and obstacles our program will face as it
continues to address the maintenance needs of the rest of our permanent collection.
Each artwork maintenance project is different, with some requiring more staff time and
funding than others.
FY23 MAINTENANCE PROJECTIONS:
For FY23, the Public Art Program intends to address the maintenance needs of 21
artworks in its permanent collection, for a projected total cost of $110,825 (the entirety
of this funding will come from the Public Art Maintenance Fund). A contingency of
$15,000 has been included in this total, in order to plan for future unexpected repairs
(Attachment B). After City Council approves the FY23 CIP budget, the Percent-for-Art
allocation will be issued to the Arts Council for its Public Art Program. We recommend
that 20% of this total will be directed towards the Maintenance Fund. This amount,
which will not become known until later this year, has not been included in these
projections. Our program aims to use these promised maintenance funds towards any
potential deaccession costs (artwork removal) and/or further addressing the needs of
the remaining Priority 2 artworks.
Our FY23 maintenance workplan and projections will address the needs of all the
remaining artworks identified in the Priority 1 category (11 artworks in total) and a
significant portion of the Priority 2 artworks (10 out of 37 artworks). Most of our current
available funding will be devoted to the artworks in the first category. In total, there are
93 maintenance recommendations identified by the Condition & Inventory Assessment
Report (not including replacement of didactic plaques for 36 artworks). Our FY23
maintenance projections, in addition to our FY22 efforts already conducted, will
effectively address 22% of these recommendations. We have the ability of addressing a
large quantity of these repairs because they will be done by a single contractor. Lastly,
up to four different artworks will be considered or have been recommended for
deaccession from our permanent collection.
KEY CONSIDERATIONS:
The findings of the Condition & Assessment Report and the establishment of an
adequate maintenance plan have been a significant milestone achieved by our program.
During FY22, the Public Art Program made great strides at implementing a
maintenance strategy that is responsive to the needs of our public art collection—an
invaluable City cultural asset—and adequately considers our staff capacity to handle
these. Each artwork requires its own unique strategy for proper maintenance, impacting
the number of repairs that can be conducted at any given point. Additionally, the cost,
project scope, and availability of materials needed for repairs are variables that
continuously impact our ability to make progress on our immediate and future
maintenance plans.
The FY23 Maintenance Projections will nearly deplete our current maintenance fund
(see Attachment B). Although there is now a mechanism in place to guarantee a 10-20%
allocation of Percent-for-Art funding for our program’s maintenance needs, additional
funds will be necessary to address the remaining artworks identified as priorities within
our public art collection in future years
In addition to the maintenance accomplishments and objectives described throughout
this document, the Public Art Program will focus a great deal of its FY23 efforts towards
fulfilling Mayor Mendenhall’s 2022 goal of address gaps in public arts projects. A
number of public artworks currently located in multiple City-owned facilities pre-date
the establishment of the Public Art Program in Salt Lake City (e.g., Gilgal Sculpture
Garden, International Peace Gardens, etc.) or have been created outside the Percent-for-
Art funding structure (RDA funding, for example). Our program will aim to address
proper stewardship and care for these important City art assets through a formal
acquisition process that also ensures their future care and safeguarding. Overall, the
remaining number of unmaintained artworks, and finite funding remain the biggest
obstacles impacting our future maintenance efforts.
Thanks to the generous support, trust, and funding received from the Mayor and City
Council, our Public Art Program developed a comprehensive maintenance strategy that
began to address gaps within our public art collection.
The full maintenance condition & inventory assessment can be found here.
Attachments:
Attachment A: FY2022 Completed and in-progress artwork maintenance projects
Attachment B: FY2023 Artwork maintenance projections
ATTACHMENT A: FY22 Completed & In-Progress Artwork Maintenance Projects
5
FY22 Artwork Maintenance Projects
Priority Artist
Artwork
title District Notes
Funding
Source Actual cost
1 Doug
Soelberg
Deadly
Virtues 4
Repairs to be completed in March
2022. Artwork damaged during May
2020 protests demanding racial
justice.
Maintenance
Fund $20,354.00
1 Ric
Blackberry
Bird in a
Plane 4
Completed fall 2021. Object recovered
from storage, repaired, and
reinstalled.
Maintenance
Fund $ 2,500.00
1 Various Untitled
(Labyrinth) 2 Completed summer 2021. Various
repairs conducted.
Maintenance
Fund $ 6,250.00
1
Ben Jones
and Cary
Stevens
Jones
Fire House
Fire 6
Refabrication of object will be
completed in the coming months.
This artwork was considered for
deaccession by Art Design Board and
was ultimately chosen to be
refabricated.
Maintenance
Fund $ 37,656.47
UR*
Traci
O'Very
Covey
Imagine 4 Completed in fall 2021. Bottom of
vinyl mural reprinted and replaced
Maintenance
Fund $ 620.00
UR* Dan
Gerhart
Bonneville
Reliquary II 7 Reinstallation of object in March
2022. Object damaged in traffic
accident (hit-and-run) in fall 2021.
Maintenance
Fund $ 10,187.00
UR*/2
Jim Jacobs
and Silvia
Davis
Crystal
Grate 4
Reinstallation of object in August
2022.Refabrication of 6 bronze cast
tree grates. Stolen in summer 2021
from Gallivan Center. Refabrication
cost to be paid for a settlement, with
remaining funds provided by the
RDA.
Insurance
settlement;
RDA
$ 55,300.00
6
Priority Artist
Artwork
title District Notes
Funding
Source Actual cost
UR* Ed
Fraughton
Finding the
Way (Parley
P. Pratt
monument)
7
Reinstallation of object in March
2022. Maintenance included
extensive repairs to sculpture and
reinstallation of masonry base.
Artwork damaged in a traffic accident
(hit by a semitruck). Refabrication
cost to be paid for through a
settlement with insurance company,
with remaining funds provided by the
RDA.
Insurance
settlement /
reimbursement
$43,200.00
*UR - Unexpected repair
FY22 EXPENSES PAID FROM MAINTENANCE
FUND
$ 77,567.47
TOTAL EXPENSES FOR FY22 PUBLIC ART
MAINTENANCE
$176,067.47
ATTACHMENT B: FY23 Artwork Maintenance Projections
7
FY23 Artwork Maintenance Projections
Priority Artist Artwork title District Notes Cost Estimate
1 John Swain Untitled 4 Clean, strip, and repaint $ 2,550.00
1 Kinde Nebeker Untitled 3 Cast 14 bronze plaques @
$1,985.00 each $ 27,790.00
1 Various Garden Silhouettes 4 Refabricate and replace missing
silhouettes $ 7,560.00
1 Robert Ellison Tweak 360 2 Clean and repaint sculpture $ 6,625.00
1 Dave Eddy Red Fans 4 Remove, repaint, and reinstall $ 4,480.00
1 John Hess Eurythmy 5 Relocate to a new, City-owned
facility $ -
1 Day Christensen,
Landmark Design 500 West Park Blocks 4
Various repairs to
infrastructure; site
improvements
$ 9,000.00
1 Wayne Chubin Friends of the Park 5 Recommended deaccession $ -
1 Thomas Tessman Pierpont Benches 4 Recommended deaccession $ -
1 Eric Thelander Sugar House Benches 7 Recommended deaccession $ -
1 Various Untitled at Bend in
the River 2 Further assessment needed
(potential deaccession) $ -
2 Day Christensen Trees (Maple) 5 Address rust issues and
determine further deterioration $ 2,470.00
2 Holly Christmas Flight of Fancy 4 Repair top and reinstall $ 3,565.00
2 Greg Ragland Three Peas in a Pod 2 Repair ends of three peas
elements $ 2,615.00
2 Cordell Taylor Order to Chaos 4 Repair or replace corroded areas
& repaint $ 4,575.00
2 Sam Allen Untitled 4 Clean and repaint sculpture $ 1,545.00
2 Ethan Barley Anthocyanin 4 Repaint both sculptures to
prevent additional loss $ 1,800.00
2 Lena Konopasek McClelland Trail:
Spurt 5 Remove graffiti and repaint $ 2,775.00
8
Priority Artist Artwork title District Notes Cost Estimate
2 Unknown Herman Franks 5 Sculpt, mold, and replace
missing bronze bat $ 5,975.00
2 Wayne Chubin, Tim
Gallagher Signal Site 1 Various repairs to infrastructure $ 4,500.00
2 Ed Dolinger Untitled 4 Repaint 24 objects $ 8,000.00
Contingency for unexpected repairs
$ 15,000.00
TOTAL EXPENSES FOR
FUTURE PUBLIC ART
MAINTENANCE*
*All monies to come from
Maintenance Fund
$ 110,825.00
Funds available in Maintenance
Cost Center $ 111,762.95
Anticipated balance (not
including FY23 allocation) $ 937.95
Type FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Constituent 10 13 19 14 0 24 41
Departmental 67 37 35 40 19 50 49
Totals 77 50 54 54 19 74 90
10 13 19 14
0
24
41
67
37
35 40
19
50
49
0
10
20
30
40
50
60
70
80
90
100
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Capital Improvement Program (CIP)
Total Project Requests by Fiscal Year (FY)
Constituent Departmental
Attachment 10 - Comparison of CIP Project Requests by Year and Type
Bond
When does the
Council need to
decide?
Who picks
projects and
amounts?
What kinds
of projects
are eligible?
Who has final
approval
power?
How is it repaid?When must funds be
spent?What else to know?
Sales Tax
Revenue
Bond
No legal deadline for
Council to decide
Council selects
projects and
funding
amounts
Capital
improvement
projects but not
operations or
maintenance*
Council makes
final decision
The General Fund transfers to
CIP each year to cover debt
payments on sales tax revenue
bonds
A taxable sales tax bond
must have funds spent
within three years of
issuance
A tax-exempt bond does not
have a spending deadline
Second cheapest way for the
City to issue debt
Subject to debt coverage
ratio which is less than GO
Bonds
General
Obligation
(G.O.) Bond
August 16 is the last
regularly scheduled
Council meeting to
place on the November
2022 ballot
Decision must be at
least 75 days before
Election Day
Council selects
projects and
funding
amounts
Capital
improvement
projects but not
operations or
maintenance*
Voters make final
decision
Voters approve a property tax
increase on themselves when
approving G.O. bonds, and that
levy directly pays the bond
debt
The levy is automatically
eliminated when the bond is
paid off, so property taxes go
back down
Bond must be issued within
10 years of voter approval
Issuing bonds sooner is
preferrable because inflation
decreases purchasing power
over time
This is the cheapest way for
the City to issue debt
Tax exempt properties do
not pay
Subject to a debt coverage
ratio which is relatively high
*Up to 5% can be spent on operations and maintenance directly related to the bond-funded projects per IRS regulations and Utah law further limits this to a one-year period
Comparison Table of Sales Tax and GO Bond Questions
Last Updated June 7, 2022 Salt Lake City Council Office
CAPITALIMPROVEMENTPROGRAM
FY 2023 MAYOR’S RECOMMENDED BUDGET
GENERAL FUND / GENERAL FUND FOF / CLASS C / IMPACT FEES / QUARTER CENT SALES TAX
ANNUAL ALLOCATION PROCESS
Transportation Projects
__________________________________________________________________
TRANSPORTATION DIVISION
Parks Projects
__________________________________________________________________
PARKS DEPARTMENT
Facilities Projects
__________________________________________________________________
FACILITIES DIVISION
Public Safety Projects
__________________________________________________________________
POLICE & FIRE DEPTS
P
R
O
J
E
C
T
I
M
P
L
E
M
E
N
T
A
T
I
O
N
Establish
Revenue and
Ongoing
Expenses
________________________________________________________
FINANCE
CITY COUNCIL
FUNDING
ALLOCATIONS
Budgeting -Revenue
and Ongoing Expenses
______________________________________________________________________________________
FINANCE
Capital Asset
Accounting & Oversight
_____________________________________________________________________________________
FINANCE
F
I
N
A
N
C
I
A
L
M
A
N
A
G
E
M
E
N
T
PLANNING*
Department-Level Planning:
ENGINEERING • FACILITIES • FIRE • PARKS • POLICE • TRANSPORTATION
Plan Coordination
_________________________________________________________________________
PUBLIC SERVICES
CAPITAL PLAN
Plan Coordination
_________________________________________________________________________
CAN
IMPACT FEE PLAN
Art Projects
__________________________________________________________________
ARTS COUNCIL
PROJECT MANAGEMENT
Vacant/Leased Projects
__________________________________________________________________
CAN
CONSTRUCTION MANAGEMENT
All Projects (non-art)
__________________________________________________________________
ENGINEERING / FACILITIES
CAPITALPROJECTWORKFLOW
Administer
Application &
Public Process
__________________________________________________________
CAN
CDCIP BOARD & MAYOR
FUNDING
RECOMMENDATIONS
*Impact Fee and Capital
plans require adoption by
City Council
DASHBOARD
EQUITY MAPPING
FY 2020-2022 ALLOCATIONS
Salt Lake City –CIP Program
COUNCIL DISTRICT PROJECTS
1 9 6%
2 30 19%
3 8 5%
4 19 12%
5 16 10%
6 10 6%
7 21 13%
Citywide 45 28%
Total 156 100%
$66,454,956
Engineering
Transportation
Facilities
Public Lands
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
1 2 3 4 5 6 7
C
i
t
y
w
i
d
e
$15,661,608
$23,277,276
$6,558,672
$20,957,400Council District
FY 2023 ONGOING EXPENSE SUMMARY
PROJECT TOTAL
D
e
b
t
S
e
r
v
i
c
e
Sales Tax Bonds $8,365,588
B & C Roads Series 2014 $981,208
ESCO Debt Service $896,500
Debt Service Projects Total $10,243,296
O
n
g
o
i
n
g
Crime Lab $600,000
Facilities Maintenance $350,000
Parks Maintenance $2,250,000
Community and Neighborhoods Maintenance $700,000
Ongoing Projects Total $3,900,000
O
t
h
e
r
O
n
g
o
i
n
g
,
M
a
i
n
t
e
n
a
n
c
e
,
A
r
t
,
C
o
n
t
i
n
g
e
n
c
y
Complete Streets $3,000,000
Public Services-Smiths Ballfield $154,000
Public Services-ESCO County Steiner $148,505
Public Services -Memorial House $68,554
Bridge Preservation 2022/23 $173,008
Cost Overrun $208,143
1.5% Art $156,107
Other Ongoing/Maintenance/Art/Contingency Total $3,908,317
TOTAL $18,051,613
$18,051,613
FY 2023 APPLICATION SUMMARY
Salt Lake City –CIP Program
Engineering
Transportation
Facilities
Public Lands
$20,456,165
$21,614,903
$9,610,473
$20,463,484
Total # Applications 88
# of Internal Applications 48
# of Constituent Applications 40
Total # Projects Recommended 20
Total $ Funding Requested $72,145,024
Total Funding Recommended $26,930,070
# Constituent Projects Recommended 4
Constituent Total $ of Recommended $2,321,110
OVERVIEW
BY PROJECT
TYPE
FY 2023 REQUESTS -CONSTITUENT
Salt Lake City –CIP Program
$3,836,166
$5,414,903
$0
$7,223,820
Engineering Transportation
Facilities Public Lands
$16,474,889
Council District
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
1 2 3 4 5 6 7 Multi
FY 2023 MAYOR RECOMMENDATIONS –NEW PROJECTS
Salt Lake City –CIP Program
Constituent New Renewal Phased Planning Total
Engineering $1,359,130 $3,700,000 $3,579,200 $1,970,000 $0 $10,608,330
Facilities $0 $1,192,357 $597,792 $0 $0 $1,790,149
Fire $0 $0 $0 $0 $0 $0
Parks $448,667 $1,389,526 $0 $0 $585,200 $2,423,393
Transportation $513,313 $5,354,885 $540,000 $0 $0 $6,408,198
Other $5,700,00 $5,700,000
TOTAL $2,321,110 $17,336,768 $4,716,992 $1,970,000 $585,200 $26,930,070
9%64%18%7%2%
*Note: Other includes $2,000,000 for CCB Restoration Reimbursement and $3,700,000 for handheld radios.
$26,930,070
FY 2023 MAYOR RECOMMENDATIONS –NEW PROJECTS
Salt Lake City –CIP Program
Constituent Internal
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
1 2 3 4 5 6 7
C
i
t
y
w
i
d
e
Council District
FY 2023 MAYOR RECOMMENDATIONS –NEW PROJECTS
SOURCE DISTRICT PROJECT AMOUNT
Constit.2 400 S Safety Improvements $513,313
Trans 4 200 South Reconstruction / Transit Corridor Supplement $4,254,885
Constit.2 Three Creeks West -Roadways $1,359,130
Trans 1 300 N Complete Street Reconstruction Supplement $540,000
Constit.1 Rose Park Neighborhood Center Community Garden $160,819
Eng Citywide Street Improvements 2022/2023 $3,000,000
PPL Citywide Public Lands Asset Management Plan $160,160
Trans Citywide Transit Capital for Frequent Transit Routes / Operational Investments $1,100,000
Facilities Citywide Facilities Asset Renewal Plan FY23 $1,192,357
Eng 1 Bridge Replacement (650 North over the Jordan River)$3,700,000
Eng Citywide Public Way Concrete 2022/2023 $436,281
Eng Citywide Alleyway Improvements 2022/2023 $142,919
PPL 2 Urban Farm development at 2200 West $425,040
PPL 1 RAC Playground Phase II $521,564
Eng 2 700 South (Phase 7, 4600 West to 5000 West)$1,970,000
Constit.2 900 South River Park Soccer Field $287,848
PPL Citywide Memorial Tree Groves Design and Infrastructure $867,962
Facilities 2 Streets Steam Bay Expansion $597,792
Other Citywide CCB Restoration –Insurance Reimbursement $2,000,000
Other Citywide Handheld Radios $3,700,000
TOTAL $26,930,070
LOOKING FORWARD
•Finalize and integrate the CIP Dashboard and Equity Mapping into the CIP process.
•Utilize data and metrics to inform the CIP process.
•Better integrate the CIP into capital asset management planning.
•The Board may wish to reassess the policies outlined in Resolution 29 of 2017: Salt
Lake City Council Capital and Debt Management Policies.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 5/11/2022
Rachel Otto, Chief of Staff
Date Sent to Council: 5/11/2022
TO: Salt Lake City Council DATE: 5/11/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Racial Equity in Policing Commission.
STAFF CONTACT: April Patterson
April.Patterson@slcgov.com
DOCUMENT TYPE: Board Appointment: Racial Equity in Policing Commission
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Lisia Satini as a member of the
Racial Equity in Policing Commission.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
May 11, 2022
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Dugan,
Listed below is my recommendation for membership appointment to the Racial Equity in Policing
Commission.
Lisia Satini - to be appointed for a two year term, starting from the date of City Council advice and
consent and ending on Monday, December 30, 2024.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 4/27/2022
Rachel Otto, Chief of Staff
Date Sent to Council: 4/27/2022
TO: Salt Lake City Council DATE: 4/27/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Housing Authority of Salt Lake City
STAFF CONTACT: April Patterson
April.Patterson@slcgov.com
DOCUMENT TYPE: Board Appointment: Housing Authority of Salt Lake City
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Janis Bennion as a member of
the Housing Authority of Salt Lake City.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
April 27, 2022
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Dugan,
Listed below is my recommendation for membership appointment to the Housing Authority of
Salt Lake City.
Janis Bennion - to be appointed for a four year term, starting from the date of City Council advice
and consent.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________
Rachel Otto, Chief of Staff
Date Received: 4/18/2022 Date
Sent to Council: 4/18/2022
TO: Salt Lake City Council DATE: 4/18/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Arts Council.
STAFF CONTACT:
DOCUMENT TYPE:
April Patterson
April.Patterson@slcgov.com
Board Appointment: Arts Council
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Thomas Kessinger as a
member of the Arts Council.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
April 18, 2022
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Dugan,
Listed below is my recommendation for membership appointment to the Arts Council.
Thomas Kessinger - to be appointed for a three year term, starting from the date of City Council
advice and consent.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________
Rachel Otto, Chief of Staff
Date Received: 4/18/2022 Date
Sent to Council: 4/18/2022
TO: Salt Lake City Council DATE: 4/18/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Sugar House Park Authority Board of
Trustees.
STAFF CONTACT:
DOCUMENT TYPE:
Jessi Eagan
Jessi.Eagan@slcgov.com
Board Appointment: Sugar House Park Authority Board of Trustees.
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Siavash Ghaffari as a member of
the Sugar House Park Authority Board of Trustees.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
April 18, 2022
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Dugan,
Listed below is my recommendation for membership appointment to the Sugar House Park
Authority Board of Trustees.
Siavash Ghaffari - to be appointed for a four year term starting from the date of City Council advice
and consent.
I respectfully ask your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 5/11/2022
Rachel Otto, Chief of Staff
Date Sent to Council: 5/11/2022
TO: Salt Lake City Council DATE: 5/11/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Re-Appointment Recommendation: Transportation Advisory Board
STAFF CONTACT: April Patterson
April.Patterson@slcgov.com
DOCUMENT TYPE: Board Re-Appointment: Transportation Advisory Board
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and re-appoint Daniel Mendoza as a member
of Transporation Advisory Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
May 11, 2022
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Dugan,
Listed below is my recommendation for membership re-appointment to Transportation Advisory
Board.
Daniel Mendoza - to be re-appointed for a three year term ending Monday, September 29, 2025
starting from the date of City Council advice and consent.
I respectfully ask your consideration and support for this re-appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 5/11/2022
Rachel Otto, Chief of Staff
Date Sent to Council: 5/11/2022
TO: Salt Lake City Council DATE: 5/11/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Re-Appointment Recommendation: Transportation Advisory Board
STAFF CONTACT: April Patterson
April.Patterson@slcgov.com
DOCUMENT TYPE: Board Re-Appointment: Transportation Advisory Board
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and re-appoint Suzanne Stensaas as a
member of Transporation Advisory Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
May 11, 2022
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, Utah 84114
Dear Councilmember Dugan,
Listed below is my recommendation for membership re-appointment to Transportation Advisory
Board.
Suzanne Stensaas - to be re-appointed for a three year term ending Monday, September 29, 2025
starting from the date of City Council advice and consent.
I respectfully ask your consideration and support for this re-appointment.
Respectfully,
Erin Mendenhall, Mayor
Cc: File