12/06/2022 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
December 6, 2022 Tuesday 1:00 PM
Council meetings are held in a hybrid meeting format. Hybrid meetings allow people to join online or in
person at the City & County Building. Learn more at www.slc.gov/council/agendas.
Council Work Room
451 South State Street Room 326
Salt Lake City, UT 84111
SLCCouncil.com
7:00 pm Formal Meeting
(See separate agenda)
Welcome and public meeting rules
In accordance with State Statute and City Ordinance, the meeting may be held electronically. After 5:00 p.m., please enter the
City & County Building through the main east entrance.
The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items
scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting
based on circumstance or availability of speakers.
Please note: Dates not identified in the FYI - Project Timeline are either not applicable or not yet determined. Item start times
and durations are approximate and are subject to change at the Chair’s discretion.
The Website addresses listed on the agenda may not be available after the Council votes on the item. Not all agenda items will
have a webpage for additional information read associated agenda paperwork.
Generated: 08:08:54
Work Session Items
1.Informational: Updates from the Administration ~ 1:00 p.m.
30 min.
The Council will receive information from the Administration on major items or projects
in progress. Topics may relate to major events or emergencies (if needed), services and
resources related to people experiencing homelessness, active public engagement efforts,
and projects or staffing updates from City Departments, or other items as appropriate.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Recurring Briefing
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
2.Informational: Equity Update ~ 1:30 p.m.
20 min.
The Council will hold a discussion about various initiatives led by the City's Office of
Equity and Inclusion. These initiatives include, but are not limited to, improving racial
equity and justice in policing. Discussion may also include updates on the City's other
work to achieve equitable service delivery, decision-making, and community engagement
through the Citywide Equity Plan, increased ADA resources, language access, and other
topics addressed in the ongoing work of the Human Rights Commission and the Racial
Equity in Policing Commission.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Recurring Briefing
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
3.Informational: State Legislative Briefing ~ 1:50 p.m.
30 min.
The Council will receive a briefing about issues affecting the City that may arise during
the 2023 Utah State Legislative Session.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, October 4, 2022 and Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
4.Ordinance: Budget Amendment No.4 for Fiscal Year 2022-
23 Follow-up ~ 2:20 p.m.
30 min.
The Council will receive a follow-up briefing about an ordinance that would amend the
final budget of Salt Lake City, including the employment staffing document, for Fiscal
Year 2022-23. 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 sales tax revenue bond funds for
critical infrastructure and investments in historic city-owned properties, additional
funding for phase one of creating the Glendale Regional Park, police officer overtime,
renovations to fire stations for gender equity improvements and emergency rental
assistance funds from the U.S. Treasury among other items.
For more information on this item visit https://fy23-slc-budget-slcgov.hub.arcgis.com/
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, November 10, 2022 and Tuesday, December 6, 2022
Set Public Hearing Date - Thursday, November 10, 2022
Hold hearing to accept public comment - Tuesday, December 6, 2022 at 7 p.m.
TENTATIVE Council Action - Tuesday, December 13, 2022
5.Resolution: $6 Million Deeply Affordable Housing Grant
Awards ~ 2:50 p.m.
30 min.
The Council will receive a briefing about a resolution that would adopt funding
allocations to create deeply affordable housing for residents experiencing or at risk of
homelessness. The new units would be permanent supportive housing and/or
transitional housing for tenants with 40% area median incomes or less.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, December 13, 2022
6.Tentative Break ~ 3:20 p.m.
20 min.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - n/a
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
7.Informational: Cultural Core and THE BLOCKS Update ~ 3:40 p.m.
20 min.
The Council will receive an update of the Cultural Core plan. The update will include an
executive summary of year-five, and the budget plan for year-six. The update is the result
of an agreement between Salt Lake City and Salt Lake County to develop, improve and
market arts and cultural activities in downtown Salt Lake City. The goal of the Cultural
Core is to enhance downtown as a key cultural center for the city, region and nation.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
8.Informational: Downtown Alliance Updates ~ 4:00 p.m.
30 min.
The Council will receive a briefing from the Downtown Alliance about program updates
and developments in the downtown such as the Ambassador Program, Open Main Street,
and planning for the NBA All Star Weekend among other topics. The Downtown Alliance
is funded by a special assessment of commercial properties downtown to pay for
economic promotion activities and holiday lighting. The assessment was originally
established in 1991 and has been reviewed, adjusted and renewed every three years.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
9.Informational: Salt Lake City Watershed Management Plan
Update ~ 4:30 p.m.
40 min.
The Council will receive an update about the Watershed Management Plan. The primary
goal of the Watershed Management Plan is to protect the high quality source of the City’s
drinking water supply that originates from the Central Wasatch Mountains watershed
areas. The watershed is managed conjunctively with partners like Sandy City and Salt
Lake County. The current phase of the plan development is focused on engagement and
feedback. There is not a draft plan for this item.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
10.Ordinance: Establishing Limits for New Water Availability ~ 5:10 p.m.
20 min.
The Council will receive a briefing about an ordinance that would amend City code
17.16.10(c) and 17.16.020 to include water use limits mirroring limits the Council
adopted through the land use code in a recent previous amendment. That 2021
ordinance prohibits new commercial or industrial land uses that would consume more
than an annual average of 200,000 gallons per day. This proposed ordinance expands
that prohibition to the City’s entire water service area, which goes beyond Salt Lake City
into neighboring jurisdictions.
FYI – Project Timeline: (subject to change per Chair direction or Council
discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, December 6, 2022
11.Informational: Central Wasatch Commission Update ~ 5:30 p.m.
30 min.
The Council will receive an update from the Central Wasatch Commission (CWC) about
engagement and other activity related to local mountain areas, such as Millcreek, Big
Cottonwood and Little Cottonwood canyons.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
12.Board Appointment: Disciplinary Appeals Hearing Officer –
David Quealy ~ 6:00 p.m.
5 min.
The Council will interview David Quealy prior to considering appointment as a
Disciplinary Appeals Hearing Officer for a term ending December 6, 2027.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, December 6, 2022
13.Board Appointment: Airport Board - Jess Bird ~ 6:05 p.m.
5 min
The Council will interview Jess Bird prior to considering appointment to the Airport
Board for a term ending December 6, 2026.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, December 6, 2022
14.Board Appointment: Arts Council – Marti Woolford
~ 6:10 p.m.
5 min
The Council will interview Marti Woolford prior to considering appointment to the Arts
Council for a term ending December 6, 2025.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, December 6, 2022
15.Board Appointment: Arts Council – Ebay Hamilton ~ 6:15 p.m.
5 min
The Council will interview Ebay Hamilton prior to considering appointment to the Arts
Council for a term ending December 6, 2025.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, December 6, 2022
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, December 6, 2022
Standing Items
16.Report of the Chair and Vice Chair
Report of Chair and Vice Chair.
17.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;
•Approval of the 2023 Annual Meeting Calendar; and
•Scheduling Items.
18.Tentative Closed Session -
-
The Council will consider a motion to enter into Closed Session. A closed meeting described
under Section 52-4-205 may be held for specific purposes including, but not limited to:
a. discussion of the character, professional competence, or physical or mental
health of an individual;
b. strategy sessions to discuss collective bargaining;
c. strategy sessions to discuss pending or reasonably imminent litigation;
d. strategy sessions to discuss the purchase, exchange, or lease of real property,
including any form of a water right or water shares, if public discussion of the
transaction would:
(i) disclose the appraisal or estimated value of the property under
consideration; or
(ii) prevent the public body from completing the transaction on the best
possible terms;
e. strategy sessions to discuss the sale of real property, including any form of a water
right or water shares, if:
(i) public discussion of the transaction would:
(A) disclose the appraisal or estimated value of the property under
consideration; or
(B) prevent the public body from completing the transaction on the best
possible terms;
(ii) the public body previously gave public notice that the property would be
offered for sale; and
(iii) the terms of the sale are publicly disclosed before the public body
approves the sale;
f. discussion regarding deployment of security personnel, devices, or systems; and
g. investigative proceedings regarding allegations of criminal misconduct.
A closed meeting may also be held for attorney-client matters that are privileged pursuant to
Utah Code § 78B-1-137, and for other lawful purposes that satisfy the pertinent
requirements of the Utah Open and Public Meetings Act.
CERTIFICATE OF POSTING
On or before 5:00 p.m. on Thursday, December 1, 2022, the undersigned, duly appointed City
Recorder, does hereby certify that the above notice and agenda was (1) posted on the Utah Public
Notice Website created under Utah Code Section 63F-1-701, and (2) a copy of the foregoing provided
to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any
others who have indicated interest.
CINDY LOU TRISHMAN
SALT LAKE CITY RECORDER
Final action may be taken in relation to any topic listed on the agenda, including but
not limited to adoption, rejection, amendment, addition of conditions and variations
of options discussed.
The City & County Building is an accessible facility. People with disabilities may make requests for
reasonable accommodation, which may include alternate formats, interpreters, and other auxiliary
aids and services. Please make requests at least two business days in advance. To make a request,
please contact the City Council Office at council.comments@slcgov.com, 801-535-7600, or relay
service 711.
Administrative
updates
December 6, 2022
COVID-19
update
Cases in Utah are up 58% in the last two weeks.
(NYT Coronavirus in the US: Latest Map and Case Count 10/4/2022)current status
summary
Cases in the US are up 28% in the last two weeks.
(NYT Coronavirus in the US: Latest Map and Case Count 12/6/2022)
Sources: NYT Tracking Coronavirus in Utah , NYT Coronavirus in the US, CDC COVID-19 Integrated County View
COVID-19
Update
Source: Salt Lake County Health Department
Source: Utah Department of Environmental Quality
www.slc.gov/feedback/
Regularly updated with highlighted
ways to engage with the City.
Community Engagement Highlights
Public Utilities
•Water Reclamation Facility
•City Creek Water Treatment
slc.gov/utilities
Transportation
•Virginia Street Reconstruction
•Draft design concepts are online!
•Feedback Page or www.slc.gov/mystreet/virginia
slc.gov/transportation
Mayor's Office slc.gov/mayor
Upcoming Events
Event Date Start
Winter Farmer’s Market Weekly starting 11/12/22 –4/15/23
Park Rangers Jingle and Mingle 12/9/22
Park Rangers Jingle and Mingle 12/23/22
Last Hurrah 2022 12/31
ADA Update: ADC Annual Report
•12/15 Commissioners appointed (3 to be recommended)
•Codified in February, Members appointed in April, First meeting in May
•Met with SLC Departments and Divisions:
•Transportation (TMP and Transit)
•Engineering
•Housing Stability
•Sustainability
•Mayor Mendenhall
ADA Update: ADC Annual Report
COMPLETE:
•Codify Accessibility and Disability Commission
•Create Commission Policies and Procedures
•Receive OPMA and GRAMA trainings
•Create Commission and SLC Accessibility websites
IN PROGRESS/ONGOING:
•Train SLC Airport employees on what to do when someone is experiencing seizures in the airport
Closed Captioning ordinance for all public TVs in Salt Lake City
•More audible traffic signals throughout Salt Lake City
•Improve Citywide snow removal communications for access in the public right of way after a
snowstorm
ADA Update: ADC Annual Report
INCOMPLETE:
•Free AIRA software available citywide
•Increase audio description showings at all theaters in Salt Lake City
•Improve communication and pedestrian access through construction zones in the public right of way
(PROW)
2023 GOALS:
•Continue working on the 2022 Priorities that are in progress or incomplete.
•Continue to identify and address ways Salt Lake City can improve inclusion and accessibility for all.
•Partner with the Racial Equity in Policing Commission (REP) to facilitate a neurodiversity/sensory
needs subcommittee.
•Work with the Emergency Management department and State Access and Functional Needs Core
Advisory Group to develop or update City preparedness plans for people with disabilities.
•Create or facilitate trainings for City departments on a variety of disability related topics.
Item B2
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: Ben Luedtke and Sylvia Richards
Budget Analysts
DATE:December 6, 2022
RE: Budget Amendment Number Four FY2023
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 – CLOSE PUBLIC HEARING AND ADOPT
I move that the Council close the public hearing and adopt an ordinance amending the Fiscal Year 2023
final budget of Salt Lake City including the employment staffing document only for items as shown on
the motion sheet.
Staff note: Council Members do not need to read the individual items being approved below; they are
listed for reference.
A-1: Elections Awareness ($38,509 from General Fund Balance)
A-2: Rescope Unspent Operation Rio Grande Funds for Homelessness Services ($490,847 from General
Fund Balance)
A-3: Dee Glen Tennis Court Reconstruction ($500,000 from General Fund Balance)
A-4: New Public Lands Senior Warehouse Operator FTE ($18,750 from Golf Fund and Rescope $18,750
from existing Public Lands Budget)
A-6: Transfer CIP and Impact Fee Functions and Two FTEs from CAN to Finance ($223,299)
A-7: Urban Forestry Division Director Reclassification (FY2023 Annual Budget Included Costs)
A-8: Two New Contract Development Specialists in Finance ($103,900 from General Fund and $5,000
from IMS Fund)
A-9: Lease, Utilities and Tenant Improvements for Two Police Substations ($678,462 from General
Fund Balance)
A-10: Renovations to Five Fire Stations for Gender Equity Improvements ($750,000 from General Fund
Balance)
A-11: Real Property Purchase ($430,000 from General Fund Balance)
A-12: Two New Public Lands Planner FTEs and One New Public Services Senior Project Manager
($302,600 from General Fund Balance)
Note the positions will sunset when the Parks, Trails, and Open Space General Obligation Bond
projects are completed or the spending deadline passes
A-13: New Computers and Associated Devices for Airport Police ($155,028.26 from IMS Fund)
A-14: Police Officer Patrol Overtime to Cover Vacant Positions and Officers on Leave ($2,539,019 from
General Fund Balance)
D-1: Market Pay Adjustment – General Fund Transfer to Golf Fund ($25,700 from Public Lands Budget
and $25,700 from Golf Fund Balance)
D-2: FY 2023 General Fund Funded Vehicle Purchases ($1,011,900 from Fleet Fund)
D-3: FY 2022 Fleet Vehicle Purchases ($90,000 from Fleet Fund)
D-4: Sales Tax Revenue Bonds, Series 2022 C Federally Taxable ($24,240,000 Bond Proceeds)
D-5: Sales Tax Revenue Bonds, Series 2022 B Non-Taxable ($44,997,846 Bond Proceeds)
D-6: General Obligation Series 2022 Streets Bonds ($23,494,958 Bond Proceeds)
D-7: Sales Tax Revenue Bonds, Series 2022 B & C Debt Payment ($1,196,588 CIP Fund)
D-8: FY 2022 Year End Fleet Encumbrance Rollover to FY 2023 ($9,468,600 Fleet Fund)
D-9: FY 2022 Year End IMS Encumbrance Rollover to FY 2023 ($2,614,420 IMS Fund)
D-10: 2022-2023 Winter Shelter Overflow Patrol Resources ($378,560 from ARPA)
E-1 Homeless Shelter Cities Mitigation Grant Increase for Homeless Resource Centers Flex Capacity and
Winter Overflow Shelter ($694,122 from State Formula Grant)
E-2: Rehabilitation of High Hazard Potential Dams: Lake Mary-Phoebe Planning and Design ($260,687
from Department of Homeland Security Grant)
E-3: Emergency Rental Assistance Program Additional Funding for City Renters ($5 Million from U.S.
Treasury)
Note this item goes into a holding account pending receipt of a signed award agreement
E-4: Clean Neighborhoods Team Police Officer Overtime Mitigation Additional Funding ($1.664 Million
from ARPA)
Section G: Council Consent Agenda No. 3
G-1: Utah Department of Health - Bureau of Emergency Medical Services (EMS) grant, FY23 Per Capita
Allocation ($10,948 from Misc. Grants)
Consent Agenda No. 4
G-1: Suga Education & Training Award, Suga Board of Directors ($30,000 from Misc. Grants)
G-2: State of Utah, The Utah Highway Safety Office, 2023 Distracted Driving Prevention Program
($17,000 from Misc. Grants)
G-3: US Department of Justice, 2022 Bureau of Justice Assistance Grant (JAG) ($350,205 from Misc.
Grants)
G-4: U.S. Department of Justice, Office on Violence Against Women, 2020 YWCA Utah ($298,876 from
Misc. Grants)
I-1: Vouchers for RV Black Water Disposal at Designated Sites Pilot Program ($10,000 from General
Fund Balance)
I-2: Electric Vehicle EV Charging Infrastructure on 200 South ($38,000 Grant from Rocky Mountain
Power)
I-4: Rescope of Local Match for Reconnecting Communities Pilot Discretionary Federal Grant ($1.24
million from Funding Our Future)
MOTION 3 – CLOSE PUBLIC HEARING and NOT ADOPT
I move that the Council 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
COUNCIL.SLCGOV.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, Sylvia Richards
Budget and Policy Analysts
DATE:December 6, 2022
RE: Budget Amendment Number Four FY2023
________________________________________________________________________________
NEW INFORMAITON
Item I-1 Remaining and A-5 Withdrawn: At the November 10 and 22 briefings, the Council reviewed revenue and
Fund Balance updates and all items except I-1 which is a proposal to use $10,000 for a pilot program providing
vouchers to RVs for disposing of black water designated sites instead of the Jordan River. The Administration
withdrew item A-5 because it is no longer needed. The item was a contingency in case the Parks, Trails, and Open
Space Bond did not pass. Voters approved that General Obligation Bond by over 71% in favor.
Six New FTEs: The Council discussed whether the six new FTEs proposed should wait to be considered in context of
the annual budget. The new FTEs are:
- Item A-4 a senior warehouse operator in Public Lands,
- Item A-8 two new contract development specialists in Finance, and
- Item A-12 three positions dedicated to implementing the voter-approved Parks, Trails, and Open Space GO
bond. The positions are two Public Lands planners and one senior project manager in Engineering.
Straw Polls: The Council also passed three straw polls in support of urgent items:
- Item A-13 because of the lengthy lead time for ordering electronic equipment,
- Item E-3 because the $5 million of new emergency rental assistance from the U.S. Treasury must be spent
by the end of calendar year 2022,
- Item I-2 because the acceptance deadline of the Rocky Mountain Power electric vehicle charging
infrastructure grant is before the Council is scheduled to vote on this Budget Amendment, and
- Item I-4 to rescope $1.24 million from Funding Our Future for federal grant to study and design solutions
to the west-east transportation divide in the City.
Responses to Council Follow Up Questions:
A-2: Rescope Unspent Operation Rio Grande Funds for Homelessness Services ($490,847 from General Fund
Balance)
The Council asked several questions about the proposed rescope of the unused funds. The Council’s questions and
responses from the Administration are listed below.
- Are there metrics available to share with the Council regarding the $274,000 proposed for the VOA's Salt
Lake City specific outreach team?
Project Timeline:
Set Date: November 10, 2022
1st Briefing: November 10, 2022
2nd Briefing: November 22, 2022
3rd Briefing: December 6, 2022
Public Hearing: December 6, 2022
Potential Action: December 13, 2022
Page | 2
o Response: In FY2022, 145 individuals were connected to short term services, such as detox and
shelters, 109 individuals received case management, and 22 individuals were permanently housed.
For FY2023, the City will gather similar data from the VOA City-Specific Outreach Team and will
share these metrics with the Council.
- How do these outcomes compare to the City's other homeless response groups such as the Rapid
Intervention Team, Community Health Access Team (CHAT), Street Ambassadors, etc.?
o Response: Each of these teams are newly implemented and perform different functions. Each team
will measure outputs and outcomes differently. From its launch in June 2022, the Rapid
Intervention Team has performed 612 site rehabilitations. Since their full expansion into Ballpark
and Central City in July of 2022, the Street Ambassador team has assisted approximately 130
individuals with referrals to shelter, medical care, and/or food and water.
- Regarding the $30,000 proposed for security at the King and Miller Homeless Resource Centers (HRCs):
o What kinds of security would be provided and where?
▪Response: This proposed funding will help fill the funding gap for this critical service,
which costs $522K annually per facility. Shelter The Homeless contracts with Premier
Security for at least two security personnel to be on-site 24/7, 365 days a year at each of the
facilities, which is a key component of the HRC security plan and a requirement of the
conditional use permit. Security is tasked with supporting operations staff in security
matters, screening, and searches at the entrance of the facility, including bag and jacket
searches and magnetometer screening, and interior walk-arounds throughout the facility
on an hourly basis and exterior circuits as time allows.
o What are the boundaries of the security services (e.g., only on the HRC private property, extends to
the sidewalks)?
▪Response: Security conducts walk arounds outside of the facilities and the blocks adjacent
to the facility, which are done as frequently and as much as incidents within the facility will
allow for them to leave their main post at the entrance. When outside, security officers
address loitering, generally monitor conditions immediately around the facilities, and
connect with police or other resources as needed.
o Are there options to enhance private security into areas surrounding the HRCs? If yes, are there
cost estimates available?
▪Response: While the intent of this ask is to help with the security cost funding gap for on-
site services, other security deployment to the areas surrounding the HRCs would require
additional security personnel to be hired. This would also require more coordination of
efforts with the HEART team and the new HRC police squad sergeants. The hourly rate of a
security officer is $25-$27. Security personnel are helpful in monitoring the conditions in
the neighborhoods surrounding the HRCs, but do not have authority to act in the same
manner as police, so their efforts are focused on talking with individuals around the HRCs,
requesting that they move along, and observing the activities in the neighborhood, and
engage with police on all matters needing follow up action.
A-3: Dee Glen Tennis Court Reconstruction ($500,000 from General Fund Balance)
Council Members requested that the Administration evaluate all the tennis court reconstruction needs citywide and
provide a written update with the results. Some Council Members expressed geographic equity concerns with recent
funding for tennis. At the time of publishing this staff report a response was forthcoming.
Information below was provided to the Council at earlier briefings
Page | 3
Budget Amendment Number Four includes thirty-six proposed amendments, $121,322,581 of expenditures of
which $5,890,164 is from Fund Balance, requested changes to eight funds and six new FTEs. If all the items are
adopted as proposed, then Fund Balance would be 15.3% which is $9,975,284 above the 13% minimum target.
Revenue for FY2023 Budget Adjustments
The transmittal provides the most recent sales tax revenues and fund balance information in the following charts.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
Fund Balance
The Administration’s chart below shows the current General Fund Balance figures.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
Impact Fees Update
The Administration’s transmittal does not provide an updated summary of impact fee tracking. The information
from Budget Amendment No. 3 is copied below and is current as of July 1, 2022. As a result, the City is on-track
with impact fee budgeting to have no refunds during all of FY2023 and FY2024. The Administration reports work is
nearing completion to update the fire and parks sections of the impact fee plan. The transportation section was
updated in October 2020. Eligible projects for police impact fees are being identified. Note that the below balances
were updated based on the Council’s Capital Improvement Program (CIP) project funding decisions.
Type Unallocated Cash
“Available to Spend”Next Refund Trigger Date Amount of Expiring
Impact Fees
Fire $1,156,234 More than a year away -
Parks $12,578,822*More than a year away -
Police $846,150 More than a year away -
Transportation $3,428,519 More than a year away -
Note: Encumbrances are an administrative function when impact fees are held under a contract
*The RDA Board is evaluating using some funding for the Marmalade Plaza project
Section A: New Items
(note: to expedite the processing of this staff report, staff has included the Administration’s descriptions from the
transmittal for some of these items)
A-1: Elections Awareness ($38,509 from General Fund Balance)
The cost of the general obligation bond election was $24,735. The cost of the insert for the voter information
pamphlet was $13,774. This item will backfill costs incurred by the Recorder’s Office which were unknown at the
time of adopting the annual budget.
A-2: Rescope Unspent Operation Rio Grande Funds for Homelessness Services ($490,847 from
General Fund Balance)
This amendment is to repurpose unused Salt Lake County funds for Operation Rio Grande through a contract
amendment with the County for new homelessness services. See attached County contract and contract
amendments.
$274,000: VOA, City Specific Outreach Team. Description: This funding will continue operations of the City’s
outreach team with Volunteers of America. This team focuses on facilitating unsheltered residents access to both
short term supportive services and long-term permanent housing. Absent this funding the City-specific street
outreach team of four FTEs would stop operating. The team includes two case managers working on housing
homeless individuals and two coordinators working on short-term interventions like temporary shelter and detox /
treatment placements. There are no other city funding sources for this team. A countywide street outreach team
would remain available for work in Salt Lake City but at a reduced level of service. Note the four-person City-
specific street outreach team is in addition to the two street outreach workers and community liaisons funded by the
State Homeless Shelter Cities Mitigation grant.
$177,847: Provider TBD, FY 2023 Winter Overflow Operations. Description: The Winter Overflow plan for this
year, while mandated by the State legislature, was not funded by the State legislature. While existing state funding
has now been identified to support most overflow costs, this funding has been identified as a source that can fill
gaps in needed services for overflow operations this winter. Note that these funds could also be used for Police
Department overtime staffing at and in neighborhoods around the winter overflow shelters including the forced flex
capacity increases at the Miller and King Homeless Resource Centers (HRCs).
$30,000: Shelter the Homeless, HRC Security. Description: Funds would be used to pay for one of the swing shift
security staff at either the Geraldine E. King or the Gail Miller HRC. The City does not typically pay for private
security at HRCs or other privately owned property. Shelter the Homeless has indicated the HRC operating budgets
have a funding gap for security.
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$9,000: VOA, Detox Bed Costs. Description: Detox service costs increased this year and funding is needed to ensure
immediate access for the City’s first responders to refer patients into two detox beds at VOA’s adult detox center.
Note that the additional funding is to continue providing access to the two treatment beds at higher cost and is not
securing additional bed availability. The City does not typically provide funding for detox beds.
The Administration does not anticipate additional unspent funding from Operation Rio Grande becoming available
for repurposing.
Policy Question:
➢Balancing City Police Overtime and Shelter Operations Funding Needs Outside Typical City Scope – The
Council may wish to discuss with the Administration whether some of the proposed funding should go to Police
Department overtime or shelter operations/detox beds proposed. Note that four items in this budget
amendment are requesting $4,812,953 of new one-time funding for Police Department overtime.
A-3: Dee Glen Tennis Court Reconstruction ($500,000 from General Fund Balance)
In 2020 after the March 18th earthquake, the North side of Court 7 at the Dee Glen Smith Tennis Center began to
significantly buckle and crack and has become unsafe. Cables holding the post-tension courts have shifted and
could continue to shift more into the court with future weather or earthquake events. The Engineering Division has
been working with a structural engineer to determine the best course of action. Failure of the post tensioning and
drainage are suspected to be causing the cracking and court slab failure. Repair to the post tensioning is possible,
however expensive, and likely temporary, and the contractor cannot guarantee the quality and longevity of the
repair. This request for $500,000 will be to replace the post-tension courts with an anticipated cost of $360,000.
Engineering also suggests another $140,000 to address drainage and other issues that may have caused the failure.
The Administration states no further capital improvement needs have been identified at the Dee Glen Tennis
Facility. The City evaluated whether property insurance could cover some or all the cost since the March 2020
earthquake is believed to have contributed to some of the damage. However, unlike earthquake damage to City
buildings which was immediately apparent, the damage to the tennis courts was slower and cumulative from
drainage issue over a couple years which complicates showing direct causality by the March 2020 earthquake.
Policy Question:
➢Evaluate Tennis Court Reconstruction Needs Citywide – The Council may wish to ask the Administration to
share evaluations of tennis court reconstruction needs citywide to help contextualize this funding request
compared to other similar needs. Recent CIP proposals identified other tennis court locations to be
reconstructed such as Fairpark Tennis, Fire Station Tennis, Westpointe Tennis and Riverside Tennis.
A-4: New Public Lands Senior Warehouse Operator FTE ($18,750 from Golf Fund and Rescope
$18,750 from existing Public Lands Budget)
With the creation of the new Public Lands Department, we have identified a need to centralize purchasing,
contracting, and warehouse support functions to include the Golf Division to maintain better controls and
efficiency. The Golf Division has had several purchasing violations in the last year and the centralization of these
functions will standardize processes and controls to avoid future purchasing violations. The Public Lands
Department is requesting to reallocate existing seasonal budget from the General Fund and the Golf fund to share
the cost 50/50 for (1) new FTE Senior Warehouse Operator position. This new position would potentially start
January 1st, 2023, utilizing existing savings for 6-months in FY23. Additional funding would be requested to fund
50% of the position from the general fund for the full year in FY24. The Public Lands warehouse staff currently
provides purchasing, ordering, contracting, payment processing, and warehouse inventory management for the
entire Department. Over the last 24 months the warehouse staff workload has increased as the department has
taken on Special Events, Community Events, Park Ranger Program and added new properties. The new Senior
Warehouse Operator position would provide warehouse support to free up time for the current warehouse staff to
dedicate more time toward purchasing, ordering, and contracting functions for the Golf Division, the other new
programs and properties, and continue to assist other departments as needed.
This proposal would use the same cost-share approach the Golf Fund and Public Lands currently have for a shared
financial analyst FTE. An alternative approach would be the General Fund fully covering the new senior warehouse
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operator FTE and charging administrative fees to the Golf Fund. The Public Lands Department stated the
administrative fees approach might be more complicated to track and manage.
Policy Question:
➢Consider in the Annual Budget Context – The Council may wish to discuss with the Administration whether the
new requested FTE should be considered as part of the next annual budget in context of the City’s overall
competing needs. The Administration indicates that without the new FTE several negative impacts could be
expected such as employees receiving trainings at a slower pace and delays to ordering and receiving supplies.
Conversely, waiting for the annual budget maximizes the Council’s flexibility to consider all requests and
funding options comprehensively.
A-5: Additional Funding for Phase One of Glendale Regional Park ($4.35 Million from Parks Impact
Fees)
The Administration is requesting $4.35 million from park impact fees to proceed with Phase 1 of creating the
Glendale Regional Park as a contingency if bond funding is not available. This request was submitted before the
November 8, 2022, election results were known for the proposed Parks, Trails, and Open Space General Obligation
(GO) Bond. It includes $27 million for creation of a Glendale Regional Park at the 17-acre site of the former Raging
Waters Park.
At the time of publishing this staff report, initial election results from the Salt Lake County Clerk show 68.63% for
the issuance of the bond and 31.37% against. If these results in favor of the bond issuance hold for final canvassing
and certification of the results on November 22, then this budget amendment item may not be needed.
The Council previously approved funding for creation of the Glendale Regional Park as follows:
- $855,000 in Budget Amendment #5 of FY2021 for demolition of the waterpark and related infrastructure
as well as site preparations for redevelopment into a regional park.
- $225,000 in Budget Amendment #6 of FY2021 for creation of the Glendale Regional Park Plan. The
Council received a briefing on the draft plan and the final version is expected to return to the Council for a
potential adoption vote in the coming months. The Plan would guide future funding including from the
proposed GO Bond.
- $3.2 Million in FY2022 CIP for Phase 1 implementation to create the regional park. However, most of these
funds were used for demolition and site preparation work because of unexpected circumstances. For
example, cranes were needed to disassemble the roller coaster slide because of the complicated structural
elements and more costly demolition options were used instead of blasting some infrastructure. The
Administration states that slightly over $1 million of these funds remain for development of the regional
park Phase 1.
The Administration provided the following summary of Phase 1 funding needs: “Items that we have budgeted for
include: demolition, geotechnical studies, site restoration, construction permits, new water connections and meters,
new sanitary sewer and stormwater connections, stormwater fees, new gas and power connections, site surveys, soil
testing, potential site remediation and cleaning, IMS requirements, demolition, slide retention and repurpose, city
administrative/ engineering project management fees, materials testing, planning consultant fees, design
consultant fees, contract administration testing and inspection fees and the required construction project
contingency have all been estimated as part of the total project delivery cost of constructing park improvements.
Many of these upfront items will not be required for future phases of park construction.”
Phase 1 of the regional park is expected to include a multi-use sports court, pavilion, community plaza, pathways,
parking, water-wise and ornamental plantings, and a playground with accessible designs for all ages.
It’s important to note that federal Land and Water Conservation Fund regulations require the City to restore some
public active recreation uses at the property by April 27, 2024. This requirement exists because the land was
purchased with LWCF dollars which come with a perpetual public active recreation use. The Administration stated
the if the GO Bond passes or this item is approved, then the City will be on track to meet the federal deadline.
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Policy Question:
➢The Council may wish to confirm with the Administration if these funds are still needed if the GO Bond
passes (the official canvass is November 22). Previous discussions about this park indicated that there are
far more needs than funding provided by existing appropriations and the GO Bond.
A-6: Transfer CIP and Impact Fee Functions and Two FTEs from CAN to Finance ($223,299)
This amendment will transfer CIP and Impact Fees functions from CAN to Finance, consisting of two FTE's and
operating budget. FTE's consist of the CIP Impact Fee Manager, grade 30, and a Capital Improvement Program
Specialist, grade 25. FTE annual budget of $210,394, annual operating budget of $12,905.
A-7: Urban Forestry Division Director Reclassification (FY2023 Annual Budget Included Costs)
The Public Lands Department is requesting the Council approve a reclassification of the Urban Forestry Division
Director from a merit position to an appointed position and increase the pay grade from 32 to 35. The appointed
position and proposed pay grade level are consistent with the status of division directors in Public Lands and other
departments. The fully loaded annual cost for the increased pay grade is estimated at $10,032. The Department
reports this cost has been accounted for in the recently adopted FY2023 annual budget.
In addition to amending the staffing document as requested in this budget amendment, a new appointed employee
designation also requires amending the Appointed Employees Pay Plan in the annual Compensation Plan for non-
represented employees. At the same time as adopting the budget amendment, the Council could approve updating
that plan and direct HR to make the necessary changes. The Council has used this approach before when changing
positions from merit to appointed mid-year.
Background - The Urban Forestry Division Director manages all aspects of the City’s urban forest growth and
preservation needs including a multi-million-dollar budget and team of skilled trade professionals that provide
individualized customer services to thousands of residents annually. The position requires expertise in a specialized
biological science and the ability to apply and relate that knowledge to diverse city priorities and challenges.
A-8: Two New Contract Development Specialists in Finance ($103,900 from General Fund and
$5,000 from IMS Fund)
The Department of Finance is requesting two Contract Development Specialists. Since 2021 the contract requests
have been growing at a steady rate. In 2023 we are experiencing a surge of contracts that we couldn't have
predicted. As you can see on the graph in FY 2020 we had 96 contracts, in 2021 we had 197 contracts, in 2022 we
had 238 contracts, and current today we have 93 contracts (see graph). Two Contract Development Specialist
positions are being requested accommodate the increased workload. These positions are a pay code 26 with budget
for 6 months of salary plus an additional 26% for benefits.
Contract or “K” requests increased 148% from FY2020 to FY2022. Multiple factors are contributing to this increase
such as a growing operational budget for some departments, the influx of one-time federal funding (CARES Act,
American Rescue Plan Act or ARPA, and the Bipartisan Infrastructure Law), a generational level of capital
investments from the recently passed Sales Tax Bond, Parks, Trails and Open Space Bond and FY2023 Capital
Improvement Program or CIP.
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Purchase Orders or “PRs” have remained relatively stable however supply chain issues such as very short ordering
windows are creating new problems for departments to navigate.
Policy Question:
➢Consider in the Annual Budget Context – The Council may wish to discuss with the Administration whether the
two new requested FTEs should be considered as part of the next annual budget in context of the City’s overall
competing needs. The Administration indicates that the contracting process is currently experiencing longer
delays. Potential impacts of adding this request to the annual budget could be delayed project and program
implementation, slowed services to the public and increased costs due to later purchases if inflation continues.
Conversely, waiting for the annual budget maximizes the Council’s flexibility to consider all requests and
funding options comprehensively.
A-9: Lease, Utilities and Tenant Improvements for Two Police Substations ($678,462 from General
Fund Balance)
The ongoing costs associated with this request- Substations rent/utilities/parking is estimated to be $125,000 for
the downtown substation and $5,000 for the N. Temple substation. This cost is only for 7 months (Dec to June).
The annual budget amount needed would be closer to $225,000. The one-time costs associated with this request -
All other costs are one-time and related to initial setup. They include tenant improvement (TI) and office furniture
of $513,208 for the downtown location and $125,254 for the N. Temple location. See back up documentation for
details. Additionally, the parking area is estimated at $40k which covers costs, design, storm drain and landscaping.
Note that the downtown substation lease is for ten years and would be used by the Central Precinct. The North
Temple substation lease is for five years with two options to renew for an additional five-year period.
A-10: Renovations to Five Fire Stations for Gender Equity Improvements ($750,000 from General
Fund Balance)
Earlier this year, the Administration assessed all City fire stations evaluating workplace and personal space equity.
Note that fire stations # 3 and 14 were recently constructed a few years ago. The assessment focused on the City’s
older stations built a quarter century or longer ago.
Half the stations (# 2, 4, 6, 9, and 13) in the City were determined to need minor modifications. These were
completed using existing budgets with the Facilities Division. The other half (stations # 1, 5, 7, 8, and 10) were
found to lack reasonable accommodations for gender equity. An example of a reasonable accommodation is
renovation within the station to create a dorm and bathroom facility.
Major facility renovations typically go through the City’s annual Capital Improvement Program (CIP) process. CIP
is an open and competitive process where the Council can consider all the City’s capital needs together. Sometimes
capital improvement projects are considered outside the CIP process that are urgent for legal or equity reasons.
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Background Information from the Administration: Historically, firefighting was a male-dominated profession. As a
result, yesterday’s fire stations were built to accommodate individuals of the same gender, traditions, and
background. Most of the fire stations in Salt Lake City were built in the late 80s and early 90s, with a few dating
back as far as 1971. Today, the fire service is universally more diverse, and are certainly more aware and respectful
of coworkers’ needs for inclusion and well-being. Individuals of different genders, gender identities, traditions,
backgrounds, and perspectives work together to form the current generation of firefighters. This emphasizes the
need to accommodate many different individuals in one fire station. Any firefighter or City employee should have a
basic expectation of privacy and appropriate accommodations. We have made efforts to address these expectations
internally, with limited success given the original design of the facilities. Today, our inability to permanently meet
these standards places an unfair burden on all employees and can negatively impact morale and workplace
productivity. A fire station should reflect Salt Lake City’s priorities of equitable and inclusive workspaces for all, and
the Salt Lake City Fire Department has an obligation to promote and meet those goals and objectives. The proposed
renovations to city facilities include modifying dorm rooms at fire stations 1, 7, and 10. This work will create
adequate privacy by separating current dorm rooms with new walls and doors. Station 8 will add additional privacy
by adding an additional bathroom and shower. Station 5 will require an additional dorm room with an adjacent
bathroom with shower.
A-11: Real Property Purchase ($430,000 from General Fund Balance)
The Administration is proposing the purchase of real property previously discussed in a closed session. Further
discussion about the purchase could be held in closed session if the Council desires. This is a key acquisition of real
property that will benefit the city and be utilized immediately with no additional budget impacts. The proposed
purchase would include a transfer from the general fund to the CIP fund for the purchase of the property. The
Surplus Land Fund is an alternative funding source to General Fund Balance. The current balance of the Surplus
Land Fund is $2,465,152.
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. The funds are one-time because the real
property can only be sold once.
A-12: Two New Public Lands Planner FTEs and One New Public Services Senior Project Manager
($302,600 from General Fund Balance – Ongoing Annual Cost $409,440)
Write-up from the Administration’s transmittal:
Full-time planning staff in the Public Lands Department are responsible for public engagement, design, consultant
management, cross-departmental coordination, and implementation tasks required to complete critical Public
Lands projects.
Existing project workloads and backlogs (approximately 70-80 funded yet incomplete projects) already necessitate
increased planning staff capacity. Significant increases in capital funding through the City Council-approved, $67.5
million Sales Tax Bond (August 2022) and the voter-approved, $85 million General Obligation (GO) Bond for
Parks, Trails, and Open Spaces (November 2022) have further cemented the need for and urgency of hiring
additional planners as quickly as possible.
As such, the Public Lands Department proposes hiring two (2) new full-time public lands project planners (pay
grade 28, non-union) through Budget Amendment #4 (FY22/23). This would allow the Department to tackle
existing backlog and begin bond projects with more immediacy. Two more planners would grow the Department’s
Planning Team to (5) total FTEs.
The Sr. Project Manager will work within the Engineering Division and oversee a program dedicated solely to the
proposed bond projects. This position will be necessary for oversight of design and construction, overall. This would
include procurement of design and construction management, financial management, coordination with the Parks
Division engagement efforts and preliminary design leading to construction - along with other administrative
functions and coordination. This position will need to be a skilled engineer, landscape architect or project
management professional with experience in large scale projects.
It is necessary to submit this request through a budget amendment rather than through next year’s FY23/24 annual
budget process due to the urgency and high expectations that the City and the public have in regard to the initiation
and completion of critical public lands bond projects. Because the eight GO Bond projects will not all begin at the
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same time, the Department will be able to further assess the need for additional planners and resources and include
further Planning Team staffing requests through the annual budget process. Due to fleet delays and materials
shortages, this request also includes an additional Public Lands vehicle that will allow the Planning Team to
complete community engagement and site visit tasks. It is included in the budget amendment to receive the vehicle
as quickly as possible (with 8–10-month lead times becoming more common in recent years). Public Lands One-
time and annual costs for these two (2) additional FTEs include salaries, benefits, equipment and IMS Department
assistance, workspaces, and purchasing and maintaining one (1) compact fuel-efficient vehicle in the City’s fleet.
Additional Information from Council Staff: Note some of these amounts and uses changed after the
Administration’s proposal was transmitted and inadvertent errors were identified.
The total requested funding is $302,600. A detailed breakout of the costs by positions and use are listed below. The
fully loaded annual ongoing cost of the two planner FTEs is estimated at $241,440. The fully loaded annual ongoing
cost for one senior project manager FTE is estimated at $168,000.
-$69,000 one-time for the two planners of which $50,000 goes to Fleet for a vehicle, $4,000 to IMS for
electronic devices and $15,000 for office setup.
-$100,600 ongoing to provide five months of compensation funding for two planners
-$63,000 one-time for a senior project manager of which $50,000 goes to Fleet for a vehicle, $4,000 to IMS
for electronic devices and $9,000 for office setup.
-$70,000 ongoing to provide five months of compensation funding for a senior project manager.
Policy Questions:
➢Consider in the Annual Budget Context – The Council may wish to discuss with the Administration whether the
three new requested FTEs should be considered as part of the next annual budget in context of the City’s overall
competing needs. The Administration indicates that some GO Bond projects could experience delays depending
on when the bond funds are issued, and which projects are in the first issuance. Conversely, waiting for the
annual budget maximizes the Council’s flexibility to consider all requests and funding options comprehensively.
➢CIP Project Delivery Needs – The Council may wish to discuss with the Administration whether the three
proposed FTEs are the most urgent staffing needs for CIP and what other staffing or resource needs exist
(engineers, architects, financial positions, software, contracts, policies, etc.). During the annual budget Council
Members expressed interest in using the auditing powers of the legislative branch to find efficiencies and
improvements. The Council could also discuss with the Administration whether and how an audit of the Capital
Improvement Program could be helpful.
A-13: New Computers and Associated Devices for Airport Police ($155,028.26 from IMS Fund)
Note: straw poll requested
Write-up from the Administration:
The Council approved moving the Airport Police into the Police Department in Budget Amendment #1 of FY2019.
The Police Department and the Airport recently worked on a Memorandum of Understanding (MOU) to govern
services, costs, and related matters. As part of the MOU, the Information Management Services Department (IMS)
will provide technical support and equipment for police officers working at the Airport. This will better ensure all
police officers are using the same devices, software and have similar skillsets. There may be interoperability and
uniformity of force benefits from further integration of the Airport police into the Police Department.
We are requesting 64 new devices to be used by the Police Officers for the Airport Division that was recently moved
to them. There is a total of 66 officers currently serving at the airport. Two devices have recently been updated. We
are therefore requesting an additional 64 computers for the remaining officers.
Docks are not needed for each additional computer but will be set up as specific workstations where officers while
not in the field may sit for report writing or other administrative responsibilities. These will be hotel-style stations
that will be shared and be able to be used by any officer. We are requesting 10 docks for this purpose. The dock in
the quote is not the dock that will be used, but a standardized Thunderbolt 4 dock which is the new universal
standard and will be compatible with the next generation computers that come out. The last batch of docks we
purchased at the price listed below. We are also requesting a total of 13 car adapters for the airport vehicles. These
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devices come with a standard 3-year warranty. They are also strong ruggedized devices. We are recommending that
we don't get the additional bumper-to-bumper warranty as shown on the initial quote. Our historical data shows
that the devices do not break at a cost greater than the increase in the bumper-to-bumper warranty. Therefore, we
recommend skipping the additional warranty currently.
Price Quantity Total
Computer $2,350.93 64 $150,459.52
Docks 284.00 10 2,840
Car Adaptor 132.98 13 1,728.74
TOTAL $155,028.26
The Administration has requested the Council consider a straw poll for this item because supply chain issues have
created delays in ordering computers and other electronic devices. IMS reports delays have exceeded nine months
in some cases.
A-14: Police Officer Patrol Overtime to Cover Vacant Positions and Officers on Leave ($2,539,019
from General Fund Balance)
The Police Department is requesting funding for patrol response staffing to maintain staffing at a level that provides
safety in the community and helps to reduce call response times. Staffing levels continue to be strained and officer
leave of all types is directly impacting patrol staffing. In September 2022, the Police Department added mandatory
patrol shifts to cover shifts that are not currently staffed. For the current trimester, the Department added 18 patrol
shifts per day. Demand for patrol resources has steadily increased over the past six years. Response times is a
metric the Department is constantly striving to improve to help improve community expectations.
The Administration stated that vacancy savings are being used to fund overtime shifts, paid leave, shift extensions
and other personnel services costs. The vacancy savings are insufficient to cover minimum patrol staffing levels.
The Police Department plans to offer shifts using these funds in the second half of the fiscal year as voluntary
overtime. However, mandatory overtime could be reinstated if voluntary overtime coverage does not meet
minimum patrol staffing levels and based on priority 1 (most serious crimes) response times. Overtime shifts may
be paid at $65/hour to incentive voluntary coverage.
There are currently 29 officers on leave for several reasons (military, administrative, FMLA, parental, short-term
disability, and workers comp). 67 officers are in training. There are currently 43 police officer vacancies. This is an
improvement over the 56 vacancies reported during the annual budget deliberations back in May. It’s important to
note that the number of police officers increased by 24 this calendar year including:
-2 sergeants and 10 police officer positions from the State Homeless Shelter Cities Mitigation grant focused
on the Miller and King homeless resource centers (HRC) and the surrounding neighborhoods
o The two sergeants have been hired and the 10 police officers are in training
o The grant includes $186,000 for police officer overtime at and around the two HRCs
-1 sergeant and nine police officer positions to form a Violent Criminal Apprehension Team partly funded by
the DOJ’s COPS Hiring Grant approved in Budget Amendment #6 of FY2022
-1 sergeant for the Special Victims Unit approved in Budget Amendment #6 of FY2022
-1 lieutenant police officer as Director over the new Civilian Response Team program approved in the last
annual budget
The Administration stated overtime funding is needed for several reasons including continued prolonged staffing
vacancies since 2020, continued increases of calls for service, 2022 year to date reductions in crime reports have
not reach a corresponding level where current staffing would allow ideal response times to the most serious priority
1 calls, callouts for major criminal events which are unpredictable, and the need to have time for officers to be in the
community building relationships and conducting proactive policing work. The Police Department credits overtime
funding this year with recent increases of proactive police work particularly in focus areas.
Note that items D-10, E-1, and E-4 are also requesting funding for overtime staffing at the Police Department. If all
the items are approved, then the total funding for overtime at the Police Department in FY2023 is over $6 million.
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Section B: Grants for Existing Staff Resources Section
(None)
Section C: Grants for New Staff Resources Section
(None)
Section D: Housekeeping
D-1: Market Pay Adjustment – General Fund Transfer to Golf
The Golf Enterprise Fund did not receive the FY23 NFP & CCAC market pay adjustment revenues. The Public Lands
Department is requesting a housekeeping budget amendment to transfer a portion of general fund budget from
Public Lands to the Golf Fund to cover these costs and the remaining amount will come from the Golf Fund balance.
D-2: FY 2023 General Fund Funded Vehicle Purchases
In Fiscal Year 2023 budget vehicles were added to the City's Fleet in the General Fund for new FTEs. However,
Public Services Fleet did not receive the budget for the transfer from the General Fund to the Fleet Fund, or the
budget for the related expenditures. This amendment will transfer funds to cover these purchases and provide the
expenditure budget.
D-3: FY 2022 Fleet Vehicle Purchases
Public Services Fleet requested rollover funds on FY 2023 Budget Amendment 1 item D4. There was a discrepancy
in the funding detail and Public Services Fleet requires $90,000 to order all vehicles.
D-4: Sales Tax Revenue Bonds, Series 2022 C Federally Taxable
Sales and Excise Tax Revenue Bonds, Series 2022 C Federally Taxable, were sold in October 2022 for the purpose of
financing five projects. This amendment creates the revenue budget for the receipt of bond proceeds and the
expenditure budget to pay for construction of the five projects. There will be five project cost centers in Fund 83 to
which bond proceeds will be allocated. One cost center will receive $6,100,000 for the Central Plant Electrical
Transformer Upgrade & Emergency Backup Generators project. A second cost center will receive $10,000,000 for
the Pioneer Park Improvements project. A third cost center will receive $3,000,000 for the Fisher Mansion
Stabilization & Improvements project. A fourth cost center will receive $2,000,000 for the Urban Wood
Reutilization Equipment and Storage Additions project. A fifth cost center will receive $3,000,000 for the Smith's
Ballpark Improvements project. There will also be a unique cost center for the bond's cost of issuance. This cost
center will receive $140,000.
Staff note: This is the last budget step for the bond funded projects. After this budget approval there will not be
further Council actions required for the projects to proceed.
D-5: Sales Tax Revenue Bonds, Series 2022 B Non-Taxable
Sales and Excise Tax Revenue Bonds, Series 2022 B Non-Taxable, were sold in October 2022 for the purpose of
financing five projects. This amendment creates the revenue budget for the receipt of bond proceeds and the
expenditure budget to pay for construction of the five projects. There will be five project cost centers in Fund 83 to
which bond proceeds will be allocated. One cost center will receive $6,100,000 for the Westside Railroad Quiet
Zone project. A second cost center will receive $8,000,000 for the Warm Springs Plunge Structure Stabilization &
Improvements project. A third cost center will receive $11,200,000 for City Cemetery Road Repairs /
Reconstruction project. A fourth cost center will receive $9,753,000 for the 600 North Corridor Transformation
project. A fifth cost center will receive $7,500,000 for the Radio Towers project. There will also be a unique cost
center for the bond's cost of issuance. This cost center will receive $244,846.
Staff note: This is the last budget step for the bond funded projects. After this budget approval there will not be
further Council actions required for the projects to proceed.
D-6: General Obligation Series 2022 Streets Bonds
In November 2018, voters authorized the issuance of up to $87 million in general obligation bonds to fund street
construction. The General Obligation Bonds, Series 2022 were sold in September 2022 as the fourth and final
issuance of the authorization. This amendment creates the revenue budget for the receipt of bond proceeds and the
expenditure budget to pay for construction of the street projects associated with the bonds. There will be eight
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project cost centers in Fund 83 to which bond proceeds will be allocated. The funding will be allocated as shown
below:
1. $3,000,000 for the 1300 E (2100 S to the city limits) project.
2. $1,300,000 for Virginia Street (South Temple St to 11th Ave.) project.
3. $2,000,000 for West Temple (South Temple St to 200 South).
4. $3,000,000 for local streets construction projects.
5. $1,500,000 for the 1700 East (900 S) (2100 South to 2700 South) project.
6. $8,000,000 for the 2100 South (700 East to 1300 East) project.
7. $2,000,000 for additional local streets construction projects.
8. $2,500,000 for 100 East / Highland Dr to augment prior funding.
There will also be a $194,957.90 allocation associated with the bond's cost of issuance.
D-7: Sales Tax Revenue Bonds, Series 2022 B & C
The Sales Tax Revenue Bonds, Series 2022 B&C were issued in October 2022 for the purpose of financing several
capital projects throughout the City. The bonds were issued at a par amount of $64,225. The first interest payment
is due on April 1, 2023. The Council added a $4,393,161 placeholder in the annual budget for a first year debt
payment on the proposed sales tax revenue bond. The first debt payments total $1,196,588 which is $3,196,573 less
than the placeholder. The first debt payments are less than expected because they are interest-only payments.
Beginning next fiscal year, the payments will include principal and interest. The annual debt payments will be
approximately $5.1 million for the next 20 years when the bonds will be fully paid off.
D-8: FY 2022 Year End Fleet Encumbrance Rollover to FY 2023
Timing of vehicle and equipment orders tend to overlap the City's fiscal year cycle. Public Service Fleet has vehicles
on order with funding that was encumbered in FY 2022. This amendment will move encumbered funds to FY 2023.
D-9: FY 2022 Year End IMS Encumbrance Rollover to FY 2023
IMS has encumbered money that was expected to be paid out of the FY22 funds and needs to be paid in FY23.
These encumbrances are listed in the Carry Over Encumbrance reports. All of these items have been approved for
purchase by central finance in a prior year. These expenses will be paid for by the annual allocation that IMS uses to
collect its revenue on an annual basis.
D-10: Winter Shelter Overflow Patrol Resources – Informational Only
In Budget Amendment #4 of FY2022, the Council appropriated $400,000 from ARPA for Police Department
overtime staffing at the winter overflow shelter, the Weigand Homeless Resource Center and the surrounding
neighborhoods. $378,560 of the funds remain available for other ARPA eligible uses. Grant funds do not lapse to
fund balance but remain in the appropriated budget between fiscal years. However, since these funds were for the
2021-2022 winter shelter they are unavailable for use during the upcoming 2022-2023 winter overflow shelter
time. The funds were not all spent last winter in part because of the delayed shelter opening. The Administration is
requesting the Council approve using the remaining funds for the same use this winter.
Section E: Grants Requiring No New Staff Resources
E-1 Homeless Shelter Cities Mitigation Grant Increase for Homeless Resource Centers Flex
Capacity and Winter Overflow Shelter ($694,122 from State Formula Grant)
This budget amendment is to recognize the City's annual State of Utah Homeless Shelter Cities Mitigation Grant
Amendment #1 for FY23 in the amount of $694,122 for the purpose of addressing homelessness and homelessness
related services in Salt Lake City.
This year the State changed the process for distributing funds from a competitive grant to a formula grant. Due to
HB440 and the State's decision to flex-up, the City is now eligible for an additional amount of the State Homeless
Cities Mitigation funding to support the flex up (take-on additional shelter clients during the winter). However, as a
result of a decision by the Utah Homeless Council, SLC is required to pass 2/3 of this new mitigation funding
through to a service provider who is slated to provide winter overflow shelter and 1/3 may be used for City
identified mitigation activities. Housing Stability staff have reviewed winter overflow shelter budgets and propose
that the required 2/3 be passed through to Shelter the Homeless for overflow security and transportation, and the
remaining 1/3 be directed to the Police Department for camp mitigation overtime shifts. Note: This additional
$694,122 was not applied for; it was part of the State’s formula that is coming to Salt Lake City. $462,748 would be
Page | 15
a pass through to Shelter the Homeless for operation costs at the Miller HRC and King HRC. The remaining
$231,374 would be used for overtime staffing by the Police Department at the two HRCs, the Weigand Center
downtown and the surrounding neighborhoods. It’s important to note that this funding is in addition to the $2.75
million recently awarded to the City from the annual State Homeless Shelter Cities Mitigation grant.
Note that items A-14, D-10 and E-4 are also requesting funding for overtime staffing at the Police Department.
Policy Question:
➢Other Funding Needs Related to Winter Overflow Shelter Plans – The Council may wish to ask the
Administration if there are other City funding needs related to flexing capacity at the two HRCs and the States’
winter overflow shelter plan.
E-2: Rehabilitation of High Hazard Potential Dams: Lake Mary-Phoebe Planning and Design
($260,687 from Department of Homeland Security Grant)
This budget amendment is to recognize the City's funding availability grant award in the amount of $260,687 for
the purpose of planning and design for the rehabilitation of Lake Mary-Phoebe in Salt Lake City. The State of Utah,
Division of Water Resources secured the funding from the Department of Homeland Security. The grant can be
used to fund 65% of planning and design work.
There are no new FTEs. Public Utilities has discussed potential projects on the Lake Mary Dam internally and with
Utah Dam Safety Program. The intent was to budget work for Fiscal Year 2024. Given the available funding
opportunity, Public Utilities has determined the schedule will be accelerated and initiate the evaluation and design
to take advantage of the grant. Public Utilities has identified and will commit funding to mat the remaining 35% or
$130,344 of the project. We need to put a hold on this funding until an award agreement is received. We have
received an email announcing the award.
Lake Mary-Phoebe is located near Brighton Ski Resort at the top of Big Cottonwood Canyon. The lake is located at
the headwaters of Big Cottonwood Creek within the protected watershed that supports Salt Lake City’s water supply
and water quality. Lake Mary-Phoebe dam is operated by the Salt Lake City Department of Public Utilities with
storage water being conveyed to the Big Cottonwood Water Treatment Plant, where the water is treated and
distributed to Salt Lake City residents and customers. See Attachment #1 for a map showing the dam location.
E-3: Emergency Rental Assistance Program Additional Funding for City Renters ($5 Million from
U.S. Treasury)
The Treasury has reallocated unspent Emergency Rent Assistance Program (ERAP) 1 funds set-aside for the State of
Utah by low-performing cities and made these funds available to apply for by high-performing cities, such as Salt
Lake City. To administer Salt Lake City’s initial ERAP 1 award, the City contracted with the State of Utah,
Department of Workforce Services’ (DWS) online Utah Rent Relief application portal, https://rentrelief.utah.gov/.
Coordinating with DWS, Housing Stability staff have determined that Salt Lake City could apply for $5,000,000 in
reallocated ERAP 1. These funds will further assist Salt Lake City residents with deposit, rent, utilities, rent arrears,
and utility arrears, again utilizing the Utah Rent Relief application portal. Note: This new request is separate from,
and does not affect, the City’s other Treasury ERAP 1 ($6,067,033), ERAP 1 Reallocated ($3,000,000), and ERAP 2
($4,800,559.40) awards. See attached funding memos and award email from Treasury.
Any of the additional emergency rental assistance funds remaining after the end of calendar year 2022 must be
returned to the U.S. Treasury. This is an extension from the original deadline of September 30, 2022. No further
extensions are allowed per federal law. The City has averaged $2 million a month in awards of emergency rental
assistance. If this pace of awards continues, then the City would be able to spend the entire $5 million before the
deadline.
If this item is approved, then the City will have received nearly $23 million in emergency rental assistance for
residents during the pandemic.
The Administration provided the below additional context on how these funds have benefited City residents.
Page | 16
Collaboration: The ERA program has brought together a coalition of organizations committed to ensuring rental
assistance reaches those most in need. This coalition includes our funding partners at the County and State, the
Community Action Partnership of Utah, community health workers, legal aid organizations, the Utah Courts, and
community-based non-profits. Utah Community Action and Centro de la Familia provide assistance to those who
need help applying for assistance.
Equity: The funds have reached the communities most impacted by the COVID-19 pandemic. Among applicants
who received assistance:
- 100% had incomes less than 80% AMI
- 53% identified as racial or ethnic minorities
- 57% were women
- 73% lived in zip codes west of 500 East
- 47% were unemployed
- Ages ranged from 18 to 90 years old
Dashboard: The State Department of Workforce Services provides a public interactive map showing emergency
rental assistance by zip code available here:
https://experience.arcgis.com/experience/285c8572fddd41a7b2221e731bf23ace/
E-4: Clean Neighborhoods Team Police Officer Overtime Mitigation Additional Funding ($1.664
Million from ARPA)
The Administration is requesting $1,664,000 of funding, to provide funding for Clean Neighborhoods Teams for the
Police Department to provide staffing to support the homeless encampment cleanup and camp re-establishment
stabilization as requested by the Salt Lake County Health Department. Police officers working extra overtime shifts
will provide security to ensure the cleanups can proceed in an environment that will be safe for all involved. Staffing
numbers will vary depending on the size, number of cleanups and the location.
The City’s total ARPA fiscal recovery funds award is $85,411,572. Of this amount, $25,332,867 has been spent as of
September 30, 2022 and $33,043,966 have been budgeted. The remaining unobligated available to spend balance is
$25,434,739. If this item is approved as requested by the Administration, then the balance would be $23,834,739.
During the last annual budget deliberations, the City expected to use $15.5 million from ARPA in the FY2024
annual budget for estimated obligations such as revenue loss replacement, salary restorations and eligible
Community Commitment Program costs. The estimated obligations and eligibility will change based on the City’s
actual revenues, needs and potential further guidance from the U.S. Treasury.
ARPA funds must be obligated (encumbered under a contract) by the end of calendar year 2024 and fully spent (no
funds left in the bank account) by the end of calendar year 2026.
Note that items A-14, D-10 and E-1 are also requesting funding for overtime staffing at the Police Department.
Policy Questions:
➢Meeting Federal ARPA Deadlines – The Council may wish to discuss with the Administration the City’s plans to
use the remaining ARPA funds by the Federal Government’s deadlines.
➢Need for ARPA Funds in FY2024 – The Council may wish to ask the Administration to what extent ARPA funds
may be needed in the FY2024 annual budget. The City’s FY2023 annual budget contemplated use of ARPA
funds in FY2024 for revenue loss replacement and salary restorations as allowed by U.S. Treasury guidelines.
➢Review Interlocal Agreement with County for Camp Abatements – The Council may wish to ask the
Administration to review the 2017 interlocal agreement between Salt Lake City and County for abatements of
transient camps. The contract requires the City to provide “law enforcement support, limited equipment, and
limited labor” for these regularly scheduled abatements, as appropriations are available.
Section F: Donations
Page | 17
(None)
Section G: Council Consent Agenda No. 3
G-1: Utah Department of Health - Bureau of Emergency Medical Services (EMS) grant, FY23 Per
Capita Allocation ($10,948 from Misc. Grants)
The Fire Department applied for and was awarded $10,948 of grant funding from the Utah Department of Health,
Bureau of Emergency Medical Services. This funding will be used towards the purchase of medical equipment
relating to the provision of Emergency Medical Services as funding permits. A Public Hearing was held on 4/5/22
for the grant application on this award.
Consent Agenda No. 4
G-1: Suga Education & Training Award, Suga Board of Directors ($30,000 from Misc. Grants)
The City has requested funds to help implement Workday across departments with Train the Trainer education as
well as additional aids including a training video. Each department has identified individuals who will assist their
co-workers in learning about Workday and how to use it. The training will take place between November 2022 and
April 2023. Suga is a non-profit whose mission is to provide assistance for furthering the education of software
users in the public sector. No match is required. A public hearing was held for this grant application on 8/16/2022
G-2: State of Utah, The Utah Highway Safety Office, 2023 Distracted Driving Prevention Program
($17,000 from Misc. Grants)
The Police Department applied for $14,175 and received a $17,000 grant from the Utah Highway Safety Office for
the 2023 Distracted Driving Prevention Program. The grant funding for 54 distracted driving
enforcement/education overtime shifts. A Public Hearing was held on 5/03/2022 for the grant application on this
award.
G-3: US Department of Justice, 2022 Bureau of Justice Assistance Grant (JAG) ($350,205 from
Misc. Grants)
The Police Department applied for and received a grant award from the U.S. Department of Justice under the 2022
Edward Byrne Memorial Justice Assistance Grant (JAG) program. The total grant award is $350,205. The
Department will use its award to provide training for sworn and civilian personnel, E-bikes (+accessories), Ballistic
Helmets, Ballistic Computers, Rifle Shields, Public Relations Unit Supplies, Community Policing and Targeted
Enforcement Overtime, Vehicle Telematics Software and Training, Promising Youth Project Supplies and Training,
Community Surveys, and 2 sub-awards to Salt Lake County (BJA allocations) and Unified Police Department (BJA
allocations). No Match is required. A Public Hearing was held on 10/4/22 for the grant application on this award.
G-4: U.S. Department of Justice, Office on Violence Against Women, 2020 YWCA Utah ($298,876
from Misc. Grants)
The Police Department applied for and received a grant award from the YWCA from pass-through funds from U.S.
Department of Justice under the 2020 grants to Improving Criminal Justice Responses to Sexual Assault, Domestic
Violence, Dating Violence and Stalking program. The total grant award is $298,876. Salt Lake City signed a
Memorandum of Understanding with the YWCA to participate as a sub awardee on the project. The grant will fund
three part-time civilian positions including two victim advocates and one civilian specialist to investigate cases
involving restricted persons accessing firearms. It will also fund supplies for both positions. The grant will fund
overtime to conduct operations to pursue protective order violations and outstanding domestic violence warrants.
Lastly, it will fund travel training to send Domestic Violence Unit and Victim Advocate Program staff to a
professional training conference. No Match is required. A Public Hearing was held on 4/21/2020 for the grant
application on this award.
Section I: Council Added Items
I-1: Vouchers for RV Black Water Disposal at Designated Sites Pilot Program ($10,000 from
General Fund Balance)
Council Member Puy has proposed funding for a pilot program to address water quality concerns related to safe and
sanitary disposal of black water from RVs. These one-time funds would be used in coordination with the Salt Lake
County Health Department and City outreach teams to incentivize RVs to dump black water at designated sites
Page | 18
rather than in the Jordan River. At the time of publishing this staff report the cost per disposal and location of
disposal sites was being researched to determine how many RVs could participate in the program.
I-2: Electric Vehicle EV Charging Infrastructure on 200 South ($38,000 Grant from Rocky
Mountain Power)
Note: straw poll requested
On October 25 the City applied for this make ready grant funding to include EV charging as part of the upcoming
200 South reconstruction project. The grant was quickly awarded and the City must sign the acceptance letter
within 30 days which is faster than expected at the time of application. As a result, the Administration has
requested the Council consider making the grant funding a Council-added item. The Administration has also
requested a straw poll if the Council supports acceptance of the grant since final approval in this budget amendment
would happen after the 30 day acceptance deadline.
I-3: Real Property Purchase ($3.3 Million from General Fund Balance)
This item is a placeholder for the purchase of real property to be discussed in a closed session as allowed by state
law. The proposed purchase would include a transfer from the General Fund to the CIP Fund for the purchase of the
property.
ATTACHMENTS
1. Map of Lake Mary-Phoebe
ACRONYMS
ARPA – American Rescue Plan Act
BJA – Bureau of Justice Assistance
CARES Act – Coronavirus Aid, Relief, and Economic Security Act
CCAC – Citizens' Compensation Advisory Committee
CIP – Capital Improvement Program
DWS – Department of Workforce Services
EMS – Emergency Medical Services
ERAP – Emergency Rent Assistance Program
EV – Electronic Vehicle
FTE – Full Time Equivalent Position
FY – Fiscal Year
GF – General Fund
GO Bond – General Obligation Bond
HRC – Homeless Resource Center
HR – Human Resources
IMS – Information Management Services Department
JAG – Bureau of Justice Assistance Grant
Misc. – Miscellaneous
NOFA – Notice of Funding Availability
RDA – Redevelopment Agency
RV – Recreational Vehicle
TAP – Teen Afterschool Prevention Grant
TIF – Transportation Investment Fund
TTIF – Transportation Investment Fund-Active Transportation Program
TBD – To be determined
VOA – Volunteers of America
YWCA – Young Women's Christian Association of the United States of America, Inc.
DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET, ROOM 238
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 TEL 801-535-6394
ERIN MENDENHALL
Mayor
MARY BETH THOMPSON
Chief Financial Officer
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: _______________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: __________
______________________________________________________________________________
TO: Salt Lake City Council DATE: November 7, 2022
Dan Dugan, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: RE-TRANSMITTAL Budget Amendment #4
SPONSOR: NA
STAFF CONTACT: John Vuyk, Budget Director (801) 535-6394 or
Mary Beth Thompson (801) 535-6403
DOCUMENT TYPE: Budget Amendment Ordinance
RECOMMENDATION: The Administration recommends that, subsequent to a public hearing,
the City Council adopt the following amendments to the FY2022-23 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $ 194,600.00 $ 2,774,764.00
CIP FUND 91,967,957.90 96,317,957.90
GOLF FUND 25,700.00 46,800.00
FLEET FUND 1,119,900.00 10,678,500.00
DEBT SERVICE FUND (2,951,726.95) (2,951,726.95)
WATER FUND 260,687.00 260,687.00
IMS FUND 2,627,420.00 2,782,449.00
MISCELLANEOUS GRANTS FUND 8,065,151.00 8,065,151.00
TOTAL $ 101,309,688.95 $117,974,581.95
11/08/2022
11/08/2022
Lisa Shaffer (Nov 8, 2022 10:00 MST)
BACKGROUND/DISCUSSION:
Revenue for FY 2022-23 Budget Adjustments
The following chart shows a current projection of General Fund Revenue for fiscal year 2023.
Initial projections for fiscal year 2023 projections continue to be positive. Sales tax is currently
projected to exceed budget by $1.5 million while the sales tax associated with Funding Our
Future is projected to exceed budget by $750K. Building permits continue to stay strong
projecting to be over budget by $123,504. Charges and services is projecting to be over budget
because of strong numbers from police service revenues, while miscellaneous revenue shows an
increase over budget due to an increase in fuel reimbursement costs. The City is also projecting a
large surplus due to the rising interest rates.
While these numbers are positive, the Administration continues to wait for fiscal year 2022 to be
closed and will provide updates to Council as the audit progresses.
FY22-23 FY22-23 Amended Variance
Annual Ammended Revised Favorable
Revenue Budget Budget Forecast (Unfavorable)
Property Taxes 125,012,927 125,012,927 125,012,927 -
Sales and Use Tax 105,050,018 105,050,018 106,550,018 1,500,000
Franchise Tax 11,657,129 11,657,129 11,640,553 (16,576)
PILOT Taxes 1,638,222 1,638,222 1,638,222 -
TOTAL TAXES 243,358,296 243,358,296 244,841,720 1,483,424
License and Permits 40,736,114 40,736,114 40,859,618 123,504
Intergovernmental 4,644,622 4,644,622 4,657,592 12,970
Interest Income 2,071,154 2,071,154 2,771,154 700,000
Fines & Forfeiture 3,765,174 3,765,174 3,740,501 (24,673)
Parking Meter Collection 2,635,475 2,635,475 2,635,475 -
Charges and Services 4,432,794 4,432,794 4,614,603 181,809
Miscellaneous Revenue 3,438,710 3,438,710 3,583,408 144,698
Interfund Reimbursement 24,431,717 24,431,717 24,431,717 -
Transfers 28,821,993 34,921,993 34,729,993 (192,000)
TOTAL W/OUT SPECIAL TAX 358,336,049 364,436,049 366,865,781 2,429,732
Sales and Use Tax - 1/2 cent 44,364,490 44,364,490 45,114,490 750,000
TOTAL GENERAL FUND 402,700,539 408,800,539 411,980,271 3,179,732
Including proposed changes for BA#4 fund balance would be projected as follows for FY2023:
Adjusted fund balance is projected to be at 16.12%.
FOF GF Only TOTAL FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 6,625,050 82,617,126 89,242,176 6,625,050 109,660,920 116,285,970 12,906,520 99,464,558 112,371,078
Budgeted Change in Fund Balance 2,924,682 (7,810,302) (4,885,620) (2,879,483) (15,335,334) (18,214,817) (2,100,608) (20,736,262) (22,836,870)
Prior Year Encumbrances (3,733,743) (6,165,453) (9,899,196) (1,879,654) (10,259,789) (12,139,443) (1,800,000) (8,000,000) (9,800,000)
Estimated Beginning Fund Balance 5,815,989 68,641,371 74,457,360 1,865,913 84,065,797 85,931,710 9,005,912 70,728,296 79,734,208
Beginning Fund Balance Percent 14.51%23.16%22.13%3.62%23.89%21.30%19.07%18.70%18.74%
Year End CAFR Adjustments
Revenue Changes - - - - - - - - -
Expense Changes (Prepaids, Receivable, Etc.) - (5,676,583) (5,676,583) - (7,535,897) (7,535,897) (7,535,897) (7,535,897)
Fund Balance w/ CAFR Changes 5,815,989 62,964,788 68,780,777 1,865,913 76,529,900 78,395,813 9,005,912 63,192,399 72,198,311
Final Fund Balance Percent 14.51%21.24%20.44%3.62%21.75%19.43%19.07%16.70%16.97%
Budget Amendment Use of Fund Balance (1,000,000) (15,858,313) (16,858,313)
BA#1 Revenue Adjustment - - - - - - -
BA#1 Expense Adjustment - - 5,138,235 5,138,235 - (475,000) (475,000)
BA#2 Revenue Adjustment - - 490,847 490,847 - - -
BA#2 Expense Adjustment - - (986,298) (986,298) - - -
BA#3 Revenue Adjustment - - - - - 6,000,000 6,000,000
BA#3 Expense Adjustment - (1,000,000) (1,000,000) (2,000,000) - (6,538,000) (6,538,000)
BA#4 Revenue Adjustment - - 1,508,044 1,508,044 - 194,600 194,600
BA#4 Expense Adjustment - - (4,242,779) (4,242,779) - (2,774,764) (2,774,764)
BA#5 Revenue Adjustment - - 400,000 400,000 - - -
BA#5 Expense Adjustment - - (400,000) (400,000) - - -
BA#6 Revenue Adjustment - - - - - - -
BA#6 Expense Adjustment - - (1,553,938) (1,553,938) - - -
BA#7 Revenue Adjustment - - (794,641) (794,641) - - -
BA#7 Expense Adjustment - (1,200,000) (10,843,298) (12,043,298) - - -
Change in Revenue 7,298,201 10,388,598 17,686,799 11,139,999 23,083,587 34,223,586 - - -
Change in Expense - - - 2,100,608 12,134,899 14,235,507
Fund Balance Budgeted Increase - - - - - - - - -
- - - Adjusted Fund Balance 12,114,190 57,495,073 69,609,263 12,906,520 99,464,558 112,371,078 9,005,912 59,599,235 68,605,147
Adjusted Fund Balance Percent 30.21%19.40%20.69%25.06%28.26%27.86%19.07%15.75%16.12%
Projected Revenue 40,095,707 296,422,894 336,518,601 51,499,136 351,910,770 403,409,906 47,215,097 378,322,311 425,537,408
FY2021 FY2023 BudgetFY2022 Projection
The Administration is requesting a budget amendment totaling $101,309,688.95 of revenue and
expense of $117,974,581.95. The amendment proposes changes in eight funds, with three FTEs.
The amendment also includes the use of $2,580,164.00 from the General Fund fund balance. The
proposal includes 33 initiatives for Council review.
A summary spreadsheet document, outlining proposed budget changes is attached. The
Administration requests this document be modified based on the decisions of the Council.
The budget opening is separated in eight different categories:
A. New Budget Items
B. Grants for Existing Staff Resources
C. Grants for New Staff Resources
D. Housekeeping Items
E. Grants Requiring No New Staff Resources
F. Donations
G. Council Consent Agenda Grant Awards
I. Council Added Items
PUBLIC PROCESS: Public Hearing
Initiative Number/Name Fund Revenue Amount
Expenditure
Amount Revenue Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 Elections Awareness GF - 38,509.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 274,000.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 177,847.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 30,000.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 9,000.00 One-time -
3 Dee Glen Tennis Court Reconstruction GF - 500,000.00 One-time -
3 Dee Glen Tennis Court Reconstruction CIP 500,000.00 500,000.00 One-time -
4 New Sr. Warehouse Operator FTE GF - (18,750.00)Ongoing -
4 New Sr. Warehouse Operator FTE GF - 18,750.00 Ongoing 0.50
4 New Sr. Warehouse Operator FTE Golf - (18,750.00)Ongoing -
4 New Sr. Warehouse Operator FTE Golf - 18,750.00 Ongoing 0.50
5
GO Bond Related - Glendale Regional
Park Phase 1 - Increased Costs (from
Impact Fees)
CIP - 4,350,000.00 One-time -
6 Transfer CIP and Impact Fees to Finance GF - (223,299.00)Ongoing (2.00)
6 Transfer CIP and Impact Fees to Finance GF - 223,299.00 Ongoing 2.00
7 Forestry Division Director Reclassification
to Appointed (Grade 35)GF - - Ongoing -
8 Contract Development Specialists GF - 103,900.00 Ongoing 2.00
8 Contract Development Specialists IMS 5,000.00 5,000.00 One-time -
9 Lease & Tenant Improvement for
Substations GF - 130,000.00 Ongoing -
9 Lease & Tenant Improvement for
Substations GF - 678,462.00 One-time -
10 Fire Station Gender Equity GF - 750,000.00 One-time -
10 Fire Station Gender Equity CIP 750,000.00 750,000.00 One-time -
11 Real Property Purchase GF - 430,000.00 One-time -
11 Real Property Purchase CIP 430,000.00 430,000.00 One-time -
12
GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project
Manager
GF 194,600.00 310,600.00 Ongoing 3.00
12
GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project
Manager
Fleet 108,000.00 108,000.00 One-time -
12
GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project
Manager
IMS 8,000.00 8,000.00 One-time -
13 IMS / Airport Police Devices IMS - 155,029.00 One-time -
14 Patrol Response to Backfill Vacant Leave
Positions GF - 2,539,019.00 One-time -
FY 2023 Budget Amendment #4
Council ApprovedAdministration Proposed
Section A: New Items
1
FY 2023 Budget Amendment #4
1 Market Pay Adjustment - GF Transfer to
Golf GF - (25,700.00)Ongoing -
1 Market Pay Adjustment - GF Transfer to
Golf GF - 25,700.00 Ongoing -
1 Market Pay Adjustment - GF Transfer to
Golf Golf 25,700.00 46,800.00 Ongoing -
2 FY 2023 General Fund Funded Vehicle
Purchases Fleet 1,011,900.00 1,011,900.00 One-time -
3 FY 2022 Fleet Vehicle Purchases Fleet 90,000.00 One-time -
4 Sales Tax Revenue Bonds, Series 2022 C
Federally Taxable CIP 24,240,000.00 24,240,000.00 One-time -
5 Sales Tax Revenue Bonds, Series 2022 B
Non-Taxable Debt Service 244,846.05 244,846.05 One-time -
5 Sales Tax Revenue Bonds, Series 2022 B
Non-Taxable CIP 42,553,000.00 42,553,000.00 One-time -
6 General Obligation Series 2022 Streets
Bonds CIP 23,494,957.90 23,494,957.90 One-time -
7 Sales Tax Revenue Bonds, Series 2022 B &
C Debt Service (3,196,573.00) (3,196,573.00)One-time -
7 Sales Tax Revenue Bonds, Series 2022 B &
C GF - (3,196,573.00)One-time -
8 FY 2022 Year End Fleet Encumbrance
Rollover to FY 2023 Fleet - 9,468,600.00 One-time -
9 FY 2022 Year End IMS Encumbrance
Rollover to FY 2023 IMS 2,614,420.00 2,614,420.00 One-time -
10 Winter Shelter Overflow Patrol Resources -
Informational Only Misc Grant - - One-time -
Section E: Grants Requiring No New Staff Resources
1 Homeless Shelter Cities Mitigation Grant
FY 2023 Misc Grants 694,122.00 694,122.00 One-time -
2 Rehabilitation of High Hazard Potential
Dams (HHPD)Water 260,687.00 260,687.00 One-time -
3 ERAP 1 Reallocated Funds Misc Grants 5,000,000.00 5,000,000.00 One-time -
4 Clean Neighborhood Teams Mitigation
Staffing - ARPA Funding Misc Grants 1,664,000.00 1,664,000.00 One-time -
-
Section D: Housekeeping
Section F: Donations
Section C: Grants for New Staff Resources
Section B: Grants for Existing Staff Resources
2
FY 2023 Budget Amendment #4
Consent Agenda #3
1
Utah Department of Health - Bureau of
Emergency Medical Services (EMS) Grant,
FY23 Per Capita Allocation
Misc Grants 10,948.00 10,948.00 One-time -
Consent Agenda #4
1 SUGA Education & Traning Award,
SUGA Board of Directors
Misc Grants 30,000.00 30,000.00 One-time -
2 State of Utah, The Utah Highway Safety
Office, 2023 Distracted Driving Prevention
Program
Misc Grants 17,000.00 17,000.00 One-time -
3 US Department of Justice, 2022 Bureau of
Justice Assistance Grant (JAG)
Misc Grants 350,205.00 350,205.00 One-time -
4 US Department of Justice, Office on
Violence Against Women,
2020 YWCA Utah
Misc Grants 298,876.00 298,876.00 One-time -
Section G: Council Consent Agenda -- Grant Awards
3
FY 2023 Budget Amendment #4
Total of Budget Amendment Items 101,309,688.95 117,974,581.95 - - 6.00
Initiative Number/Name Fund Revenue Amount
Expenditure
Amount Revenue Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Total by Fund Class, Budget Amendment #4:
General Fund GF 194,600.00 2,774,764.00 - - 5.50
CIP Fund CIP 91,967,957.90 96,317,957.90 - - -
Golf Fund Golf 25,700.00 46,800.00 - - 0.50
Fleet Fund Fleet 1,119,900.00 10,678,500.00 - - -
Debt Service Fund Debt Service (2,951,726.95) (2,951,726.95) - - -
Water Fund Water 260,687.00 260,687.00 - - -
IMS Fund IMS 2,627,420.00 2,782,449.00 - - -
Miscellaneous Grant Fund Misc Grants 8,065,151.00 8,065,151.00 - - -
-
Total of Budget Amendment Items 101,309,688.95 117,974,581.95 - - 6.00
Administration Proposed Council Approved
Section I: Council Added Items
4
FY 2023 Budget Amendment #4
Current Year Budget Summary, provided for information only
FY 2022-23 Budget, Including Budget Amendments
FY 2022-23
Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Revenue
General Fund (FC 10)425,537,408 100,000 6,000,000 194,600 431,832,008
Curb and Gutter (FC 20)3,000 3,000
DEA Task Force Fund (FC 41)1,762,560 1,762,560
Misc Special Service Districts (FC 46)1,700,000 1,700,000
Street Lighting Enterprise (FC 48)4,302,222 4,302,222
Water Fund (FC 51)108,196,368 36,680,000 260,687 145,137,055
Sewer Fund (FC 52)196,630,907 196,630,907
Storm Water Fund (FC 53)13,476,733 13,476,733
Airport Fund (FC 54,55,56)302,268,600 - 302,268,600
Refuse Fund (FC 57)21,458,105 21,458,105
Golf Fund (FC 59)11,560,676 25,700 11,586,376
E-911 Fund (FC 60)3,925,000 3,925,000
Fleet Fund (FC 61)28,826,992 120,000 1,119,900 30,066,892
IMS Fund (FC 65)30,523,167 2,627,420 33,150,587
County Quarter Cent Sales Tax for
Transportation (FC 69)9,600,000 9,600,000
CDBG Operating Fund (FC 71)4,670,517 4,670,517
Miscellaneous Grants (FC 72)34,158,918 2,749,584 2,517,995 8,065,151 47,491,648
Other Special Revenue (FC 73)300,000 300,000
Donation Fund (FC 77)2,920,250 20,000 44,668 2,984,918
Housing Loans & Trust (FC 78)16,217,000 16,217,000
Debt Service Fund (FC 81)32,037,989 (2,951,727) 29,086,262
CIP Fund (FC 83, 84 & 86)35,460,387 6,603,019 5,267,217 91,967,958 139,298,581
Governmental Immunity (FC 85)3,964,523 2,000,000 500,000 6,464,523
Risk Fund (FC 87)54,679,000 54,679,000
Total of Budget Amendment Items 1,344,180,322 11,592,603 - 51,009,880 101,309,689 - 1,508,092,494
5
FY 2023 Budget Amendment #4
Current Year Budget Summary, provided for information only
FY 2022-23 Budget, Including Budget Amendments
Total Expense BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Expense
General Fund (FC 10)425,537,408 847,540 6,538,000 2,774,764 435,697,712
Curb and Gutter (FC 20)3,000 3,000
DEA Task Force Fund (FC 41)1,762,560 1,762,560
Misc Special Service Districts (FC 46)1,700,000 1,700,000
Street Lighting Enterprise (FC 48)5,757,825 5,757,825
Water Fund (FC 51)132,752,815 36,680,000 260,687 169,693,502
Sewer Fund (FC 52)255,914,580 255,914,580
Storm Water Fund (FC 53)18,699,722 18,699,722
Airport Fund (FC 54,55,56)384,681,671 688,818,000 1,073,499,671
Refuse Fund (FC 57)24,952,672 3,035,700 27,988,372
Golf Fund (FC 59)14,726,016 46,800 14,772,816
E-911 Fund (FC 60)3,800,385 3,800,385
Fleet Fund (FC 61)30,426,032 4,011,360 10,678,500 45,115,892
IMS Fund (FC 65)30,523,167 2,782,449 33,305,616
County Quarter Cent Sales Tax for
Transportation (FC 69)9,458,748 9,458,748
CDBG Operating Fund (FC 71)4,958,433 4,958,433
Miscellaneous Grants (FC 72)26,614,153 2,749,584 2,517,995 8,065,151 39,946,883
Other Special Revenue (FC 73)300,000 300,000
Donation Fund (FC 77)287,250 20,000 44,668 351,918
Housing Loans & Trust (FC 78)25,779,253 100,000 25,879,253
Debt Service Fund (FC 81)33,658,558 (2,951,727) 30,706,831
CIP Fund (FC 83, 84 & 86)35,460,387 11,713,917 12,267,217 96,317,958 155,759,479
Governmental Immunity (FC 85)3,169,767 2,000,000 500,000 5,669,767
Risk Fund (FC 87)54,679,000 54,679,000
- Total of Budget Amendment Items 1,525,603,402 21,442,401 688,818,000 61,583,580 117,974,582 - 2,415,421,965
Budget Manager
Analyst, City Council
Contingent Appropriation
The Council adopted item A-2 at the September 20th Council meeting with the following contingency: "Each funding award to recommended housing developments will come to the Council for final approval."
6
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
1
Section A: New Items
A-1: Elections Awareness GF $38,509.00
Department: Attorney’s Office Prepared By: Olivia Hoge
For questions please include: Olivia Hoge, Katie Lewis, Mary Beth Thompson
The cost of the election $24,735. The cost of the insert for the VIP is $13,774. Because the approved funding was given
before the resolution to hold a Special Election as well as include a mailer to be included in the GO Bond, we will need
additional funding. Including a mailer, the estimated cost is $38,509.
A-2: Repurpose Operation Rio Grande Funds for
Homelessness Services
GF $274,000.00
GF $177,847.00
GF $30,000.00
GF $9,000.00
Department: CAN Prepared By: Tony Milner
For questions please include: Brent Beck, Tony Milner, Blake Thomas, Mary Beth Thompson
This amendment is to repurpose unused Salt Lake County funds for Operation Rio Grande through a contract
amendment with the County for new homelessness services. See attached County contract and contract
amendments.
$274,000: VOA, City Specific Outreach Team. Description: This funding will continue operations of the City’s outreach
team with Volunteers of America. This team is a vital piece of the City's response to unsheltered homelessness and
focuses on facilitating unsheltered residents access to both short term supportive services and long-term permanent
housing.
$177,847: Provider TBD, FY 2023 Winter Overflow Operations. Description: The Winter Overflow plan for this year,
while mandated by the State legislature, was not funded by the State legislature. While existing state funding has now
been identified to support the majority of overflow costs, this funding has been identified as a source that can fill gaps in
needed services for overflow operations this winter.
$30,000: Shelter the Homeless, HRC Security. Description: Funds would be used to pay for one of the swing shift
security staff at either the Geraldine E. King or the Gail Miller HRC.
$9,000: VOA, Detox Bed Costs. Description: Detox service costs increased this year and funding is needed to ensure
immediate access for the City’s first responders to refer patients into two detox beds at VOA’s adult detox center.
A-3: Dee Glen Tennis Court Reconstruction GF $500,000.00
CIP $500,000.00
Department: Public Lands Prepared By: Kristin Riker
For questions please include: Kristin Riker, Gregg Evans, Mary Beth Thompson
In 2020 after the March 18th earthquake, the North side of Court 7 at the Dee Glen Smith Tennis Center began to
significantly buckle and crack. The entire length of the edge of the court has deep cracks where the perimeter playing
surface has shifted and has become unsafe. Cables holding the post-tension courts have shifted and could continue to
shift more into the court with future weather or earthquake events.
The Engineering Division has been working with a structural engineer to determine the best co urse of action. The
structural engineer believes that based upon the transverse cracking and from preliminary observations , the drainage
from the court and from the hillside to the east and possibly from poor backfill, water may be causing the subsidence of
the perimeter beam. This is believed to be generating failure at the cable anchors and vertical saw cut of the old tennis
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
2
court slab. Failure of the post tensioning is also suspected to be causing the cracking and court slab failure. Repair to
the post tensioning is possible, however expensive, and likely temporary , and the contractor cannot guarantee the
quality and longevity of the repair.
This request for $500,000 will be to replace the post -tension courts with an anticipated cost of $360,000. Engineering
also suggests another $140,000 to address drainage and other issues that may have caused the failure.
A-4: New Sr. Warehouse Operator FTE GF -$18,750.00
GF $18,750.00
Golf -$18,750.00
Golf $18,750.00
Department: Public Lands Prepared By: Gregg Evans
For questions please includes: Kristin Riker, Matt Kammeyer, Gregg Evans, Mary Beth Thompson
With the creation of the new Public Lands Department we have identified a need to centralize purchasing, contracting,
and warehouse support functions to include the Golf Division in order to maintain better controls and efficiency. The
Golf Division has had several purchasing violations in the last year and the centralization of these functions will
standardize processes and controls to avoid future purchasing violations. The Public Lands Department is requesting to
reallocate existing seasonal budget from the General Fund and the Golf fund to share the cost 50/50 for (1) new FTE
Senior Warehouse Operator position.
This new position would potentially start January 1st 2023 utilizing existing savings for 6 -months in FY23. Additional
funding would be requested to fund 50% of the position from the general fund for the full year in FY24.
The Public Lands warehouse staff currently provides purchasing, ordering, contracting, payment processing, and
warehouse inventory management for the entire Department. Over the last 24 months the warehouse staff workload
has increased as the department has taken on Special Events, Community Events, Park Ranger Program and added new
properties.
Additionally, the warehouse staff is very skilled and knowledgeable and has graciously provided services for other
departments to assist with their ordering and pricing needs.
The new Senior Warehouse Operator position would provide warehouse support to free up time for the current
warehouse staff to dedicate more time toward purchasing, ordering, and contracting functions for the Golf Division, the
other new programs and properties, and continue to assist other departments as needed.
A-5: GO Bond Related - Glendale Regional Park
Phase 1–Increased Costs
GF $4,350,000.00
CIP $4,350,000.00
Department: Public Lands Prepared By: Kat Maus
For questions please include: Kat Maus, Kristin Riker, Greg Evans, Mary Beth Thompson
Public Lands is requesting a budget amendment to increase the funding for Phase 1 design and construction of Glendale
Regional Park by $4,350,000 of impact fees. Phase 1 has previously been funded for $3.425 million in 2021, but
additional funds are now required to complete the phase. With increased costs and extensive, unforeseen circumstances
that have occurred with the demolition, Public Lands currently has only $1,750,000 remaining for construction to
complete Phase 1. In addition, construction costs have risen since the original allocation so Public Lands will be able to
deliver fewer amenities than what was originally expected.
In order to make a significant impact, to reduce phasing of the full park build-out, and to meet the requirements for the
Land and Water Conservation Funding, this additional request will be necessary to complete the currently proposed
Phase 1.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
3
This funding request will include full design and implementation of Phase 1, Sustainable SITES Certification
(https://sustainablesites.org/certification-guide), all survey work needed for the phase and soft costs. Proposed Phase 1
amenities that could be constructed with this additional funding, including fees and soft costs, consist of:
- Multi-use sports court
- Pavilion
- Community Plaza
- Pathways
- Associated Parking
- Water-wise and ornamental plantings
- Playground with accessible design and assistive technologies for all ages
Without additional allocation of impact fees, Phase 1 will be significantly reduced. Public Lands will work with the
selected consultant to design to the current budget of the remaining $1.75 million, which could consist of element s
including a scaled-down playground, sports court, and plaza based on construction and material costs.
A-6: Transfer CIP and Impact Fees to Finance GF -$223,299.00
GF $223,299.00
Department: CAN / Finance Prepared By: Blake Thomas
For questions please include: Blake Thomas, Tammy Hunsaker, Brent Beck, Mary Beth Thompson
This amendment will transfer CIP and Impact Fees functions from CAN to Finance, consisting of two FTE's and
operating budget. FTE's consist of the CIP Impact Fee Manager, grade 30, and a Capital Improvement Program
Specialist, grade 25. FTE annual budget of $210,394, annual operating budget of $12,905.
A-7: Forestry Division Dir. Reclassification to
Appointed (Grade 35)
GF $0.00
Department: Public Lands Prepared By: Gregg Evans
For questions please include: Kristin Riker, Gregg Evans, Mary Beth Thompson
Department of Public Lands is requesting an FY 2023 $0 housekeeping budget amendment to reclassify the current
Forestry Division Director to an appointed position (grade 35). Public Lands will utilize existing budget to fund this
request. HR has reviewed this change and has revised the appointed employees pay plan document as part of this
request. The Forestry Division Director has signed a letter acknowledging his understanding and acceptance of this
appointment and has been offered reasonable compensation to make the change.
The Urban Forestry Division Director is a crucial position that manages all aspects of the City's urban forest growth and
preservation needs. This position manages a multimillion dollar budget and team of skilled trade professionals that
provide individualized customer service to thousands of city residents every year. The position requires expertise in a
specialized biological science and the ability to apply and relate that knowledge to diverse city priorities and challenges.
Aside from working directly and regularly with numerous other City Departments and Divisions (including Public
Utilities, Building Services, Planning, Public Services and Engineering) on City projects and priorities, the Urban
Forestry Director must see to the delivery of professional grade productivity and quantifiable residential service.
The combination of skills, productivity and publicity attached to the Urban Forestry Division Director position should
merit a compensation class consistent with Division Directors throughout the City’s Public Services, Community &
Neighborhoods, and Public Lands Departments.
The City’s Revised Appointed Pay Plan is attached to the end of the amendment packet.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
4
A-8: Contract Development Specialist GF $103,900.00
IMS 5,000.00
Department: Finance Prepared By: Mary Beth Thompson
For questions please include: Mary Beth Thompson, Christopher Jennings
The Department of Finance is requesting two Contract Development Specialist. Since 2021 the contract request s have
been growing at a steady rate. In 2023 we are experiencing a surge of contracts that we couldn't have predicted. As you
can see on the graph in FY 2020 we had 96 contracts, in 2021 we had 197 contracts, in 2022 we had 238 contracts, and
current today we have 93 contracts (see graph). Another example, June of 2022 had 44 contract requests come in and
this is more than double the norm for end of the fiscal year and the most we have ever had in one month. All of this
work needs to be done by writers on staff. This and the anticipation of becoming more active on city contract standards
and administration has completely overwhelm our staff at the current levels. Two Contract Development Specialist
positions are being requested accommodate the increased workload. These positions are a pay code 26 with budget for
6 months of salary plus an additional 26% for benefits.
A-9: Lease & Tenant Improvement for Substations GF $130,000.00
96
197
238
93
FY20 FY21 FY22 FY23
K requests
876
717
807
234
FY20 FY21 FY22 FY23
PRs
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
5
GF $678,462.00
Department: Public Serv / Police / CAN Prepared By: JP Goates / Tammy Hunsaker
For questions please include: JP Goates, Tammy Hunsaker, Brent Beck, Shellie Dietrich, Mary Beth
Thompson
The ongoing costs associated with this request- Substations rent/utilities/parking is estimated to be $125,000 for the
downtown substation and $5,000 for the N. Temple substation. This cost is only for 7 months (Dec to June). The
annual budget amount needed would be closer to $225,000.
The one-time costs associated with this request - All other costs are one-time and related to initial setup. They include
tenant improvement (TI) and office furniture of $513,208 for the downtown location and $125,254 for the N. Temple
location. See back up documentation for details. Additionally, the parking area is estimated at $40k which
covers costs, design, storm drain and landscaping.
A-10: Fire Station Gender Equity GF $750,000.00
CIP $750,000.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: JP Goates, Dustin Petersen, Mary Beth Thompson
Historically, firefighting was a male-dominated profession. As a result, yesterday’s fire stations were built to
accommodate individuals of the same gender, traditions, and background. Most of the fire stations in Salt Lake City
were built in the late 80s and early 90s, with a few dating back as far as 1971. Today, the fire service is universally more
diverse, and are certainly more aware and respectful of coworkers’ needs for inclusion and well-being. Individuals of
different genders, gender identities, traditions, backgrounds, and perspectives work together to form the current
generation of firefighters. This emphasizes the need to accommodate many different individuals in one fire station. Any
firefighter or City employee should have a basic expectation of privacy and appropriate accommodations. We have made
efforts to address these expectations internally, w ith limited success given the original design of the facilities. Today, our
inability to permanently meet these standards places an unfair burden on all employees and can negatively impact
morale and workplace productivity. A fire station should reflect Sa lt Lake City’s priorities of equitable and inclusive
workspaces for all, and the Salt Lake City Fire Department has an obligation to promote and meet those goals and
objectives.
The proposed renovations to city facilities include modifying dorm rooms at fire stations 1,7, and 10. This work will
create adequate privacy by separating current dorm rooms with new walls and doors. Station 8 will add additional
privacy by adding an additional bathroom and shower. Station 5 will require an additional dorm room w ith an adjacent
bathroom with shower.
A-11: Real Property Purchase GF $430,000.00
CIP $430,000.00
Department: Public Services Prepared By: John Vuyk
For questions please include: JP Goates, Tammy Hunsaker Mary Beth Thompson, John Vuyk
The Administration is proposing the purchase of real property previously discussed in a closed session. Further
discussion about the purchase could be held in closed session if the Council desires. This is a key acquisition of real
property that will benefit the city and be utilized immediately with no additional budget impacts.
The proposed purchase would include a transfer from the general fund to the CIP fund for the purchase of the property.
A-12: GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project Manager
GF $310,600.00
Fleet $108,000.00
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
6
IMS $8,000.00
Departments: Public Lands, Public Services Prepared By: Dustin Petersen / Gregg Evans
For questions please include: Kristin Riker, Gregg Evans, Dustin Petersen, Jorge Chammoro, Mary
Beth Thompson
Full-time planning staff in the Public Lands Department are responsible for public engagement, design, consultant
management, cross-departmental coordination, and implementation tasks required to complete critical Public Lands
projects.
Existing project workloads and backlogs (approximately 70-80 funded yet incomplete projects) already necessitate
increased planning staff capacity. Significant increases in capital funding through the City Council -approved, $67.5
million Sales Tax Bond (August 2022) and the voter-approved, $85 million General Obligation (GO) Bond for Parks,
Trails, and Open Spaces (November 2022) have further cemented the need for and urgency of hiring additional
planners as quickly as possible.
As such, the Public Lands Department proposes hiring two (2) new full-time public lands project planners (pay grade
28, non-union) through Budget Amendment #4 (FY22/23). This would allow the Department to tackle existing backlog
and begin bond projects with more immediacy. Two more planners would grow the Department’s Planning Team to (5)
total FTEs.
The Sr. Project Manager will work within the Engineering Division and oversee a program dedicated solely to the
proposed bond projects. This posit ion will be necessary for oversight of design and construction, overall. This would
include procurement of design and construction management, financial management, coordination with the Parks
Division engagement efforts and preliminary design leading to construction - along with other administrative functions
and coordination. This position will need to be a skilled engineer, landscape architect or project management
professional with experience in large scale projects.
It is necessary to submit this request through a budget amendment rather than through next year’s FY23/24 annual
budget process due to the urgency and high expectations that the City and the public have in regard to the initiation and
completion of critical public lands bond projects. Because the eight GO Bond projects will not all begin at the same time,
the Department will be able to further assess the need for additional planners and resources and include further
Planning Team staffing requests through the annual budget process. Due to fleet delays and materials shortages, this
request also includes an additional Public Lands vehicle that will allow the Planning Team to complete community
engagement and site visit tasks. It is included in the budget amendment in order to receive the vehicl e as quickly as
possible (with 8-10 month lead times becoming more common in recent years).
Public Lands
One-time and annual costs for these two (2) additional FTEs include salaries, benefits, equipment and IMS Department
assistance, work spaces, and purchasing and maintaining one (1) compact fuel-efficient vehicle in the City’s fleet.
• The projected one-time cost for FY22/23 is $69,000 ($50,000 for Fleet, $4,000 for IMS and $15,000 for office
setup).
Fuel Costs for this fiscal year totaling $4,000 are also included.
• The projected annual ongoing cost is $231,400 (Salaries & fuel cost).
• The amendment proposes to add these new positions on January 29, 2023. The 5-month partial funding period
would cost $100,600 for the current fiscal year (FY22/23). Funding for personnel and ongoing costs will be added to the
Public Lands General Fund budget while funding for the vehicles and the IMS computer purchases will be transferred to
Fleet Fund and IMS Fund, respectively.
Public Services
One-time and annual costs for these one (1) additional FTEs include salaries, benefits, equipment and IMS Department
assistance, work spaces, and purchasing and maintaining one (1) compact fuel -efficient vehicle in the City’s fleet.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
7
• The projected one-time cost for FY22/23 is $63,000 ($50,000 for Fleet, $4,000 for IMS and $15,000 for office
setup).
Fuel costs for this fiscal year totaling $4,000 are also included.
• The projected annual ongoing cost is $184,000 (Salaries & fuel cost).
• The amendment proposes to add these new positions on January 29, 2023. The 5-month partial funding period
would cost $83,000 for the current fiscal year (FY22/23). Funding for personnel and ongoing costs will be added to the
Public Lands General Fund budget while funding for the vehicles and the IMS computer purchases will be transferred to
Fleet Fund and IMS Fund, respectively.
A-13: IMS / Airport Police Devices IMS $155,029.00
Department: IMS Prepared By: Joseph Anthony
For questions please include: Joseph Anthony, Aaron Bentley, Mary Beth Thompson
We are requesting 64 new devices to be used by the Police Officers for the Airport Division that was recently moved to
them.
There is a total of 66 officers currently serving at the airport. Two devices have recently been updated. We are therefore
requesting an additional 64 computers for the remaining officers.
Docks are not needed for each additional computer but will be set up as specific workstations where officers while not in
the field may sit for report writing or other administrative responsibilities. These will be hotel-style stations that will be
shared and be able to be used by any officer. We are requesting 10 docks for this purpose. The dock in the quote is not
the dock that will be used, but a standardized Thunderbolt 4 dock which is the new universal standard and will be
compatible with the next generation computers that come out. The last batch of docks we purchased at the price listed
below. We are also requesting a total of 13 car adapters for the airport vehicles.
These devices come with a standard 3-year warranty. They are also strong ruggedized devices. We are recommending
that we don't get the additional bumper-to-bumper warranty as shown on the initial quote. Our historical data shows
that the devices do not break at a cost greater than the increase in the bumper -to-bumper warranty. Therefore, we
recommend skipping the additional warranty at this time.
Price Quantity Total
Computer 2,350.93 64 150,459.52
Docks 284.00 10 2,840.00
Car Power Adapter 132.98 13 1,728.74
Total 155,028.26
A-14: Patrol Response to Backfill Vacant and Leave
Positions
GF $2,539,019.00
Department: Police Prepared By: Shellie Dietrich / Chief Brown
For questions please include: Shellie Dietrich, Chief Brown, Jordan Smith, Mary Beth Thompson
The Police Department is requesting funding for patrol response staffing to maintain staffing at a level that provides
safety in the community and helps to reduce call response times. Staffing levels continue to be strained and officer leave
of all types is directly impacting patrol staffing.
In September 2022, the Police Department added mandatory patrol shifts to cover shifts that are not currently staffed.
For the current trimester, the Department added 18 patrol shifts per day. This approach allows the Department to
proactively reduce crime and improve response times. Demand for patrol resources has steadily increased over the past
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
8
six years. Response times is a metric the Department is constantly striving to improve to help improve community
expectations. Salt Lake City is one of the fastest growing cities in the country.
Section B: Grants for Existing Staff Resources
Section C: Grants for New Staff Resources
Section D: Housekeeping
D-1: Market Pay Adjustment – GF Transfer to Golf GF -$25,700.00
GF $25,700.00
Golf $46,800.00
Department: Public Lands Prepared By: Kristin Riker
For questions please include: Kristin Riker, Gregg Evans, Matt Kammeyer, Mary Beth Thompson
The Golf Enterprise Fund did not receive the FY23 NFP & CCAC market pay adjustment revenues. The Public Lands
Department is requesting a housekeeping budget amendment to transfer a portion of general fund budget from Public
Lands to the Golf Fund to cover these costs and the remaining amount will come from the Golf Fund balance.
D-2: FY 2023 General Fund Funded Vehicle Purchases Fleet $1,011,900.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: Dustin Petersen, Denise Sorensen, Dawn Valente, Julie Crookston, Mary
Beth Thompson
In Fiscal Year 2023 budget vehicles were added to the City's Fleet in the General Fund for new FTEs. However, Public
Services Fleet did not receive the budget for the transfer from the General Fund to the Fleet Fund, or the budget for the
related expenditures. This amendment will transfer funds to cover these purchases and provide the expenditure budget.
D-3: FY 2022 Fleet Vehicle Purchases Fleet $90,000.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: Dustin Petersen, Denise Sorensen, Dawn Valente, Julie Crookston, Mary
Beth Thompson
Public Services Fleet requested rollover funds on FY 2023 Budget Amendment 1 item D4. There was a discrepancy in the
funding detail and Public Services Fleet requires $90,000 to order all vehicles.
D-4: Sales Tax Revenue Bonds, Series 2022 C Federally
Taxable CIP $24,240,000.00
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
Sales and Excise Tax Revenue Bonds, Series 2022 C Federally Taxable, were sold in October 2022 for the purpose of
financing five projects. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure
budget to pay for construction of the five projects.
There will be five project cost centers in Fund 83 to which bond proceeds will be allocated. One cost center will receive
$6,100,000 for the Central Plant Electrical Transformer Upgrade & Emergency Backup Generators project. A second cost
center will receive $10,000,000 for the Pioneer Park Improvements project. A third cost center will receive $3,000,000
for the Fisher Mansion Stabilization & Improvements project. A fourth cost center will receive $2,000,000 for the Urban
Wood Reutilization Equipment and Storage Additions project. A fifth cost center will receive $3,000,000 for the Smith's
Ballpark Improvements project.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
9
There will also be a unique cost center for the bond's cost of issuance. This cost center will receive $140,000.00
D-5: Sales Tax Revenue Bonds, Series
2022 B Non-Taxable
Debt Service $244,846.05
CIP $42,553,000.00
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
Sales and Excise Tax Revenue Bonds, Series 2022 B Non-Taxable, were sold in October 2022 for the purpose of financing
five projects. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure budget to
pay for construction of the five projects.
There will be five project cost centers in Fund 83 to which bond proceeds will be allocated. One cost center will receive
$6,100,000 for the Westside Railroad Quiet Zone project. A second cost center will receive $8,000,000 for the Warm
Springs Punge Structure Stabilization & Improvements project. A third cost center will receive $11,200,000 for City
Cemetery Road Repairs / Reconstruction project. A fourth cost center will receive $9,753,000 for the 600 North Corridor
Transformation project. A fifth cost center will receive $7,500,000 for the Radio Towers project.
There will also be a unique cost center for the bond's cost of issuance. This cost center will receive $244,846.05.
D-6: General Obligation Series 2022
Streets Bonds
CIP $23,494,957.90
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
In November 2018, voters authorized the issuance of up to $87 million in general obligation bonds to fund street
construction. The General Obligation Bonds, Series 2022 were sold in September 2022 as the fourth and final issuance of
the authorization. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure
budget to pay for construction of the street projects associated with the bonds.
There will be eight project cost centers in Fund 83 to which bond proceeds will be allocated. The funding will be allocated
as shown below:
1. $3,000,0000 for the 1300 E (2100 S to the city limits) project.
2. $1,300,000 for Virginia Street (South Temple St to 11th Ave) project.
3. $2,000,000 for West Temple (South Temple St to 200 South).
4. $3,000,000 for local streets construction projects.
5. $1,500,000 for the 1700 East (900 S) (2100 South to 2700 South) project.
6. $8,000,000 for the 2100 South (700 East to 1300 East) project.
7. $2,000,000 for additional local streets construction projects.
8. $2,500,000 for 100 East / Highland Dr to augment prior funding.
There will also be a $194,957.90 allocation associated with the bond's cost of issuance.
D-7: Sales Tax Revenue Bonds, Series
2022 B & C
GF -$3,196,573.00
Debt Service -$3,196,573.00
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
The Sales Tax Revenue Bonds, Series 2022 B&C were issued in October 2022 for the purpose of financing several capital
projects throughout the City. The bonds were issued at a par amount of $64,225.000. The first interest payment is due
on April 1, 2023.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
10
D-8: FY 2022 Year End Fleet
Encumbrance Rollover to FY 2023
Fleet $9,468,600.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: Dustin Petersen, Denise Sorensen, Dawn Valente, Julie Crookston, Mary
Beth Thompson
Timing of vehicle and equipment orders tend to overlap the City's fiscal year cycle. Public Service Fleet has vehicles on
order with funding that was encumbered in FY 2022. This amendment will move encumbered funds to FY 2023.
D-9: FY 2022 Year End IMS
Encumbrance Rollover to FY 2023
IMS $2,614,420.00
Department: IMS Prepared By: Joseph Anthony
For questions please include: Joseph Anthony, Aaron Bentley, Gloria Cortez, Mary Beth Thompson
IMS has encumbered money that was expected to be paid out of the FY22 funds and needs to be paid in FY23. These
encumbrances are listed in the Carry Over Encumbrance reports. All of these items have been approved for purchase by
central finance in a prior year. These expenses will be paid for by the annual allocation that IMS uses to collect it's revenue
on an annual basis.
D-10: Winter Shelter Overflow Patrol
Resources – Informational Only
GF $0.00
Department: Police Prepared By: Shellie Dietrich
For question please include: Shellie Dietrich, Jordan Smith, Mary Beth Thompson
The Police Department was awarded a grant for $400,000 for winter overflow shelter patrol for fiscal year 2022. The
Department used $21,410 of the funding in fiscal year 2022. The funding remains in place and the Administration is
notifying the Council of the intent to use the remaining $378,560 for additional patrol resources will be needed in the Rio
Grande area during the operational period of the 2022-2023 Winter Overflow Shelter. It is estimated the city’s downtown
population for homeless services will increase by approximately 350 people during the weekday and outside of the
shelters’ regular nighttime operating hours.
Section E: Grants Requiring No New Staff Resources
E-1: Homeless Shelter Cities Mitigation
Grant FY 2023
Misc Grants $694,122.00
Department: Finance Prepared By: Ann Garcia
For questions please include: Ann Garcia, Mary Beth Thompson
This budget amendment is to recognize the City's annual State of Utah Homeless Shelter Cities Mitigation Grant -
Amendment #1 for FY23 in the amount of $694,121.82 for the purpose of addressing homelessness and homelessness
related services in Salt Lake City.
This year the State changed the process for distributing funds from a competitive grant to a formula grant. Due to HB440
and the State's decision to flex-up, the City is now eligible for an additional amount of the State Homeless Cities
Mitigation funding to support the flex up (take-on additional shelter clients during the winter). However, as a result of a
decision by the Utah Homeless Council, SLC is required to pass 2/3 of this new mitigation funding through to a service
provider who is slated to provide winter overflow shelter and 1/3 may be used for City identified mitigation activities.
Housing Stability staff have reviewed winter overflow shelter budgets and propose that the required 2/3 be passed
through to Shelter the Homeless for overflow security and transportation, and the remaining 1/3 be directed to SLCPD for
camp mitigation overtime shifts.
E-2: Rehabilitation of High Hazard
Potential Dams (HHPD)
Water $260,687.00
Department: Public Utilities Prepared By: Ann Garcia
For questions please include: Ann Garcia, Lisa Tarufelli, Mary Beth Thompson
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
11
This budget amendment is to recognize the City's funding availability grant award in the amount of $260,687 for the
purpose of planning and design for the rehabilitation of Lake Mary-Phoebe in Salt Lake City.
The State of Utah, Division of Water Resources secured the funding from the Department of Homeland Security. The
grant can be used to fund 65% of planning and design work.
No new FTEs.
Public Utilities hads discussed potential projects on the Lake Mary Dam internally and with Utah Dam Safety Program.
The intend was to budget work for Fiscal Year 2024. Given the available funding opportunity, Public Utilities has
determined the schedule will be accelerated and initiate the evaluation and design to take advantage of the grant. Public
Utilities has identified and will commit funding to mat th e remaining 35% or $130,344 of the project.
We need to put a hold on this funding until an award agreement is received. We have received an email announcing the
award.
E-3: ERAP 1 Reallocated Funds Misc Grants $5,000,000.00
Department: CAN Prepared By: Tony Milner
For questions please include: Tony Milner, Brent Beck, Ann Garcia, Mary Beth Thompson
The Treasury has reallocated unspent Emergency Rent Assistance Program (ERAP) 1 funds set -aside for the State of Utah
by low-performing cities and made these funds available to apply for by high-performing cities, such as Salt Lake City.
To administer Salt Lake City’s initial ERAP 1 award, the City contracted with the State of Utah, Department of Workforce
Services’ (DWS) online Utah Rent Relief applicat ion portal, https://rentrelief.utah.gov/.
Coordinating with DWS, Housing Stability staff have determined that Salt Lake City could apply for $5,000,000 in
reallocated ERAP 1. These funds will further assist Salt Lake City residents with deposit, rent, utilities, rent arrears, and
utility arrears, again utilizing the Utah Rent Relief application portal.
Note: This new request is separate from, and does not affect, the City’s other Treasury ERAP 1 ($6,067,033), ERAP 1
Reallocated ($3,000,000), and ERAP 2 ($4,800,559.40) awards.
See attached funding memos and award email from Treasury.
E-4: Clean Neighborhood Teams
Mitigation Staffing – ARPA Funding
Misc Grants $1,664,000.00 $1,664,000.00
Department: Police Prepared By: Shellie Dietrich / Chief Brown
For questions please include: Shellie Dietrich, Chief Brown, Jordan Smith, Mary Beth Thompson
The Administration is requesting $1,664,000 of funding, to provide funding for Clean Neighborhoods Teams for the
Police Department to provide staffing to support the homeless encampment cleanup and camp re-establishment
stabilization as requested by the Salt Lake County Health Department. Police officers working extra overtime shifts will
provide security to ensure the cleanups can proceed in an environment that will be safe for all involved. Staffin g numbers
will vary depending on the size, number of cleanups and the location.
Section F: Donations
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
12
Section G: Consent Agenda
Consent Agenda #3
G-1: Utah Department of Health - Bureau of
Emergency Medical Services (EMS)grant, FY23 Per
Capita Allocation
Misc Grants
$10,948.00
Department: Fire
Department
Prepared By: Brittany Blair/Ann Garcia
The Fire Department applied for and was awarded $10,948 of grant funding from the Utah Department of Health, Bureau
of Emergency Medical Services. This funding will be used towards the purchase of medical equipment relating to the
provision of Emergency Medical Services as funding permits.
A Public Hearing was held on 4-5-22 for the grant application on this award.
Consent Agenda #4
G-1: SUGA Education & Traning Award, SUGA Board
of Directors
Misc Grants $30,000.00
Department: IMS Prepared By: Blake Scott / Ann Garcia
The City has requested funds to help implement Workday across departments with Train the Trainer education as well as
additional aids including a training video. Each department has identified individuals who will assist their co -workers in
learning about Workday and how to use it. The training will take place between November 2022 and April 2023.
SUGA is a non-profit whose mission is to provide assistance for furthering the education of software users in the public
sector.
No match is required.
A public hearing was held for this grant application on 08/16/2022
G-2: State of Utah, The Utah Highway Safety Office,
2023 Distracted Driving Prevention Program
Misc Grants $17,000.00
Department: Police Prepared By: Jordan Smith / Ann Garcia
The Police Department applied for $14,175 and received a $17,000 grant from the Utah Highway Safety Office for the
2023 Distracted Driving Prevention Program.
The grant funding for 54 distracted driving enforcement/education overtime shifts.
A Public Hearing was held on 05/03/2022 for the grant application on this award.
G-3: US Department of Justice, 2022 Bureau of
Justice Assistance Grant (JAG)
Misc Grants $350,205.00
Department: Police Prepared By: Jordan Smith / Ann Garcia
The police department applied for and received a grant award from the U.S. Department of Justice under the 2022
Edward Byrne Memorial Justice Assistance Grant (JAG) program. The total grant award is $350,205.00.
The police department will use its award to provide training for sworn and civilian personnel, E-bikes (+accessories),
Ballistic Helmets, Ballistic Computers, Rifle Shields, Public Relations Unit Supplies, Community Policing and Targeted
Enforcement Overtime, Vehicle Telmatics Software and Training, Promising Youth Project Supplies and Training,
Community Surveys, and 2 sub-awards to Salt Lake County (BJA allocations) and Unified Police Department (BJA
allocations).
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
13
No Match is required.
A Public Hearing was held on 10/4/22 for the grant application on this award.
G-4: US Department of Justice, Office on Violence
Against Women,
2020 YWCA Utah
Misc Grants $298,876.00
Department: Police Prepared By: Jordan Smith / Ann Garcia
The police department applied for and received a grant award from the YWCA from pass-through funds from U.S.
Department of Justice under the 2020 grants to Improving Criminal Justice Responses to Sexual Assault, Domestic
Violence, Dating Violence and Stalking program. The total grant award is $298,876.00.
Salt Lake City signed a Memorandum of Understanding with the YWCA to participate as a sub awardee on the project. The
grant will fund three part-time civilian positions including two victim advocates and one civilian specialist to investigate
cases involving restricted persons accessing firearms. It will also fund supplies for both positions. The grant will fund
overtime to conduct operations to pursue protective order violations and outstanding domestic violence warra nts. Lastly,
it will fund travel training to send Domestic Violence Unit and Victim Advocate Program staff to a professional training
conference.
No Match is required.
A Public Hearing was held on 04/21/2020 for the grant application on this award.
Section I: Council Added Items
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
14
Attachments
Initiative A-2 Attachment
County Contract No. AL17504C
DA Matter 22CIV001228
AMENDMENT NO. 2
to
INTERLOCAL COOPERATION AGREEMENT
between
SALT LAKE COUNTY
and
SALT LAKE CITY CORPORATION
THIS AMENDMENT is executed this __ day of September 2022, by and between SALT
LAKE COUNTY (the "County"), a body corporate and politic of the State of Utah, on behalf of
its Behavioral Health Division, and SALT LAKE CITY CORPORATION, a Utah municipal
corporation, ("City"). County and City are collectively referred to hereafter as the "Parties."
RECITALS
WHEREAS, on November 13, 2017, the Parties entered into an Agreement (County
Contract No. AL17504C ("Agreement")) in which City agreed to provide the County with funds
in exchange for County reserving treatment and detox beds for City's residents in need of such
services; and
WHEREAS, pursuant to Amendment 1, the Parties agreed the County should return the
unspent funds the City provided to the County in the Agreement.
WHEREAS, the County returned Four Hundred Ninety Thousand Eight Hundred Forty-Seven dollars
($490,847.00) of unspent funds (“Unspent Funds”) to the City.
WHEREAS, the Parties desire to define the manner in which the City will spend the Unspent Funds and
to extend the time frame for the City to use the Unspent Funds.
THEREFORE, in exchange for valuable consideration, including the mutual covenants and
agreements contained in the Agreement, Amendment 1 and this Amendment, the Parties covenant
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
15
and agree as follows:
1. Paragraph 1.f. of the Agreement and Amendment 1 shall be amended as follows:
f. City shall use the Unspent Funds as follows:
(1) VOA, City Specific Outreach, Outreach Team, $274,000;
(2) Provider TBD, FY23 Winter Overflow Operations, $177,847;
(3) Shelter the Homeless, HRC Security, $30,000; and
(4) VOA, Detox Bed Costs, $9,000.
The City shall report to the County when the remaining Unspent Funds have been fully spent, or by
June 30, 2023, whichever comes first.
2. Paragraph 5 of the Agreement and Amendment 1 shall be amended as follows:
5. The Agreement shall terminate when the City spends the remaining Unspent F unds as described
in Paragraph 1.f. of this Amendment. If the City does not spend the remaining Unspent Funds by June 30,
2023, the Parties may amend this Agreement to extend the deadline for the City to spend the remaining
Unspent Funds.
3. All other terms and conditions of the underlying Agreement and Amendment 1
not specifically amended herein shall remain in full force and effect.
[signature page to follow]
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
16
Initiative A-7 Attachments
APPENDIX B – APPOINTED EMPLOYEES BY
DEPARTMENT
Effective June 26, 2022
(revised October 24, 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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
17
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
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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
18
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
URBAN FORESTRY 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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
19
REDEVELOPMENT AGENCY
DIRECTOR, REDEVELOPMENT AGENCY 041X
DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X
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.
APPENDIX B – APPOINTED EMPLOYEES BY
DEPARTMENT
Effective June
26, 2022 (revised
October 24, 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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
20
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
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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
21
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
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
POL ICE
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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
22
PUBLIC LANDS
PUBLIC LANDS DIRECTOR 041X
DEPUTY DIRECTOR, PUBLIC LANDS 037X
GOLF DIVISION DIRECTOR 035X
PARKS DIVISION DIRECTOR 035X
URBAN FORESTRY DIVISION DIRECTOR 035X
P UBLIC 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
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.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
23
Initiative A-9 Attachments
Downtown
Regent Area/Count Unit Cost Total
Ballistic Film 837 $ 250.00 $ 209,250.00
Window decals 5 $ 538.00 $ 2,690.00
Reception Glass and Kevlar 100 $ 250.00 $ 25,000.00
Paint 200 $ 4.00 $ 800.00
Key card access x4 4 $ 5,000.00 $ 20,000.00
Buzz in access point 1 $ 2,500.00 $ 2,500.00
New keyed locks 12 $ 250.00 $ 3,000.00
New security door install w/wall x2 2 $ 25,000.00 $ 50,000.00
Frame sheet paint 10 $ 900.00 $ 9,000.00
Couch and chairs lobby coffee 1 $ 3,800.00 $ 3,800.00
Cubes 6 $ 3,000.00 $ 18,000.00
Community Conference table 8' 1 $ 800.00 $ 800.00
Conferece chairs 10 $ 200.00 $ 2,000.00
Office desks and chairs 5 $ 3,000.00 $ 15,000.00
Office chairs 10 $ 200.00 $ 2,000.00
Break room table 1 $ 1,200.00 $ 1,200.00
Break chairs 4 $ 200.00 $ 800.00
Briefing room folding chairs 20 $ 100.00 $ 2,000.00
Bicycle racks 3 $ 250.00 $ 750.00
Line of sight wiring 1 $ 2,400.00 $ 2,400.00
Internet 1 $ 900.00 $ 900.00
Sum Total $ 371,890.00
Contruction Overhead, Permits, Fees, PM, Engr. 28% $ 104,129.20
Contingency 10% $ 37,189.00
$ 513,208.20
North Temple
North Temple Area/Count Unit Cost Total
Ballistic Film 198 $ 250.00 $ 49,500.00
Decals 3 $ 538.00 $ 1,614.00
Paint $ 4.00 $ -
Key card access x2 2 $ 5,000.00 $ 10,000.00
Buzz in access 1 $ 2,500.00 $ 2,500.00
Fire alarm strobes and other $ 7,000.00 $ -
Storefront door 1 $ 20,000.00 $ 20,000.00
Hall frame, sheet, paint $ 900.00 $ -
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
24
Reception desk 90 deg $ 3,800.00 $ -
Lobby round table 6' 1 $ 750.00 $ 750.00
Conference table 4' $ 500.00 $ -
Conferece chairs 4 $ 200.00 $ 800.00
Office desks and shelves $ 5,000.00 $ -
Office chairs 2 $ 200.00 $ 400.00
Refridgerator 1 $ 1,200.00 $ 1,200.00
Break chairs 2 $ 200.00 $ 400.00
Microwave 1 $ 300.00 $ 300.00
Line of sight wiring? 1 $ 2,400.00 $ 2,400.00
Internet 1 $ 900.00 $ 900.00
Bicycle racks 3 $ 250.00 $ 750.00
Sum Total $ 90,764.00
Permits, Fees, PM, Engr. 28% $ 25,413.92
Contingency 10% $ 9,076.40
$ 125,254.32
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
25
Initiative E-3 Attachments
MEMORANDUM
DEPARTMENT of COMMUNITY and NEIGHBORHOODS
HOUSING STABILTY DIVISION
To: Tony Milner, Heather Royall, Tyler Durfee, Alex Lundy
From: Erik Fronberg
Subject: ERA1 Second Reallocation ($5,000,000)
Date: October 27, 2022
SUMMARY
The State of Utah voluntarily reallocated $5,000,000 in ERA1 funds to Salt Lake City for Direct
Household Assistance in the form of rent and utility payments to Salt Lake City residents through
the Utah Rent Relief portal (https://rentrelief.utah.gov). The Department of Workforce Services
(DWS) has requested that 10% of the funding be set aside to reimburse the agency for administrative
costs.
$ 4,500,000 for Direct Household Assistance (Cost Center 7262150)
$ 500,000 for Community Partner Administrative Costs (Cost Center 7262152)
DETAILS
On September 23, 2022, DWS informed Salt Lake City and Salt Lake County that Utah was likely to lose
$15,000,000 in Treasury ERA1 funds by the end of September 2022 unless they reallocated the funds to other
Utah ERA recipient jurisdictions. Reallocation would then have a spenddown date of December 31, 2022. Salt
Lake City committed to receiving $5,000,000 of this funding and Salt Lake County committed to receiving the
remaining $10,000,000.
Salt Lake City submitted a request to the Treasury to receive the $5,000,000 reallocation on September 26,
2022. On October 18, 2022, the Treasury approved the City’s request without confirming the approved amount.
On October 27, 2022, The Treasury released a payment of the full
$5,000,000 and noted that the request was approved in full. These funds bring the City’s total Treasury ERA1
award to $14,067,033.20. These funds are separate from, and do not affect, the City’s ERA2 award ($4,800,559.
40) and ERA2 reallocation ($4,000,000).
To administer Salt Lake City’ s ERA awards, the City continues to contract with DWS to utilize the online
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
26
Utah Rent Relief application portal at https://rentrelief.utah.gov/. DWS has requested that the City set aside the
full 10% allowed for administrative costs for reimbursing the agency for costs related to operating the portal
and issuing payments to eligible City residents. Existing City Admin dollars sufficiently cover inhouse
administrative costs.
Applicable ERA1 Cost Centers:
Cost Center Name Addition from ERA1 Second Reallocation
7262150 US Treasury ERA1 Rent Assist $ 4,500,000
7262152 US Treasury ERA1 Hsg Stabili $ 500,000
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 445 WWW.SLC.GOV
P.O. BOX 145487, SALT LAKE CITY, UTAH 84114-5487 TEL 801.535.7712 FAX 801.535.6269
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
27
From: Fronberg, Erik
To: Milner, Tony; Lundy, Alexander; Durfee, Tyler; Royall, Heather
Cc: Swanson, Suzanne
Subject: RE: (EXTERNAL) ERA1 Reallocation Disbursement Date: Thursday,
October 27, 2022 4:22:40 PM Attachments: ERA1 Second Reallocation Memo.pdf
Hi all!
I’ve attached a memo outlining the $5,000,000 ERA1 second reallocation. DWS has asked us to set aside the
full 10% available for administrative costs to cover the expenses associated with issuing payments on the
City’s behalf bringing the allocations to:
$4,500,000 for Direct Household Assistance (Cost Center 7262150)
$500,000 for Community Partners Administrative Costs (Cost Center 7262152) Please let
me know if you have any questions!
Best, Erik
ERIK FRONBERG
Community Development Grants Specialist Housing Stability
Division
DEPARTMENT of COMMUNITY and NEIGHBORHOODS
SALT LAKE CITY CORPORATION
TEL 801-535-7291
EMAIL erik.fronberg@slcgov.com
https://www.slc.gov/housingstability/
From: Fronberg, Erik
Sent: Thursday, October 27, 2022 12:03 PM
To: Milner, Tony <Tony.Milner@slcgov.com>; Lundy, Alexander <Alexander.Lundy@slcgov.com>; Durfee,
Tyler <Tyler.Durfee@slcgov.com>; Royall, Heather <Heather.Royall@slcgov.com>
Cc: Swanson, Suzanne <Suzanne.Swanson@slcgov.com>
Subject: FW: (EXTERNAL) ERA1 Reallocation Disbursement
Okay, looks like our confirmation from Treasury came through. I have a meeting with DWS this afternoon
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
28
where I’ll determine how much of this needs to be set aside for their admin vs. direct household assistance
and will get it out as soon as possible for a budget amendment.
ERIK FRONBERG
Community Development Grants Specialist Housing Stability
Division
DEPARTMENT of COMMUNITY and NEIGHBORHOODS
SALT LAKE CITY CORPORATION
TEL 801-535-7291
EMAIL erik.fronberg@slcgov.com
https://www.slc.gov/housingstability/
From: EmergencyRentalAssistance@treasury.gov <emergencyrentalassistance@treasury.gov>
Sent: Thursday, October 27, 2022 12:00 PM
To: Fronberg, Erik <erik.fronberg@slcgov.com>
Subject: (EXTERNAL) ERA1 Reallocation Disbursement
Treasury released a payment of $5,000,000.00 via ACH on 10/27/2022. This comprises the approved amount
of reallocated funding.
Please ensure your financial staff is aware of the incoming funds referenced above. Thank you,
U.S. Department of the Treasury
Emergency Rental Assistance (ERA1) program
Impact Fees ‐ Summary Confidential
Data pulled 07/01/2022
Unallocated Budget Amounts: by Major Area
Area Cost Center UnAllocated
Cash Notes:
Impact fee - Police 8484001 846,150$ A
Impact fee - Fire 8484002 1,156,234$ B
Impact fee - Parks 8484003 15,216,578$ C
Impact fee - Streets 8484005 8,061,854$ D
25,280,816$
Expiring Amounts: by Major Area, by Month
202107 (Jul2021)2022Q1 -$ -$ -$ -$ -$
202108 (Aug2021)2022Q1 -$ -$ -$ -$ -$
202109 (Sep2021)2022Q1 -$ -$ -$ -$ -$
202110 (Oct2021)2022Q2 -$ -$ -$ -$ -$
202111 (Nov2021)2022Q2 -$ -$ -$ -$ -$
202112 (Dec2021)2022Q2 -$ -$ -$ -$ -$
202201 (Jan2022)2022Q3 -$ -$ -$ -$ -$
202202 (Feb2022)2022Q3 -$ -$ -$ -$ -$
202203 (Mar2022)2022Q3 -$ -$ -$ -$ -$
202204 (Apr2022)2022Q4 -$ -$ -$ -$ -$
202205 (May2022)2022Q4 -$ -$ -$ -$ -$ Current Month
202206 (Jun2022)2022Q4 -$ -$ -$ -$ -$
202207 (Jul2022)2023Q1 -$ -$ -$ -$ -$
202208 (Aug2022)2023Q1 -$ -$ -$ -$ -$
202209 (Sep2022)2023Q1 -$ -$ -$ -$ -$
202210 (Oct2022)2023Q2 -$ -$ -$ -$ -$
202211 (Nov2022)2023Q2 -$ -$ -$ -$ -$
202212 (Dec2022)2023Q2 -$ -$ -$ -$ -$
202301 (Jan2023)2023Q3 -$ -$ -$ -$ -$
202302 (Feb2023)2023Q3 -$ -$ -$ -$ -$
202303 (Mar2023)2023Q3 -$ -$ -$ -$ -$
202304 (Apr2023)2023Q4 -$ -$ -$ -$ -$
202305 (May2023)2023Q4 -$ -$ -$ -$ -$
202306 (Jun2023)2023Q4 -$ -$ -$ -$ -$
202307 (Jul2023)2024Q1 -$ -$ -$ -$ -$
202308 (Aug2023)2024Q1 -$ -$ -$ -$ -$
202309 (Sep2023)2024Q1 -$ -$ -$ -$ -$
202310 (Oct2023)2024Q2 -$ -$ -$ -$ -$
202311 (Nov2023)2024Q2 -$ -$ -$ -$ -$
202312 (Dec2023)2024Q2 -$ -$ -$ -$ -$
202401 (Jan2024)2024Q3 -$ -$ -$ -$ -$
202402 (Feb2024)2024Q3 -$ -$ -$ -$ -$
202403 (Mar2024)2024Q3 -$ -$ -$ -$ -$
202404 (Apr2024)2024Q4 -$ -$ -$ -$ -$
202405 (May2024)2024Q4 -$ -$ -$ -$ -$
202406 (Jun2024)2024Q4 -$ -$ -$ -$ -$
Total, Currently Expiring through June 2024 0$ -$ -$ -$ 0$
Fiscal
Quarter
E = A + B + C + D
Police Fire Parks Streets
Total
FY
2
0
2
3
Calendar
Month
FY
2
0
2
2
FY
2
0
2
4
Impact Fees Confidential
Data pulled 07/01/2022 AAA BBB CCC DDD = AAA - BBB - CCC
Police
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Police Allocation
Budget Amended
Sum of Police Allocation
Encumbrances Sum of Police Allocation YTD Expenditures
Sum of Police Allocation
Remaining Appropriation
ReimbExcessPoliceCapacity IF 8422800 1,898,497$ -$ 1,898,497$ -$
Police'sConsultant'sContract 8419205 3,565$ -$ 3,565$ -$
Public Safety Building Replcmn 8405005 14,068$ 14,068$ -$ 0$
Eastside Precint 8419201 21,639$ -$ -$ 21,639$
Police Impact Fee Refunds 8421102 338,448$ -$ 100,842$ 237,606.45$
Grand Total 2,276,217$ 14,068$ 2,002,903$ 259,246$
A
Fire
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Fire Allocation
Budget Amended
Sum of Fire Allocation
Encumbrances Sum of Fire Allocation YTD Expenditures
Sum of Fire Allocation
Remaining Appropriation
Fire'sConsultant'sContract 8419202 4,941$ 3,021$ 1,862$ 58$
FY20 FireTrainingFac. 8420431 56,031$ -$ -$ 56,031$
Fire Station #3 Debt Service 8422200 483,233$ -$ 483,233$ -$
Grand Total 1,045,105$ 3,021$ 985,995$ 56,089$
B
Parks Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
AppropriationValues
Description Cost Center
Sum of Parks Allocation
Budget Amended
Sum of Parks Allocation
Encumbrances Sum of Parks Allocation YTD Expenditures
Sum of Parks Allocation
Remaining Appropriation
Cnty #2 Match 3 Creek Confluen 8420426 88$ -$ 88$ -$
Warm Springs Off Leash 8420132 20,411$ -$ 20,411$ -$
Fairmont Park Lighting Impr 8418004 49,752$ -$ 49,752$ -$
Fisher Carriage House 8420130 1,098,764$ 261,187$ 837,577$ -$
Park'sConsultant'sContract 8419204 4,857$ 2,596$ 2,219$ 42$
Cwide Dog Lease Imp 8418002 23,530$ 23,000$ -$ 530$
Rosewood Dog Park 8417013 1,110$ -$ -$ 1,110$
Jordan R 3 Creeks Confluence 8417018 1,570$ -$ -$ 1,570$
Waterpark Redevelopment Plan 8421402 224,247$ 92,027$ 130,574$ 1,646$
Jordan R Trail Land Acquisitn 8417017 2,946$ -$ -$ 2,946$
ImperialParkShadeAcct'g 8419103 10,830$ -$ 4,433$ 6,398$
FY Rich Prk Comm Garden 8420138 12,795$ 4,328$ -$ 8,467$
Redwood Meadows Park Dev 8417014 9,350$ -$ -$ 9,350$
9line park 8416005 21,958$ 855$ 2,692$ 18,411$
IF Prop Acquisition 3 Creeks 8420406 58,014$ -$ 1,905$ 56,109$
UTGov Ph2 Foothill Trails 8420420 135,084$ 21,169$ 12,803$ 101,112$
Fisher House Exploration Ctr 8421401 523,889$ 374,573$ 39,040$ 110,276$
FY20 Bridge to Backman 8420430 722,920$ 116,388$ 480,599$ 125,933$ C
Three Creeks West Bank NewPark 8422403 150,736$ -$ -$ 150,736$
9Line Orchard 8420136 195,045$ 12,423$ 28,477$ 154,145$
RAC Playground with ShadeSails 8422415 180,032$ -$ -$ 180,032$
Cnty #1 Match 3 Creek Confluen 8420424 388,477$ 16,762$ 117,939$ 253,777$
Trailhead Prop Acquisition 8421403 275,000$ -$ -$ 275,000$
Bridge to Backman 8418005 290,276$ 10,285$ 4,515$ 275,475$
SLC Foothills Land Acquisition 8422413 425,000$ -$ 105,861$ 319,139$
Parley's Trail Design & Constr 8417012 327,678$ -$ -$ 327,678$
Jordan Prk Event Grounds 8420134 431,000$ 24,953$ -$ 406,047$
Historic Renovation AllenParK 8422410 420,000$ -$ -$ 420,000$
Wasatch Hollow Improvements 8420142 489,688$ 29,235$ 35,098$ 425,355$
Jordan Park Pedestrian Pathway 8422414 510,000$ 44,362$ -$ 465,638$
Green loop 200 E Design 8422408 610,000$ -$ -$ 610,000$
Emigration Open Space ACQ 8422423 700,000$ -$ -$ 700,000$
Marmalade Park Block Phase II 8417011 1,094,430$ 33,364$ 47,318$ 1,013,749$
SLCFoothillsTrailheadDevelpmnt 8422412 1,304,682$ -$ -$ 1,304,682$
Pioneer Park 8419150 3,343,904$ 86,260$ 179,148$ 3,078,497$
GlendaleWtrprk MstrPln&Rehab 8422406 3,200,000$ 17,400$ 22,152$ 3,160,449$
Grand Total 17,281,123$ 1,174,504$ 2,142,322$ 13,964,297$
Streets
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Street Allocation
Budget Amended
Sum of Street Allocation
Encumbrances Sum of Street Allocation YTD Expenditures
Sum of Street Allocation
Remaining Appropriation
9 Line Central Ninth 8418011 152,500$ 68,924$ 83,576$ -$
700 South Reconstruction 8415004 2,449$ -$ 2,449$ -$
Trans Master Plan 8419006 13,000$ 13,000$ -$ -$
Trans Safety Improvements 8419007 95,653$ 12,768$ 82,180$ 705$
Transportation Safety Improvem 8417007 1,444$ -$ -$ 1,444$
Gladiola Street 8406001 16,109$ 13,865$ -$ 2,244$
Urban Trails FY22 IF 8422619 6,500$ -$ -$ 6,500$
Street'sConsultant'sContract 8419203 29,817$ 17,442$ -$ 12,374$
500 to 700 S 8418016 96,637$ -$ 73,893$ 22,744$
Corridor Transformations IF 8422608 25,398$ -$ -$ 25,398$
900 South 9Line RR Cross IF 8422604 28,000$ -$ -$ 28,000$
Transportatn Safety Imprvmt IF 8422620 44,400$ 13,090$ -$ 31,310$ D
1700S Corridor Transfrmtn IF 8422622 35,300$ -$ -$ 35,300$
Complete Street Enhancements 8420120 35,392$ -$ -$ 35,392$
200S TransitCmpltStrtSuppl IF 8422602 37,422$ -$ -$ 37,422$
Transp Safety Improvements 8420110 58,780$ 20,697$ -$ 38,083$
1300 S Bicycle Bypass (pedestr 8416004 42,833$ -$ -$ 42,833$
Local Link Construction IF 8422606 50,000$ -$ -$ 50,000$
400 South Viaduct Trail IF 8422611 90,000$ -$ -$ 90,000$
Neighborhood Byways IF 8422614 104,500$ -$ -$ 104,500$
Indiana Ave/900 S Rehab Design 8412002 124,593$ -$ -$ 124,593$
Bikeway Urban Trails 8418003 200,000$ -$ 18,154$ 181,846$
TransportationSafetyImprov IF 8421500 302,053$ 53,713$ 9,608$ 238,732$
Street Improve Reconstruc 20 8420125 2,250,220$ 396,873$ 1,470,038$ 383,309$
IF Complete Street Enhancement 8421502 625,000$ -$ -$ 625,000$
Traffic Signal Upgrades 8419008 221,688$ -$ 221,238$ 450$
Traffic Signal Upgrades 8420105 300,000$ 77,706$ 222,294$ -$
Traffic Signal Upgrades 8421501 875,000$ 67,474$ 19,589$ 787,937$
Grand Total 5,967,404$ 840,578$ 2,220,710$ 2,906,116$
Total 26,566,261$ 2,032,171$ 7,348,343$ 17,185,748$
E = A + B + C + D
TRUE TRUE TRUE TRUE
$1,156,234
UnAllocated
Budget
Amount
8484001
846,150$
25,280,816$
8484002
8484003
8484005
15,216,578$
8,061,854$
SALT LAKE CITY ORDINANCE
No. ______ of 2022
(Fourth amendment to the Final Budget of Salt Lake City, including
the employment staffing document, for Fiscal Year 2022-2023)
An Ordinance Amending Salt Lake City Ordinance No. 32 of 2022 which adopted the
Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2022, and Ending
June 30, 2023.
In June of 2022, the Salt Lake City Council adopted the final budget of Salt Lake City,
Utah, including the employment staffing document, effective for the fiscal year beginning July 1,
2022, and ending June 30, 2023, in accordance with the requirements of Section 10-6-118 of the
Utah Code.
The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with
the City Recorder proposed amendments to said duly adopted budget, including the amendments
to the employment staffing document necessary to effectuate any staffing changes specifically
stated herein, copies of which are attached hereto, for consideration by the City Council and
inspection by the public.
All conditions precedent to amend said budget, including the employment staffing
document as provided above, have been accomplished.
Be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of
Salt Lake City, including the employment staffing document, as approved, ratified and finalized
by Salt Lake City Ordinance No. 32 of 2022.
SECTION 2. Adoption of Amendments. The budget amendments, including any
amendments to the employment staffing document necessary to effectuate the staffing changes
2
specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the
same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including any
amendments to the employment staffing document described above, for the fiscal year beginning
July 1, 2022 and ending June 30, 2023, in accordance with the requirements of Section 10-6-128
of the Utah Code.
SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is
authorized and directed to certify and file a copy of said budget amendments, including any
amendments to the employment staffing document, in the office of said Budget Officer and in
the office of the City Recorder which amendments shall be available for public inspection.
SECTION 4. Effective Date. This Ordinance shall take effect upon adoption.
Passed by the City Council of Salt Lake City, Utah, this _____ day of __________, 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
___Jaysen Oldroyd________
Jaysen Oldroyd
Signature:
Email:
Alejandro Sanchez (Nov 8, 2022 09:53 MST)
Alejandro Sanchez
alejandro.sanchez@slcgov.com
DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET, ROOM 238
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 TEL 801-535-6394
ERIN MENDENHALL
Mayor
MARY BETH THOMPSON
Chief Financial Officer
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: _______________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: __________
______________________________________________________________________________
TO: Salt Lake City Council DATE: December 6, 2022
Dan Dugan, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: Budget Amendment #4 – Revised December 6, 2023
SPONSOR: NA
STAFF CONTACT: John Vuyk, Budget Director (801) 535-6394 or
Mary Beth Thompson (801) 535-6403
DOCUMENT TYPE: Budget Amendment Ordinance
RECOMMENDATION: The Administration recommends that, subsequent to a public hearing,
the City Council adopt the following amendments to the FY2022-23 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $ 194,600.00 $ 2,774,764.00
CIP FUND 91,967,957.90 96,317,957.90
GOLF FUND 25,700.00 46,800.00
FLEET FUND 1,119,900.00 10,678,500.00
DEBT SERVICE FUND (2,951,726.95) (2,951,726.95)
WATER FUND 260,687.00 260,687.00
IMS FUND 2,627,420.00 2,782,449.00
MISCELLANEOUS GRANTS FUND 8,065,151.00 8,065,151.00
TOTAL $ 101,309,688.95 $117,974,581.95
12/06/2022
12/06/2022
Lisa Shaffer (Dec 6, 2022 16:47 MST)
BACKGROUND/DISCUSSION:
Revenue for FY 2022-23 Budget Adjustments
The following chart shows a current projection of General Fund Revenue for fiscal year 2023.
Initial projections for fiscal year 2023 projections continue to be positive. Sales tax is currently
projected to exceed budget by $1.5 million while the sales tax associated with Funding Our
Future is projected to exceed budget by $750K. Building permits continue to stay strong
projecting to be over budget by $123,504. Charges and services is projecting to be over budget
because of strong numbers from police service revenues, while miscellaneous revenue shows an
increase over budget due to an increase in fuel reimbursement costs. The City is also projecting a
large surplus due to the rising interest rates.
While these numbers are positive, the Administration continues to wait for fiscal year 2022 to be
closed and will provide updates to Council as the audit progresses.
FY22-23 FY22-23 Amended Variance
Annual Ammended Revised Favorable
Revenue Budget Budget Forecast (Unfavorable)
Property Taxes 125,012,927 125,012,927 125,012,927 -
Sales and Use Tax 105,050,018 105,050,018 106,550,018 1,500,000
Franchise Tax 11,657,129 11,657,129 11,640,553 (16,576)
PILOT Taxes 1,638,222 1,638,222 1,638,222 -
TOTAL TAXES 243,358,296 243,358,296 244,841,720 1,483,424
License and Permits 40,736,114 40,736,114 40,859,618 123,504
Intergovernmental 4,644,622 4,644,622 4,657,592 12,970
Interest Income 2,071,154 2,071,154 2,771,154 700,000
Fines & Forfeiture 3,765,174 3,765,174 3,740,501 (24,673)
Parking Meter Collection 2,635,475 2,635,475 2,635,475 -
Charges and Services 4,432,794 4,432,794 4,614,603 181,809
Miscellaneous Revenue 3,438,710 3,438,710 3,583,408 144,698
Interfund Reimbursement 24,431,717 24,431,717 24,431,717 -
Transfers 28,821,993 34,921,993 34,729,993 (192,000)
TOTAL W/OUT SPECIAL TAX 358,336,049 364,436,049 366,865,781 2,429,732
Sales and Use Tax - 1/2 cent 44,364,490 44,364,490 45,114,490 750,000
TOTAL GENERAL FUND 402,700,539 408,800,539 411,980,271 3,179,732
Including proposed changes for BA#4 fund balance would be projected as follows for FY2023:
Adjusted fund balance is projected to be at 16.12%.
FOF GF Only TOTAL FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 6,625,050 82,617,126 89,242,176 6,625,050 109,660,920 116,285,970 12,906,520 99,464,558 112,371,078
Budgeted Change in Fund Balance 2,924,682 (7,810,302) (4,885,620) (2,879,483) (15,335,334) (18,214,817) (2,100,608) (20,736,262) (22,836,870)
Prior Year Encumbrances (3,733,743) (6,165,453) (9,899,196) (1,879,654) (10,259,789) (12,139,443) (1,800,000) (8,000,000) (9,800,000)
Estimated Beginning Fund Balance 5,815,989 68,641,371 74,457,360 1,865,913 84,065,797 85,931,710 9,005,912 70,728,296 79,734,208
Beginning Fund Balance Percent 14.51%23.16%22.13%3.62%23.89%21.30%19.07%18.70%18.74%
Year End CAFR Adjustments
Revenue Changes - - - - - - - - -
Expense Changes (Prepaids, Receivable, Etc.) - (5,676,583) (5,676,583) - (7,535,897) (7,535,897) (7,535,897) (7,535,897)
Fund Balance w/ CAFR Changes 5,815,989 62,964,788 68,780,777 1,865,913 76,529,900 78,395,813 9,005,912 63,192,399 72,198,311
Final Fund Balance Percent 14.51%21.24%20.44%3.62%21.75%19.43%19.07%16.70%16.97%
Budget Amendment Use of Fund Balance (1,000,000) (15,858,313) (16,858,313)
BA#1 Revenue Adjustment - - - - - - -
BA#1 Expense Adjustment - - 5,138,235 5,138,235 - (475,000) (475,000)
BA#2 Revenue Adjustment - - 490,847 490,847 - - -
BA#2 Expense Adjustment - - (986,298) (986,298) - - -
BA#3 Revenue Adjustment - - - - - 6,000,000 6,000,000
BA#3 Expense Adjustment - (1,000,000) (1,000,000) (2,000,000) - (6,538,000) (6,538,000)
BA#4 Revenue Adjustment - - 1,508,044 1,508,044 - 194,600 194,600
BA#4 Expense Adjustment - - (4,242,779) (4,242,779) - (2,774,764) (2,774,764)
BA#5 Revenue Adjustment - - 400,000 400,000 - - -
BA#5 Expense Adjustment - - (400,000) (400,000) - - -
BA#6 Revenue Adjustment - - - - - - -
BA#6 Expense Adjustment - - (1,553,938) (1,553,938) - - -
BA#7 Revenue Adjustment - - (794,641) (794,641) - - -
BA#7 Expense Adjustment - (1,200,000) (10,843,298) (12,043,298) - - -
Change in Revenue 7,298,201 10,388,598 17,686,799 11,139,999 23,083,587 34,223,586 - - -
Change in Expense - - - 2,100,608 12,134,899 14,235,507
Fund Balance Budgeted Increase - - - - - - - - -
- - - Adjusted Fund Balance 12,114,190 57,495,073 69,609,263 12,906,520 99,464,558 112,371,078 9,005,912 59,599,235 68,605,147
Adjusted Fund Balance Percent 30.21%19.40%20.69%25.06%28.26%27.86%19.07%15.75%16.12%
Projected Revenue 40,095,707 296,422,894 336,518,601 51,499,136 351,910,770 403,409,906 47,215,097 378,322,311 425,537,408
FY2021 FY2023 BudgetFY2022 Projection
The Administration is requesting a budget amendment totaling $101,309,688.95 of revenue and
expense of $117,974,581.95. The amendment proposes changes in eight funds, with three FTEs.
The amendment also includes the use of $2,580,164.00 from the General Fund fund balance. The
proposal includes 33 initiatives for Council review.
A summary spreadsheet document, outlining proposed budget changes is attached. The
Administration requests this document be modified based on the decisions of the Council.
The amendment has been revised to clarify the need for item A-5 due to timing of the issuance of
the GO Bond.
The budget opening is separated in eight different categories:
A. New Budget Items
B. Grants for Existing Staff Resources
C. Grants for New Staff Resources
D. Housekeeping Items
E. Grants Requiring No New Staff Resources
F. Donations
G. Council Consent Agenda Grant Awards
I. Council Added Items
PUBLIC PROCESS: Public Hearing
Alejandro Sanchez (Dec 6, 2022 16:41 MST)
Alejandro Sanchez
SALT LAKE CITY ORDINANCE
No. ______ of 2022
(Fourth amendment to the Final Budget of Salt Lake City, including
the employment staffing document, for Fiscal Year 2022-2023)
An Ordinance Amending Salt Lake City Ordinance No. 32 of 2022 which adopted the
Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2022, and Ending
June 30, 2023.
In June of 2022, the Salt Lake City Council adopted the final budget of Salt Lake City,
Utah, including the employment staffing document, effective for the fiscal year beginning July 1,
2022, and ending June 30, 2023, in accordance with the requirements of Section 10-6-118 of the
Utah Code.
The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with
the City Recorder proposed amendments to said duly adopted budget, including the amendments
to the employment staffing document necessary to effectuate any staffing changes specifically
stated herein, copies of which are attached hereto, for consideration by the City Council and
inspection by the public.
All conditions precedent to amend said budget, including the employment staffing
document as provided above, have been accomplished.
Be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of
Salt Lake City, including the employment staffing document, as approved, ratified and finalized
by Salt Lake City Ordinance No. 32 of 2022.
SECTION 2. Adoption of Amendments. The budget amendments, including any
amendments to the employment staffing document necessary to effectuate the staffing changes
2
specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the
same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including any
amendments to the employment staffing document described above, for the fiscal year beginning
July 1, 2022 and ending June 30, 2023, in accordance with the requirements of Section 10-6-128
of the Utah Code.
SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is
authorized and directed to certify and file a copy of said budget amendments, including any
amendments to the employment staffing document, in the office of said Budget Officer and in
the office of the City Recorder which amendments shall be available for public inspection.
SECTION 4. Effective Date. This Ordinance shall take effect upon adoption.
Passed by the City Council of Salt Lake City, Utah, this _____ day of __________, 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
___Jaysen Oldroyd________
Jaysen Oldroyd
Initiative Number/Name Fund Revenue Amount
Expenditure
Amount Revenue Amount
Expenditure
Amount
Ongoing or One-
time FTEs
1 Elections Awareness GF - 38,509.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 274,000.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 177,847.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 30,000.00 One-time -
2 Repurpose Operation Rio Grande Funds for
New Homelessness Services GF - 9,000.00 One-time -
3 Dee Glen Tennis Court Reconstruction GF - 500,000.00 One-time -
3 Dee Glen Tennis Court Reconstruction CIP 500,000.00 500,000.00 One-time -
4 New Sr. Warehouse Operator FTE GF - (18,750.00)Ongoing -
4 New Sr. Warehouse Operator FTE GF - 18,750.00 Ongoing 0.50
4 New Sr. Warehouse Operator FTE Golf - (18,750.00)Ongoing -
4 New Sr. Warehouse Operator FTE Golf - 18,750.00 Ongoing 0.50
5 Glendale Regional Park Phase 1 - Increased
Costs (from Impact Fees)CIP - 4,350,000.00 One-time -
6 Transfer CIP and Impact Fees to Finance GF - (223,299.00)Ongoing (2.00)
6 Transfer CIP and Impact Fees to Finance GF - 223,299.00 Ongoing 2.00
7 Forestry Division Director Reclassification
to Appointed (Grade 35)GF - - Ongoing -
8 Contract Development Specialists GF - 103,900.00 Ongoing 2.00
8 Contract Development Specialists IMS 5,000.00 5,000.00 One-time -
9 Lease & Tenant Improvement for
Substations GF - 130,000.00 Ongoing -
9 Lease & Tenant Improvement for
Substations GF - 678,462.00 One-time -
10 Fire Station Gender Equity GF - 750,000.00 One-time -
10 Fire Station Gender Equity CIP 750,000.00 750,000.00 One-time -
11 Real Property Purchase GF - 430,000.00 One-time -
11 Real Property Purchase CIP 430,000.00 430,000.00 One-time -
12
GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project
Manager
GF 194,600.00 310,600.00 Ongoing 3.00
12
GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project
Manager
Fleet 108,000.00 108,000.00 One-time -
12
GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project
Manager
IMS 8,000.00 8,000.00 One-time -
13 IMS / Airport Police Devices IMS - 155,029.00 One-time -
14 Patrol Response to Backfill Vacant Leave
Positions GF - 2,539,019.00 One-time -
FY 2023 Budget Amendment #4
Council ApprovedAdministration Proposed
Section A: New Items
1
FY 2023 Budget Amendment #4
1 Market Pay Adjustment - GF Transfer to
Golf GF - (25,700.00)Ongoing -
1 Market Pay Adjustment - GF Transfer to
Golf GF - 25,700.00 Ongoing -
1 Market Pay Adjustment - GF Transfer to
Golf Golf 25,700.00 46,800.00 Ongoing -
2 FY 2023 General Fund Funded Vehicle
Purchases Fleet 1,011,900.00 1,011,900.00 One-time -
3 FY 2022 Fleet Vehicle Purchases Fleet 90,000.00 One-time -
4 Sales Tax Revenue Bonds, Series 2022 C
Federally Taxable CIP 24,240,000.00 24,240,000.00 One-time -
5 Sales Tax Revenue Bonds, Series 2022 B
Non-Taxable Debt Service 244,846.05 244,846.05 One-time -
5 Sales Tax Revenue Bonds, Series 2022 B
Non-Taxable CIP 42,553,000.00 42,553,000.00 One-time -
6 General Obligation Series 2022 Streets
Bonds CIP 23,494,957.90 23,494,957.90 One-time -
7 Sales Tax Revenue Bonds, Series 2022 B & C Debt Service (3,196,573.00) (3,196,573.00)One-time -
7 Sales Tax Revenue Bonds, Series 2022 B & C GF - (3,196,573.00)One-time -
8 FY 2022 Year End Fleet Encumbrance
Rollover to FY 2023 Fleet - 9,468,600.00 One-time -
9 IMS IMS 2,614,420.00 2,614,420.00 One-time -
10 Winter Shelter Overflow Patrol Resources -
Informational Only Misc Grant - - One-time -
Section E: Grants Requiring No New Staff Resources
1 Homeless Shelter Cities Mitigation Grant FY
2023 Misc Grants 694,122.00 694,122.00 One-time -
2 Rehabilitation of High Hazard Potential
Dams (HHPD)Water 260,687.00 260,687.00 One-time -
3 ERAP 1 Reallocated Funds Misc Grants 5,000,000.00 5,000,000.00 One-time -
4 Clean Neighborhood Teams Mitigation
Staffing - ARPA Funding Misc Grants 1,664,000.00 1,664,000.00 One-time -
-
Section D: Housekeeping
Section F: Donations
Section C: Grants for New Staff Resources
Section B: Grants for Existing Staff Resources
2
FY 2023 Budget Amendment #4
Consent Agenda #3
1
Utah Department of Health - Bureau of
Emergency Medical Services (EMS) Grant,
FY23 Per Capita Allocation
Misc Grants 10,948.00 10,948.00 One-time -
Consent Agenda #4
1 SUGA Education & Traning Award,
SUGA Board of Directors
Misc Grants 30,000.00 30,000.00 One-time -
2 State of Utah, The Utah Highway Safety
Office, 2023 Distracted Driving Prevention
Program
Misc Grants 17,000.00 17,000.00 One-time -
3 US Department of Justice, 2022 Bureau of
Justice Assistance Grant (JAG)
Misc Grants 350,205.00 350,205.00 One-time -
4 US Department of Justice, Office on
Violence Against Women,
2020 YWCA Utah
Misc Grants 298,876.00 298,876.00 One-time -
Total of Budget Amendment Items 101,309,688.95 117,974,581.95 - - 6.00
Initiative Number/Name Fund Revenue Amount
Expenditure
Amount Revenue Amount
Expenditure
Amount
Ongoing or One-
time FTEs
Total by Fund Class, Budget Amendment #4:
General Fund GF 194,600.00 2,774,764.00 - - 5.50
CIP Fund CIP 91,967,957.90 96,317,957.90 - - -
Golf Fund Golf 25,700.00 46,800.00 - - 0.50
Fleet Fund Fleet 1,119,900.00 10,678,500.00 - - -
Debt Service Fund Debt Service (2,951,726.95) (2,951,726.95) - - -
Water Fund Water 260,687.00 260,687.00 - - -
IMS Fund IMS 2,627,420.00 2,782,449.00 - - -
Miscellaneous Grant Fund Misc Grants 8,065,151.00 8,065,151.00 - - -
-
Total of Budget Amendment Items 101,309,688.95 117,974,581.95 - - 6.00
Administration Proposed Council Approved
Section I: Council Added Items
Section G: Council Consent Agenda -- Grant Awards
3
FY 2023 Budget Amendment #4
Current Year Budget Summary, provided for information only
FY 2022-23 Budget, Including Budget Amendments
FY 2022-23
Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Revenue
General Fund (FC 10)425,537,408 100,000 6,000,000 194,600 431,832,008
Curb and Gutter (FC 20)3,000 3,000
DEA Task Force Fund (FC 41)1,762,560 1,762,560
Misc Special Service Districts (FC 46)1,700,000 1,700,000
Street Lighting Enterprise (FC 48)4,302,222 4,302,222
Water Fund (FC 51)108,196,368 36,680,000 260,687 145,137,055
Sewer Fund (FC 52)196,630,907 196,630,907
Storm Water Fund (FC 53)13,476,733 13,476,733
Airport Fund (FC 54,55,56)302,268,600 - 302,268,600
Refuse Fund (FC 57)21,458,105 21,458,105
Golf Fund (FC 59)11,560,676 25,700 11,586,376
E-911 Fund (FC 60)3,925,000 3,925,000
Fleet Fund (FC 61)28,826,992 120,000 1,119,900 30,066,892
IMS Fund (FC 65)30,523,167 2,627,420 33,150,587
County Quarter Cent Sales Tax for
Transportation (FC 69)9,600,000 9,600,000
CDBG Operating Fund (FC 71)4,670,517 4,670,517
Miscellaneous Grants (FC 72)34,158,918 2,749,584 2,517,995 8,065,151 47,491,648
Other Special Revenue (FC 73)300,000 300,000
Donation Fund (FC 77)2,920,250 20,000 44,668 2,984,918
Housing Loans & Trust (FC 78)16,217,000 16,217,000
Debt Service Fund (FC 81)32,037,989 (2,951,727) 29,086,262
CIP Fund (FC 83, 84 & 86)35,460,387 6,603,019 5,267,217 91,967,958 139,298,581
Governmental Immunity (FC 85)3,964,523 2,000,000 500,000 6,464,523
Risk Fund (FC 87)54,679,000 54,679,000
Total of Budget Amendment Items 1,344,180,322 11,592,603 - 51,009,880 101,309,689 - 1,508,092,494
4
FY 2023 Budget Amendment #4
Current Year Budget Summary, provided for information only
FY 2022-23 Budget, Including Budget Amendments
Total Expense BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Expense
General Fund (FC 10)425,537,408 847,540 6,538,000 2,774,764 435,697,712
Curb and Gutter (FC 20)3,000 3,000
DEA Task Force Fund (FC 41)1,762,560 1,762,560
Misc Special Service Districts (FC 46)1,700,000 1,700,000
Street Lighting Enterprise (FC 48)5,757,825 5,757,825
Water Fund (FC 51)132,752,815 36,680,000 260,687 169,693,502
Sewer Fund (FC 52)255,914,580 255,914,580
Storm Water Fund (FC 53)18,699,722 18,699,722
Airport Fund (FC 54,55,56)384,681,671 688,818,000 1,073,499,671
Refuse Fund (FC 57)24,952,672 3,035,700 27,988,372
Golf Fund (FC 59)14,726,016 46,800 14,772,816
E-911 Fund (FC 60)3,800,385 3,800,385
Fleet Fund (FC 61)30,426,032 4,011,360 10,678,500 45,115,892
IMS Fund (FC 65)30,523,167 2,782,449 33,305,616
County Quarter Cent Sales Tax for
Transportation (FC 69)9,458,748 9,458,748
CDBG Operating Fund (FC 71)4,958,433 4,958,433
Miscellaneous Grants (FC 72)26,614,153 2,749,584 2,517,995 8,065,151 39,946,883
Other Special Revenue (FC 73)300,000 300,000
Donation Fund (FC 77)287,250 20,000 44,668 351,918
Housing Loans & Trust (FC 78)25,779,253 100,000 25,879,253
Debt Service Fund (FC 81)33,658,558 (2,951,727) 30,706,831
CIP Fund (FC 83, 84 & 86)35,460,387 11,713,917 12,267,217 96,317,958 155,759,479
Governmental Immunity (FC 85)3,169,767 2,000,000 500,000 5,669,767
Risk Fund (FC 87)54,679,000 54,679,000
- Total of Budget Amendment Items 1,525,603,402 21,442,401 688,818,000 61,583,580 117,974,582 - 2,415,421,965
Budget Manager
Analyst, City Council
Contingent Appropriation
The Council adopted item A-2 at the September 20th Council meeting with the following contingency: "Each funding award to recommended housing developments will come to the Council for final approval."
5
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
1
Section A: New Items
A-1: Elections Awareness GF $38,509.00
Department: Attorney’s Office Prepared By: Olivia Hoge
For questions please include: Olivia Hoge, Katie Lewis, Mary Beth Thompson
The cost of the election $24,735. The cost of the insert for the VIP is $13,774. Because the approved funding was given
before the resolution to hold a Special Election as well as include a mailer to be included in the GO Bond, we will need
additional funding. Including a mailer, the estimated cost is $38,509.
A-2: Repurpose Operation Rio Grande Funds for
Homelessness Services
GF $274,000.00
GF $177,847.00
GF $30,000.00
GF $9,000.00
Department: CAN Prepared By: Tony Milner
For questions please include: Brent Beck, Tony Milner, Blake Thomas, Mary Beth Thompson
This amendment is to repurpose unused Salt Lake County funds for Operation Rio Grande through a contract
amendment with the County for new homelessness services. See attached County contract and contract
amendments.
$274,000: VOA, City Specific Outreach Team. Description: This funding will continue operations of the City’s outreach
team with Volunteers of America. This team is a vital piece of the City's response to unsheltered homelessness and
focuses on facilitating unsheltered residents access to both short term supportive services and long-term permanent
housing.
$177,847: Provider TBD, FY 2023 Winter Overflow Operations. Description: The Winter Overflow plan for this year,
while mandated by the State legislature, was not funded by the State legislature. While existing state funding has now
been identified to support the majority of overflow costs, this funding has been identified as a source that can fill gaps in
needed services for overflow operations this winter.
$30,000: Shelter the Homeless, HRC Security. Description: Funds would be used to pay for one of the swing shift
security staff at either the Geraldine E. King or the Gail Miller HRC.
$9,000: VOA, Detox Bed Costs. Description: Detox service costs increased this year and funding is needed to ensure
immediate access for the City’s first responders to refer patients into two detox beds at VOA’s adult detox center.
A-3: Dee Glen Tennis Court Reconstruction GF $500,000.00
CIP $500,000.00
Department: Public Lands Prepared By: Kristin Riker
For questions please include: Kristin Riker, Gregg Evans, Mary Beth Thompson
In 2020 after the March 18th earthquake, the North side of Court 7 at the Dee Glen Smith Tennis Center began to
significantly buckle and crack. The entire length of the edge of the court has deep cracks where the perimeter playing
surface has shifted and has become unsafe. Cables holding the post-tension courts have shifted and could continue to
shift more into the court with future weather or earthquake events.
The Engineering Division has been working with a structural engineer to determine the best co urse of action. The
structural engineer believes that based upon the transverse cracking and from preliminary observations , the drainage
from the court and from the hillside to the east and possibly from poor backfill, water may be causing the subsidence of
the perimeter beam. This is believed to be generating failure at the cable anchors and vertical saw cut of the old tennis
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
2
court slab. Failure of the post tensioning is also suspected to be causing the cracking and court slab failure. Repair to
the post tensioning is possible, however expensive, and likely temporary , and the contractor cannot guarantee the
quality and longevity of the repair.
This request for $500,000 will be to replace the post -tension courts with an anticipated cost of $360,000. Engineering
also suggests another $140,000 to address drainage and other issues that may have caused the failure.
A-4: New Sr. Warehouse Operator FTE GF -$18,750.00
GF $18,750.00
Golf -$18,750.00
Golf $18,750.00
Department: Public Lands Prepared By: Gregg Evans
For questions please includes: Kristin Riker, Matt Kammeyer, Gregg Evans, Mary Beth Thompson
With the creation of the new Public Lands Department we have identified a need to centralize purchasing, contracting,
and warehouse support functions to include the Golf Division in order to maintain better controls and efficiency. The
Golf Division has had several purchasing violations in the last year and the centralization of these functions will
standardize processes and controls to avoid future purchasing violations. The Public Lands Department is requesting to
reallocate existing seasonal budget from the General Fund and the Golf fund to share the cost 50/50 for (1) new FTE
Senior Warehouse Operator position.
This new position would potentially start January 1st 2023 utilizing existing savings for 6-months in FY23. Additional
funding would be requested to fund 50% of the position from the general fund for the full year in FY24.
The Public Lands warehouse staff currently provides purchasing, ordering, contracting, pa yment processing, and
warehouse inventory management for the entire Department. Over the last 24 months the warehouse staff workload
has increased as the department has taken on Special Events, Community Events, Park Ranger Program and added new
properties.
Additionally, the warehouse staff is very skilled and knowledgeable and has graciously provided services for other
departments to assist with their ordering and pricing needs.
The new Senior Warehouse Operator position would provide warehouse support to free up time for the current
warehouse staff to dedicate more time toward purchasing, ordering, and contracting functions for the Golf Division, the
other new programs and properties, and continue to assist other departments as needed.
A-5: Glendale Regional Park Phase 1–Increased
Costs
GF $4,350,000.00
CIP $4,350,000.00
Department: Public Lands Prepared By: Kat Maus
For questions please include: Kat Maus, Kristin Riker, Greg Evans, Mary Beth Thompson
Public Lands is requesting a budget amendment to increase the funding for Phase 1 design and construction of Glendale
Regional Park by $4,350,000 of impact fees. Phase 1 has previously been funded for $3.425 million in 2021, but
additional funds are now required to complete the phase. With increased costs and extensive, unforeseen circumstances
that have occurred with the demolition, Public Lands currently has only $1,750,000 remaining for construction to
complete Phase 1. In addition, construction costs have risen since the original allocation so Public Lands will be able to
deliver fewer amenities than what was originally expected.
In order to make a significant impact, to reduce phasing of the full park build-out, and to meet the requirements for the
Land and Water Conservation Funding, this additional request will be necessary to complete the currently proposed
Phase 1.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
3
This funding request will include full design and implementation of Phase 1, Sustainable SITES Certification
(https://sustainablesites.org/certification-guide), all survey work needed for the phase and soft costs. Proposed Phase 1
amenities that could be constructed with this additional funding, including fees and soft costs, consist of:
- Multi-use sports court
- Pavilion
- Community Plaza
- Pathways
- Associated Parking
- Water-wise and ornamental plantings
- Playground with accessible design and assistive technologies for all ages
Without additional allocation of impact fees, Phase 1 will be significantly reduced. Public Lands will work with the
selected consultant to design to the current budget of the remaining $1.75 million, which could consist of elements
including a scaled-down playground, sports court, and plaza based on construction and material costs.
Timing of the issuance of the GO Bond necessitates the need for this funding in budget amendment #4.
A-6: Transfer CIP and Impact Fees to Finance GF -$223,299.00
GF $223,299.00
Department: CAN / Finance Prepared By: Blake Thomas
For questions please include: Blake Thomas, Tammy Hunsaker, Brent Beck, Mary Beth Thompson
This amendment will transfer CIP and Impact Fees functions from CAN to Finance, consisting of two FTE's and
operating budget. FTE's consist of the CIP Impact Fee Manager, grade 30, and a Capital Improvement Program
Specialist, grade 25. FTE annual budget of $210,394, annual operating budget of $12,905.
A-7: Forestry Division Dir. Reclassification to
Appointed (Grade 35)
GF $0.00
Department: Public Lands Prepared By: Gregg Evans
For questions please include: Kristin Riker, Gregg Evans, Mary Beth Thompson
Department of Public Lands is requesting an FY 2023 $0 housekeeping budget amendment to reclassify the current
Forestry Division Director to an appointed position (grade 35). Public Lands will utilize existing budget to fund this
request. HR has reviewed this change and has revised the appointed employees pay plan document as part of this
request. The Forestry Division Director has signed a letter acknowledging his understanding and acceptance of this
appointment and has been offered reasonable compensation to make the change.
The Urban Forestry Division Director is a crucial position that manages all aspects of the City's urban forest growth and
preservation needs. This position manages a multimillion dollar budget and team of skilled trade professionals that
provide individualized customer service to thousands of city residents every year. The position requires expertise in a
specialized biological science and the ability to apply and relate that knowledge to diverse city priorities and challenges.
Aside from working directly and regularly with numerous other City Departments and Divisions (including Public
Utilities, Building Services, Planning, Public Services and Engineering) on City projects and priorities, the Urban
Forestry Director must see to the delivery of professional grade productivity and quantifiable residential service.
The combination of skills, productivity and publicity attached to the Urban Forestry Division Director position should
merit a compensation class consistent with Division Directors throughout the City’s Public Services, Community &
Neighborhoods, and Public Lands Departments.
The City’s Revised Appointed Pay Plan is attached to the end of the amendment packet.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
4
A-8: Contract Development Specialist GF $103,900.00
IMS 5,000.00
Department: Finance Prepared By: Mary Beth Thompson
For questions please include: Mary Beth Thompson, Christopher Jennings
The Department of Finance is requesting two Contract Development Specialist. Since 2021 the contract request s have
been growing at a steady rate. In 2023 we are experiencing a surge of contracts that we couldn't have predicted. As you
can see on the graph in FY 2020 we had 96 contracts, in 2021 we had 197 contracts, in 2022 we had 238 contracts, and
current today we have 93 contracts (see graph). Another example, June of 2022 had 44 contract requests come in and
this is more than double the norm for end of the fiscal year and the most we have ever had in one month. All of this
work needs to be done by writers on staff. This and the anticipation of becoming more active on city contract standards
and administration has completely overwhelm our staff at the current levels. Two Contract Development Specialist
positions are being requested accommodate the increased workload. These positions are a pay code 26 with budget for
6 months of salary plus an additional 26% for benefits.
96
197
238
93
FY20 FY21 FY22 FY23
K requests
876
717
807
234
FY20 FY21 FY22 FY23
PRs
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
5
A-9: Lease & Tenant Improvement for Substations GF $130,000.00
GF $678,462.00
Department: Public Serv / Police / CAN Prepared By: JP Goates / Tammy Hunsaker
For questions please include: JP Goates, Tammy Hunsaker, Brent Beck, Shellie Dietrich, Mary Beth
Thompson
The ongoing costs associated with this request- Substations rent/utilities/parking is estimated to be $125,000 for the
downtown substation and $5,000 for the N. Temple substation. This cost is only for 7 months (Dec to June). The
annual budget amount needed would be closer to $225,000.
The one-time costs associated with this request - All other costs are one-time and related to initial setup. They include
tenant improvement (TI) and office furniture of $513,208 for the downtown location and $125,254 for the N. Temple
location. See back up documentation for details. Additionally, the parking area is estimated at $40k which
covers costs, design, storm drain and landscaping.
A-10: Fire Station Gender Equity GF $750,000.00
CIP $750,000.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: JP Goates, Dustin Petersen, Mary Beth Thompson
Historically, firefighting was a male-dominated profession. As a result, yesterday’s fire stations were built to
accommodate individuals of the same gender, traditions, and background. Most of the fire stations in Salt Lake C ity
were built in the late 80s and early 90s, with a few dating back as far as 1971. Today, the fire service is universally more
diverse, and are certainly more aware and respectful of coworkers’ needs for inclusion and well-being. Individuals of
different genders, gender identities, traditions, backgrounds, and perspectives work together to form the current
generation of firefighters. This emphasizes the need to accommodate many different individuals in one fire station. Any
firefighter or City employee should have a basic expectation of privacy and appropriate accommodations. We have made
efforts to address these expectations internally, with limited success given the original design of the facilities. Today, ou r
inability to permanently meet these standards places an unfair burden on all employees and can negatively impact
morale and workplace productivity. A fire station should reflect Salt Lake City’s priorities of equitable and inclusive
workspaces for all, and the Salt Lake City Fire Department has an obligation to promote and meet those goals and
objectives.
The proposed renovations to city facilities include modifying dorm rooms at fire stations 1,7, and 10. This work will
create adequate privacy by separating current dorm rooms with new walls and d oors. Station 8 will add additional
privacy by adding an additional bathroom and shower. Station 5 will require an additional dorm room with an adjacent
bathroom with shower.
A-11: Real Property Purchase GF $430,000.00
CIP $430,000.00
Department: Public Services Prepared By: John Vuyk
For questions please include: JP Goates, Tammy Hunsaker Mary Beth Thompson, John Vuyk
The Administration is proposing the purchase of real property previously discussed in a closed session. Further
discussion about the purchase could be held in closed session if the Council desires. This is a key acquisition of real
property that will benefit the city and be utilized immediately with no additional budget impacts.
The proposed purchase would include a transfer from the general fund to the CIP fund for the purchase of the property.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
6
A-12: GO Bond - FTE Request - (2) Public Lands
Planner Positions, (1) PS Sr. Project Manager
GF $310,600.00
Fleet $108,000.00
IMS $8,000.00
Departments: Public Lands, Public Services Prepared By: Dustin Petersen / Gregg Evans
For questions please include: Kristin Riker, Gregg Evans, Dustin Petersen, Jorge Chammoro, Mary
Beth Thompson
Full-time planning staff in the Public Lands Department are responsible for public engagement, design, consultant
management, cross-departmental coordination, and implementation tasks required to complete critical Public Lands
projects.
Existing project workloads and backlogs (approximately 70-80 funded yet incomplete projects) already necessitate
increased planning staff capacity. Significant increases in capital funding through the City Council -approved, $67.5
million Sales Tax Bond (August 2022) and the voter-approved, $85 million General Obligation (GO) Bond for Parks,
Trails, and Open Spaces (November 2022) have further cemented the need for and urgency of hiring additional
planners as quickly as possible.
As such, the Public Lands Department proposes hiring two (2) new full-time public lands project planners (pay grade
28, non-union) through Budget Amendment #4 (FY22/23). This would allow the Department to tackle existing backlog
and begin bond projects with more immediacy. Two more planners would grow the Department’s Planning Team to (5)
total FTEs.
The Sr. Project Manager will work within the Engineering Division and oversee a program dedicated solely to the
proposed bond projects. This position will be necessary for oversight of design and construction, overall. This would
include procurement of design and construction management, financial management, coordination with the Parks
Division engagement efforts and preliminary design leading to construction - along with other administrative functions
and coordination. This position will need to be a skilled engineer, landscap e architect or project management
professional with experience in large scale projects.
It is necessary to submit this request through a budget amendment rather than through next year’s FY23/24 annual
budget process due to the urgency and high expectation s that the City and the public have in regard to the initiation and
completion of critical public lands bond projects. Because the eight GO Bond projects will not all begin at the same time,
the Department will be able to further assess the need for additional planners and resources and include further
Planning Team staffing requests through the annual budget process. Due to fleet delays and materials shortages, this
request also includes an additional Public Lands vehicle that will allow the Planning Team to complete community
engagement and site visit tasks. It is included in the budget amendment in order to receive the vehicle as quickly as
possible (with 8-10 month lead times becoming more common in recent years).
Public Lands
One-time and annual costs for these two (2) additional FTEs include salaries, benefits, equipment and IMS Department
assistance, work spaces, and purchasing and maintaining one (1) compact fuel -efficient vehicle in the City’s fleet.
• The projected one-time cost for FY22/23 is $69,000 ($50,000 for Fleet, $4,000 for IMS and $15,000 for office
setup).
Fuel Costs for this fiscal year totaling $4,000 are also included.
• The projected annual ongoing cost is $231,400 (Salaries & fuel cost).
• The amendment proposes to add these new positions on January 29, 2023. The 5-month partial funding period
would cost $100,600 for the current fiscal year (FY22/23). Funding for personnel and ongoing costs will be added to the
Public Lands General Fund budget while funding for the vehicles and the IMS computer purchases will be transferred to
Fleet Fund and IMS Fund, respectively.
Public Services
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
7
One-time and annual costs for these one (1) additional FTEs include salaries, benefits, equipment and IMS Depa rtment
assistance, work spaces, and purchasing and maintaining one (1) compact fuel -efficient vehicle in the City’s fleet.
• The projected one-time cost for FY22/23 is $63,000 ($50,000 for Fleet, $4,000 for IMS and $9,000 for office
setup).
Fuel costs for this fiscal year totaling $4,000 are also included.
• The projected annual ongoing cost is $184,000 (Salaries & fuel cost).
• The amendment proposes to add these new positions on January 29, 2023. The 5-month partial funding period
would cost $83,000 for the current fiscal year (FY22/23). Funding for personnel and ongoing costs will be added to the
Public Lands General Fund budget while funding for the vehicles and the IMS computer purchases will be transferred to
Fleet Fund and IMS Fund, respectively.
A-13: IMS / Airport Police Devices IMS $155,029.00
Department: IMS Prepared By: Joseph Anthony
For questions please include: Joseph Anthony, Aaron Bentley, Mary Beth Thompson
We are requesting 64 new devices to be used by the Police Officers for the Airport Division that was recently moved to
them.
There is a total of 66 officers currently serving at the airport. Two devices have recently been updated. We are therefore
requesting an additional 64 computers for the remaining officers.
Docks are not needed for each additional computer but will be set up as specific workstations where officers while not in
the field may sit for report writing or other administrative responsibilities. These will be hotel -style stations that will be
shared and be able to be used by any officer. We are requesting 10 docks for this purpose. The dock in the quote is not
the dock that will be used, but a standardized Thunderbolt 4 dock which is the new universal standard and will be
compatible with the next generation computers that come out. The last batch of docks we purchased at the price listed
below. We are also requesting a total of 13 car adapters for the airport vehicles.
These devices come with a standard 3-year warranty. They are also strong ruggedized devices. We are recommending
that we don't get the additional bumper-to-bumper warranty as shown on the initial quote. Our historical data shows
that the devices do not break at a cost greater than the increase in the bumper -to-bumper warranty. Therefore, we
recommend skipping the additional warranty at this time.
Price Quantity Total
Computer 2,350.93 64 150,459.52
Docks 284.00 10 2,840.00
Car Power Adapter 132.98 13 1,728.74
Total 155,028.26
A-14: Patrol Response to Backfill Vacant and Leave
Positions
GF $2,539,019.00
Department: Police Prepared By: Shellie Dietrich / Chief Brown
For questions please include: Shellie Dietrich, Chief Brown, Jordan Smith, Mary Beth Thompson
The Police Department is requesting funding for patrol response staffing to maintain staffing at a level that provides
safety in the community and helps to reduce call response times. Staffing levels continue to be strained and officer leave
of all types is directly impacting patrol staffing.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
8
In September 2022, the Police Department added mandatory patrol shifts to cover shifts that are not currently staffed.
For the current trimester, the Department added 18 patrol shifts per day. This approach allows the Department to
proactively reduce crime and improve response times. Demand for patrol resources has steadily increased over the past
six years. Response times is a metric the Department is constantly striving to improve to help improve community
expectations. Salt Lake City is one of the fastest growing cities in the country.
Section B: Grants for Existing Staff Resources
Section C: Grants for New Staff Resources
Section D: Housekeeping
D-1: Market Pay Adjustment – GF Transfer to Golf GF -$25,700.00
GF $25,700.00
Golf $46,800.00
Department: Public Lands Prepared By: Kristin Riker
For questions please include: Kristin Riker, Gregg Evans, Matt Kammeyer, Mary Beth Thompson
The Golf Enterprise Fund did not receive the FY23 NFP & CCAC market pay adjustment revenues. The Public Lands
Department is requesting a housekeeping budget amendment to transfer a portion of general fund budget from Public
Lands to the Golf Fund to cover these costs and the remaining amount will come from the Golf Fund balance.
D-2: FY 2023 General Fund Funded Vehicle Purchases Fleet $1,011,900.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: Dustin Petersen, Denise Sorensen, Dawn Valente, Julie Crookston, Mary
Beth Thompson
In Fiscal Year 2023 budget vehicles were added to the City's Fleet in the General Fund for new FTEs. However, Public
Services Fleet did not receive the budget for the transfer from the General Fund to the Fleet Fund, or the budget for the
related expenditures. This amendment will transfer funds to cover these purchases and provide the expenditure budget.
D-3: FY 2022 Fleet Vehicle Purchases Fleet $90,000.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: Dustin Petersen, Denise Sorensen, Dawn Valente, Julie Crookston, Mary
Beth Thompson
Public Services Fleet requested rollover funds on FY 2023 Budget Amendment 1 item D4. There was a discrepancy in the
funding detail and Public Services Fleet requires $90,000 to order all vehicles.
D-4: Sales Tax Revenue Bonds, Series 2022 C Federally
Taxable CIP $24,240,000.00
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
Sales and Excise Tax Revenue Bonds, Series 2022 C Federally Taxable, were sold in October 2022 for the purpose of
financing five projects. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure
budget to pay for construction of the five projects.
There will be five project cost centers in Fund 83 to which bond proceeds will be allocated. One cost center will receive
$6,100,000 for the Central Plant Electrical Transformer Upgrade & Emergency Backup Generators project. A second cost
center will receive $10,000,000 for the Pioneer Park Improvements project. A third cost center will receive $3,000,000
for the Fisher Mansion Stabilization & Improvements project. A fourth cost center will receive $2,000,000 for the Urban
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
9
Wood Reutilization Equipment and Storage Additions project. A fifth cost center will receive $3,000,000 for the Smith's
Ballpark Improvements project.
There will also be a unique cost center for the bond's cost of issuance. This cost center will receive $140,000.00
D-5: Sales Tax Revenue Bonds, Series
2022 B Non-Taxable
Debt Service $244,846.05
CIP $42,553,000.00
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
Sales and Excise Tax Revenue Bonds, Series 2022 B Non-Taxable, were sold in October 2022 for the purpose of financing
five projects. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure budget to
pay for construction of the five projects.
There will be five project cost centers in Fund 83 to which bond proceeds will be allocated. One cost center will receive
$6,100,000 for the Westside Railroad Quiet Zone project. A second cost center will receive $8,000,000 for the Warm
Springs Punge Structure Stabilization & Improvements project. A third cost center will receive $11,200,000 for City
Cemetery Road Repairs / Reconstruction project. A fourth cost center will receive $9,753,000 for the 600 North Corridor
Transformation project. A fifth cost center will receive $7,500,000 for the Radio Towers project.
There will also be a unique cost center for the bond's cost of issuance. This cost center will receive $244,846.05.
D-6: General Obligation Series 2022
Streets Bonds
CIP $23,494,957.90
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
In November 2018, voters authorized the issuance of up to $87 million in general obligation bonds to fund street
construction. The General Obligation Bonds, Series 2022 were sold in September 2022 as the fourth and final issuance of
the authorization. This amendment creates the revenue budget for the receipt of bond proceeds and the expenditure
budget to pay for construction of the street projects associated with the bonds.
There will be eight project cost centers in Fund 83 to which bond proceeds will be allocated. The funding will be allocated
as shown below:
1. $3,000,0000 for the 1300 E (2100 S to the city limits) project.
2. $1,300,000 for Virginia Street (South Temple St to 11th Ave) project.
3. $2,000,000 for West Temple (South Temple St to 200 South).
4. $3,000,000 for local streets construction projects.
5. $1,500,000 for the 1700 East (900 S) (2100 South to 2700 South) project.
6. $8,000,000 for the 2100 South (700 East to 1300 East) project.
7. $2,000,000 for additional local streets construction projects.
8. $2,500,000 for 100 East / Highland Dr to augment prior funding.
There will also be a $194,957.90 allocation associated with the bond's cost of issuance.
D-7: Sales Tax Revenue Bonds, Series
2022 B & C
GF -$3,196,573.00
Debt Service -$3,196,573.00
Department: Finance Prepared By: Brandon Bagley
For questions please include: Marina Scott, Brandon Bagley, Jared Jenkins, Mary Beth Thompson
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
10
The Sales Tax Revenue Bonds, Series 2022 B&C were issued in October 2022 for the purpose of financing several capital
projects throughout the City. The bonds were issued at a par amount of $64,225.000. The first interest payment is due
on April 1, 2023.
D-8: FY 2022 Year End Fleet
Encumbrance Rollover to FY 2023
Fleet $9,468,600.00
Department: Public Services Prepared By: Dustin Petersen
For questions please include: Dustin Petersen, Denise Sorensen, Dawn Valente, Julie Crookston, Mary
Beth Thompson
Timing of vehicle and equipment orders tend to overlap the City's fiscal year cycle. Public Service Fleet has vehicles on
order with funding that was encumbered in FY 2022. This amendment will move encumbered funds to FY 2023.
D-9: FY 2022 Year End IMS
Encumbrance Rollover to FY 2023
IMS $2,614,420.00
Department: IMS Prepared By: Joseph Anthony
For questions please include: Joseph Anthony, Aaron Bentley, Gloria Cortez, Mary Beth Thompson
IMS has encumbered money that was expected to be paid out of the FY22 funds and needs to be paid in FY23. These
encumbrances are listed in the Carry Over Encumbrance reports. All of these items have been approved for purchase by
central finance in a prior year. These expenses will be paid for by the annual allocation that IMS uses to collect it's revenue
on an annual basis.
D-10: Winter Shelter Overflow Patrol
Resources – Informational Only
GF $0.00
Department: Police Prepared By: Shellie Dietrich
For question please include: Shellie Dietrich, Jordan Smith, Mary Beth Thompson
The Police Department was awarded a grant for $400,000 for winter overflow shelter patrol for fiscal year 2022. The
Department used $21,410 of the funding in fiscal year 2022. The funding remains in place and the Administration is
notifying the Council of the intent to use the remaining $378,560 for additional patrol resources will be needed in the Rio
Grande area during the operational period of the 2022-2023 Winter Overflow Shelter. It is estimated the city’s downtown
population for homeless services will increase by approximately 350 people during the weekday and outside of the
shelters’ regular nighttime operating hours.
Section E: Grants Requiring No New Staff Resources
E-1: Homeless Shelter Cities Mitigation
Grant FY 2023
Misc Grants $694,122.00
Department: Finance Prepared By: Ann Garcia
For questions please include: Ann Garcia, Mary Beth Thompson
This budget amendment is to recognize the City's annual State of Utah Homeless Shelter Cities Mitigation Grant -
Amendment #1 for FY23 in the amount of $694,121.82 for the purpose of addressing homelessness and homelessness
related services in Salt Lake City.
This year the State changed the process for distributing funds from a competitive grant to a formula grant. Due to HB440
and the State's decision to flex-up, the City is now eligible for an additional amount of the State Homeless Cities
Mitigation funding to support the flex up (take-on additional shelter clients during the winter). However, as a result of a
decision by the Utah Homeless Council, SLC is required to pass 2/3 of this new mitigation funding through to a service
provider who is slated to provide winter overflow shelter and 1/3 may be used for City identified mitigation activities.
Housing Stability staff have reviewed winter overflow shelter budgets and propose that the required 2/3 be passed
through to Shelter the Homeless for overflow security and transportation, and the remaining 1/3 be directed to SLCPD for
camp mitigation overtime shifts.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
11
E-2: Rehabilitation of High Hazard
Potential Dams (HHPD)
Water $260,687.00
Department: Public Utilities Prepared By: Ann Garcia
For questions please include: Ann Garcia, Lisa Tarufelli, Mary Beth Thompson
This budget amendment is to recognize the City's funding availability grant award in the amount of $260,687 for the
purpose of planning and design for the rehabilitation of Lake Mary-Phoebe in Salt Lake City.
The State of Utah, Division of Water Resources secured the funding from the Department of Homeland Security. The
grant can be used to fund 65% of planning and design work.
No new FTEs.
Public Utilities hads discussed potential projects on the Lak e Mary Dam internally and with Utah Dam Safety Program.
The intend was to budget work for Fiscal Year 2024. Given the available funding opportunity, Public Utilities has
determined the schedule will be accelerated and initiate the evaluation and design t o take advantage of the grant. Public
Utilities has identified and will commit funding to mat the remaining 35% or $130,344 of the project.
We need to put a hold on this funding until an award agreement is received. We have received an email announcing t he
award.
E-3: ERAP 1 Reallocated Funds Misc Grants $5,000,000.00
Department: CAN Prepared By: Tony Milner
For questions please include: Tony Milner, Brent Beck, Ann Garcia, Mary Beth Thompson
The Treasury has reallocated unspent Emergency Rent Assistance Program (ERAP) 1 funds set-aside for the State of Utah
by low-performing cities and made these funds available to apply for by high-performing cities, such as Salt Lake City.
To administer Salt Lake City’s initial ERAP 1 award, the City contrac ted with the State of Utah, Department of Workforce
Services’ (DWS) online Utah Rent Relief application portal, https://rentrelief.utah.gov/.
Coordinating with DWS, Housing Stability staff have determined that Salt Lake City could apply for $5,000,000 in
reallocated ERAP 1. These funds will further assist Salt Lake City residents with deposit, rent, utilities, rent arrears, and
utility arrears, again utilizing the Utah Rent Relief application portal.
Note: This new request is separate from, and does not affect, the City’s other Treasury ERAP 1 ($6,067,033), ERAP 1
Reallocated ($3,000,000), and ERAP 2 ($4,800,559.40) awards.
See attached funding memos and award email from Treasury.
E-4: Clean Neighborhood Teams
Mitigation Staffing – ARPA Funding
Misc Grants $1,664,000.00 $1,664,000.00
Department: Police Prepared By: Shellie Dietrich / Chief Brown
For questions please include: Shellie Dietrich, Chief Brown, Jordan Smith, Mary Beth Thompson
The Administration is requesting $1,664,000 of funding, to provide funding for Clean Neighborhoods Teams for the
Police Department to provide staffing to support the homeless encampment cle anup and camp re-establishment
stabilization as requested by the Salt Lake County Health Department. Police officers working extra overtime shifts will
provide security to ensure the cleanups can proceed in an environment that will be safe for all involved . Staffing numbers
will vary depending on the size, number of cleanups and the location.
Section F: Donations
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
12
Section G: Consent Agenda
Consent Agenda #3
G-1: Utah Department of Health - Bureau of
Emergency Medical Services (EMS)grant, FY23 Per
Capita Allocation
Misc Grants
$10,948.00
Department: Fire
Department
Prepared By: Brittany Blair/Ann Garcia
The Fire Department applied for and was awarded $10,948 of grant funding from the Utah Department of Health, Bureau
of Emergency Medical Services. This funding will be used towards the purchase of medical equipment relating to the
provision of Emergency Medical Services as funding permits.
A Public Hearing was held on 4-5-22 for the grant application on this award.
Consent Agenda #4
G-1: SUGA Education & Traning Award, SUGA Board
of Directors
Misc Grants $30,000.00
Department: IMS Prepared By: Blake Scott / Ann Garcia
The City has requested funds to help implement Workday across departments with Train the Trainer education as well as
additional aids including a training video. Each department has identified individuals who will assist their co -workers in
learning about Workday and how to use it. The training will take place between November 2022 and April 2023.
SUGA is a non-profit whose mission is to provide assistance for furthering the education of software users in the public
sector.
No match is required.
A public hearing was held for this grant application on 08/16/2022
G-2: State of Utah, The Utah Highway Safety Office,
2023 Distracted Driving Prevention Program
Misc Grants $17,000.00
Department: Police Prepared By: Jordan Smith / Ann Garcia
The Police Department applied for $14,175 and received a $17,000 grant from the Utah Highway Safety Office for the
2023 Distracted Driving Prevention Program.
The grant funding for 54 distracted driving enforcement/education overtime shifts.
A Public Hearing was held on 05/03/2022 for the grant application on this award.
G-3: US Department of Justice, 2022 Bureau of
Justice Assistance Grant (JAG)
Misc Grants $350,205.00
Department: Police Prepared By: Jordan Smith / Ann Garcia
The police department applied for and received a grant award from the U.S. Department of Justice under the 2022
Edward Byrne Memorial Justice Assistance Grant (JAG) program. The total grant award is $350,205.00.
The police department will use its award to provide training for sworn and civilian personnel, E-bikes (+accessories),
Ballistic Helmets, Ballistic Computers, Rifle Shields, Public Relations Unit Supplies, Community Policing and Targeted
Enforcement Overtime, Vehicle Telmatics Software and Training, Promising Youth Project Supplies and Training,
Community Surveys, and 2 sub-awards to Salt Lake County (BJA allocations) and Unified Police Department (BJA
allocations).
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
13
No Match is required.
A Public Hearing was held on 10/4/22 for the grant applica tion on this award.
G-4: US Department of Justice, Office on Violence
Against Women,
2020 YWCA Utah
Misc Grants $298,876.00
Department: Police Prepared By: Jordan Smith / Ann Garcia
The police department applied for and received a grant award from the YWCA from pass-through funds from U.S.
Department of Justice under the 2020 grants to Improving Criminal Justice Responses to Sexual Assault, Domestic
Violence, Dating Violence and Stalking program. The total grant award is $298,876.00.
Salt Lake City signed a Memorandum of Understanding with the YWCA to participate as a sub awardee on the project. The
grant will fund three part-time civilian positions including two victim advocates and one civilian specialist to investigate
cases involving restricted persons accessing firearms. It will also fund supplies for both positions. The grant will fund
overtime to conduct operations to pursue protective order violations and outstanding domestic violence warrants. Lastly,
it will fund travel training to send Domestic Violence Unit and Victim Advocate Program staff to a professional training
conference.
No Match is required.
A Public Hearing was held on 04/21/2020 for the grant application on this award.
Section I: Council Added Items
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
14
Attachments
Initiative A-2 Attachment
County Contract No. AL17504C
DA Matter 22CIV001228
AMENDMENT NO. 2
to
INTERLOCAL COOPERATION AGREEMENT
between
SALT LAKE COUNTY
and
SALT LAKE CITY CORPORATION
THIS AMENDMENT is executed this __ day of September 2022, by and between SALT
LAKE COUNTY (the "County"), a body corporate and politic of the State of Utah, on behalf of
its Behavioral Health Division, and SALT LAKE CITY CORPORATION, a Utah municipal
corporation, ("City"). County and City are collectively referred to hereafter as the "Parties."
RECITALS
WHEREAS, on November 13, 2017, the Parties entered into an Agreement (County
Contract No. AL17504C ("Agreement")) in which City agreed to provide the County with funds
in exchange for County reserving treatment and detox beds for City's residents in need of such
services; and
WHEREAS, pursuant to Amendment 1, the Parties agreed the County should return the
unspent funds the City provided to the County in the Agreement.
WHEREAS, the County returned Four Hundred Ninety Thousand Eight Hundred Forty-Seven dollars
($490,847.00) of unspent funds (“Unspent Funds”) to the City.
WHEREAS, the Parties desire to define the manner in which the City will spend the Unspent Funds and
to extend the time frame for the City to use the Unspent Funds.
THEREFORE, in exchange for valuable consideration, including the mutual covenants and
agreements contained in the Agreement, Amendment 1 and this Amendment, the Parties covenant
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
15
and agree as follows:
1. Paragraph 1.f. of the Agreement and Amendment 1 shall be amended as follows:
f. City shall use the Unspent Funds as follows:
(1) VOA, City Specific Outreach, Outreach Team, $274,000;
(2) Provider TBD, FY23 Winter Overflow Operations, $177,847;
(3) Shelter the Homeless, HRC Security, $30,000; and
(4) VOA, Detox Bed Costs, $9,000.
The City shall report to the County when the remaining Unspent Funds have been fully spent, or by
June 30, 2023, whichever comes first.
2. Paragraph 5 of the Agreement and Amendment 1 shall be amended as follows:
5. The Agreement shall terminate when the City spends the remaining Unspent F unds as described
in Paragraph 1.f. of this Amendment. If the City does not spend the remaining Unspent Funds by June 30,
2023, the Parties may amend this Agreement to extend the deadline for the City to spend the remaining
Unspent Funds.
3. All other terms and conditions of the underlying Agreement and Amendment 1
not specifically amended herein shall remain in full force and effect.
[signature page to follow]
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
16
Initiative A-7 Attachments
APPENDIX B – APPOINTED EMPLOYEES BY
DEPARTMENT
Effective June 26, 2022
(revised October 24, 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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
17
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
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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
18
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
URBAN FORESTRY 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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
19
REDEVELOPMENT AGENCY
DIRECTOR, REDEVELOPMENT AGENCY 041X
DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X
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.
APPENDIX B – APPOINTED EMPLOYEES BY
DEPARTMENT
Effective June
26, 2022 (revised
October 24, 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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
20
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
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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
21
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
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
POL ICE
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
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
22
PUBLIC LANDS
PUBLIC LANDS DIRECTOR 041X
DEPUTY DIRECTOR, PUBLIC LANDS 037X
GOLF DIVISION DIRECTOR 035X
PARKS DIVISION DIRECTOR 035X
URBAN FORESTRY DIVISION DIRECTOR 035X
P UBLIC 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
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.
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
23
Initiative A-9 Attachments
Downtown
Regent Area/Count Unit Cost Total
Ballistic Film 837 $ 250.00 $ 209,250.00
Window decals 5 $ 538.00 $ 2,690.00
Reception Glass and Kevlar 100 $ 250.00 $ 25,000.00
Paint 200 $ 4.00 $ 800.00
Key card access x4 4 $ 5,000.00 $ 20,000.00
Buzz in access point 1 $ 2,500.00 $ 2,500.00
New keyed locks 12 $ 250.00 $ 3,000.00
New security door install w/wall x2 2 $ 25,000.00 $ 50,000.00
Frame sheet paint 10 $ 900.00 $ 9,000.00
Couch and chairs lobby coffee 1 $ 3,800.00 $ 3,800.00
Cubes 6 $ 3,000.00 $ 18,000.00
Community Conference table 8' 1 $ 800.00 $ 800.00
Conferece chairs 10 $ 200.00 $ 2,000.00
Office desks and chairs 5 $ 3,000.00 $ 15,000.00
Office chairs 10 $ 200.00 $ 2,000.00
Break room table 1 $ 1,200.00 $ 1,200.00
Break chairs 4 $ 200.00 $ 800.00
Briefing room folding chairs 20 $ 100.00 $ 2,000.00
Bicycle racks 3 $ 250.00 $ 750.00
Line of sight wiring 1 $ 2,400.00 $ 2,400.00
Internet 1 $ 900.00 $ 900.00
Sum Total $ 371,890.00
Contruction Overhead, Permits, Fees, PM, Engr. 28% $ 104,129.20
Contingency 10% $ 37,189.00
$ 513,208.20
North Temple
North Temple Area/Count Unit Cost Total
Ballistic Film 198 $ 250.00 $ 49,500.00
Decals 3 $ 538.00 $ 1,614.00
Paint $ 4.00 $ -
Key card access x2 2 $ 5,000.00 $ 10,000.00
Buzz in access 1 $ 2,500.00 $ 2,500.00
Fire alarm strobes and other $ 7,000.00 $ -
Storefront door 1 $ 20,000.00 $ 20,000.00
Hall frame, sheet, paint $ 900.00 $ -
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
24
Reception desk 90 deg $ 3,800.00 $ -
Lobby round table 6' 1 $ 750.00 $ 750.00
Conference table 4' $ 500.00 $ -
Conferece chairs 4 $ 200.00 $ 800.00
Office desks and shelves $ 5,000.00 $ -
Office chairs 2 $ 200.00 $ 400.00
Refridgerator 1 $ 1,200.00 $ 1,200.00
Break chairs 2 $ 200.00 $ 400.00
Microwave 1 $ 300.00 $ 300.00
Line of sight wiring? 1 $ 2,400.00 $ 2,400.00
Internet 1 $ 900.00 $ 900.00
Bicycle racks 3 $ 250.00 $ 750.00
Sum Total $ 90,764.00
Permits, Fees, PM, Engr. 28% $ 25,413.92
Contingency 10% $ 9,076.40
$ 125,254.32
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
25
Initiative E-3 Attachments
MEMORANDUM
DEPARTMENT of COMMUNITY and NEIGHBORHOODS
HOUSING STABILTY DIVISION
To: Tony Milner, Heather Royall, Tyler Durfee, Alex Lundy
From: Erik Fronberg
Subject: ERA1 Second Reallocation ($5,000,000)
Date: October 27, 2022
SUMMARY
The State of Utah voluntarily reallocated $5,000,000 in ERA1 funds to Salt Lake City for Direct
Household Assistance in the form of rent and utility payments to Salt Lake City residents through
the Utah Rent Relief portal (https://rentrelief.utah.gov). The Department of Workforce Services
(DWS) has requested that 10% of the funding be set aside to reimburse the agency for administrative
costs.
$ 4,500,000 for Direct Household Assistance (Cost Center 7262150)
$ 500,000 for Community Partner Administrative Costs (Cost Center 7262152)
DETAILS
On September 23, 2022, DWS informed Salt Lake City and Salt Lake County that Utah was likely to lose
$15,000,000 in Treasury ERA1 funds by the end of September 2022 unless they reallocated the funds to other
Utah ERA recipient jurisdictions. Reallocation would then have a spenddown date of December 31, 2022. Salt
Lake City committed to receiving $5,000,000 of this funding and Salt Lake County committed to receiving the
remaining $10,000,000.
Salt Lake City submitted a request to the Treasury to receive the $5,000,000 reallocation on September 26,
2022. On October 18, 2022, the Treasury approved the City’s request without confirming the approved amount.
On October 27, 2022, The Treasury released a payment of the full
$5,000,000 and noted that the request was approved in full. These funds bring the City’s total Treasury ERA1
award to $14,067,033.20. These funds are separate from, and do not affect, the City’s ERA2 award ($4,800,559.
40) and ERA2 reallocation ($4,000,000).
To administer Salt Lake City’ s ERA awards, the City continues to contract with DWS to utilize the online
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
26
Utah Rent Relief application portal at https://rentrelief.utah.gov/. DWS has requested that the City set aside the
full 10% allowed for administrative costs for reimbursing the agency for costs related to operating the portal
and issuing payments to eligible City residents. Existing City Admin dollars sufficiently cover inhouse
administrative costs.
Applicable ERA1 Cost Centers:
Cost Center Name Addition from ERA1 Second Reallocation
7262150 US Treasury ERA1 Rent Assist $ 4,500,000
7262152 US Treasury ERA1 Hsg Stabili $ 500,000
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 445 WWW.SLC.GOV
P.O. BOX 145487, SALT LAKE CITY, UTAH 84114-5487 TEL 801.535.7712 FAX 801.535.6269
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
27
From: Fronberg, Erik
To: Milner, Tony; Lundy, Alexander; Durfee, Tyler; Royall, Heather
Cc: Swanson, Suzanne
Subject: RE: (EXTERNAL) ERA1 Reallocation Disbursement Date: Thursday,
October 27, 2022 4:22:40 PM Attachments: ERA1 Second Reallocation Memo.pdf
Hi all!
I’ve attached a memo outlining the $5,000,000 ERA1 second reallocation. DWS has asked us to set aside the
full 10% available for administrative costs to cover the expenses associated with issuing payments on the
City’s behalf bringing the allocations to:
$4,500,000 for Direct Household Assistance (Cost Center 7262150)
$500,000 for Community Partners Administrative Costs (Cost Center 7262152) Please let
me know if you have any questions!
Best, Erik
ERIK FRONBERG
Community Development Grants Specialist Housing Stability
Division
DEPARTMENT of COMMUNITY and NEIGHBORHOODS
SALT LAKE CITY CORPORATION
TEL 801-535-7291
EMAIL erik.fronberg@slcgov.com
https://www.slc.gov/housingstability/
From: Fronberg, Erik
Sent: Thursday, October 27, 2022 12:03 PM
To: Milner, Tony <Tony.Milner@slcgov.com>; Lundy, Alexander <Alexander.Lundy@slcgov.com>; Durfee,
Tyler <Tyler.Durfee@slcgov.com>; Royall, Heather <Heather.Royall@slcgov.com>
Cc: Swanson, Suzanne <Suzanne.Swanson@slcgov.com>
Subject: FW: (EXTERNAL) ERA1 Reallocation Disbursement
Okay, looks like our confirmation from Treasury came through. I have a meeting with DWS this afternoon
Salt Lake City FY 2022-23 Budget Amendment #4
Initiative Number/Name Fund Amount
28
where I’ll determine how much of this needs to be set aside for their admin vs. direct household assistance
and will get it out as soon as possible for a budget amendment.
ERIK FRONBERG
Community Development Grants Specialist Housing Stability
Division
DEPARTMENT of COMMUNITY and NEIGHBORHOODS
SALT LAKE CITY CORPORATION
TEL 801-535-7291
EMAIL erik.fronberg@slcgov.com
https://www.slc.gov/housingstability/
From: EmergencyRentalAssistance@treasury.gov <emergencyrentalassistance@treasury.gov>
Sent: Thursday, October 27, 2022 12:00 PM
To: Fronberg, Erik <erik.fronberg@slcgov.com>
Subject: (EXTERNAL) ERA1 Reallocation Disbursement
Treasury released a payment of $5,000,000.00 via ACH on 10/27/2022. This comprises the approved amount
of reallocated funding.
Please ensure your financial staff is aware of the incoming funds referenced above. Thank you,
U.S. Department of the Treasury
Emergency Rental Assistance (ERA1) program
Impact Fees ‐ Summary Confidential
Data pulled 07/01/2022
Unallocated Budget Amounts: by Major Area
Area Cost Center UnAllocated
Cash Notes:
Impact fee - Police 8484001 846,150$ A
Impact fee - Fire 8484002 1,156,234$ B
Impact fee - Parks 8484003 15,216,578$ C
Impact fee - Streets 8484005 8,061,854$ D
25,280,816$
Expiring Amounts: by Major Area, by Month
202107 (Jul2021)2022Q1 -$ -$ -$ -$ -$
202108 (Aug2021)2022Q1 -$ -$ -$ -$ -$
202109 (Sep2021)2022Q1 -$ -$ -$ -$ -$
202110 (Oct2021)2022Q2 -$ -$ -$ -$ -$
202111 (Nov2021)2022Q2 -$ -$ -$ -$ -$
202112 (Dec2021)2022Q2 -$ -$ -$ -$ -$
202201 (Jan2022)2022Q3 -$ -$ -$ -$ -$
202202 (Feb2022)2022Q3 -$ -$ -$ -$ -$
202203 (Mar2022)2022Q3 -$ -$ -$ -$ -$
202204 (Apr2022)2022Q4 -$ -$ -$ -$ -$
202205 (May2022)2022Q4 -$ -$ -$ -$ -$ Current Month
202206 (Jun2022)2022Q4 -$ -$ -$ -$ -$
202207 (Jul2022)2023Q1 -$ -$ -$ -$ -$
202208 (Aug2022)2023Q1 -$ -$ -$ -$ -$
202209 (Sep2022)2023Q1 -$ -$ -$ -$ -$
202210 (Oct2022)2023Q2 -$ -$ -$ -$ -$
202211 (Nov2022)2023Q2 -$ -$ -$ -$ -$
202212 (Dec2022)2023Q2 -$ -$ -$ -$ -$
202301 (Jan2023)2023Q3 -$ -$ -$ -$ -$
202302 (Feb2023)2023Q3 -$ -$ -$ -$ -$
202303 (Mar2023)2023Q3 -$ -$ -$ -$ -$
202304 (Apr2023)2023Q4 -$ -$ -$ -$ -$
202305 (May2023)2023Q4 -$ -$ -$ -$ -$
202306 (Jun2023)2023Q4 -$ -$ -$ -$ -$
202307 (Jul2023)2024Q1 -$ -$ -$ -$ -$
202308 (Aug2023)2024Q1 -$ -$ -$ -$ -$
202309 (Sep2023)2024Q1 -$ -$ -$ -$ -$
202310 (Oct2023)2024Q2 -$ -$ -$ -$ -$
202311 (Nov2023)2024Q2 -$ -$ -$ -$ -$
202312 (Dec2023)2024Q2 -$ -$ -$ -$ -$
202401 (Jan2024)2024Q3 -$ -$ -$ -$ -$
202402 (Feb2024)2024Q3 -$ -$ -$ -$ -$
202403 (Mar2024)2024Q3 -$ -$ -$ -$ -$
202404 (Apr2024)2024Q4 -$ -$ -$ -$ -$
202405 (May2024)2024Q4 -$ -$ -$ -$ -$
202406 (Jun2024)2024Q4 -$ -$ -$ -$ -$
Total, Currently Expiring through June 2024 0$ -$ -$ -$ 0$
Fiscal
Quarter
E = A + B + C + D
Police Fire Parks Streets
Total
FY
2
0
2
3
Calendar
Month
FY
2
0
2
2
FY
2
0
2
4
Impact Fees Confidential
Data pulled 07/01/2022 AAA BBB CCC DDD = AAA - BBB - CCC
Police
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Police Allocation
Budget Amended
Sum of Police Allocation
Encumbrances Sum of Police Allocation YTD Expenditures
Sum of Police Allocation
Remaining Appropriation
ReimbExcessPoliceCapacity IF 8422800 1,898,497$ -$ 1,898,497$ -$
Police'sConsultant'sContract 8419205 3,565$ -$ 3,565$ -$
Public Safety Building Replcmn 8405005 14,068$ 14,068$ -$ 0$
Eastside Precint 8419201 21,639$ -$ -$ 21,639$
Police Impact Fee Refunds 8421102 338,448$ -$ 100,842$ 237,606.45$
Grand Total 2,276,217$ 14,068$ 2,002,903$ 259,246$
A
Fire
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Fire Allocation
Budget Amended
Sum of Fire Allocation
Encumbrances Sum of Fire Allocation YTD Expenditures
Sum of Fire Allocation
Remaining Appropriation
Fire'sConsultant'sContract 8419202 4,941$ 3,021$ 1,862$ 58$
FY20 FireTrainingFac. 8420431 56,031$ -$ -$ 56,031$
Fire Station #3 Debt Service 8422200 483,233$ -$ 483,233$ -$
Grand Total 1,045,105$ 3,021$ 985,995$ 56,089$
B
Parks Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
AppropriationValues
Description Cost Center
Sum of Parks Allocation
Budget Amended
Sum of Parks Allocation
Encumbrances Sum of Parks Allocation YTD Expenditures
Sum of Parks Allocation
Remaining Appropriation
Cnty #2 Match 3 Creek Confluen 8420426 88$ -$ 88$ -$
Warm Springs Off Leash 8420132 20,411$ -$ 20,411$ -$
Fairmont Park Lighting Impr 8418004 49,752$ -$ 49,752$ -$
Fisher Carriage House 8420130 1,098,764$ 261,187$ 837,577$ -$
Park'sConsultant'sContract 8419204 4,857$ 2,596$ 2,219$ 42$
Cwide Dog Lease Imp 8418002 23,530$ 23,000$ -$ 530$
Rosewood Dog Park 8417013 1,110$ -$ -$ 1,110$
Jordan R 3 Creeks Confluence 8417018 1,570$ -$ -$ 1,570$
Waterpark Redevelopment Plan 8421402 224,247$ 92,027$ 130,574$ 1,646$
Jordan R Trail Land Acquisitn 8417017 2,946$ -$ -$ 2,946$
ImperialParkShadeAcct'g 8419103 10,830$ -$ 4,433$ 6,398$
FY Rich Prk Comm Garden 8420138 12,795$ 4,328$ -$ 8,467$
Redwood Meadows Park Dev 8417014 9,350$ -$ -$ 9,350$
9line park 8416005 21,958$ 855$ 2,692$ 18,411$
IF Prop Acquisition 3 Creeks 8420406 58,014$ -$ 1,905$ 56,109$
UTGov Ph2 Foothill Trails 8420420 135,084$ 21,169$ 12,803$ 101,112$
Fisher House Exploration Ctr 8421401 523,889$ 374,573$ 39,040$ 110,276$
FY20 Bridge to Backman 8420430 722,920$ 116,388$ 480,599$ 125,933$ C
Three Creeks West Bank NewPark 8422403 150,736$ -$ -$ 150,736$
9Line Orchard 8420136 195,045$ 12,423$ 28,477$ 154,145$
RAC Playground with ShadeSails 8422415 180,032$ -$ -$ 180,032$
Cnty #1 Match 3 Creek Confluen 8420424 388,477$ 16,762$ 117,939$ 253,777$
Trailhead Prop Acquisition 8421403 275,000$ -$ -$ 275,000$
Bridge to Backman 8418005 290,276$ 10,285$ 4,515$ 275,475$
SLC Foothills Land Acquisition 8422413 425,000$ -$ 105,861$ 319,139$
Parley's Trail Design & Constr 8417012 327,678$ -$ -$ 327,678$
Jordan Prk Event Grounds 8420134 431,000$ 24,953$ -$ 406,047$
Historic Renovation AllenParK 8422410 420,000$ -$ -$ 420,000$
Wasatch Hollow Improvements 8420142 489,688$ 29,235$ 35,098$ 425,355$
Jordan Park Pedestrian Pathway 8422414 510,000$ 44,362$ -$ 465,638$
Green loop 200 E Design 8422408 610,000$ -$ -$ 610,000$
Emigration Open Space ACQ 8422423 700,000$ -$ -$ 700,000$
Marmalade Park Block Phase II 8417011 1,094,430$ 33,364$ 47,318$ 1,013,749$
SLCFoothillsTrailheadDevelpmnt 8422412 1,304,682$ -$ -$ 1,304,682$
Pioneer Park 8419150 3,343,904$ 86,260$ 179,148$ 3,078,497$
GlendaleWtrprk MstrPln&Rehab 8422406 3,200,000$ 17,400$ 22,152$ 3,160,449$
Grand Total 17,281,123$ 1,174,504$ 2,142,322$ 13,964,297$
Streets
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Street Allocation
Budget Amended
Sum of Street Allocation
Encumbrances Sum of Street Allocation YTD Expenditures
Sum of Street Allocation
Remaining Appropriation
9 Line Central Ninth 8418011 152,500$ 68,924$ 83,576$ -$
700 South Reconstruction 8415004 2,449$ -$ 2,449$ -$
Trans Master Plan 8419006 13,000$ 13,000$ -$ -$
Trans Safety Improvements 8419007 95,653$ 12,768$ 82,180$ 705$
Transportation Safety Improvem 8417007 1,444$ -$ -$ 1,444$
Gladiola Street 8406001 16,109$ 13,865$ -$ 2,244$
Urban Trails FY22 IF 8422619 6,500$ -$ -$ 6,500$
Street'sConsultant'sContract 8419203 29,817$ 17,442$ -$ 12,374$
500 to 700 S 8418016 96,637$ -$ 73,893$ 22,744$
Corridor Transformations IF 8422608 25,398$ -$ -$ 25,398$
900 South 9Line RR Cross IF 8422604 28,000$ -$ -$ 28,000$
Transportatn Safety Imprvmt IF 8422620 44,400$ 13,090$ -$ 31,310$ D
1700S Corridor Transfrmtn IF 8422622 35,300$ -$ -$ 35,300$
Complete Street Enhancements 8420120 35,392$ -$ -$ 35,392$
200S TransitCmpltStrtSuppl IF 8422602 37,422$ -$ -$ 37,422$
Transp Safety Improvements 8420110 58,780$ 20,697$ -$ 38,083$
1300 S Bicycle Bypass (pedestr 8416004 42,833$ -$ -$ 42,833$
Local Link Construction IF 8422606 50,000$ -$ -$ 50,000$
400 South Viaduct Trail IF 8422611 90,000$ -$ -$ 90,000$
Neighborhood Byways IF 8422614 104,500$ -$ -$ 104,500$
Indiana Ave/900 S Rehab Design 8412002 124,593$ -$ -$ 124,593$
Bikeway Urban Trails 8418003 200,000$ -$ 18,154$ 181,846$
TransportationSafetyImprov IF 8421500 302,053$ 53,713$ 9,608$ 238,732$
Street Improve Reconstruc 20 8420125 2,250,220$ 396,873$ 1,470,038$ 383,309$
IF Complete Street Enhancement 8421502 625,000$ -$ -$ 625,000$
Traffic Signal Upgrades 8419008 221,688$ -$ 221,238$ 450$
Traffic Signal Upgrades 8420105 300,000$ 77,706$ 222,294$ -$
Traffic Signal Upgrades 8421501 875,000$ 67,474$ 19,589$ 787,937$
Grand Total 5,967,404$ 840,578$ 2,220,710$ 2,906,116$
Total 26,566,261$ 2,032,171$ 7,348,343$ 17,185,748$
E = A + B + C + D
TRUE TRUE TRUE TRUE
$1,156,234
UnAllocated
Budget
Amount
8484001
846,150$
25,280,816$
8484002
8484003
8484005
15,216,578$
8,061,854$
Page | 1
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Ben Luedtke, Budget & Public Policy Analyst
DATE:December 6, 2022
RE: $6 Million Deeply Affordable Housing Grant Awards
ISSUE AT-A-GLANCE
On September 20th as part of Budget Amendment #3, the Council approved $6 million of one-time funding to
create deeply affordable permanent supportive housing or transitional housing. The Administration is
recommending $2 million each for three of the five applications received: Medically Vulnerable Interim
Housing, Point At Fairpark, and Ville 1659. Exhibit A in the transmittal is a table summarizing the housing
development proposals. Exhibit B in the transmittal shows the funding sources and uses for each development.
There is no legal deadline for the Council to decide when to award the funds although the Administration’s
original proposal indicated that it would prioritize projects that could have units open by May 2023. The
Council could approve the three funding awards recommended by the Administration, modify the awards
including funding other proposals or ask the Administration to offer another NOFA to receive additional
applications. See the Additional Info section for details on the housing unit types, cost per bed, how much
external funding is generated per $1 dollar of City investment (the leverage ratio), and types of vouchers.
During the Budget Amendment #3 deliberations, four criteria were identified to guide prioritization of the
funding, and the recommendation committee also considered four additional criteria. The eight criteria are:
Criteria from Budget Amendment #3 Appropriation:
- Serve people currently experiencing homelessness in Salt Lake City,
- Offer approximately 100 or more new housing units,
- Have most units ready for occupancy before the winter overflow shelter closes on April 15, 2023, and
- Receive most of the development funding from non-City sources
Additional Criteria from Recommendation Committee:
- Projects that serve populations most critically in need of housing, including lower area median incomes
(AMIs) and vulnerable populations,
- Projects with longer affordability terms,
- Projects that offer on-site supportive services, and
- Experience and capacity of the development and operating teams
POLICY QUESTIONS
1. Medically Vulnerable Housing Outside City Limits, Expanding the City’s Role in the Homeless Services System
and Other Considerations – The Council may wish to discuss the below policy questions with the
Administration. The application presents new policy issues and uncertainties as this would be a new type of
Project Timeline:
1st Briefing: December 6, 2022
2nd Briefing: December 13 (if needed)
Potential Action: December 13, 2022
Page | 2
housing currently unavailable in the regional housing market.
a. New Precedent / Expand the City’s Role – The Council may wish to discuss with the Administration
the pros and cons of expanding the City’s role. The grant would create a new precedent of the City
using General Fund dollars for a private housing development outside city limits.
b. Zoning – The Council may wish to ask the Administration if the proposed development complies with
zoning in that municipality, and if not, what the timing/process would be to bring it into compliance.
c. Priority Access – The Council may wish to ask would the medically vulnerable population from Salt
Lake City have priority access to beds if the City is a primary funder of the development?
d. Contingency if Development Does Not Proceed – The Council may wish to ask the Administration
what contingencies should be included if the development is unable to proceed such as failure to
secure full funding and/or land use approval.
e. Unfunded Ongoing Operating Costs – The Council may wish to ask how ongoing operating costs will
be funded? Tenants will not be required to pay rent or have vouchers to help cover costs.
2. Concentrating Westside Deeply Affordable Housing – The Council may wish to discuss with the
Administration how to balance the need for deeply affordable housing with the policy goal of not further
concentrating poverty on the Westside. The funding recommendations include two Westside locations: Point
at Fairpark (130 North 2100 West) and Ville 1659 (1659 West North Temple). Previous discussions included
the need for economic development investments on the Westside such as business assistance loans or grants,
property redevelopment, and subsidized commercial leases.
3. Requiring Longer Affordability Terms (50 Years) and Compliance Monitoring – The Council may wish to
discuss with the Administration whether to require affordability terms longer than the 30-year deed restriction
currently proposed for the three recommended applications. The Council may also wish to ask how the
affordability will be monitored and verified over decades. The Council previously discussed a desire for longer
affordability terms to protect taxpayer’s investments and for the deed restriction to match the useful life of the
resulting housing. RDA policy currently sets a minimum term of 30 years.
4. Existing Tenant Displacement and Assistance – The Council may wish to ask the Administration whether
existing tenants of the motels and apartments proposed to be converted would be displaced and what
relocation assistance could be provided to them.
5. First Step House Eligibility for $2.7 Million High Opportunity Area RDA Housing Funds – The Council may
wish to ask the Administration whether the First Step House Recovery Housing development would qualify for
the RDA’s high opportunity area funding. The proposed development at 518 East 600 South might be in a high
opportunity area depending on updated metrics and the resulting map. The RDA Board has made the funding
available over multiple fiscal years pending successful applications because affordable housing in high
opportunity areas is especially hard for the market to deliver.
ADDITIONIAL & BACKGROUND INFORMATION
The Notice and Application Process: Like the Redevelopment Agency (RDA) Notice of Funding Availability or
NOFA process, each funding award to housing developments is required to return to the Council for final approval.
The Administration posted the NOFA on September 30th, and applications were due by October 14th. Five
applications were received and reviewed by the recommendation committee. Members of the committee were
representatives from the Community and Neighborhoods Department, Housing Stability Division, RDA, and the
Housing Trust Fund Advisory Board.
Project-based vs. Tenant-based Vouchers
Vouchers cover the rent for tenants as an ongoing subsidy. For example, if a tenant has no income, then the
voucher pays all the rent for the tenant so long as the unit meets program standards like housing quality and
reasonable rent amount. If a tenant is low income, then 30% of their income would go to rent and any remaining
rent would be covered by the voucher. Permanent supportive housing and transitional housing developments are
targeted at low-to-no-income residents and generally do not generate enough cash flow to cover costs. Ongoing
subsidies like vouchers are often needed to fill the gap between costs and resident’s ability to pay rent and utilities.
Page | 3
Project-based vouchers are tied to specific housing developments and made available to qualifying low-income
residents living in the building. A project-based voucher may not be used at another building if the renter moves.
Tenant-based vouchers are tied to a specific individual or family and can continue to provide rent assistance if they
move to new housing subject to HUD and housing authority guidelines. Atkinson Stacks (not recommended for
funding) plans to have project-based vouchers for all 114 one-bedroom units. The other four developments do not
plan to have project-based vouchers available. Tenant-based vouchers will be required for residents of the Ville
1659 because the vouchers would cover the gap between the fair market rents and the 30% of income deed
restricted rent affordability.
Type of Housing Units by Development
The Administration provided a breakout of housing unit types for each application. This information is
summarized in the below table. It’s important to recognize that all units are not equal for a variety of reasons such
as differences in provided appliances and amenities, square footage, quality of materials, on site services, location
and other factors.
Housing Unit Type Atkinson
Stacks*
First Step House
Recovery
Housing*
Medically Vulnerable
Interim Housing
Point At
Fairpark
Ville
1659
Double Room (two
residents in each)--81 --
Single Room / Studio --17 94 197
One Bedroom 114 15 ---
Two Bedroom -1 ---
TOTALS 114 Units 16 Units
17 Beds
98 Units
179 Beds 94 Units 197
Units
*not recommended for funding
Per Bed Cost for the City’s Investment and Leverage Ratio
Exhibit A in the transmittal is a table summarizing the housing development proposals including how much the
City’s $2 million investment would be as a percentage of the total estimated cost. Sometimes the Council has also
considered additional metrics for comparing housing development costs such as per bed and how much external
funding is generated per $1 dollar of City investment (the leverage ratio). These two metrics are shown in the table
below. It shows that on a per bed cost the First Step House Recovery Housing is much more expensive and has a
much lower leverage ratio than the four other applications. Atkinson Stacks, by the City Housing Authority, has the
highest leverage ratio of the applications which is estimated to generate $13.95 from external funding sources for
each $1 dollar provided by the City.
Metric Atkinson
Stacks*
First Step House
Recovery
Housing*
Medically Vulnerable
Interim Housing
Point At
Fairpark Ville 1659
Per Bed
Cost**$17,544 $117,647 $11,173 $21,277 $10,152
Leverage
Ratio†
$1 City:
$13.95 External
$1 City:
$0.62 External
$1 City:
$8.5 External
$1 City:
$7 External
$1 City:
$8.13 External
*Not recommended for funding
**Note this is calculated assuming a $2 million City investment divided by the resulting number of beds and
rounded to the nearest whole dollar amount.
†Note this is calculated assuming a $2 million City investment subtracted from the total estimated development
cost then divided by the City’s $2 million investment and rounded to the nearest cent.
ACRONYMS
AMI – Area Median Income HUD – United States Housing and Urban Development Department
NOFA – Notice of Funding Availability RDA – Redevelopment Agency
DEEPLY AFFORDABLE HOUSING
CITY COUNCIL WORK SESSION //DECEMBER 6, 2022
$23,000,000
$6,500,000
$21,000,000
OVERVIEW
•Mayor proposed to transfer $6 million from a CIP holding account to
the general fund to address immediate and long-term homeless needs
and the creation of a Homelessness Housing Grant Fund (“HHGF”)
•Approved by City Council on September 20, 2022
•Intended to provide a crucial subsidy for housing that is the most
difficult to develop
•Funding to be provided as grants due to the limited cash flow
generated by these types of projects
$23,000,000
$6,500,000
$21,000,000
MAYOR & COUNCIL INTENT
Projects shall:
•Serve people currently experiencing homelessness in the City
•Offer at least ~100 housing units of new permanent supportive housing
(“PSH”) or transition housing (“TH”)
•Have a majority of units ready for occupancy on or before when the
winter overflow shelters close for the season
•Have a majority of its funding from non-City sources
•Projects are anticipated to be the renovation of existing motels and may
have already begun work and need funds to continue and/or finish
construction
$23,000,000
$6,500,000
$21,000,000
APPLICATION PROCESS
•Application period: September 30th –October 4th
•5 applications received, totaling $11,900,000
•Review committee representatives from Housing Stability, RDA, and
Housing Trust Fund Advisory Board
•Funding recommendations and conditions provided as Exhibit A to
the Resolution
$23,000,000
$6,500,000
$21,000,000
APPLICATION SUMMARY
ATKINSON
STACKS
FSH RECOVERY
HOUSING
MEDICALLY
VULNERABLE
POINT AT
FAIRPARK VILLE 1659
DEVELOPER/
OPERATOR
Housing Assistance
Management
Experience (HAME)
First Step House (FSH)Shelter the Homeless,
Inc (STH)
Friends of Switchpoint,
Inc
Ville 1659 LLC
PROJECT COST $$29,890,890 $3,240,000 $19,000,000 $16,000,000 $18,250,000
REQUEST $$2,500,000 $1,900,000 $2,500,000 $2,500,000 $2,500,000*
% OF COST 8%59%13%16%14%
# OF UNITS 114 16 98 94 197
ADDRESS 543 S 500 W 518 E 600 S Outside SLC 130 N 2100 W 1659 W N Temple St
BY MAY 2023?No Yes Yes Yes Yes
NUMBER OF UNITS 114 16 98 94 197
HOUSING TYPE Permanent Supportive Permanent Supportive Interim/ Transitional Permanent Supportive Permanent Supportive
TARGET
POPULATIONS
Persons with
disabilities; homeless
Substance use
disorder and co-
occurring mental
health conditions
Homeless populations
that are frail/vulnerable
with medical needs
Homeless 62+ years of
age; Veterans living on
a fixed income
Various population of
homeless and persons
at risk of homeless
*Note: Ville 1659 also applied for an RDA loan.
$23,000,000
$6,500,000
$21,000,000
RECOMMENDATIONS SUMMARY
MEDICALLY VULNERABLE POINT AT
FAIRPARK VILLE 1659*
DEVELOPER/ OPERATOR Shelter the Homeless, Inc (STH)Friends of Switchpoint, Inc Ville 1659 LLC
RECOMMENDATION $2,000,000 $2,000,000 $2,000,000
*Note: The Ville 1659 project also applied for a $1,825,000 loan through the RDA, If awarded the recommended HHGF of $2,000,000 and the full
amount requested through the RDA, that would bring the City/RDA funding to $3,825,000 or 21% of the development cost .
RECOMMENDED REQUIREMENTS
•Funding must be repaid if requirements are not met
•Deed restriction for income/affordability
•Homeless coordinated entry process
•Prioritization for most vulnerable
•Annual compliance reports
•Supportive services, as applicable
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 Office Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE: October 28, 2022
Dan Dugan, Chair
FROM: Blake Thomas, Director, Department of Community and Neighborhoods (CAN)
__________________________
SUBJECT: Homeless Housing Grant Fund recommendations for $6 million that was
transferred from a CIP holding account to the general fund for the purpose of providing grants to
projects that address immediate and long-term homeless housing needs.
STAFF CONTACT: Tammy Hunsaker, Deputy Director, Community and Neighborhoods
801-535-7244, tammy.hunsaker@slcgov.com
DOCUMENT TYPE: Resolution
RECOMMENDATION: Consideration of the attached resolution to approving funding
allocations for the Homeless Housing Grant Fund.
BUDGET IMPACT: N/A
BACKGROUND/DISCUSSION: On September 20, 2022, the Salt Lake City Council
(“Council”) adopted an ordinance amending the Fiscal Year 2023 budget to transfer $6 million
from a CIP holding account to the general fund to address immediate and long-term homeless
needs and the creation of a Homelessness Housing Grant Fund (“HHGF”). The Administration
proposed to portion City funds for deeply affordable housing into two phases. The $6 million
adopted by Council is intended to be Phase I, to provide grants for permanent supportive housing
and/or transitional housing projects that will:
•Serve people currently experiencing homelessness in the City
•Offer at least ~100 housing units
Lisa Shaffer (Nov 1, 2022 16:04 MDT)11/01/2022
11/01/2022
• Have a majority of units ready for occupancy on or before April 2023, when the winter
overflow shelters close for the season
• Have a majority of its funding from non-City sources
The Phase I funding is intended to provide a crucial subsidy for housing that is the most difficult
to develop, utilized for the construction or acquisition/rehabilitation of new permanent
supportive housing (“PSH”) or transition housing (“TH”) units. Projects are intended to target
qualified low-income households that meet HUD’s definition of chronically homeless, are
otherwise assessed by the region’s coordinated entry system as the most vulnerable homeless
persons, or other populations with critical needs. Due to the limited cash flow generated by these
types of housing projects, funding may be provided as grants. Funding shall leverage various
other sources of local, state, and federal funds.
Since the Phase I funding is intended to focus on creation of units within the next 9 months to
align with the end of the winter overflow shelter season, it is expected that applicants will
include those renovating existing motels for permanent supportive or transitional housing
projects. It is anticipated that projects will have already begun work and need funds to continue
and/or finish construction.
In addition to the $6 million being issued through Phase I, other funds approved through the FY
2023 budget for housing are in various stages of administration by the Department of
Community and Neighborhoods (“CAN”) and the Redevelopment Agency of Salt Lake City
(“RDA”) for activities that support extremely low-income individuals and households. Projects
supported by these other funds are likely farther out in the development pipeline and may need
12-24 months to complete planning and construction. The goal is to coordinate funding and
resources to reduce the number of unsheltered homeless individuals and individuals staying in
emergency shelters.
HHGF Administration
CAN expedited the creation of a grant application for developers and non-profit organizations to
apply for a portion of the funding, not to exceed $2.5 million per applicant. A notice of funding
availability (“NOFA”) was released on September 30th and closed on October 14th. The NOFA
was posted on the Utah Public Procurement Place website and CAN’s website, and was
disbursed via email. A total of five applications were received, with a combined funding request
of $11,900,000. Refer to Exhibit A: HHGF Application & Project Summary for an overview of
the funding requests and corresponding projects. Also refer to Exhibit B: Financial Gap
Summary for an overview of the projects’ sources and uses.
HHGF Review Committee & Recommendations
A HHGF review committee (“Committee”), comprised of representatives from Housing
Stability, the Housing Trust Fund Advisory Board, and RDA was established to review
applications and make funding recommendations that will be forwarded to the Council.
Next Steps
Once the Council approves funding allocations, the Administration will work with the Attorney’s
Office to draft and execute grant documents and any other associated agreements. While funding
is ultimately intended to be provided as a grant, the Administration may require that funding be
disbursed through multiple draws and will be required to be repaid if the project does not meet
the intended long-term public benefits.
EXHIBITS:
A. HHGF Application & Project Summary
B. HHGF Financial Gap Summary
C. HHGF Resolution
1 - ATKINSON STACKS 2 - FIRST STEP HOUSE
RECOVERY HOUSING
3 - MEDICALLY
VULNERABLE INTERIM
HOUSING
4 - POINT AT FAIRPARK 5 - VILLE 1659
DEVELOPER/OPERATOR Housing Assistance Management
Experience (HAME)
First Step House (FSH)Shelter the Homeless, Inc (STH)Friends of Switchpoint, Inc Ville 1659 LLC
PROJECT COST $$29,890,890.00 $3,240,000.00 $19,000,000.00 $16,000,000.00 $18,250,000.00
FUNDING REQUEST $$2,500,000.00 $1,900,000.00 $2,500,000.00 $2,500,000.00 $2,500,000.00
CITY FUNDING PER UNIT 8%59%13%16%14%
NUMBER OF UNITS 114 16 98 94 197
ADDRESS 543 S 500 W, SLC 518 E 600 S, SLC Outside Municipal Boundaries 130 N 2100 W, SLC 1659 W N Temple St, SLC
COMPLIES WITH ZONING?Yes Yes No, in process No, in process Yes
COMPLETED BY MAY 2023? No Yes Yes Yes Yes
NUMBER OF UNITS 114 16 98 94 197
PROJECT-BASED VOUCHERS?114 No No No No
HOUSING TYPE Permanent Supportive Housing Permanent Supportive Housing Transitional Housing Permanent Supportive Housing Permanent Supportive Housing
POPULATIONS MOST CRITICALLY
IN NEED OF HOUSING
Individuals who are disabled,
Individuals experiencing
homelessness
Individuals who are disabled,
specifically, but not exclusively,
substance use disorder and co-
occurring mental health conditions.
Individuals experiencing
homelessness who are aging,
vulnerable, medically frail, in need
of recuperative care, and/or
underlying health condition
Literally homeless individuals over
62 years of age, Veterans living on
a fixed income
Chronically homeless, Veterans,
Victims of DV, Formerly
Incarcerated Individuals, Aging
Adults, Individuals at risk of
becoming or returning to
homelessness
ON-SITE SUPPORTIVE SERVICES Yes; Case Management, Physical
and Mental Health Support
Yes; Home Visits, Case
Management, Peer Support, and
Recovery Support Groups
Yes; Physical Health Support Yes; Case Management, Group
Classes, Physical and Mental
Health Support, Veteran Benefits
Yes; Case Management, Physical
and Mental Health Support,
Substance Abuse Support
Services
RENT STRUCTURE Project-based vouchers so
tenants will pay 30% of their
incomes for rent. Partnered with
Sacred Circle Health Care (SCHC)
who accepts referrals from
Community Triage Groups (CTG),
Veteran Community Triage (VCT),
and Veteran Support Team (VST)
for placement.
Most tenants will lack income and
be enrolled in SLCo Division of
Behavioral Health Services
(DBHS) Recovery Housing
Voucher Program which pays the
$800 in monthly rent for three
months; starting in month four,
residents are required to pay 30%
of income for rent. For without a
voucher, rent will be capped at no
more than 30% of their income.
This program targets support for
medically vulnerable individuals
transitioning from the homeless
resource centers or encampments
to interim housing as their best
long-term solutions are determined,
and does not plan for rental
income, neither with project-based
or tenant based vouchers, nor
Social Security Disability
Insurance.
Rents will be restricted to 40% AMI
and targeted to seniors and
veterans. Switchpoint participates
in the Salt Lake Valley Coalition to
End Homelessness (SLVCEH)
coordinated entry to identify
eligible residents and takes
referrals from Aging Services, the
VA, and street outreach.
Rents will be set at Fair Market
Rent (FMR), which is currently
~$1,000 for a studio. Ville 1659 will
work with SLVCEH and the service
provider community to house
individuals that already have a
voucher. Based on input from
SLVCEH, the VA Housing team,
and other providers, a "shortage" of
individuals with vouchers isn't
foreseen.
EXHIBIT A: HHGF APPLICATION & PROJECT SUMMARY
Utah Office Homeless Services $ 9,000,000 30%
SLC HHGF $ 2,500,000 8%
Other Unsecured $ 18,390,890 62%
TOTAL $ 29,890,890 100%
Hard/Soft Costs $ 27,390,890 92%
Developer Fee $ 2,500,000 8%
TOTAL $ 29,890,890 100%
Utah Recovery Housing Program 1,340,000$ 41%
SLC HHGF 1,900,000$ 59%
TOTAL 3,240,000$ 100%
Acquisition 2,400,000$ 74%
Hard/Soft Costs 640,000$ 20%
Developer Fee 200,000$ 6%
TOTAL 3,240,000$ 100%
State of Utah 3,500,000$ 19%
Salt Lake County 6,000,000$ 32%
SLC HHGF 2,500,000$ 13%
Other Unsecured 6,727,940$ 36%
TOTAL 18,727,940$ 100%
Acquisition (estimate)12,000,000$ 64%
Construction/Start-up 1,842,875$ 10%
Annual Property Management 1,049,928$ 6%
Medical Services/Case Management 816,515$ 4%
Operations/Client Services 3,018,622$ 16%
Developer Fee -$ 0%
TOTAL 18,727,940$ 100%
Utah Office Homeless Services $ 10,283,622 64%
Switchpoint Reserves $ 2,116,378 13%
SLC HHGF $ 2,500,000 16%
Other Unsecured $ 1,100,000 7%
TOTAL $ 16,000,000 100%
Acquisition $ 13,000,000 81%
Hard/Soft Costs $ 3,000,000 19%
Developer Fee $-0%
TOTAL 16,000,000$ 100%
Owner Equity $ 1,391,378 8%
Bank Loan $ 8,500,000 47%
Utah Office Homeless Services $ 3,858,622 21%
SLC HHGF $ 2,500,000 14%
Other Unsecured $ 2,000,000 11%
TOTAL $ 18,250,000 100%
Acquisition $ 12,000,000 66%
Hard/Soft Costs $ 5,250,000 29%
Developer Fee $ 1,000,000 5%
TOTAL $ 18,250,000 100%
EXHIBIT B: HHGF FINANCIAL GAP SUMMARY
1 - ATKINSON STACKS
3 - MEDICALLY VULNERABLE
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2 - FIRST STEP HOUSE RECOVERY HOUSING
NOTE: ORANGE indicates a funding source that is not secured.
NOTE: PURPLE indicates the HHGF funding request currently being evaluated.
SO
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4 - POINT AT FAIRPARK
SO
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5 - VILLE 1659
1
RESOLUTION NO.________ OF 2022
Adopting funding allocations for the Homeless Housing Grant Fund
WHEREAS, On September 20, 2022, the Salt Lake City Council (“Council”) adopted an
ordinance amending the Fiscal Year 2023 final budget of Salt Lake City (“City”) to transfer
$6 million from a CIP holding account to the general fund to address immediate and long-term
homeless needs and the creation of a Homelessness Housing Grant Fund (“HHGF”);
WHEREAS, the Mayor and Council determined that the HHGF is intended to provide a
subsidy for the construction, acquisition, or rehabilitation of new permanent supportive housing
or transition housing units;
WHEREAS, the Mayor and Council further determined that the HHGF is intended to
provide a subsidy for projects that are scheduled to be complete by May 2023, when the winter
overflow shelters are scheduled to close for the season;
WHEREAS, between September 30 and October 14, 2022, the City accepted applications
for the HHGF through a competitive Notice of Funding Availability, with the resulting submittal
of five applications;
WHEREAS, on October 25, a committee was convened to review and recommend
approval to the Council the funding allocations noted on Exhibit A attached hereto;
NOW, THEREFORE, be it resolved by the City Council of Salt Lake City, Utah, as
follows:
1. That the Council hereby approves issuing the funding allocations outlined on
Exhibit B – Council Funding Allocations, with the requirement that the grant
proceeds shall be used to create new units of housing as detailed on the Exhibit.
2. That the Mayor, as the official representative of Salt Lake City, or her designee,
is hereby authorized to negotiate and execute the grant documents and any
other relevant documents consistent with Exhibit B, and incorporating such
other terms and agreements as recommended by the City Attorney’s office, and
to act in accordance with their terms.
[The remainder of the page is intentionally left blank.]
2
Passed by the City Council of Salt Lake City, Utah, this day of ______________, 2022.
SALT LAKE CITY COUNCIL
By _____________________________
Dan Dugan
CHAIR
Approved as to form: __________________________
Kimberly K. Chytraus
Salt Lake City Attorney’s Office
Date: ___________________________
ATTEST:
_________________________________
CITY RECORDER
October 31, 2022
3
EXHIBIT “A”
HHGF Review Committee Recommendations
On October 25, 2022, the HHGF review committee (“Committee”), comprised of representatives
from Housing Stability, the Housing Trust Fund Advisory Board, and RDA convened to review
applications and make funding recommendations that will be forwarded to the Council. Based on
the Council’s intent established through the budget approval, the Committee considered the
following standards of review when considering funding recommendations:
• Serve people currently experiencing homelessness in the City
• Offer at least ~100 housing units of new permanent supportive housing (“PSH”) or
transition housing (“TH”)
• Have a majority of units ready for occupancy on or before April 30, 2023, when the
winter overflow shelters close for the season
• Have a majority of its funding from non-City sources
1 - ATKINSON STACKS
Applicant: Housing Assistance Management Experience (HAME)
Funding Request: $2,500,000
Address: 543 S 500 W
Funding Recommendation: $0
*Project will not open on or near May 2023
2 - FIRST STEP HOUSE RECOVERY HOUSING
Applicant: First Step House
Address: 518 E 600 S
Funding Request: $2,500,000
Funding Recommendation: $0
*Project does not have a majority of funding sources from non-City sources.
3 – MEDICALLY VULNERABLE PROJECT
Applicant: Shelter the Homeless, Inc
Address: Outside of municipal boundaries
Funding Request: $2,500,000
Funding Recommendation: $2,000,000
Recommended Conditions - to be established through a 30-year minimum deed
restriction or restrictive covenant:
• The project shall provide transitional housing for medically vulnerable individuals that
are chronically homeless, homeless, and at-risk of becoming homeless.
• Applicant shall develop and maintain a project with a minimum of 98 affordable housing
units that are restricted by rent and occupancy, as follows:
o Tenants must have an annual income that is 30% or below of the area median
income for Salt Lake City Utah, HUD Metro FMR Area as adjusted for household
size.
o Medically vulnerable individuals who have been homeless for the longest periods
of time or who demonstrate the highest vulnerability utilizing the VISPDAT
4
(Vulnerability Index–Service Prioritization Decision Assistance Tool) or similar
assessment shall be given priority.
o Rent shall not exceed 30% of each tenant’s annual income. Tenants shall not be
required to pay rent if they do not have income.
• Applicant shall ensure that prospective tenants have gone through the coordinated entry
process used by the Salt Lake Valley Coalition to End Homelessness to ensure
coordination and efficiency with the current homelessness services system.
• Applicant shall enter any new resident into the Homeless Management Information
System (“HMIS”) coordinated entry system.
• The project shall include supportive services, with a focus on medical services, to
stabilize residents and to enable residents to live as independently as possible.
• Applicant shall work with residents to obtain suitable, permanent housing.
• Applicant must submit annual compliance reports to the City. These reports shall
document the occupancy and show whether Applicant is in compliance with
requirements.
4 - POINT AT FAIRPARK
Applicant: Friends of Switchpoint, Inc
Address: 130 N 2100 W
Funding Request: $2,500,000
Funding Recommendation: $2,000,000
Recommended Conditions - to be established through a 30-year minimum deed
restriction or restrictive covenant:
• The project shall provide housing for individuals that are chronically homeless, homeless,
and at-risk of becoming homeless.
• Applicant shall develop and maintain a project with a minimum of 94 affordable housing
units that are restricted by rent and occupancy, as follows:
o Tenants must have an annual income that is 40% or below of the area median
income for Salt Lake City Utah, HUD Metro FMR Area as adjusted for household
size.
o Individuals who have been homeless for the longest periods of time or who
demonstrate the highest vulnerability utilizing the VISPDAT (Vulnerability
Index–Service Prioritization Decision Assistance Tool) or similar assessment
shall be given priority.
o Preference may be provided to veterans and seniors.
o The annualized rent per unit shall be set forth in a written lease and shall not
exceed, for the term of the lease, 30% of the annual income limit for individuals
and households with a maximum AMI of 40% AMI.
o If project-based vouchers are obtained, tenants shall pay no more than 30% of
their income toward rent.
• Applicant shall ensure that prospective tenants have gone through the coordinated entry
process used by the Salt Lake Valley Coalition to End Homelessness to ensure
coordination and efficiency with the current homelessness services system.
• Applicant shall enter any new resident into the Homeless Management Information
System (“HMIS”) coordinated entry system.
5
• The project shall include supportive services to assist homeless persons in transitioning
from homelessness, and to promote the provision of supportive housing to enable
residents to live as independently as possible. Supportive services shall include on-site
case coordination or management that ensures tenants’ access to a wide variety of
services and on-site location of services provided by professional service providers.
• Applicant must submit annual compliance reports to the City. These reports shall
document the occupancy and show whether Applicant is in compliance with tenant
eligibility requirements.
5 - VILLE 1659
Applicant: Ville 1659 LLC
Address: 1659 W North Temple
Funding Request: $2,500,000
Funding Recommendation: $2,000,000
Recommended Conditions - to be established through a 30-year minimum deed
restriction or restrictive covenant:
• The project shall provide housing for individuals that are chronically homeless, homeless,
and at-risk of becoming homeless.
• Residual cashflow shall be recommitted to operations of the project.
• Applicant shall develop and maintain a project with a minimum of 197 affordable
housing units that are restricted by rent and occupancy, as follows:
o Tenants must have an annual income that is 30% or below of the area median
income for Salt Lake City Utah, HUD Metro FMR Area as adjusted for household
size.
o Individuals who have been homeless for the longest periods of time or who
demonstrate the highest vulnerability utilizing the VISPDAT (Vulnerability
Index–Service Prioritization Decision Assistance Tool) or similar assessment are
given priority.
o The annualized rent per unit shall be set forth in a written lease and shall not
exceed the current Fair Market Rent as established by the U.S. Department of
Housing and Urban Development (“HUD”). The intent is to provide housing for
persons at or below 30% AMI who have a tenant-based housing voucher, thereby
tenants are paying no more than 30% of their income for housing.
o If project-based vouchers are obtained, tenants shall pay no more than 30% of
their income toward rent.
• Applicant shall ensure that prospective tenants have gone through the coordinated entry
process used by the Salt Lake Valley Coalition to End Homelessness to ensure
coordination and efficiency with the current homelessness services system.
• Applicant shall enter any new resident into the Homeless Management Information
System (“HMIS”) coordinated entry system.
• The project shall include supportive services to assist homeless persons in transitioning
from homelessness, and to promote the provision of supportive housing to enable
residents to live as independently as possible. Supportive services shall include on-site
case coordination or management that ensures tenants’ access to a wide variety of
services and on-site location of services provided by professional service providers.
6
• Applicant must submit annual compliance reports to the City. These reports shall
document the occupancy and show whether Applicant is in compliance with tenant
eligibility requirements.
7
EXHIBIT “B”
HHGF Council Allocations
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Sylvia Richards, Budget and Policy Analyst
DATE: December 6, 2022
RE: Briefing: THE BLOCKS Year Five Overview and Year Six Budget and Plan
________________________________________________________________________________
ISSUE AT-A-GLANCE
The Administration has provided a transmittal which includes an overview of the City’s THE BLOCKS Year
Five, and Year Six budget and plan. As Council Members may recall, the City and Salt Lake County formed a
partnership to promote and develop arts and culture in the Cultural Core, and a twenty-year taxing district was
created to fund this effort. The City and County’s Interlocal Agreement for THE BLOCKS is governed by a six-
member advisory budget committee, with direct oversight from City and County staff. A public RFP process
resulted in a five-year contract with ‘Downtown SLC Presents’ which was active through July 2022. After
another RFP process, the contract with Downtown Presents was renewed for an additional five years.
The purpose of this briefing is to fulfill the requirement of the Interlocal Agreement which requires an annual
City Council briefing.
BUDGET AND POLICY ISSUES
Each entity, (the City and County), contributes $250,000 annually per the Interlocal Agreement. The
Administration indicates that that future programming and production costs for THE BLOCKS will be directly
influenced by the current inflation rate (7.9%). The contractor (Downtown Presents) has added a fundraising
staff member to their team in order to raise funds to supplement the budget, including increased costs for new
and existing programming. The contractor indicates their 2022-23 fundraising goal of $10,000 has been met;
however, they are still pursuing additional funding sources to further plans for this fiscal year and beyond.
Policy Question:
➢The Council may wish to ask whether it is safe to assume that any additional
funding resources that are identified by the contractor will go towards
programming costs.
Highlights of Year 5 – Marketing and Promotional Efforts
•Open Streets Events: The closure of Main Street to vehicle traffic enabled the creation of a pedestrian
promenade. The transmittal indicates THE BLOCKS programmed more than 150 artists per month to
entertain visitors. Open Streets also allowed businesses to expand their property boundaries to
accommodate additional customers. More than 25,000 visitors attended each weekend during this
event.
Project Timeline:
Briefing: Dec. 6, 2022
Page | 2
•Specific emphasis was placed on digital ads, social media and radio online mobile content. This was the
largest area of investment as far as promotion efforts related to the arts, culture, entertainment and
nightlife.
•On average, more than 100 events and programs each month were promoted through THE BLOCKS.
•Additional investments in Spanish language radio ads, social media ads, and translated press
releases have expanded the reach and continue to be an area of focus.
Year Six Operating Budget (7/1/22 – 6/30/23)
Programs and Events
Programmatic expenses are focused on producing arts and
entertainment content to develop audiences and raise
awareness of all arts and entertainment offerings in the
Cultural Core. Funding for direct artist payments is also
funded under this category. Programmatic payroll, taxes and
benefits = $209,530.
$242,700
Marketing and Promotion Expenses
Marketing and promotion expenses are focused on promoting
40 Cultural Core arts organization programming via social
media, print, outdoor, broadcast and digital advertising. An
innovative arts coverage program with the Salt Lake Tribune
is budgeted here and will generate 50 articles on Cultural
Core content. There are also investments budgeted to
capture photos and video assets to use in ongoing
promotions and marketing campaigns.
$198,270
Office & Administrative Expenses
Rent, office expenses, meetings, travel, seminars, bank fees,
equipment, payroll services, accounting.
$ 59,030
Total Expenses $500,000
Year Six Events
Year Six will focus on promoting existing arts organizations’ programming and
investing in placemaking throughout the cultural core. Events may include Open Streets, Glow Sculptural
Garden, Last Hurrah!, NBA All Star week activities, Groove at Gallivan, Locally Made, Locally Played, and
BLOCKS Social House (a quarterly event aimed at our local arts and culture leaders to better understand their
changing needs so we can continue to support Cultural Core programming).
Benchmark Measurements:
Measurement tools were upgraded and will be reporting on visitation data rather than on the telephone
surveys which were conducted previously. For eight years, Downtown Alliance conducted a telephone
survey of 600 Utah residents to understand their opinions of downtown as a destination for arts and
other amenities. After evaluation it was concluded that actual visitation is a more meaningful metric than
self-assessed visit frequency or residents’ speculation about visiting in the future. Telephone surveys also
have inherent biases and typically do not capture opinions of underserved communities.
Visitation metrics will be measured using Placer.ai data. Downtown SLC Presents/Downtown Alliance
subscribes to the Placer.ai data set which compares visitation in specific areas, time of day, and events to
understand visitor trends. They will seek a collaboration with primary ticket sellers in the core to collect
and publish ticket sales data. We will collect and aggregate monthly ticket sales data for venues in the
Page | 3
cultural core in order to measure progress. This will include raw monthly ticket sales data (not
performance-specific ticket sales) for venues serviced by ArtTix, 24tix and Vivint Arena. We recognize
that there may be other venues (e.g. UMOCA) that could provide monthly attendance data that could be
aggregated here. We will continue to track our employment of artists and specifically report the number
of artists from BIPOC and marginalized communities. We will continue to report marketing engagement
data from social, digital and mass media channels.
Appendix A Language from the Interlocal:
•2010 Salt Lake City & Salt Lake County form partnership
to promote and develop arts and culture in the Cultural
Core of Salt Lake City
•Defined as 600 W to 400 E and North Temple to 400 S
•Target Audience: 75 minute drive-time radius
•Funding: Incremental sales tax collection area for 20
years
•Current funding 500K annually
(250K County and City contribute respectively)
•Governed by an Interlocal Agreement between Salt
Lake City and Salt Lake County
•Funding contingent upon annual approval from
Budget Committee and appropriations from City and
County for Management Agreement
•Contractor: Downtown Alliance/Downtown SLC Presents
2017 and 2022
•Oversight from 6 Mayor Appointed Budget Committee
members (3 County, 3 City)
•Committee Members are responsible for: annual budget
approval; ensuring budget is tied to program
goals/strategy; monitoring spending; establishing and
tracking metrics; hiring key staff; approving integral
sub-contractors; reviewing and advising on external
fundraising strategies
•Arts Council contract management since 2019
Cultural Core Goals
•Celebrate and promote Salt Lake’s
abundance of arts and cultural experiences.
•Grow visitation from the region and
Intermountain West.
…
Cultural Core Goals
•Enhance collaboration among Salt
Lake’s creative community.
•Expand and diversify audiences for Salt
Lake’s arts and culture experiences. …
Cultural Core Goals
•Enhance downtown residential growth
and economic development
•Enrich the Salt Lake City’s sense of
place.
The Cultural Core Budget Committee has reviewed and
approved the plans and budget for year-six of the
Cultural Core Initiative.
Salt Lake City: Salt Lake County:
Eric Egenolf (co-chair) Grace Lin (co-chair)Durga Ekambaram Lia SummersShaleane Gee Isaac GonzalezFelicia Baca: City Contract Manager Matt Castillo: County Contract Manager
Year-6 Cultural Core Operating Budget: $500,000
PROGRAMS & EVENTS: $242,700
MARKETING & PROMOTION: $198,270
OFFICE & ADMINISTRATIVE: $59,030
Cultural Core contract allowable annual administration costs: $215,000 or 43%
Downtown SLC Presents year-6 annual administration costs: $59,030 or 12%
Radio ads drive an 18.5% increase in website traffic
Locally Made, Locally Played: out of the studio and onto the streets!
Data Matters
2019
2022
2021
Arts and entertainment promotion is economic development
Consumer spending (per event) by arts and entertainment patrons:
MUSEUMS AND EDUCATIONAL EVENTS $183LIVE PERFORMANCES $170PUBLIC EVENTS $131
Artist Testimonials
●“Thank you for all of the wonderful opportunities! Can't even tell you how much fun I had at both Pie
& Beer Day and Busking downtown for the Blocks! Hope to continue working together. I'm so
grateful to be included in your creation of culture.”
●“The festival was a tremendous success from my eyes. The phenomenon of so many brewers,
bakers, local businesses, volunteers, performers, etc. coming together is truly incredible!”
●“I honestly think that you guys KILLED IT! Free programming every weekend? Open Streets rocks!”
●“The turnout was HUGE. You guys deserve to take a bow. I know that was months and months of
work and preparation leading to the big day.”
Cultural Core Goals
•Celebrate and promote Salt Lake’s abundance of arts and cultural experiences.
•Grow visitation from the region and Intermountain West.
•Enhance collaboration among Salt Lake’s creative community.
•Expand and diversify audiences for Salt Lake’s arts and culture experiences.
•Enhance downtown residential growth and economic development
•Enrich Salt Lake City’s sense of place.
DEPARTMENT OF ECONOMIC DEVELOPMENT
ERIN MENDENHALL
MAYOR
LORENA RIFFO-JENSON
INTERIM DIRECTOR
CITY COUNCIL TRANSMITTAL
_______________________ Date Received: ___________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: ___________
__________________________________________________________________
TO: Salt Lake City Council DATE: September 28, 2022
Dan Dugan, Chair
FROM: Lorena Riffo-Jenson, Interim Director, Department of Economic Development
SUBJECT: Cultural Core Year-5 Executive Summary & Year-6 Budget Plan
STAFF CONTACTS: Felicia Baca, felicia.baca@slcgov.com, 385-256-5588
DOCUMENT TYPE: Information Update
RECOMMENDATION: n/a
BUDGET IMPACT: n/a
COORDINTATION: Downtown SLC Presents (THE BLOCKS) & Salt Lake County Arts &
Culture
BACKGROUND/DISCUSSION:
In 2010, the City and County of Salt Lake formed a partnership to promote and develop arts and
culture in the Cultural Core and established a taxing district to provide a reliable revenue source
for a 20-year period. In 2011, a series of community conversations with stakeholders established
foundational goals for the plan including creative placemaking - physical development of the
district, and creative programming - marketing, promotions, and audience development. The
City and County’s Interlocal Agreement for the Cultural Core is governed by a six-member
advisory Budget Committee, with direct oversight from City and County staff. At that time, a
public RFP process resulted in a 5-year contract with Downtown SLC Presents (THE BLOCKS)
which expired in July 2022. Earlier this year, City staff engaged in another public RFP process
with Salt Lake County to select another contractor to execute on this contract. Downtown SLC
Presents (THE BLOCKS) was once again selected to manage this contract. The Cultural Core
Budget Committee has reviewed and approved the budget presented below, as well as a plan for
Year-6 of the Cultural Core Initiative.
The annual appropriation from Salt Lake City (approved for FY23) is $250,000. This briefing on
budget and plans is a requirement of the Interlocal Agreement. The appropriation from Salt
10/4/202210/4/2022
Lisa Shaffer (Oct 4, 2022 12:38 MDT)
Lake County was also allocated, approved by the Budget Committee, and The Blocks is
scheduled to present to County Council in tandem with this transmittal.
YEAR-5: July 1, 2021, through June 30, 2022
THE BLOCKS continued to heavily invest in marketing and promotion efforts related to arts,
culture, entertainment, and nightlife programming in the Cultural Core. Digital ads, social
media, radio, and online/mobile content are the biggest areas of investment. These efforts
resulted in consistent growth and public awareness of THE BLOCKS offerings. Through a data
feed partnership with Now Playing Utah, listings were prominently displayed on
theblocksslc.org. There are, on average, more than 100 events, programs, and happenings each
month that are promoted and amplified through THE BLOCKS. Additional amplification and
support are lent through social media and blogging efforts. Promoted posts, paid social media,
targeting and retargeting are some of the ways THE BLOCKS engages a wide demographic.
Additional investments in Spanish language radio ads, social media ads, and translated press
releases, has expanded reach, and continues to be an area of focus.
Recently, THE BLOCKS engaged in a full closure of Main Street, assisting in the creation of a
pedestrian promenade featuring vibrant and diverse arts and culture offerings to patrons of the
area, and allowing businesses to safely expand their premises to serve additional customers; an
effort which continues to be a huge success. THE BLOCKS diligently programmed more than
150 artists per month to entertain visitors as they stroll along Main Street. These performances
highlight the breadth and depth of our creative community and provide a platform for creatives
to share their craft with more than 25,000 visitors each weekend.
Success was validated with data collected through website, media partners and social
media channels as well as feedback from the creative community. Visitation to the Cultural Core
and dwell time within the Cultural Core are both very meaningful metrics that have increased
over time. Additionally, ticket sales cannot be the only metric for measuring audiences and
marketing performance as they do not accurately capture the diversity of artistic content (much
of which is highly accessible and free), nor the diversity of the audience. THE BLOCKS has seen
a direct correlation between Open Streets and THE BLOCKS programming to the number of
weekend visitors to the Cultural Core. Additionally, industry data from the Kem C. Gardner
Policy Institute is also very helpful in understanding the economic impact that is generated by
direct and indirect spending inside the Cultural Core and across Salt Lake City and Salt Lake
County.
Year-6: July 1, 2022, through June 30, 2023
After being awarded the contract in 2017, Downtown SLC Presents worked with stakeholders,
creatives, and consultants to dream and imagine an apparatus that would be efficient with
limited resources, malleable to serve our community, and dynamic and agile to achieve lofty
goals. Downtown SLC Presents is uniquely qualified to take up the next five years of
implementation and will do so in collaboration with the artistic community and under the
guidance of the Cultural Core Budget Committee. In elevating arts, culture, and entertainment
downtown, Downtown SLC Presents has helped exhilarate the economy for the entire region.
Continued investment in the individuals and organizations programming in the core remains a
priority. We are focused on building audiences and growing awareness of the vast arts, culture,
and entertainment opportunities in THE BLOCKS.
In year-6 THE BLOCKS will focus on promoting existing arts organizations’ programming and
investing in placemaking throughout the cultural core. Marquis events may include Open
Streets, Glow Sculptural Garden, Last Hurrah!, NBA All Star week activations, Groove at
Gallivan, Locally Made, Locally Played, and BLOCKS Social House. THE BLOCKS Social House
is a quarterly event aimed at our local arts and culture leaders to better understand their
changing needs so we can continue to support Cultural Core programming.
The marketing and promotion strategies will continue to target audiences across the city,
County, State, and Intermountain west. As more and more organizations take advantage of
THE BLOCKS resources we will continue to invest in photographic and video assets. This will
ensure not only a rich asset bank for use in our ongoing promotions and marketing campaigns
but will help THE BLOCKS and the creative community have a greater online presence. A
specific focus on Spanish language content is aimed at growing audiences and increasing equity
and inclusion.
Program and event expenses are focused on increasing artist opportunities, supplementing
existing arts organization programming, working closely with arts organizations to curate
content and offerings, audience development, and providing opportunities for our creative
community to program through the continuation of various placemaking projects and strategic
deployments of the BLOCKS Truck and assets.
THE BLOCKS continues to be a leader in programming, placemaking, and promotions. In the
last 12 months THE BLOCKS has supported more artists than ever before, created strong
placemaking and programming opportunities that have driven audiences to the Cultural Core,
built audiences, and strengthened our economy. The work completed, investments made and
overall impact in year-five garnered great support from our creative community stakeholders,
Cultural Core Budget Committee Representatives, businesses, and audiences. THE BLOCKS
reach, brand awareness, and overall impact continues to grow and the implementation of the
Cultural Core Master Plan is on target. The partnerships that have been forged will continue to
strengthen and grow, creating exciting opportunities for arts and culture to flourish and guide
THE BLOCKS over the coming years. Thank you for your support.
For more information about marketing, programming and outreach, and other communications
efforts, please refer to the full overview and budget attachment below.
Attachments:
o Cultural Core – Salt Lake City Memo/Letter from Lucas Goodrich, Program Director
o Cultural Core Year-5 Overview & Year-6 Budget and Plan Salt Lake County Council
o Cultural Core July 1, 2022- June 30, 2023 Contracted Services Budget – Salt Lake City
Council Memo
September 19, 2022
To: Felicia Baca, Executive Director, Salt Lake City Arts Council and Cultural Core Contract
Manager for Salt Lake City Corporation
Re: Cultural Core Year-5 Executive Summary and Year-6 Budget and Plan
The Cultural Core Budget Committee has reviewed and approved the budget and plan for Year-6
of the Cultural Core Initiative. This memo serves as an executive summary and presentation on
Year-5 performance, and plans for Year-6.
Five years ago, Downtown SLC Presents was selected to implement the ambitious Cultural Core
Action Plan, a 20-year investment to advance downtown Salt Lake as the premier cultural district
in the Intermountain West. We are pleased to continue as the implementation manager for the
Cultural Core. We reassert our commitment to our mission of building a vibrant downtown
creative community.
After being awarded the contract in 2017, Downtown SLC Presents worked with stakeholders,
creatives, and consultants to dream and imagine an apparatus that would be efficient with
limited resources, malleable to serve our community, and dynamic and agile to achieve lofty
goals. Comprehensive conversations led our organization to construct the brand identity of The
Blocks, a cue to Salt Lake’s history of numbered blocks that delineated distinct districts. We are
proud of the work completed: activations like Open Streets, fully-animated by funding from The
Blocks for street buskers; marquee placemaking like GLOW, a free winter activation using
large-scale experiential sculptures; promoting legacy arts organizations and amplifying smaller
entrepreneurial artistic endeavors; large scale murals painted by artists and art lovers; and
literally dozens of other projects focused on expanding and diversifying Cultural Core artists and
audiences. We learned a lot during the inaugural five years and are excited about the potential
before us all in the core. We are uniquely qualified to take up the next five years of
implementation and will do so in collaboration with the artistic community and under the
guidance of the Cultural Core Budget Committee. In elevating arts, culture, and entertainment
downtown, we have helped exhilarate the economy for the entire region. We look forward to
working with you to continue making this an extraordinary city.
YEAR-5: July 1, 2021 through June 30, 2022
THE BLOCKS continued to heavily invest in marketing and promoting arts,culture,
entertainment,and nightlife programming in the Cultural Core.Digital ads,social media,radio,
and online/mobile content are our biggest areas of investment.These efforts resulted in
consistent growth of public awareness of offerings.Through our data feed partnership with
Now Playing Utah,we prominently display event listings on theblocksslc.org.There are,on
average,more than 100 events,programs,and happenings each month that we promote and
amplify.Additional amplification and support is lent through our social media and blog efforts.
Boosted posts,paid social media,targeting and retargeting are some of the ways we engage a
wide demographic.We have seen an increase in social media reach on Facebook and Instagram
and reached more than 100,000 users just on those two platforms.Across all our social media
platforms we consistently reach more than 250,000 users.Additionally,our partnership with the
Salt Lake Tribune resulted in growth in pageviews and average views per article.From July 1,
2021 -June 30,2022,48 Salt Lake Tribune articles were written featuring Cultural Core content
and reached more than 230,000 users.
Additional investments in Spanish language radio ads,social media ads,and translated press
releases,has expanded our reach and continues to be an area of focus so that we can be on the
leading edge of equity and inclusion.Our Main Street kiosks provide more than $80,000 in
advertising value each year for Cultural Core programmers.We proudly and prominently display
program and event advertisements in our 4 kiosks located along a high traffic area of Main
Street.
THE BLOCKS worked hard to highlight the people,spaces,places,and opportunities to engage
with the arts.Nimble activations and new audience experiences were created through Open
Streets activations,including the expansion of our Eccles Lobby activation partnership with Salt
Lake County Arts &Culture,Alleyways Amplified on Edison Street,Groove at Gallivan,Glow
Sculptural Garden,and a series of musical activations in partnership with Visit Salt Lake.These
activations were enjoyed by businesses and their employees,conventioneers,and of course the
many visitors who come to Salt Lake City to enjoy all of the amenities found in the Cultural Core.
We deployed our event programming assets 40 times to 30 programmers and provided an in
kind value of $15,000.In the last year we have deployed more than $50,000 to artists,makers,
and creators and facilitated more than 300 activations that featured more than 800 performers.
We continue to invest in THE BLOCKS Public Art and Mural Trail app with videos,photos and
artist information on over 60 pieces of public art and murals within THE BLOCKS.We also
invested in street pole banners to promote organizations producing programming within the
Cultural Core and recently unveiled a new multilingual banner campaign as par t of our diversity,
equity and inclusion efforts.
Other signature events and programs include Last Hurrah,an annual legacy event on new years
eve that welcomes 10,000 visitors to the Gateway to ring in the new year and Locally Made,
Locally Played,a partnership with KUAA radio to showcase local musicians.This program,airing
twice a week,continues to reach viewers internationally,nationally,and throughout our state.
More than 40% of listeners come from outside of Salt Lake City, but within Salt Lake County.
We recently brought Locally Made, Locally Played out of the studio and onto the stage. On July
24, 2022, the Locally Made, Locally Played live music stage presented by THE BLOCKS,
entertained more than 8000 people with a free concert. GLOW Sculptural Garden and Groove at
Gallivan continue to grow! Immersive, outsized experiential and interactive lighted sculptures
along with live music created and performed by local artists of diverse backgrounds, delight
visitors in the heart of our city. These activities, especially popular during the holidays, are an
additional amenity brought to you by THE BLOCKS as part of our larger holiday campaign efforts
to welcome audiences to the Cultural Core.
Open Streets returned again this year from Memorial Day weekend through Labor Day weekend.
The closure of Main Street, creating a pedestrian promenade and allowing businesses to safely
expand their premises to serve additional customers, continues to be a huge success. We
programmed more than 150 artists per month to entertain visitors as they stroll along Main
Street. These performances highlight the breadth and depth of our creative community and
provide a platform for creatives to share their craft with more than 25,000 visitors each
weekend.
Success was validated with data collected through our website, media partners and social
media channels as well as feedback from the creative community. Visitation to the Cultural Core
and dwell time within the Cultural Core are both very meaningful metrics and we have seen
increases in both. Ticket sales cannot be the only metric for measuring audiences and
marketing performance as they do not accurately capture the diversity of artistic content nor the
diversity of the audience. That is why we utilize Placer.ai and Zartico. Placer.ai is a data tool that
allows us to compare visitation in specific areas, time of day, and events to understand visitor
trends. For example, Placer.ai allowed us to see the increase in visitors and increase in dwell
time for Open Streets. These figures validate our marketing and promotion efforts as well as our
programming efforts. We saw a direct correlation between Open Streets and BLOCKS
programming to the number of weekend visitors to the Cultural Core. Zartico is a new tool we
will begin using in the 2022-2023 fiscal year. It provides insights on Cultural Core patrons and
their economic impact. This data will inform how we adjust programming and promotions to
expand and diversify the audience. We have access to this powerful data source through our
strategic partner Visit Salt Lake. Industry data from the Kem C. Gardner Policy Institute is also
very helpful to understand the economic impact that is generated by direct and indirect
spending inside the Cultural Core and across Salt Lake City and Salt Lake County.
Year-6: July 1, 2022 through June 30, 2023
Continued investment in the individuals and organizations programming in the core remains a
priority. We are focused on building audiences and growing awareness of the vast arts, culture,
and entertainment opportunities in THE BLOCKS. In year-6 THE BLOCKS will focus on promoting
existing arts organizations’ programming and investing in placemaking throughout the cultural
core. Marquis events may include: Open Streets, Glow Sculptural Garden, Last Hurrah!, NBA All
Star week activations, Groove at Gallivan, Locally Made, Locally Played, and BLOCKS Social
House. BLOCKS social house is a quarterly event aimed at our local arts and culture leaders
to better understand their changing needs so we can continue to support Cultural Core
programming. These marquis events led by THE BLOCKS are in addition to the more than 100
programs and events that happen on a monthly basis.
Our marketing and promotion strategies will continue to target audiences across the City,
County,State,and Intermountain west.As more and more organizations take advantage of
BLOCKS resources we will continue to invest in photographic and video assets.This will ensure
not only a rich asset bank for use in our ongoing promotions and marketing campaigns,but will
help THE BLOCKS and the creative community have a greater online presence.A specific focus
on Spanish language content is aimed at growing audiences and increasing equity and
inclusion.
Program and event expenses are focused on increasing artist opportunities,supplementing
existing arts organization programming,working closely with arts organizations to curate
content and offerings,audience development,and providing opportunities for our creative
community to program through the continuation of various placemaking projects and strategic
deployments of the BLOCKS Truck and assets.We will measure success through visitation,
ticket sales, artist and arts group participation, and economic impact.
THE BLOCKS continues to be a leader in programming,placemaking,and promotions.In the
last 12 months we have supported more artists than ever before,created strong placemaking
and programming opportunities that have driven audiences to the Cultural Core,built
audiences,and strengthened our economy.The work completed,investments made and
overall impact in year-five garnered great support from our creative community stakeholders,
Cultural Core Budget Committee Representatives,businesses,and audiences.THE BLOCKS
reach,brand awareness,and overall impact continues to grow and the implementation of the
Cultural Core Master Plan is on target.The partnerships that have been forged will continue to
strengthen and grow,creating exciting opportunities for arts and culture to flourish and guide
THE BLOCKS over the coming years. Thank you for your support.
Sincerely,
Lucas Goodrich, DMA
Cultural Core Program Director
C: 217-621-9037 O: 801-364-3631
E:lucas@downtownslc.org
201 S. Main Street #2300
Salt Lake City, UT, 84111
THE BLOCKS is Salt Lake’s Cultural Core and a visionary initiative of
Salt Lake City and Salt Lake County to promote the abundance and
vibrancy of our creative community, facilitate partnerships and
collaborations with our creative community, and activate underutilized
spaces to establish downtown Salt Lake City as the premier cultural
district of the Intermountain West.
Cultural Core Goals
Celebrate and promote Salt Lake’s rich array of arts and cultural activities and experiences.
Enhance Salt Lake’s brand and support increased visitation from the region and Intermountain West.
Support increased collaboration and creative development among Salt Lake’s creative community.
Expand and diversify audiences for Salt Lake’s arts and culture.
Foster downtown as an inclusive, diverse, and welcoming place.
Support downtown residential growth.
Enhance the downtown business environment.
Enrich the urban experience and sense of place.
Cultural Core
Year-5 Overview &Year-6 Budget and Plan
The Cultural Core Budget Committee has reviewed and
approved the plans and budget for year-six of the
Cultural Core Initiative.
Salt Lake City: Salt Lake County:
Erig Egenolf (co-chair) Grace Lin (co-chair)
Durga Ekambaram Lia Summers
Shaleane Gee Isaac Gonzalez
Felicia Baca: City Contract Manager Matt Castillo: County Contract Manager
Year-6 Cultural Core Operating Budget: $500,000
PROGRAMS & EVENTS: $242,700
MARKETING & PROMOTION: $198,270
OFFICE & ADMINISTRATIVE: $59,030
Cultural Core contract allowable annual administration costs: $215,000 or 43%
Downtown SLC Presents year-6 annual administration costs: $59,030 or 12%
Competitive administrative costs are one of the many operating efficiencies
Downtown SLC Presents provides as the Cultural Core Action Plan Implementation
Manager. Downtown SLC Presents has added a fundraising staff member to the
Cultural Core team to raise funds to augment the $500,000 budget of the interlocal
agreement and the costs of existing and new programming. Our 2022 - 2023
fundraising goal of $10,000, outlined in the budget document below, has been met.
However, we are still pursuing additional funding sources to further our plans for this
fiscal year and beyond.
On our website, theblocksslc.com, we prominently display more than 100 event
listings each month utilizing data feed services from Now Playing Utah. Search
engine optimization is used and drives traffic to our website. Users may then click the
link that drives them to the organization/venue website to find out more information
about the event and to buy tickets.
In addition to the amplification of these events through our website, we promote these
programs and events across all of our social and digital platforms to our 250,000
collective followers. For example, through our data feed efforts on our website and
social media, we tracked 13,000 ad exposed viewers from our listings/postings to
Utah Symphony/Utah Opera websites.
These banners are representative of the physical and digital banners we use on
social and digital media and throughout the Cultural Core on street poles. Our goal is
to display the vibrant imagery that captures the breadth and depth of our creative
community and the wide range of opportunities to engage with the spaces, places,
and opportunities within the arts, culture, nightlife, and entertainment sector.
These banners are part of our new multilingual campaign. Efforts such as these
embrace the diverse offerings of the Cultural Core and the diverse audiences who
visit. These 12ft banners are placed along Main Street between 300 South and 100
South.
Our Main Street kiosks provide opportunities for arts organizations to display their
event listings in a high traffic area in the heart of the Cultural Core. There are 4 kiosks
along Main Street with 6 windows in each. These kiosks provide organizations an
annual in kind value of more than $80,000 in advertising value. From July 1, 2021 -
June 30, 2022, our 4 Main Street Kiosk displayed event listings for 48 organizations
presenting 53 events. The lower portion of the kiosks contain revolving artwork from
local artists. Artists are compensated for their commissions.
From July 1, 2021 - June 30, 2022, 48 Salt Lake Tribune articles were written featuring
Cultural Core content and reached more than 230,000 users.
Radio ads drive an 18.5% increase in website traffic
Radio advertising continues to be an effective way to reach audiences across Salt
Lake County, Salt Lake Valley, and our drive in markets in Southern Utah, Nevada,
Idaho, and Wyoming.
THE BLOCKS broadcasts English and Spanish language radio ads
There are more than 140,000 spanish speakers in Salt Lake County. We continue to
increase our investments in Spanish language social and digital ads and blog content.
This post reached more than 7,000 Facebook and Instagram users.
Locally Made, Locally Played: out of the studio and onto the streets!
We recently programmed THE BLOCKS Locally Made Locally Played Live Music
Stage at the Gateway on July 24, 2022. 8,000 visitors enjoyed live music from 6 acts.
This is an increase of approximately 3,500 visitors based on the weekends leading up
to and following this event. This also drove additional visitation to Hall Pass, Seabird,
Flanker, and many other Gateway food & beverage and retail locations.
GLOW Sculptural Garden at Gallivan: For two years, Downtown Alliance and THE
BLOCKS have added vibrancy through interactive lighting and sculptures at Gallivan
Center. Three, outsized and interactive sculptures augmented downtown holiday
lighting, Gallivan holiday lighting, and the plethora of other holiday offerings and
amenities in the Cultural Core. These installations drove a 30% year over year
increase in Gallivan Plaza foot traffic during the 3 months these installations were
programmed.
Groove at Gallivan: We partnered with Gallivan to program 3 weekends of live music,
specifically forced on featuring BIPOC artists and BIPOC led creatives. Eight artists
were hired and all self identified as African American, Hispanic, Latin, or Spanish
speaking. Our marketing and promotion efforts targeted audiences within a 75 mile
radius and were specifically targeted at diverse audiences in West Valley City, South
Jordan, West Jordan, and other zip codes that have higher diversity. Gallivan staff
reported increases in concession sales, skate rentals, and foot traffic on these 3
weekends.
Data is very important to our success. We have a whole suite of data partners that
provide critical information on visitation, spending, marketing impact, community
impact, and economic impact.
The Cultural Core is an integral part of the massive economic engine of the arts,
culture, and entertainment industry in Salt Lake City, Salt Lake County, the region,
and across the state. The Cultural Core has the highest concentration of arts, culture,
and entertainment opportunities in the region, with more than 3 million tickets sold
annually within the Cultural Core.
Cultural Industry jobs in Salt Lake County, a majority of them within the Cultural Core,
account for nearly 7% of the Salt Lake County jobs.
Tax revenue generated from arts, culture, and entertainment industry sales supports
health and human services, public safety, education, and a broad array of other
services that impact our community.
Arts and entertainment promotion is economic development
Consumer spending by arts and entertainment patrons:*per event
MUSEUMS AND EDUCATIONAL EVENTS $183LIVE PERFORMANCES $170PUBLIC EVENTS $131
In addition to the 3 million tickets sold annually in the Cultural Core, there are
hundreds of free and non ticketed, revenue producing events. For example, visitors
spend on parking, dining, retail, etc. Across all categories of events, the average
spend per customer is more than $100 per event, even for free, non-ticketed events!
The economic impact is immense and the return on the City and County’s investment
in arts,culture and entertainment, specifically the Cultural Core, is exponential and
continues to grow.
Arts, culture, entertainment, and nightlife is leading the economic recovery. The
industry is currently hovering around 90% of pre-pandemic levels and continues on an
upward trajectory. This visitation chart details the number of visitors to the Cultural
Core between July 1 and June 30 (3pm - 12am) and provides a 3 year comparison
(2019-2021).
Last Hurrah! Every December 31st, we partner with the Gateway to ring in the new
year. This graph shows December 31, 2021 visitation to Last Hurrah! and tells us
where audiences were coming from. A key item in the Cultural Core Action Plan is to
market and promote to audiences within a 75 mile radius of the Cultural Core. We
also regularly market, through a diverse mix of media, to drive in audiences in
Southern and Northern Utah, Wyoming, Nevada, and Idaho. Understanding visitation
patterns, including where we are drawing from, is crucial to to our marketing and
promotion strategy and audience building and diversification strategy. We also track
dwell time. Visitation + dwell time + data outlining economic spending = IMPACT and
return on investment.
Our creative community comes from across Salt Lake City, Salt Lake County, and
beyond. This graph represents approximately 250 vendors served (artists +
entertainers hired directly). This graph only represents about 25% of the true number
of artists that we programmed this past fiscal year. One vendor may include multiple
artists. In the 2021 - 2022 fiscal year, more than 800 artist and entertainers were
engaged with a paid opportunity.
During Open Streets 2022 (May 2022 - September 2022), we averaged about 150
artists per month. These artists and arts groups delighted downtown audiences as
they strolled Main Street. We provided a platform to perform and of course
competitive, market rate wages. This direct artist support is in addition to other artist
and arts group resources, programming assets, and marketing and promotion support
that we provide.
In the last year we have deployed more than $50,000 to artists, makers, and creators
and facilitated more than 300 activations that featured more than 800 artists, makers,
and creators.
In the 2021 - 2022 fiscal year we deployed our event programming assets 40 times to
30 programming organizations and provided an in kind value of $15,000.
THE BLOCKS mobile art truck regularly transports assets to and from events, serves
as a temporary canvas, and can be used as a backdrop or advertising space for
events.
Artist Testimonials
●“Thank you for all of the wonderful opportunities! Can't even tell you how much fun I had at both Pie
& Beer Day and Busking downtown for the Blocks! Hope to continue working together. I'm so
grateful to be included in your creation of culture.”
●“The festival was a tremendous success from my eyes. The phenomenon of so many brewers,
bakers, local businesses, volunteers, performers, etc coming together is truly incredible!”
●“I honestly think that you guys KILLED IT! Free programming every weekend? Open Streets rocks!”
●“The turnout was HUGE. You guys deserve to take a bow. I know that was months and months of
work and preparation leading to the big day.”
Year-6 Cultural Core Operating Budget: $500,000
PROGRAMS & EVENTS: $242,700
MARKETING & PROMOTION: $198,270
OFFICE & ADMINISTRATIVE: $59,030
Cultural Core Action Plan Implementation and Management Services
Contract No. 08-1-17-9279
Downtown SLC Presents Contractor Services for: July 1, 2022 - June 30, 2023
FUNDING
Year-6 Disbursement approved by Cultural Core Budget Committee: $500,000
$250,000 Salt Lake City Investment
$250,000 Salt Lake County Investment
It is important to note that the current inflation rate is 7.9% in the U.S. This will directly impact future
program and production costs. Downtown SLC Presents has added a fundraising staff member to the
Cultural Core team to raise funds to augment the $500,000 budget of the interlocal agreement and the
costs of existing and new programming.Our 2022 -2023 fundraising goal of $10,000, outlined in the
budget document below, has been met.However, we are still pursuing additional funding sources to
further our plans for this fiscal year and beyond.
EXPENSES
PROGRAMS & EVENTS: $242,700
Programmatic expenses are focused on producing arts and entertainment content to develop audiences
and raise awareness of all arts and entertainment offerings in the Cultural Core. Funding for direct artist
payments are also funded under this programming.Programmatic payroll, taxes and benefits =
$209,530.
MARKETING & PROMOTION: $198,270
Marketing expenses are focused on promoting 40 Cultural Core arts organization programming via
social media, print, outdoor, broadcast and digital advertising. An innovative arts coverage program with
the Salt Lake Tribune is budgeted here and will generate 50 articles on Cultural Core content. There are
also investments budgeted to capture photographic and video assets to use in ongoing promotions and
marketing campaigns.
ADMINISTRATIVE EXPENSES: $59,030
Office & Administrative expenses:rent, office expenses,meetings, travel, seminars, bank fees,
equipment, payroll services, accounting.
The Cultural Core management contract allows for annual administration costs, not to exceed $215,000
or 43% of the overall budget. Under Downtown SLC Presents management of the Cultural Core Action
Plan,our 2022-2023 fiscal year administration costs are estimated to be just 12% of the overall budget
or $59,030.00. This is one of many efficiencies and economies that we provide as the contractor.
Budget follows on pages 2 and 3.
1
Year-6 Cultural Core budget 2022-2023
Admin Program Total
Estimated Revenue
Cultural Core Allocation: City and County 60,000.00 440,000.00 500,000.00
Grants 0 5,000.00 5,000.00
Sponsorships 0 5,000.00 5,000.00
TOTAL REVENUE $60,000.00 $450,000.00 $510,000.00
Payroll Expenses
Cultural Core Payroll, Taxes, & Benefits 10,600.00 128,730.00 139,330.00
Downtown Alliance Allocated Payroll Taxes, & Benefits 13,830.00 56,370.00 70,200.00
TOTAL $24,430.00 $185,100.00 $209,530.00
Office/Admin
Occupancy/Rent 21,830.00 0 21,830.00
Office Expenses 7,420.00 0 7,420.00
Meetings.Travel, Seminars 2,250.00 0 2,250.00
Bank Fees 100 0 100
Equipment 2,500.00 0 2,500.00
Payroll Services/Accounting 500 0 500
TOTAL $34,600.00 $0.00 $34,600.00
Marketing Expenses
Printing 0 10,000.00 10,000.00
Graphic design 0 500 500
Broadcast Media 0 30,000.00 30,000.00
Social Media 0 75,000.00 75,000.00
Outdoor Advertising 0 4,000.00 4,000.00
Web design & support 0 1,000.00 1,000.00
Marketing & Public relations 0 60,000.00 60,000.00
Studies and Survey 0 12,000.00 12,000.00
Video Production 0 7500 7500
2
Year-6 Cultural Core budget 2022-2023
TOTAL $0.00 $200,000.00 $200,000.00
Contracted Services
Entertainers, Bands, Speakers 0 15,000.00 15,000.00
Visual arts/installations 0 30,000.00 30,000.00
TOTAL $0.00 $45,000.00 $45,000.00
Events
Venue Rental 0 750 750
Equipment Rental 0 250 250
Vehicle Expenses 0 1,000.00 1,000.00
Permits 0 250 250
Contributions & Grants Given 0 5,000.00 5,000.00
Event Parking 0 250 250
Event Supplies 0 5,000.00 5,000.00
Event Planning 0 100 100
TOTAL $0.00 $12,600.00 $12,600.00
TOTAL EXPENSES $59,030.00 $440,970.00 $510,000.00
*The Cultural Core Budget Committee has reviewed and approved the budget and plan for Year-6 of the
Cultural Core Initiative.
3
Downtown Alliance update to Salt Lake City Council
December 2022
FY 2022 Programming Highlights
Open Streets
Convene. Communicate. Promote.
We are conveners
•State of Downtown
•Downtown Development Committee
•Downtown Merchants Association
•Urban Exploration
•Ad hoc meetings and key issues
SOCIAL MEDIA followers: 253,373
NEWSLETTER subscribers: 10,518
WEBSITE monthly visitors: 50,868
MEDIA coverage (TV, radio, newspaper)
178 news stories / press mentions
$1.4 million earned media value
Expanded Street Ambassador Program
•Ballpark neighborhood
•Central City
•North Temple
•Rio Grande neighborhood
Expanded Street Ambassador
Program
Small Business Support
and Promotions
•Marketing
•Safety
•Traffic
•Development
Winter Illuminations
•CBIA tree lights
•GLOW at Gallivan
•GROOVE at Gallivan
Winter Illuminations
82%54%
of pre-pandemic volume for Sept 2019
Comparing total volume for Sept 2019 and Sept 2022
Social Economy
Visitors
Day time
Workers
2019
2022
2021
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
Downtown SLC Social Economy Visitors
CBIA-Downtown Alliance Salt Lake City / Salt Lake City, UT, United States | Mar 28, 2022 - Sep 19, 2022 | 15:00-23:59 | Length of stay more than 45 min
CBIA-Downtown Alliance Salt Lake City / Salt Lake City, UT, United States | Mar 29, 2021 - Sep 20, 2021 | 15:00-23:59 | Length of stay more than 45 min
CBIA-Downtown Alliance Salt Lake City / Salt Lake City, UT, United States | Apr 01, 2019 - Sep 23, 2019 | 15:00-23:59 | Length of stay more than 45 min
2019
2022
2021
0
20000
40000
60000
80000
100000
120000
140000
Downtown SLC Office Worker Occupancy
CBIA-Downtown Alliance Salt Lake City / Salt Lake City, UT, United States | Mar 28, 2022 - Sep 19, 2022 | Tue, Wed, Thu | 10:00-15:00 | employees | Length of stay more than 45 min
CBIA-Downtown Alliance Salt Lake City / Salt Lake City, UT, United States | Mar 29, 2021 - Sep 20, 2021 | Tue, Wed, Thu | 10:00-15:00 | employees | Length of stay more than 45 min
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•Residential population will double by 2025
•Downtown economy is in transition
•Social economy is growing
•New office worker patterns are driving change
Downtown trends for 2023
1.Advance development of a Public Market
2.Activate downtown for NBA All Star Weekend
3.Expand Winter lighting and entertainment in CBIA
4.Support Main Street pedestrian study
5.Expand and publish downtown data resources
6.Continue to align Ambassador recourses with needs
2023 key Downtown initiatives:
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO: City Council Members
FROM: Sam Owen, Policy Analyst
DATE: December 6, 2022
RE: Salt Lake City Watershed
Management Plan Update
ISSUE AT A GLANCE
The goal of this informational update is to present [the department’s Watershed Management Plan]
findings to-date and receive feedback from the City Council prior to next steps of the draft Watershed
Management Plan. The process is in a feedback and engagement stage.
The Council decides on plan adoption at the end of the process. The Council policy is that City
departments return for updates and feedback during major planning processes. This is one such
opportunity.
INTRO AND KEY ITEMS
The Central Wasatch watershed area is home to the surface water that eventually circulates through
Salt Lake City Public Utilities’ entire service area. This includes all of Salt Lake City, as well as portions
of Millcreek, Holladay, Cottonwood Heights, Murray, Midvale and South Salt Lake.
The department is publicly responsible for the storage and conveyance of clean drinking water. The
department is regulated in this capacity by state and federal laws.
Finally, Salt Lake City and other Utah cities in the same situation have a state constitutional basis to
construct waterworks and protect water sources from pollution outside municipal boundaries. This
water source protection is a basis of watershed management the City plans and implements.
Item Schedule:
Briefing: December 6, 2022
Public Hearing:
Potential Action:
Page | 2
Any given year, about fifty to sixty percent of the City’s drinking water is sourced from the Central
Wasatch watershed area.
This plan update will address additional strategies in the context of climate change, wildfire risk,
population growth, recreational increase in the mountains, and regulatory changes.
POLICY QUESTIONS
1. Council Members might wish to ask the department to describe how its outreach and
engagement practices have evolved over the recent history of watershed management planning
efforts.
2. Does the department or its partners anticipate elements in the planning effort such as:
a. A tangible form of communication to all the households impacted by watershed
management, i.e. to every household in the service area;
b. Any engagement focused or calibrated specifically to include groups not amplified or
included in previous watershed management planning;
3. Does this Watershed Management Plan work in conjunction with other entities’ plans, or is
it a primary document for Salt Lake City as well as partner entities? Council Members might
wish to discuss or learn about engagement efforts with neighboring jurisdictions in this
context.
ADDITIONAL BACKGROUND INFORMATION
Salt Lake City’s water sources also include more than 20 deep wells along the eastern bench of the Salt
Lake valley.
State law also creates a role for the department in administering the City’s water rights and observing
other duties in the context of managing the City’s water rights.
Council Members and public can learn more about the update effort at this dedicated site:
www.slc.gov/utilities/watershedmanagementplan/
Page | 3
A map of the watershed area:
Watershed Management Plan Update
Salt Lake City’s Municipal Watersheds of the
Central Wasatch Mountains
Salt Lake City Council Work Session
December 6, 2022
Watershed Management Plan Project Leadership Team
•Salt Lake City Department of Public Utilities
•Laura Briefer, Director
•Marian Rice, Deputy Director
•Patrick Nelson, Watershed Program Manager
•JW Associates –Plan Development
•Jessica Wald, MS Water Resources Engineering/Civil Engineering
•Brad Piehl, MS Forest Engineering/Hydrology
•Wilkinson Ferrari & Co. –Public Engagement
•Brian Wilkinson
•Cindy Gubler
•Hilary Robertson
Salt Lake City’s Legacy of Watershed Protection
•Institutional legacy
•Numerous programmatic investments for the past
150 years.
•First Salt Lake City watershed protection policies in
place in 1873 to protect the City Creek watershed.
•Formal partnership with the US Forest Service dating
back to the 1905 Forest Reservation to present day.
•Federal laws in 1914 and 1934 directing the US
Forest Service to protect Salt Lake City’s water
supply.
•First comprehensive Watershed Management Plan
in 1989.
•Salt Lake City watershed ordinance strengthened
and revised in 1993.
•Second comprehensive plan in 1999, updated
every five years.
•This will be the third comprehensive plan.
Municipal Watersheds Drinking Water Supply Sources
Parleys,
15%
City Creek,
10%
Deer Creek
Resevoir,
30%
Little
Cottonwood,
15%
Big
Cottonwood,
20%
Importance of the Wasatch Mountain Municipal Watersheds –Ecosystem
Services
•The Wasatch Mountains provide significant
public benefit through their ecosystem
services:
•Environmental and public health
•Clean, reliable water supply
•Economic vitality
•Cultural and social significance
EXISTING WATER QUALITY:
Coming into the Water Treatment Plants
Water quality coming into the treatment plants
has been consistently high, requiring minimal
treatment prior to being delivered to the tap.
Leaving the Water Treatment Plants
Treated water leaving the WTPs exceeds all US
EPA requirements (SLCDPU Water Quality Report,
2022).
Looking to the Future
There are warning signs of changes –one
example is increasingly intense monsoon events
that result in delivery of high sediment loads to
the treatment plants, requiring closure. Salt Lake City Water Service Area
Higher source water quality Lower treatment costs Higher quality at the tap
Unique Attributes of Salt Lake City’s Municipal Watersheds
•Proximity to urban core
•Short distance from source
to tap
•Major recreational
areas/multiple uses
concentrated in
watersheds
•Rapid population growth
•Salt Lake City has
extraterritorial authority to
protect watersheds from
pollution
Existing Watershed Protection Strategies
Land Conservation
SLC and USFS
Watershed Education
Partnership –“Keep It
Pure”
Land use ordinances,
watershed
regulations, USFS
Forest Plan
Public-private
partnerships for
monitoring,
restoration, education
Restoration -invasive
weeds, trails, riparian
and wetland areas
Watershed
Monitoring –water
quality, land use,
weeds, snowpack,
spruce beetle
•Changes in the existing condition as
compared to previous plans
•Changes in environmental stressors
•Identification of trends
•Adaptive and proactive management
recommendations
•Regulatory requirements per the federal and
state Safe Drinking Water Act
Why Update The Plan?
Protection of drinking water sources is
the purpose of the
Watershed Management Plan
Parleys Canyon Fire –2021
Photo Credit –Salt Lake Tribune (Trent Nelson)
1.Ability to withstand disturbance
Reduction in risk to infrastructure and
service disruptions
2.Rapid recovery from disturbance
Reliability of water supply and reduction
in long-term water treatment costs Photo: JW Associates -Brad Piehl East Troublesome Fire, Grand County, CO
Watershed Resilience is a Primary Consideration
Watershed Resiliency:
The ability of a watershed to withstand or recover
quickly from a severe event such as fires, floods or
extreme weather (Cornell Cooperative Extension, 2022).
•Increasing heat
•Prolonged drought
•Decreasing snowpack
•Precipitation changes
Climate
Change
•Population growth
•Development
•Recreation increases
•Forest Management
Human
Influence
•Dense forests
•High fuel loads
•Drying forests
•Ignition sources
Wildfire
Major Stressors on Watersheds
Benefits of an Updated Watershed Management Plan
•Science-based vulnerability
and risk assessment; research-
based mitigation
•Addresses resiliency
considerations
•Publicly vetted
recommendations for policy &
programs
•Public engagement &
education
•Policy direction for the
protection of Salt Lake City’s
drinking water supply
Watershed Plan Goal, Need, and Vision
“The eyes of the future are looking back at us, and they
are praying for us to see beyond our time”
–Local author and naturalist Terry Tempest Williams
GOAL
Protect the high-quality
source of drinking water
supply that originates from
our watershed areas.
NEED
Salt Lake City Department of
Public Utilities is required by the
Safe Drinking Water Act to
create and implement a plan
that documents how our
source waters are protected.
The conditions in our watershed
areas have changed and
they are under pressure on
multiple fronts. It’s time to
update the plan.
VISION
Develop sound policy that
can be executed methodically
by Salt Lake City Department
of Public Utilities through
collaborative management
with trusted partners.
Review existing
watershed conditions
Review management
strategies & previous plan
recommendations
Analysis integrating above inputs
Develop draft recommendations
Identify changing stresses
on the watershed
Finalize recommendations &
release draft WMP
Revise & complete
the WMP for
adoption
Public
Input Public
Input
Public Input (45-day
public review period)
Watershed Plan Engagement Framework & Process
Plan Implementation
Watershed Plan Process and Timeline
2021-Kick-Off and Data Collection
•Science-based analysis of existing conditions
•Initial stakeholder interviews
•Literature and plan reviews
2022 –Analysis and Strategy
•Development of areas of focus
•Identification and refinement of vulnerabilities
•Identification and refinement of
management strategies
•Broader stakeholder and public engagement
•Development of draft plan
2023 –Recommendations and Refinement
•Include additional stakeholder and public
feedback
•Complete and adopt plan
Engagement Structure
PLAN ADVISORY COMMITTEE
STAKEHOLDERCOMMITTEE PRESENTATIONS
AD HOCWORK GROUPS PUBLICOPEN HOUSES
Plan Advisory Committee Meetings (3 total)
•Meeting 1 –Process Framework
March 14, 2022 3:00 –5:00 pm
Stakeholder Committee Meetings (8 total)
•Meeting 1 –Need, Characteristics & Framework
March 24, 2022 1:00 –3:00 pm
•Meeting 2 –Climate Change
April 11, 2022 1:00 –3:00 pm
•Meeting 3 –Wildfire
April 21, 2022 10:00 –12:30
•Meeting 4 –Human Impacts
May 6, 2022 10:00 –10:30
Public Open Houses (4 total)
•Meeting 1 –Need, Characteristics, Framework, Areas Of Focus
May 25, 2022 5:00-7:00 (In-person)
June 1, 2022 5:00-7:00 (Virtual)
Public Engagement Activities to Date
•Project Website: 4 comments
received
•Informational Brochure: 300
printed
•Stakeholder Interviews (Sept
2021): 16 participants
•Advisory Committee Meeting
(March 2022): 10 emailed and 10
participants
•Public Utilities Advisory
Committee (March 2022)
•Stakeholder Committee Meeting
–Overview (March 2022): 35
emailed and 44 attendees
•Stakeholder Committee Meeting
–Climate Change (April 2022):
35 emailed and 37 attendees
•Stakeholder Committee Meeting
–Wildfire Conditions (April 2022):
35 emailed and 29 attendees
•Stakeholder Committee Meeting
–Human Impacts (May 2022): 35
emailed and 28 attendees
•Public Open House –Overview &
Conditions (May 2022): 24
attendees
•Public Virtual Open House –
Overview & Conditions (June
2022): 49 attendees
•Public Open House Notifications
–Tribune, Deseret News, Social
Media Ads, Lawn Signs (May and
June 2022): 349,422 reach
Public Open House –May 2022
Advisory Committee Feedback
ADVISORY COMMITTEE MEMBERS
•Utah Division of Water Quality
•Utah Division of Drinking Water
•Salt Lake County Health
Department
•Salt County
•U.S. Forest Service
•Utah Forestry, Fire & State Lands
•Metropolitan Water District of
Salt Lake & Sandy
•Supports and understands the importance of the
plan update.
•Supports Public Utilities approach to the update.
•Agree with the core areas of focus –climate
change, wildfire conditions, and human impacts.
•Ensure the plan will integrate with other planning
efforts.
Stakeholder and Public Feedback
•Value clean drinking water and consider
watershed areas very important.
•Understand the need for the plan and for it to be
updated.
•Agree with the core areas of focus –climate
change, wildfire conditions, and human impacts.
•See the effects of climate change.
•See there is an increased risk for wildfires.
•See human impacts on the watershed areas and
need to manage it.
•Need to integrate our plan with other efforts.
•Relationship of plan to water resources, drought,
and the Great Salt Lake.
Public Open House May 2022
Next Steps
•Prepare draft Watershed
Management Plan –in
process through early 2023
•Obtain public feedback on
draft Plan –open houses,
comment period
•Incorporate feedback and
prepare final draft for
consideration and City
adoption in Summer 2023
Questions & Discussion
www.slcwatershedmanagementplan.com
SALT LAKE CITY COUNCIL TRANSMITTAL
_____________________________ Date Received:_________________
Lisa Shaffer, Chief Administrative Officer Date Sent to
Council:________________
______________________________________________________________________________
TO: Salt Lake City Council Date: October 14, 2022
Dan Dugan, Council Chair
FROM: Laura Briefer, Director, Salt Lake City Public Utilities LJB
SUBJECT: Salt Lake City Watershed Management Plan Update
STAFF CONTACTS:
Laura Briefer, Director, SLCDPU
801.483.6741, laura.briefer@slcgov.com.
Marian Rice, Deputy Director, SLCDPU
801.483.6765, marian.rice@slcgov.com
Patrick Nelson, Watershed Program Manager, SLCDPU
801.483.6889, patrick.nelson@slcgov.com.
DOCUMENT TYPE: Informational update on the status of the Watershed Management Plan:
The goal of this informational update is to present our findings to date and receive feedback from
the City Council prior to the completion of the draft Watershed Management Plan. The primary
goal of the Watershed Management Plan is to protect the high quality source of Salt Lake City’s
drinking water supply that originates from the Central Wasatch Mountains watershed areas.
RECOMMENDATION: None
BUDGET IMPACT: None
BACKGROUND DISCUSSION:
Salt Lake City Department of Public Utilities (SLCDPU) is responsible for the provision of
drinking water to more than 365,000 people within a 141 square mile water service area. This
Lisa Shaffer (Oct 17, 2022 08:51 MDT)10/17/2022
10/17/2022
service area has been established by City Code 17.16.005, and includes all of Salt Lake City and
portions of Mill Creek, Holladay, Cottonwood Heights, Murray, Midvale, and South Salt Lake
Cities. SLCDPU is regulated under state and federal laws as a Public Water System, and under
state laws as a Public Water Supplier. Under these regulatory paradigms, SLCDPU is responsible
and accountable to provide drinking water that is safe for public consumption, pursuant to Title
19 Chapter 4 (Utah Safe Drinking Water Act) and the federal Safe Drinking Water Act.
SLCDPU is also required to manage Salt Lake City’s water resources pursuant to various
sections of Title 73 (Water and Irrigation) of Utah Code, including administering Salt Lake
City’s water rights. Finally, pursuant to Utah Code 10-8-15 (Powers and Duties of
Municipalities, Waterworks – Construction – Extraterritorial jurisdiction), Salt Lake City has the
authority to construct waterworks and protect water sources from pollution outside its municipal
boundaries.
Salt Lake City’s sources of drinking water include (1) surface water from the Wasatch
Mountains, Deer Creek Reservoir, and from tributaries of the Colorado River; and (2)
groundwater from more than 20 deep wells along the eastern bench of the Salt Lake Valley.
Currently, about 85-90% of Salt Lake City’s water supplies are surface water sources, and on
any given year, about 50 to 60 percent of Salt Lake City’s drinking water is water that is sourced
from the headwaters of the Central Wasatch Mountains (the City Creek, Parleys Creek, Big
Cottonwood Creek, and Little Cottonwood Creek watersheds), outside Salt Lake City’s
municipal boundaries.
The Central Wasatch Mountains watersheds are of critical importance to Salt Lake City and have
been so for more than a century. This is due to several factors: 1) the close proximity of these
water sources to the City’s service area; 2) the elevation of the water sources allowing for a less
energy intensive gravity based distribution system; 3) the high quality of the water from these
sources; and 4) Salt Lake City’s direct ownership of water rights in these stream systems.
Without the water resources from these watersheds, Salt Lake City would be in dire
circumstances.
For more than a century, Salt Lake City has invested in the stewardship of the Central Wasatch
Mountains watersheds and extensive infrastructure to treat and distribute this water to the
growing population in Salt Lake City’s water service area. This has served as the underpinning to
Salt Lake City’s ability to prosper and thrive over the decades and provides public health and
environmental benefits.
Since 1989, SLCDPU has prepared watershed management plans to implement watershed
protection strategies, inform city ordinances, guide intergovernmental coordination, and comply
with federal and state regulations. The last comprehensive Watershed Management Plan in 1999
has served the City well as the basis for the required six year watershed management plan
updates pursuant to State Rule R309-605 (Source Protection: Drinking Water Source Protection
for Surface Water Sources). These regular updates were provided in 2008, 2014, and 2020 as
required by the Rule. The next submittal under this Rule will be due in 2026; the completion of
this plan during this interim time will be beneficial from a regulatory perspective.
In recent years, SLCDPU has monitored and observed changes significant enough to require a
comprehensive update to the 1999 Watershed Management Plan to identify additional strategies
to address climate change, wildfire risk, population growth, increases in recreational visitation to
the Wasatch Mountains, and changes in federal and state regulations. As such, SLCDPU kicked
off the update to its Watershed Management Plan in the summer of 2021, including technical
assessments and public engagement occurring since that time. Currently, the new plan is in the
development process, compiling the scientific data and community input into recommendations
that will inform the next generation of watershed management strategies.
It should be noted that SLCDPU prepares several water-related plans in concert with each other.
This includes the Watershed Management Plan, the Water Supply and Demand Plan that looks
ahead at least 40 years, a Water Conservation Plan, and Major Conveyance Studies. These
initiatives cross-reference each other to ensure a holistic and strategic approach to the
stewardship and management of the City’s water resources.
PUBLIC PROCESS: The Central Wasatch Watersheds cover about 190 square miles of
mountainous area with numerous local, state, and federal jurisdictions. They are also of great
interest to advocacy organizations, commercial interests, and the public. Numerous jurisdictions
and stakeholders also benefit from the water provided by SLCDPU provides and that emanates
from these watersheds. Therefore, the public process for the Watershed Management Plan is
extensive. This includes engaging (1) an Advisory Committee comprised of state and federal
regulators and land managers; and (2) a Stakeholder Committee of diverse government, non-
profit, resident, and private sector interests. Stakeholder and Advisory Committee meetings were
held March through May 2022. Public Open houses were held in May and June 2022.
The next steps in the public process will be the preparation of a draft Plan for public comment in
Winter 2022-2023, incorporation of additional feedback, and a proposed final Plan for formal
Council adoption in late Spring 2023.
EXHIBIT
Project documents, meeting videos, process flow charts, and the public comment submittal
portal are located at www.slc.gov/utilities/watershedmanagementplan/
Item E1
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: Sam Owen, Policy Analyst
DATE:December 6, 2022
RE:Ordinance: Establishing Limits For New Water Availability
MOTION 1
I move the Council adopt the ordinance.
MOTION 2
I move the Council not adopt 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: Sam Owen, Policy Analyst
DATE: December 6, 2022
RE: Ordinance: Establishing Limits
For New Water Availability
ISSUE AT A GLANCE
The purpose of the proposal is to “advance water conservation and management efforts with respect to
water services provided by the city to help assure that water is available for the city’s water customers
in the future.”
In other words, the proposal before the Council is one measure to conserve future water use and
protect the investment and resources of city residents.
INTRO AND KEY ITEMS
The Council previously adopted a land use ordinance to prohibit industrial and commercial uses
consuming over 200,000 gallons per day.
One challenge for planning and securing the water supply future for this area is that tools available to
the city to manage water supply do not always extend through the system.
The current land use ordinance does not apply to customers on the water system who are exempt from
changes in the city zoning to limit water use, for example businesses and residences outside the city.
This proposed ordinance expands that prohibition to the city’s entire water service area, which goes
beyond Salt Lake City into neighboring jurisdictions.
Item Schedule:
Briefing: December 6, 2022
Public Hearing:
Potential Action: December 6, 2022
Page | 2
POLICY QUESTIONS
1. The city sells water outside its delivery system under limited circumstances. How do the city’s
surplus water agreements compare in terms of quantity with the restriction being proposed?
2. Notably, the proposal provides that “an existing water customer that currently exceeds the
water use threshold of 200,000 gallons of potable water per day will not receive water service
from the City if the expansion will result in a net increase in water consumption or use.”
The Council might ask about whether the large-scale water users on the system outside the city
are comparable to number and frequency of those in the city.
Does the department anticipate more relatively intensive water use demand outside the city?
ADDITIONAL & BACKGROUND INFORMATION
One whereas clause in the resolution that adopts the ordinance states, “immediate steps are
appropriate to limit use of the City’s water resources by water consumers that would consume very
large quantities of water that would exacerbate the pressures on the City’s water resources and the
Great Salt Lake system.”
Lisa Shaffer (Oct 12, 2022 09:56 MDT)10/12/2022
10/12/2022
SALT LAKE CITY ORDINANCE
No. __ of 2022
(An ordinance amending 17.16.10(c) and 17.16.020 limiting water availability)
WHEREAS, the Salt Lake City Council finds that the City has adequate water resources
for the current needs of the City’s customers in the City’s designated water service area; and
WHEREAS, the City holds water interests that can be developed in the future for the
benefit of its water customers, but the City’s water resource supply is not unlimited and changing
environmental conditions, prolonged drought and development are placing significant pressures
on the City’s water resources; and
WHEREAS, the City’s water service area includes areas outside of the City where the
City does not have land use authority or other powers to regulate development that could be used
to help manage the future availability of water to all the City’s water customers; and
WHEREAS, the majority of the City’s water resources emanate from the watershed that
contributes water to the Great Salt Lake, and the City is very concerned that a shrinking Great
Salt Lake has significant negative ramifications to the health and welfare of the public and
environment; and
WHEREAS, immediate steps are appropriate to limit use of the City’s water resources by
water consumers that would consume very large quantities of water that would exacerbate the
pressures on the City’s water resources and the Great Salt Lake system; and
WHEREAS, the Salt Lake City Council desires to place reasonable limits on the future
use of water availability to help protect and preserve the availability of the City to provide water
to its current customers and to future development in the City’s water service area that will
promote the public health, safety and general welfare of the present and future City residents and
neighboring communities; and
WHEREAS, the Salt Lake City Council finds, after holding a public hearing on this
matter, that adopting this ordinance promotes the health, safety, and public welfare of the
citizens of the City and neighboring communities within the City’s water service area.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Amending the Text of Salt Lake City Code Chapter 17.16. That Chapter
17.16 be amended as by adding a new subsection, 17.16.10 (C) and amending 17.16.020 as
follows:
17.16.010: FURNISHING OF WATER; APPLICATION REQUIRED:
A. No culinary water shall be furnished to any house, tenement, apartment, building,
place, premises or lot, whether such water is for the use of the owner or tenant, unless the
application for water shall be made in writing, signed by such owner or the owner's duly
authorized agents, in which application the owner shall agree to pay for all water furnished
thereto according to city ordinances, rules and regulations.
B. In case an application to furnish water shall be made by a tenant of the owner, as a
condition of granting the same, such owner or the owner's duly authorized agent must either
cosign the application or sign a separate agreement which provides that, in consideration of the
granting of such application, the owner will pay for all water furnished such tenant, or any other
occupant of the place named in the application, in case such tenant or occupant shall fail to pay
the same in accordance with the city's ordinances, rules and regulations.
C. The City will deny water service in the City’s designated water service area and areas
where the City is providing water under surplus water sales agreements under the following
conditions:
a. New development: Any new commercial or industrial development that
consumes or uses more than an annual average of 200,000 gallons of potable water per day
within the City’s designated water service area and under circumstances where the City is
providing water under a surplus water sales agreement. The use and consumption limit is based
on the total use from all water meters that serve the new development.
b. Expansions of Existing Uses: Any commercial or industrial development that
expands to an extent that increases its daily potable water consumption or use to exceed an
annual average of 200,000 gallons of potable water per day. Notwithstanding the provisions of
the City Code, an existing water customer that currently exceeds the water use threshold of
200,000 gallons of potable water per day will not receive water service from the City if the
expansion will result in a net increase in water consumption or use. The use and consumption
limit is based on the total use from all water meters that serve the water customer.
c. The Director of the Department of Public Utilities may also deny water service to
a new or existing water customer for water use that exceeds an average of 200,000 gallons of
potable water per day over less than a year, if the proposed use would exceed the anticipated
water availably for a particular location within the City’s designated water service area or within
areas where the City is providing water under surplus water sales agreements.
d. Water Use Report Required: A new or existing water customer shall certify the
anticipated daily water use of a proposed development or expansion of existing use in a manner
satisfactory to the Department of Public Utilities. The Department of Public Utilities may require
an anticipated daily water use report of any water customer for a new use or expansion of an
existing use.
e. Exemption: Agricultural, residential, and institutional water customers are not
subject to the regulations of this subsection. For purposes of this section, an institutional water
customer includes government owned or operated facilities, places of worship, and hospitals.
17.16.020: APPLICATION; CONTENTS:
The applicant shall state fully and truly the purpose for which water is required, the
anticipated daily water use, and shall agree to conform to and be governed by such ordinances,
rules and regulations as may be prescribed by the city for the control of the water supply. The
applicant(s) agrees to be responsible for and pay all bills due the city on account of materials or
labor furnished.
SECTION 2. Effective Date. This Ordinance 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.
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: ______________
Ordinance Limiting Water Availability
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date: October 11, 2022
By: ___________________________________
Mark E. Kittrell, Deputy City Attorney
LEGISLATIVE DRAFT
SALT LAKE CITY ORDINANCE 1
No. __ of 2022 2
(An ordinance amending 17.16.10(c) and 17.16.020 limiting water availability) 3
4
5
WHEREAS, the Salt Lake City Council finds that the City has adequate water resources 6
for the current needs of the City’s customers in the City’s designated water service area; and 7
WHEREAS, the City holds water interests that can be developed in the future for the 8
benefit of its water customers, but the City’s water resource supply is not unlimited and changing 9
environmental conditions, prolonged drought and development are placing significant pressures 10
on the City’s water resources; and 11
WHEREAS, the City’s water service area includes areas outside of the City where the 12
City does not have land use authority or other powers to regulate development that could be used 13
to help manage the future availability of water to all the City’s water customers; and 14
WHEREAS, the majority of the City’s water resources emanate from the watershed that 15
contributes water to the Great Salt Lake, and the City is very concerned that a shrinking Great 16
Salt Lake has significant negative ramifications to the health and welfare of the public and 17
environment; and 18
WHEREAS, immediate steps are appropriate to limit use of the City’s water resources by 19
water consumers that would consume very large quantities of water that would exacerbate the 20
pressures on the City’s water resources and the Great Salt Lake system; and 21
WHEREAS, the Salt Lake City Council desires to place reasonable limits on the future 22
use of water availability to help protect and preserve the availability of the City to provide water 23
to its current customers and to future development in the City’s water service area that will 24
LEGISLATIVE DRAFT
promote the public health, safety and general welfare of the present and future City residents and 25
neighboring communities; and 26
WHEREAS, the Salt Lake City Council finds, after holding a public hearing on this 27
matter, that adopting this ordinance promotes the health, safety, and public welfare of the 28
citizens of the City and neighboring communities within the City’s water service area. 29
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: 30
SECTION 1. Amending the Text of Salt Lake City Code Chapter 17.16. That Chapter 31
17.16 be amended as by adding a new subsection, 17.16.10 (C) and amending 17.16.020 as 32
follows: 33
17.16.010: FURNISHING OF WATER; APPLICATION REQUIRED: 34
A. No culinary water shall be furnished to any house, tenement, apartment, building, 35
place, premises or lot, whether such water is for the use of the owner or tenant, unless the 36
application for water shall be made in writing, signed by such owner or the owner's duly 37
authorized agents, in which application the owner shall agree to pay for all water furnished 38
thereto according to city ordinances, rules and regulations. 39
B. In case an application to furnish water shall be made by a tenant of the owner, as a 40
condition of granting the same, such owner or the owner's duly authorized agent must either 41
cosign the application or sign a separate agreement which provides that, in consideration of the 42
granting of such application, the owner will pay for all water furnished such tenant, or any other 43
occupant of the place named in the application, in case such tenant or occupant shall fail to pay 44
the same in accordance with the city's ordinances, rules and regulations. 45
LEGISLATIVE DRAFT
C. The City will deny water service in the City’s designated water service area and areas 46
where the City is providing water under surplus water sales agreements under the following 47
conditions: 48
a. New development: Any new commercial or industrial development that 49
consumes or uses more than an annual average of 200,000 gallons of potable water per day 50
within the City’s designated water service area and under circumstances where the City is 51
providing water under a surplus water sales agreement. The use and consumption limit is based 52
on the total use from all water meters that serve the new development. 53
b. Expansions of Existing Uses: Any commercial or industrial development that 54
expands to an extent that increases its daily potable water consumption or use to exceed an 55
annual average of 200,000 gallons of potable water per day. Notwithstanding the provisions of 56
the City Code, an existing water customer that currently exceeds the water use threshold of 57
200,000 gallons of potable water per day will not receive water service from the City if the 58
expansion will result in a net increase in water consumption or use. The use and consumption 59
limit is based on the total use from all water meters that serve the water customer. 60
c. The Director of the Department of Public Utilities may also deny water service to 61
a new or existing water customer for water use that exceeds an average of 200,000 gallons of 62
potable water per day over less than a year, if the proposed use would exceed the anticipated 63
water availably for a particular location within the City’s designated water service area or within 64
areas where the City is providing water under surplus water sales agreements. 65
d. Water Use Report Required: A new or existing water customer shall certify the 66
anticipated daily water use of a proposed development or expansion of existing use in a manner 67
LEGISLATIVE DRAFT
satisfactory to the Department of Public Utilities. The Department of Public Utilities may require 68
an anticipated daily water use report of any water customer for a new use or expansion of an 69
existing use. 70
e. Exemption: Agricultural, residential, and institutional water customers are not 71
subject to the regulations of this subsection. For purposes of this section, an institutional water 72
customer includes government owned or operated facilities, places of worship, and hospitals. 73
17.16.020: APPLICATION; CONTENTS: 74
The applicant shall state fully and truly the purpose for which water is required, the 75
anticipated daily water use, and shall agree to conform to and be governed by such ordinances, 76
rules and regulations as may be prescribed by the city for the control of the water supply. The 77
applicant(s) agrees to be responsible for and pay all bills due the city on account of materials or 78
labor furnished. 79
SECTION 2. Effective Date. This Ordinance take effect immediately after it has been 80
published in accordance with Utah Code §10-3-711 and recorded in accordance with Utah Code 81
§10-3-713. 82
Passed by the City Council of Salt Lake City, Utah this ___ day of _____________, 83
84 2022.
85
______________________________ 86
CHAIRPERSON 87
ATTEST: 88
89
90
______________________________ 91
LEGISLATIVE DRAFT
CITY RECORDER 92
93
94
Transmitted to Mayor on _______________________. 95
96
97
Mayor’s Action: _______Approved. _______Vetoed. 98
99
______________________________ 100
MAYOR 101
______________________________ 102
CITY RECORDER 103
(SEAL) 104
105
Bill No. ______ of 2022. 106
Published: ______________ 107
Ordinance Limiting Water Availability 108
109
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date: October 11, 2022
By: ___________________________________
Mark E. Kittrell, Deputy City Attorney
Central Wasatch Commission
Salt Lake City Council
Presentation
December 6, 2022
The Central
Wasatch
Commission
A unique effort
Local governments and elected officials operating by consensus to address longstanding issues and aspirations for the Central Wasatch Mountains.
Convenes
Conflict resolution
Achieve cooperation
Assist State
Member Jurisdictions
Member Jurisdiction
Benefits
Consensus approach to land and
watershed protection and decision making
Consensus-based transportation
approach
Short-term improvements in the
mountains
The Visitor-Use Study
The Environmental Dashboard
Regional stakeholder involvement
CWC Stakeholders
Ski Resorts
Amber Broadaway--Solitude Mountain Resort
Mike Doyle --Brighton Ski Resort
Dave Fields –Snowbird Ski Resort
Nathan Rafferty –Ski Utah
Conservation Interests
Carl Fisher –Save Our Canyons
Pat Shea --Friends of Alta
Megan Nelson –The Nature Conservancy
Joanna Wheelton –Cottonwood Canyons Foundation
Recreation Interests
Serena Yau –Salt Lake Climbers Alliance
John Knoblock –Mt Olympus Community Council, Trails
Utah
Sarah Bennett –Trails Utah
Tom Diegel –Wasatch Backcountry Alliance
Dennis Goreham –Wasatch Mountain Club
Cultural & Educational Interests
Stuart Derman –Wasatch Mountain Arts
Jan Striefel –League of Women Voter of Salt Lake
Maura Hahnenberger –Salt Lake Community College
Hilary Lambert –Wasatch Mountain Institute
Community Councils and Homeowner Associations
Kurt Hegmann –Mill D Cabin Owners Association
Barbara Cameron –Big Cottonwood Community Council,
Brighton Resident
Del Draper –Cecret Lake Cabin Owners Association
Kirk Nichols –Evergreen HOA, Professor of Outdoor
Recreation, University of Utah
Private Citizens
Michael Marker –Little Cottonwood Canyon Resident
Paul Diegel –Salt Lake City Resident
Troy Morgan –Brighton Resident
Will McCarvill –Salt Lake City Resident
Brian Hutchinson –Salt Lake City Resident
Ed Marshall –Log Haven Restaurant
Kelly Boardman –Salt Lake City resident
Jennifer Eden –Salt Lake City resident
Alex Porpora –Salt Lake City resident
Transit & Transportation Interests
Roger Borgenicht –Utahns for Better Transportation
Mike Christensen –Utah Rail Passengers Association
Danny Richardson --Salt Lake City resident
Regional Mountain Transportation
Systems
Millcreek FLAP
BCCMAP
LCCEIS
Short-term improvements
Visitor-Use Study
The purpose of this study is to explore how outdoor recreation use and its associated impacts
can be quantified and monitored over time within the canyons.
Our goal is to establish a set of indicators that are collaboratively generated and grounded in the
best-available science and reflect the unique needs and concerns of the diverse stakeholders
and interest groups who use, manage, and depend on the canyons.
The Environmental Dashboard
The Central Wasatch Commission released the Environmental Dashboard to the public on Monday, June 6, 2022.
The Environmental Dashboard is a tool for the public, land managers, policy makers and technical users to learn about the historic and current environmental conditions of the Central Wasatch. The Dashboard contains five environmental elements: air quality and climate, geology and soil, vegetation communities, water, and wildlife, and existing data for each element has been gathered and presented for public access.
Access the Environmental Dashboard here: https://cwc.utah.gov/environmental-dashboard/
2022 Short-Term Projects
SUPPORT FOR A TRI-CANYON
TRAIL DEFERRED
MAINTENANCE AND
INVASIVE WEED CONTROL
PROJECT
SUPPORT FOR A
COTTONWOOD CANYON
BACKCOUNTRY SKI SHUTTLE
PROGRAM
THE CONSTRUCTION OF
BEAVER DAM ANALOGS AT
WILLOW HEIGHTS POND
THE BONNEVILLE SHORELINE
TRAIL REROUTE FROM BCC
TO FERGUSON CANYON
SUPPORT OF THE BONANZA
FLAT TRAILHEAD TRANSIT
PROGRAM
SUPPORT FOR THE FRIENDS
OF ALTA EDUCATIONAL
JUNIOR RANGER ACTIVITY
PROGRAM
SUPPORT FOR THE SAVE OUR
CANYONS WASATCH
WILDERNESS STEWARDSHIP
AND EDUCATION PROJECT
SUPPORT OF JACOB’S LADDER
TRAIL REROUTE
MAINTENANCE WORK
Central
Wasatch
National
Conservation
and Recreation
Area Act
(CWNCRA)
The cornerstone project for the Central Wasatch
Commission.
The CWNCRA would create new Wilderness,
allow for the connection of the Bonneville
Shoreline Trail, and place permanent protections
on land and water in the tri-canyon area.
Between the original H.R. 5718 and the current
10/27/2020 version of the bill, there have been
six re-drafts. The most notable change between
the drafts is the removal of the land exchange
proposals.
Thank you.
Questions?
Chris Robinson, Chair of the Central Wasatch Commission
Lindsey Nielsen, lindsey@cwc.utah.gov
Central Wasatch Commission Executive Director, Policy
Blake Perez, blake@cwc.utah.gov
Central Wasatch Commission Executive Director, Administration
Visit our website for more information: cwc.utah.gov
ERIN MENDENHALL
Mayor
CITY COUNCIL TRANSMITTAL
_______________________ DATE RECEIVED: ___________
Lisa Shaffer, Chief Administrative Officer DATE SENT TO COUNCIL: ___________
TO: Salt Lake City Council DATE: November 3, 2023.
Dan Dugan, Chair
FROM: Lisa Shaffer, Chief Administrative Officer – Office of the Mayor
SUBJECT: Appointment, Disciplinary Appeals Hearing Officers
STAFF CONTACTS: Jonathan Pappasideris, Division chief – Senior City Attorney
Debra Alexander, Chief Human Resources Officer
Katie Lewis, City Attorney
DOCUMENT TYPE: Appointment, Disciplinary Appeals Hearing Officers
RECOMMENDATION:
In accordance with Chapter 2.24 of the Salt Lake City Code, which replaced the Salt Lake City Civil Service
Commission and Salt Lake City Employee Appeals Board with disciplinary appeals hearing officers, the
Administration recommends the Council consider the appointment of the five individuals listed below to
serve as disciplinary appeals hearing officers.
Pursuant to Chapter 2.24, the Mayor shall select a roster of between four and six individuals (each of
whom must be an attorney licensed to practice law in the State of Utah for a minimum of five years and
who has significant professional experience in employment law) to hear and adjudicate appeals of certain
final disciplinary decisions and present that roster to the City Council for advice and consent. The four
individuals recommended by the Administration are:
• Kirsten R. Allen, Attorney, Fabian VanCott
• Brandon T. Crowther, Attorney, Preston & Scott
• Clinton Drake, City Attorney, Bountiful City
• Bryan M. Scott, Attorney, Preston & Scott
• David Quealy, Deputy City Attorney, City of West Jordan
Lisa Shaffer (Nov 4, 2022 09:34 MDT)11/04/2022
11/04/2022
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 10/17/2022
Rachel Otto, Chief of Staff
Date Sent to Council: 10/17/2022
TO: Salt Lake City Council DATE 10/17/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Airport Board
STAFF CONTACT:
DOCUMENT TYPE:
April Patterson
April.Patterson@slcgov.com
Board Appointment Recommendation: Airport Board
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Jess Bird as a member of
Airport Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM
TEL 801-535-7704
October 17, 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 Airport Board.
Jess Bird to be appointed for a four year term, ending four years from 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: 10/28/2022
Rachel Otto, Chief of Staff
Date Sent to Council: 10/28/2022
TO: Salt Lake City Council DATE 10/28/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Arts Council Board
STAFF CONTACT: April Patterson
April.Patterson@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Arts Council Board
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Marti Woolford as a member of
Arts Council Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
October 28, 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 Arts Council.
Marti Woolford to be appointed for a three year term, ending three years from 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: 10/28/2022
Rachel Otto, Chief of Staff
Date Sent to Council: 10/28/2022
TO: Salt Lake City Council DATE 10/28/2022
Dan Dugan, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Arts Council Board
STAFF CONTACT: April Patterson
April.Patterson@slcgov.com
DOCUMENT TYPE: Board Appointment Recommendation: Arts Council Board
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Ebay Hamilton as a member of
Arts Council Board.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
October 28, 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 Arts Council.
Ebay Hamilton to be appointed for a three year term, ending three years from 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
City Council Announcements
Tuesday, December 6, 2022
Information Needed by Council Staff
A. Review and Approval of 2023 Annual Calendar (attached)
The 2023 annual meeting calendar is attached. Each year, an annual calendar of
the Council meeting dates must be posted for the public on the State’s website. The
annual calendar is posted ahead of time, however times or meetings may change
throughout the year as unexpected needs arise.
Does the Council approve of the 2023 Annual Meeting Calendar?
Adjustments:
• January
o Council retreat generally held this month – Council prefers a Tuesday
since those days are blocked off already. Possible retreat on the 31st?
• May
o Thursday, May 18th & 24th are reserved as tentative Work Sessions to
allow additional time for budget briefings. During the budget season,
the Council will determine if those briefing times are needed.
o Would the Council like to start the May & June meetings at 1:00 p.m.?
• June
o Typically, the Council will take action on the budget at the second
Tuesday in June (June 13), but staff has listed a tentative formal
meeting on June 20th in case budget adoption is needed later.
• July
o Typically, the Council avoids scheduling a meeting near summer
holidays. The July meetings have been changed to July 11th and July
18th.
• August
o To accommodate Night Out Against Crime community events the August
meetings have been changed to August 8th and August 15th.
• November
o Due to election day (November 7th). November meetings have been listed
on the 14th and 21st.
• December
o The Oath of Office will be held on Tuesday, January 2nd due to the Holiday
on January 1st. Last time we had a work session and a formal that same
day. Would we like to schedule a work session and formal on this day?
2023 MEETING SCHEDULE FOR SALT LAKE CITY COUNCIL,
REDEVELOPMENT AGENCY (RDA), & LOCAL BUILDING AUTHORITY (LBA)
DATE
11/28/2022
1
Public Notice is hereby given that the 2023 Annual Meeting Schedule of the City Council,
Redevelopment Agency (RDA) & Local Building Authority
(LBA) of Salt Lake City, Utah, shall be as follows:
The Board of Directors will hold regular meetings from time to time as the Board deems necessary.
When held, regular meetings will be on the same dates and at the same times and places as regular
meetings of the City Council of Salt Lake City, Utah.
Council Meetings generally include a 2 p.m. WORK SESSION and a 7 p.m. FORMAL SESSION
All meetings of the City Council are open to the public unless closed pursuant to Sections 52-4-204,
52-4-205 and 78B-1-137, Utah Code Annotated. Notice of each meeting is given at least 24 hours in
advance of the meeting as required by State law. An agenda of each meeting is posted at:
• Salt Lake City Council website www.slccouncil.com
• State of Utah Public Notice website www.utah.gov/pmn/index.html
Meetings in addition to those listed below may be held or canceled as circumstances may require,
subject to applicable public notice requirements.
Notice:
• The City & County Building is an accessible facility with a street-level entrance located on
the east side of the building People with disabilities may make requests for reasonable
accommodation, which may include alternate formats, interpreters, and other auxiliary aids,
and services. Please make requests at least two business days in advance. To make a
request, please contact the City Council Office at council.comments@slcgov.com, 801-535-
7600, or relay service 711.
• In accordance with State statute, City ordinance, and Council policy, one or more Council
Members may be connected via speakerphone.
2023 MEETING SCHEDULE FOR SALT LAKE CITY COUNCIL,
REDEVELOPMENT AGENCY (RDA), & LOCAL BUILDING AUTHORITY (LBA)
DATE
11/28/2022
2
January Meetings
• Tuesday, January 3 Council Work Session & Formal Meeting
• Tuesday, January 10 RDA Meeting, Council Work Session
• Tuesday, January 17 Council Work Session & Formal Meeting
February Meetings
• Tuesday, February 7 Council Work Session & Formal Meeting
• Tuesday, February 14 RDA Meeting & Council Work Session
• Tuesday, February 21
Council Work Session & Formal Meeting
March Meetings
• Tuesday, March 7 Council Work Session & Formal Meeting
• Tuesday, March 14
RDA Meeting & Council Work Session
• Tuesday, March 21
Council Work Session & Formal Meeting
April Meetings
• Tuesday, April 4 Council Work Session & Formal Meeting
• Tuesday, April 11 RDA Meeting & Council Work Session
• Tuesday, April 18
Council Work Session & Formal Meeting
• TENTATIVE Tuesday, April 25
Work Session Only
May Meetings
• Tuesday, May 2
Council Work Session & Formal Meeting
• Tuesday, May 9
RDA Meeting & Council Work Session
• Tuesday, May 16
Council Work Session & Formal Meeting
• TENTATIVE - Thursday, May 18
Council Work Session Only (as needed for
budget)
• Tuesday, May 23
Council Work Session Only
• TENTATIVE - Thursday, May 25
Council Work Session Only (as needed for
budget)
• Tuesday, May 30
Council Work Session only
June Meetings
• Thursday, June 1
Council Work Session Only
• Tuesday, June 6
Council Work Session & Formal Meeting
• Thursday, June 8
Council Work Session Only
• Tuesday, June 13
RDA Meeting, Council Work Session &
Formal Meeting
• TENTATIVE - Tuesday, June 20
Formal (as needed for budget)
2023 MEETING SCHEDULE FOR SALT LAKE CITY COUNCIL,
REDEVELOPMENT AGENCY (RDA), & LOCAL BUILDING AUTHORITY (LBA)
DATE
11/28/2022
3
July Meetings
• Tuesday, July 11
RDA Meeting, Council Work Session &
Formal Meeting
• Tuesday, July 18
Council Work Session & Formal Meeting
August Meetings
• Tuesday, August 8
RDA Meeting, Council Work Session &
Formal Meeting
• Tuesday, August 15 Council Work Session & Formal Meeting
September Meetings
• Tuesday, September 5 Council Work Session & Formal Meeting
• Tuesday, September 12 RDA Meeting & Council Work Session
• Tuesday, September 19 Council Work Session & Formal Meeting
October Meetings
• Tuesday, October 3 Council Work Session & Formal Meeting
• Tuesday, October 10 RDA Meeting & Council Work Session
• Tuesday, October 17
Council Work Session & Formal Meeting
November Meetings
• Tuesday, November 14
RDA Meeting, Council Work Session &
Formal Meeting
• Tuesday, November 21
Council Work Session, Formal Meeting,
and Board of Canvassers
December Meetings
• Tuesday, December 5 Council Work Session & Formal Meeting
• Tuesday, December 12
RDA Meeting, Council Work Session, &
Formal Meeting
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
January 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5 6 7
New Year’s
Day Office closed Work
Session,
Formal
8 9 10 11 12 13 14
RDA & Work
Session
15 16 17 18 19 20 21
Martin
Luther King
Jr. Day
Work
Session,
Formal
*Legislative
session
22 23 24 25 26 27 28
Mayor’s
state of the
City address
29 30 31 1 2 3 4
Retreat
Notes:
• School dates at the end of this doc.
• Our office is closed on Federal & State Holidays. These closures are indicated in gray.
• *Legislative session begins Tuesday, January 17th. *This could change due to Utah
Constitutional Amendment F and subsequent bills.
• Council retreat generally held this month – Council prefers a Tuesday since those days are
blocked off already. Possible retreat on the 31st (fall back on the 24th if the 31st doesn’t work)
• Mayor’s State of the City Address Tuesday, January 24th, 2023 at 6:00 pm at Woodbine
Food Hall (545 W 700 S).
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
February 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
29 30 31 1 2 3 4
5 6 7 8 9 10 11
Work
Session,
Formal
12 13 14 15 16 17 18
RDA, Work
Session
19 20 21 22 23 24 25
President’s
Day
Work
Session,
Formal
26 27 28 1 2 3 4
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
March
2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
26 27 28 1 2 3 4
*Legislative
session ends
5 6 7 8 9 10 11
Work
Session,
Formal
12 13 14 15 16 17 18
RDA, Work
Session
19 20 21 22 23 24 25
Work
Session,
Formal
26 27 28 29 30 31 1
NLC NLC NLC
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• National League of Cities Congressional City Conference March 26-28,
2023
• *Legislative session ends Friday, March 3rd.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
April 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
26 27 28 29 30 31 1
APA
2 3 4 5 6 7 8
APA APA
Work
Session,
Formal
APA
9 10 11 12 13 14 15
RDA, Work
Session
16 17 18 19 20 21 22
Work
Session,
Formal
ULCT ULCT ULCT
23 24 25 26 27 28 29
Work
Session
Only
(tentative)
30 1 2 3 4 5 6
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Utah Leagues of Cities and Towns (ULCT) Midyear Conference – April
19 – 21, 2023.
• American Planning Association (APA) scheduled for April 1-4, 2023.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
May 2023
Sunday M0nday Tuesday Wednesday Thursday Friday Saturday
30 1 2 3 4 5 6
Work
Session,
Formal –
Mayor’s
budget
presentation
Cinco De
Mayo
7 8 9 10 11 12 13
RDA, Work
Session
14 15 16 17 18 19 20
Mother’s
Day
Work
Session,
Formal
Work
Session
(tentative -
as needed
for budget)
21 22 23 24 25 26 27
Work
Session
Only
Work
Session
(tentative -
as needed
for budget)
28 29 30 31 1 2 3
Memorial
Day
Work
Session
Only
Work
Session
only
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Do they want to start May and June meetings at 1:00?
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
June 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
28 29 30 31 1 2 3
Work
Session
Only
4 5 6 7 8 9 10
Work
Session,
Formal
Work
Session
Only
11 12 13 14 15 16 17
RDA, Work
Session,
and Formal
18 19 20 21 22 23 24
Father’s
Day Juneteenth
Formal
(tentative -
as needed
for budget)
25 26 27 28 29 30 1
Budget
adoption
deadline
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Legal deadline to adopt the annual budget is June 30.
• Downtown Alliance Urban Exploration – dates not posted yet
• Do they want to start May and June meetings at 1:00?
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
July 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
25 26 27 28 29 30 1
2 3 4 5 6 7 8
Independence
Day
9 10 11 12 13 14 15
RDA, Work
Session,
Formal
16 17 18 19 20 21 22
Work Session,
Formal
23 24 25 26 27 28 29
Pioneer
Day
30 31 1 2 3 4 5
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Meetings have been adjusted to avoid meeting on July 4th
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
August 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
30 31 1 2 3 4 5
Night Out
Against
Crime
events
6 7 8 9 10 11 12
RDA, Work
Session,
Formal
13 14 15 16 17 18 19
Work
Session,
Formal,
Election
Primary
20 21 22 23 24 25 26
27 28 29 30 31 1 2
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• Night Out Against Crime events. Meetings have been adjusted to avoid
meeting this day.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
September 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
27 28 29 30 31 1 2
3 4 5 6 7 8 9
Labor Day
Work
Session,
Formal
ULCT ULCT ULCT ULCT
10 11 12 13 14 15 16
RDA, Work
Session
17 18 19 20 21 22 23
Work
Session,
Formal
24 25 26 27 28 29 30
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• ULCT Annual Convention – September 6-9, 2023.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
October 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5 6 7
Work
Session,
Formal
8 9 10 11 12 13 14
RDA, Work
Session
15 16 17 18 19 20 21
Work
Session,
Formal
22 23 24 25 26 27 28
29 30 31 1 2 3 4
Halloween
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
November 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
29 30 31 1 2 3 4
5 6 7 8 9 10 11
Mpact Mpcat
Election
Day
Mpcat Mpcat
Veterans
Day
Observed
Veterans
Day
12 13 14 15 16 17 18
RDA, Work
Session,
Formal
19 20 21 22 23 24 25
Work
Session,
Formal, &
Board of
Canvassers
Thanksgivi
ng Day
Day after
thanks-
giving
26 27 28 29 30 1 2
Notes:
• Our office is closed on Federal & State Holidays. These closures are
indicated in gray. Our Office is also closed the Friday following
Thanksgiving.
• Due to election day (Nov 7th) meetings have been listed on the 14th and
21st
• Board of Canvassers meeting is needed two weeks following the
election.
• NLC City Summit - November – dates not posted yet
• Mpact: Transit + Community Conference (previously known as
Rail~Volution): November 5-8, 2023 in Arizona.
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
December 2023
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
26 27 28 29 30 1 2
3 4 5 6 7 8 9
Work
Session,
Formal
10 11 12 13 14 15 16
RDA, Work
Session,
Formal
17 18 19 20 21 22 23
24 25 26 27 28 29 30
Christmas
Eve
Christmas
Day
31 1 2 3 4 5 6
New Year’s
Eve
Oath of
Office
Notes:
• Our office is closed on Federal & State Holidays. These closures
are indicated in gray.
• Oath of Office held on Tuesday, January 2nd due to the Holiday
on January 1st. Last time we had a work session and formal that
same day. Would we like to schedule a work session and formal
on this day?
• School dates at the end of this doc.
INTERNAL – COUNCIL OFFICE ANNUAL MEETING CALENDAR
As of 11/28/2022
School Dates:
• SLC school district
o 2022-23 School Year Winter Recess December 26 – January 6
o Spring Recess March 27-March 31
o Classes end June 9
o 2023-24 School Year Classes begin Aug.
o Fall Recess Oct.
o Winter Recess begins Dec. – Jan.
• U of U
o 2022-23 School Year Winter break Dec. 17–Jan. 8
o Classes begin Jan. 9
o Spring break scheduled for March 5-12
o Classes end Aug. 2
o 2023-24 School Year Classes begin Aug. 21
o Fall break Oct. 8-15
o Winter break Dec. 16- Jan. 3
• Westminster
o 2022-23 School Year Winter break Dec. 26-30
o Classes begin Jan. 9
o Spring break March 6-10
o Classes end July 31
o 2023-24 School Year Classes begin Aug. 23
o Fall Break Oct. 16-20
o Winter break Dec. 25 – Jan 1
• SLCC
o 2022-23 School Year Classes begin Jan. 9
o Spring break March 6-10
o Classes end Aug. 2
o 2023-24 School Year Classes begin Aug. 22
o Fall break Oct. 19-21
o Classes end Dec. 7
Highlighted info is still not available on the site
SALT LAKE CITY CORPORATION
SWORN STATEMENT SUPPORTING CLOSURE OF MEETING
I, ____________ , acted as the presiding member of the _______________________________in which met on _________
Appropriate notice was given of the Council's meeting as required by §52-4-202.
A quorum of the Council was present at the meeting and voted by at least a two-thirds vote, as detailed in the minutes of
the open meeting, to close a portion of the meeting to discuss the following:
§52-4-205(l)(a) discussion of the character, professional competence, or physical or mental health of an
individual;
§52 -4-205(1 )(b) strategy sessions to discuss collective bargaining;
§52-4-205(l )(c) strategy sessions to discuss pending or reasonably imminent litigation;
§52-4-205( l )(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;
§52-4-205(l )(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) if 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;
§52-4-205(1)(f) discussion regarding deployment of security personnel, devices, or systems; and
§52-4-205(1)(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.
Other, described as follows: ____________________________________________________________
The content of the closed portion of the Council meeting was restricted to a discussion of the matter(s) for which the
meeting was closed.
With regard to the closed meeting, the following was publicly announced and recorded, and entered on the minutes of the
open meeting at which the closed meeting was approved:
(a)the reason or reasons for holding the closed meeting;
(b)the location where the closed meeting will be held; and
(c)the vote of each member of the public body either for or against the motion to hold the closed meeting.
The recording and any minutes of the closed meeting will include:
(a)the date, time, and place of the meeting;
(b)the names of members Present and Absent; and
(c)the names of all others present except where such disclosure would infringe on the confidentiality
necessary to fulfill the original purpose of closing the meeting.
Pursuant to §52-4-206(6),a sworn statement is required to close a meeting under §52-4-205(1)(a) or (f), but a record by
tape recording or detailed minutes is not required; and Pursuant to §52-4-206(1), a record by tape recording and/or
detailed written minutes is required for a meeting closed under §52-4-205(1)(b),(c),(d),(e),and (g):
A record was not made.
A record was made by: : Tape recording Detailed written minutes
I hereby swear or affin11 under penalty of perjury that the above information is true and correct to the best of my
knowledge.
Presiding Member Date of Signature
Salt Lake City CouncilDaniel Dugan December 6, 2022
4
4
4
44
Daniel Dugan (Dec 7, 2022 09:09 MST)12/07/2022
Closed Session - Sworn Statement
Final Audit Report 2022-12-07
Created:2022-12-06
By:Michelle Barney (michelle.barney@slcgov.com)
Status:Signed
Transaction ID:CBJCHBCAABAA73Ztc-jOmxNJ84XjieWEW8YZdLd5gfkU
"Closed Session - Sworn Statement" History
Document created by Michelle Barney (michelle.barney@slcgov.com)
2022-12-06 - 10:36:42 PM GMT
Document emailed to Daniel Dugan (daniel.dugan@slcgov.com) for signature
2022-12-07 - 0:50:36 AM GMT
Email viewed by Daniel Dugan (daniel.dugan@slcgov.com)
2022-12-07 - 5:23:51 AM GMT
Document e-signed by Daniel Dugan (daniel.dugan@slcgov.com)
Signature Date: 2022-12-07 - 4:09:12 PM GMT - Time Source: server
Agreement completed.
2022-12-07 - 4:09:12 PM GMT