HomeMy WebLinkAbout05/11/2021 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
May 11, 2021 Tuesday 2:00 PM
This Meeting Will be an Electronic Meeting Pursuant to the Chair’s
Determination.
SLCCouncil.com
7:00 pm Special Limited Formal Meeting (or immediately following the Council work Session)
(See separate agenda)
Please note: A general public comment period will not be held this day. This is the Council's monthly scheduled
briefing meeting. Item start times and durations are approximate and are subject to change at the Chair’s discretion.
Welcome and public meeting rules
The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items
scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting
based on circumstance or availability of speakers.
Please note: Dates not identified in the FYI - Project Timeline are either not applicable or not yet determined. Item start times
and durations are approximate and are subject to change at the Chair’s discretion.
Generated: 12:42:31
This meeting will be an electronic meeting pursuant to the
Chair’s determination.
As Salt Lake City Council Chair, I hereby determine that conducting the Salt Lake City
Council meeting at an anchor location presents a substantial risk to the health and safety
of those who may be present at the anchor location. Due to the local state of emergency
from the earthquake in March 2020 and attendant damage to the building, I find that
conducting a meeting at the anchor location under the current local emergency constitutes
a substantial risk to the health and safety of those who may be present at the location.
Members of the public are encouraged to participate in meetings. We want to make sure
everyone interested in the City Council meetings can still access the meetings how they
feel most comfortable. If you are interested in watching the City Council meetings, they
are available on the following platforms:
•Facebook Live: www.facebook.com/slcCouncil/
•YouTube: www.youtube.com/slclivemeetings
•Web Agenda: www.slc.gov/council/agendas/
•SLCtv Channel 17 Live: www.slctv.com/livestream/SLCtv-Live/2
As always, if you would like to provide feedback or comment, please call us or send us an
email:
•24-Hour comment line: 801-535-7654
•council.comments@slcgov.com
More info and resources can be found at: www.slc.gov/council/contact-us/
Upcoming meetings and meeting information can be found
here: www.slc.gov/council/agendas/
We welcome and encourage your comments! We have Council staff monitoring inboxes
and voicemail, as always, to receive and share your comments with Council Members. All
agenda-related and general comments received in the Council office are shared with the
Council Members and added to the public meeting record. View comments by visiting the
Council Virtual Meeting Comments page.
Work Session Items
The Council will begin with a closed session from approximately 2:00-2:45
p.m.
Click Here for the Mayor’s Recommended Budget for Fiscal Year 2021-22
1.Informational: Updates from the Administration ~ 2:45 p.m.
30 min.
The Council will receive an update from the Administration on major items or projects,
including but not limited to:
•COVID-19, the March 2020 Earthquake, and the September 2020 Windstorm;
•Updates on relieving the condition of people experiencing homelessness;
•Police Department work, projects, and staffing, etc.; and
•Other projects or updates.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Recurring Briefing
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
2.Informational: Updates on Racial Equity and Policing ~ 3:15 p.m.
5 min.
The Council will hold a discussion about recent efforts on various projects City staff are
working on related to racial equity and policing in the City. The conversation may include
issues of community concern about race, equity, and justice in relation to law
enforcement policies, procedures, budget, and ordinances. Discussion may include:
•An update or report on the Commission on Racial Equity in Policing; and
•Other project updates or discussion.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Recurring Briefing
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
3.Ordinance: Budget Amendment No. 9 for Fiscal Year 2020-~ 3:20 p.m.
21
20 min.
The Council will be briefed about Budget Amendment No. 9 for the Fiscal Year 2020-21
Budget. Budget amendments happen several times each year to reflect adjustments to the
City’s budgets, including proposed project additions and modifications. The proposed
amendment includes funding for building office space to accommodate expansion of the
Emergency Management Division, technology upgrades for the 911 Department, and
reimbursements to the Fire Department, among other changes.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 4, 2021
Set Public Hearing Date - Tuesday, May 4, 2021
Hold hearing to accept public comment - Tuesday, May 18, 2021 at 7 p.m.
TENTATIVE Council Action - Tuesday, June 1, 2021
4.Ordinance: SQF, LLC Master License Agreement for Small Cell
Installation in the Right-of-Way ~ 3:40 p.m.
10 min.
The Council will receive a briefing about an ordinance that would grant a master license
agreement for wireless facilities in the public way to SQF, LLC, a Delaware limited
liability company. The agreement would allow this small cell provider to install and
maintain small cell infrastructure within the City rights-of-way, subject to conditions in
the agreement and after securing specific site approvals.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, May 18, 2021
5.Ordinance: SQF, LLC Telecommunications Franchise
Agreement ~ 3:50 p.m.
10 min.
The Council will receive a briefing about an ordinance that would grant a
telecommunication franchise agreement to SQF, LLC. The agreement would allow the
company to place its facilities within the City rights-of-way, governed by certain
conditions and after securing permits, and provides for the payment of the
telecommunications tax pursuant to State statute.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, May 18, 2021
6.Ordinance: Google Fiber Utah Amended and Restated
Broadband Services Franchise ~ 4:00 p.m.
20 min.
The Council will receive a briefing about an ordinance that would approve an amended
and restated broadband services franchise agreement to Google Fiber Utah, LLC. Google
Fiber intends to discontinue video services to its customer base. The amended and
restated franchise agreement has been negotiated to omit video services, change the fee
structure and authorize broadband for a 15-year term.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, May 18, 2021
7.Tentative Break ~ 4:20 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
8.Resolution: Housing Trust Fund Loan Amendment to Garden
Lofts Holdings, LP, at 154 West 600 South ~ 4:40 p.m.
10 min.
The Council will receive a briefing about a resolution that would authorize two changes to
the original loan agreement between the City’s Housing Trust Fund and Garden Lofts
Holding, LP. The loan was originally granted in December 2017 to help fund an
affordable multi-family development that consists of 272 units, all at or below 60% of the
Area Median Income (AMI). The proposed amendments would change future rental
rates to reflect an “income-averaging” approach, as well as the City’s loan position, which
would shift to third, behind a new private loan to the developers to cover increased
construction charges.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, May 18, 2021
9.Fiscal Year 2021-22 Budget: Administration’s Overview and
Revenue Update ~ 4:50 p.m.
40 min.
The Council will receive a revenue update and an overview from the Administration of
the Mayor’s Recommended Budget for Salt Lake City for Fiscal Year 2021-22.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - Tuesday, April 20, 2021
Hold hearing to accept public comment - Tuesday, May 18, 2021 and Tuesday, June 1,
2021 at 7 p.m.
TENTATIVE Council Action - TBD
10.Fiscal Year 2021-22 Budget: Council Staff Overview ~ 5:30 p.m.
30 min.
The Council will receive an overview from Council Staff of the Mayor’s Recommended
Budget for Salt Lake City for Fiscal Year 2021-22.
FYI – Project Timeline: (subject to change per Chair direction or Council
discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - Tuesday, April 20, 2021
Hold hearing to accept public comment - Tuesday, May 18, 2021 and Tuesday, June 1,
2021 at 7 p.m.
TENTATIVE Council Action - TBD
11.Fiscal Year 2021-22 Budget: Governmental Immunity ~ 6:00 p.m.
20 min.
The Council will receive a briefing about the proposed Governmental Immunity budget
for Fiscal Year 2021-22, which is the City's self-insurance fund for liability claims.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - Tuesday, April 20, 2021
Hold hearing to accept public comment - Tuesday, May 18, 2021 and Tuesday, June 1,
2021 at 7 p.m.
TENTATIVE Council Action - TBD
12.Dinner Break ~ 6:20 p.m.
30 min.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - n/a
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
13.Fiscal Year 2021-22 Budget: Justice Court Department ~ 6:50 p.m.
30 min.
The Council will be briefed about the proposed Justice Court Department budget for
Fiscal Year 2021-22. The Justice Court handles misdemeanor criminal citations, small
claims, traffic citations and traffic school for moving violations.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - Tuesday, April 20, 2021
Hold hearing to accept public comment - Tuesday, May 18, 2021 and Tuesday, June 1,
2021 at 7 p.m.
TENTATIVE Council Action - TBD
14.Fiscal Year 2021-22 Budget: Metropolitan Water District ~ 7:20 p.m.
30 min.
The Council will be briefed about the proposed budget for the Metropolitan Water
District for Fiscal Year 2021-22.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - Tuesday, April 20, 2021
Hold hearing to accept public comment - Tuesday, May 18, 2021 and Tuesday, June 1,
2021 at 7 p.m.
TENTATIVE Council Action - TBD
15.Ordinance: Electronic Meetings TENTATIVE
10 min.
The Council will receive a briefing about an ordinance that would repeal Chapter 2.86
and amend Section 2.06.030.E of the Salt Lake City Code, relating to electronic
meetings of the City’s public bodies.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 11, 2021
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, May 11, 2021
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 scheduling items.
18.Closed Session
The Council will consider a motion to enter into Closed Session. A closed meeting described
under Section 52-4-205 may be held for specific purposes including, but not limited to:
a. discussion of the character, professional competence, or physical or mental
health of an individual;
b. strategy sessions to discuss collective bargaining;
c. strategy sessions to discuss pending or reasonably imminent litigation;
d. strategy sessions to discuss the purchase, exchange, or lease of real property,
including any form of a water right or water shares, if public discussion of the
transaction would:
(i) disclose the appraisal or estimated value of the property under
consideration; or
(ii) prevent the public body from completing the transaction on the best
possible terms;
e. strategy sessions to discuss the sale of real property, including any form of a water
right or water shares, if:
(i) public discussion of the transaction would:
(A) disclose the appraisal or estimated value of the property under
consideration; or
(B) prevent the public body from completing the transaction on the best
possible terms;
(ii) the public body previously gave public notice that the property would be
offered for sale; and
(iii) the terms of the sale are publicly disclosed before the public body
approves the sale;
f. discussion regarding deployment of security personnel, devices, or systems; and
g. investigative proceedings regarding allegations of criminal misconduct.
A closed meeting may also be held for attorney-client matters that are privileged pursuant to
Utah Code § 78B-1-137, and for other lawful purposes that satisfy the pertinent
requirements of the Utah Open and Public Meetings Act.
CERTIFICATE OF POSTING
On or before 5:00 p.m. on _____________________, the undersigned, duly appointed City
Recorder, does hereby certify that the above notice and agenda was (1) posted on the Utah Public
Notice Website created under Utah Code Section 63F-1-701, and (2) a copy of the foregoing provided
to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any
others who have indicated interest.
CINDY LOU TRISHMAN
SALT LAKE CITY RECORDER
Final action may be taken in relation to any topic listed on the agenda, including but
not limited to adoption, rejection, amendment, addition of conditions and variations
of options discussed.
People with disabilities may make requests for reasonable accommodation, which may include
alternate formats, interpreters, and other auxiliary aids and services. Please make requests at least
two business days in advance. To make a request, please contact the City Council Office at
council.comments@slcgov.com, 801-535-7600, or relay service 711.
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COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Ben Luedtke and Sylvia Richards
Budget and Policy Analysts
DATE:May 4, 2021
RE: Budget Amendment Number Nine FY2021
________________________________________________________________________________
Budget Amendment Number Nine includes requested changes to seven funds. Total expenditures are $10,039,223
including $390,659 from Fund Balance. If this budget amendment is approved as requested by the Administration, then
the amount available in Fund Balance above the 13% minimum target would be $6,754,062. There are a total of 17 items
in this amendment, including five in Section A (note that this doesn’t count four items removed prior to transmittal).
Revenues Update
The Administration has provided the following information regarding City revenues: “The City is currently projecting a
$1.9 million decrease in budgeted revenue. The largest portion of the decrease is attributed to a $1.7 million decrease in
Fines and Forfeitures, a $1.7 million decrease in Parking Meter Revenues and a $978 thousand decrease in
Miscellaneous Revenues. These decreases are offset by a projected net increase of $1.4 million in Licenses and
Permits as well as a $1.1 million over adopted budget increase in Sales Tax and a $750 thousand increase in sales tax
attributable to Funding Our Future revenues.
The increase in Licenses and Permits is in spite of airport parking/license tax showing a decrease due to decreased
travel as a result of COVID. The decrease in airport parking and licenses is $2,045,000. Innkeepers’ tax has also been
hit hard by COVID and is projecting a decrease of $1,717,500. According to the local news, hotels are experiencing 30%
occupancy compared to this time of year in previous years. Business license are also expected to be below budget due to
trends for apartment units, new business license and renew business licenses. These losses are offset by gains in permits
& zoning building permits (+$1.1M), plan check fees (+$1.5M), and street excavation (+$1.96M due to a temporary
boost from Google contract).
Fines and Forfeitures are projected below budget due to a decrease in parking ticket revenue of $750k. Justice Court
fines are down $185k, while moving violations are projected at a loss of $699k. The Justice Court is following the order
of the Administrative Office of the Courts which is resulting in fewer court cases and no orders to pay fines, which are
then subsequently not sent to collections and no warrants are being issued. Traffic school revenue is down $61k and
vehicle booting is projected to be down $19k.
Parking Meter Collection is slightly less than half of the previous fiscal year due to an overall decrease in traffic
downtown. This is driving the significant decrease of $1.7 million. Additionally, Miscellaneous Revenue has also
been affected by the pandemic with decreases in accounts receivable collections, special event revenue, fuel
reimbursement due to the Mayor’s emergency declaration and utility reimbursement.
Project Timeline:
Set Date: May 4, 2021
1st Briefing: May 4, 2021
2nd Briefing (if needed): May 11, 2021
Public Hearing: May 18, 2021
Potential Action: June 1, 2021
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Fund Balance Update
Fund Balance remains above fifteen percent, after projected use of fund balance in the current amendment and
the reduction in projected revenues.
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
Salt Laker Card Raise Up SLC Program Update
See Attachment 2 for a budget update through March 2021
In budget amendments #2 and #4 the Council approved a total of $1,426,264 for this program. The program has
received $178,184 in donations from other organizations and individuals for a total budget of $1,604,448.
The Community Foundation of Utah provides $500 pre-paid debit cards to other community-based organizations
working with undocumented populations. The recipients are at or below the federal poverty line and mostly
undocumented or mixed-status households where one family member is undocumented. Funding is targeted to City
residents on a first come first served basis.
When the Council approved funding last year the program expected to provide $500 cards to approximately 2,700
households that were ineligible for federal stimulus payments. Since then the Federal Government under a new
administration changed the eligibility criteria for stimulus payments. The criteria were expanded to include mixed-
status households. As a result, the number of Salt Lake City households eligible for the Salt Laker Card was
significantly reduced; a household may only receive the federal stimulus or a Salt Laker Card. Approximately 1,000
households have received a pre-paid debit card under the program.
As of March 31, 2021, the program spent nearly $500,000 on the pre-paid debit cards, another $349,000 is
currently available but not distributed pre-paid debit cards and $75,164 was spent on administration and
promotion expenses. This leaves a remaining unused budget of $680,284.
Policy Questions:
➢Deadline to Use CARES Funds – The Council may wish to ask the Administration if unused funds will need
to be returned to the Federal Government at a certain date.
➢Alternative Uses for $680,284 Remaining Budget – The Council may wish to ask if the Administration has
a recommendation for how to use the remaining budget or may wish to discuss other CARES-eligible
Council priorities. The Council may also wish to ask the Administration if the City has expenses eligible
under the CARES Act which did not receive funding in earlier budget amendments and could use the
funding this fiscal year.
Amending Appointed Pay Plan
On April 20 the Council amended the Appointed Pay Plan. The Administration is requesting another amendment to
recognize an existing Deputy Chief of Staff in the Mayor’s Office. The position is already listed on the staffing
document and was funded in the Council-adopted FY21 annual budget. The position has been vacant this fiscal
year. Amending the Appointed Pay Plan to recognize the existing position is a housekeeping correction. If the
Council supports this amendment, then it could be scheduled for a vote as soon as May 18.
Impact Fees Update
The Administration provided a summary of impact fee tracking, details on refunding amounts and dates and lists of
unfinished projects with impact fee funding. The information is current as of April 1, 2021. $1,718 of police impact
fees are scheduled to expire in April. The Administration reports work is nearing completion to update the fire and
parks sections of the impact fee plan. Eligible projects for police impact fees are being identified.
Type Unallocated Cash
“Available to Spend”Next Refund Trigger Date Amount of Expiring
Impact Fees
Fire $930,142 More than a year away -
Parks $7,097,114 More than a year away -
Police $395,285 April 2021 $1,718
Transportation $5,013,594 More than a year away -
Note: Encumbrances are an administrative function when impact fees are held under a contract
Section A: New Items
(note: to expedite the processing of this staff report, staff has included the Administration’s descriptions from the
transmittal for some of these items)
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A-1: Withdrawn Prior to Transmittal
A-2: Withdrawn Prior to Transmittal
A-3: Withdrawn Prior to Transmittal
A-4: Withdrawn Prior to Transmittal
A-5: Budgeting for Inland Port Tax Revenue ($ - 0 - Budget Neutral)
As part of the City's annual financial audit, the City was informed it needs to budget and account for City tax
revenue within the boundaries of the Inland Port. Because the tax revenue is dispersed directly to the inland port,
the City does not receive the tax revenue. The City will budget a line item to recognize the tax revenue and a
corresponding expenditure account recognizing the pass-through, so City revenue is not overstated. A $500,000
portion of the Inland Port revenue was accounted for in Budget Amendment #7 of this fiscal year. This amendment
will account for the remaining $483,242 in anticipated revenue. At the time of writing Budget Amendment #7, the
City did not know when actual tax revenue would be determined. The final revenue allocation was received on
March 30.
A-6: Budgeting for Convention Hotel Tax Revenue ($ - 0 - Budget Neutral)
As part of the City's annual financial audit, the City was informed it needs to budget and account for City tax
revenue at the Convention Center Hotel. Because the tax revenue is dispersed directly to the convention hotel, the
City does not receive the tax revenue. The City will budget a line item to recognize the tax revenue and a
corresponding expenditure account, so City revenue is not overstated. This amendment is for the $10,116 in
anticipated revenue.
The hotel is being built on County-owned property. This means the property was tax-exempt and became taxable
with the hotel construction. The GOED Development Board adopted a motion on November 6, 2018 which
approved the following incentive package under authority of Utah Code 63N-2-503.5. Approve Salt Lake City CH,
LLC for a post-performance, New Convention Facility Development, Incentive consisting of:
Up to 100% of the new incremental State Sales Tax not to exceed $75,000,000 over 20 years
Up to 100% of local (city and county) sales tax and property tax over 25 years
Including conveyance of land from Salt Lake County to Salt Lake City CH, LLC
State law includes language to hold the Redevelopment Agency (RDA) harmless for existing debt obligations
(bonds). Some hotel increment could be used to meet RDA bond payments if needed in the future. The County is
required to provide an annual report identifying tax increment generated by the hotel property. See Attachment 1
for a letter from the Salt Lake County Auditor that provides a breakdown of tax increment revenues being diverted
by taxing entity.
A-7: Presumption for CARES Act Funding – ($-293,067 – General Fund)
The Council approved the use of unspent CARES funds for Fire personnel expenses. This amendment removes
personnel expenses in Fire that were used for this method and passes the eligible budget from previously budgeted
line items to Fire. Note that this item is related to items A-8 and E-2 below. The Administration provided the
following accounting summary:
1. Salt Lake City received a 3rd bucket of federal money in December. This needed to be spent by the 21st of
December and reported to Salt Lake County. This amount was $150,000.
2. Once all the actuals had been expensed for both the internet allowance and the hazard pay there was
remaining budget. This amount needs to also be accounted for by December 21st, 2020 to Salt Lake County,
and those remaining dollars were accounted for through Fire personnel expenses.
3. The Fire personnel services were used for both totals above.
4. Since these the expenses were reduced in the Fire Department the General Fund budget needs to be
reduced as well
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5. This funding then becomes available to use for a General Fund use. The administration is requesting to use
this funding to accommodate the Emergency Management Division relocating to the Fire Department.
A-8: Fire Emergency Management Office Build Out – ($293,067 – General Fund)
The Administration is proposing to use the third round of CARES Act funding ($150,000) and the remaining
unspent amounts from the first two round ($143,067.36) to build office space for Emergency Management within
the Fire Department. Emergency Management is growing and is currently limited in office space. The current staff
reside on the 3rd floor of the PSB, many in spaces designed as common space or break-out rooms. Adjacent to this
area, is open floor space that can be converted to office space. This would include 2 new Division Chief offices, 2
new Captain offices, plus cubicle space and open space. Construction budget is estimated at $275,000 plus
furniture requirements of $42,000. Fire Department funds will be used to complete any additional costs not
covered in this amendment.
A-9: 911-ETM Security Platform – ($41,138 – E911 Fund)
SLC911 has seen an unprecedented surge of digital attacks on their 911 and administrative lines. The result has been
a telephone denial of service attack (TDoS) which means that a series of calls spoof incoming lines by merging other
public safety answering points together, or robo calling which overwhelms lines for service. While we have been
fortunate to date, we are seeing this behavior more frequently. Without this protection, our communities are at risk
and it would have a devastating impact on the ability of the center to answer emergency calls. SLC911 is requesting
emergency funding to purchase an enterprise voice network security platform. This platform includes hardware,
software, and monitoring services. The managed services will monitor 911's administrative systems for threats and
respond with specific recommendations to mitigate any attacks. This funding is requested to come from Fund 60,
the E911 Tax Fund, not the General Fund.
Hardware $9,685
Licensing $2,878
Installation/Training $3,375
Monitoring Services $25,200
Total Requested $41,138
Additional information such as whether or not there is an annual cost was forthcoming at the time of publishing
this staff report.
Section B: Grants for Existing Staff Resources Section
(None)
Section C: Grants for New Staff Resources Section
(None)
Section D: Housekeeping
D-1: Police Impact Fee Refund – ($510,828 – Police Impact Fees)
The City Council set aside funding for the purchase of property for an East Side Precinct using Police Impact Fees.
The intended property did not work for an eastside police precinct and refunds of the impact fees are now required.
These refunds will be funded primarily with previous unclaimed refunds. The Council may wish to inquire if the
Administration is continuing to pursue an East Side Precinct given evolving conversations about the overall Public
Safety service delivery model.
D-2: Moving Transportation CIP Projects to CIP Fund – ($8,695,770 – CIP Fund)
Currently the Transportation CIP projects reside in the Transportation fund. Because the fund is a
governmental fund, assets will need to be carefully evaluated, capitalized, depreciated, and reported like the regular
CIP funds. This is a time intensive project and one of the biggest bottle necks for the financial audit. To relieve some
of this pressure, we request that the Transportation capital projects be moved to the CIP fund so they can be
processed like the other CIP funds. The funds will be easily identifiable as being funded by the Transportation sales
tax. No additional funding is required as this just moves the funds from the Transportation Fund to the CIP Fund.
Note that all these funds are from the County quarter cent sales tax for transportation.
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D-3: Transfer CIP Funds to Refuse Fund – ($46,982 – CIP Fund)
The Department of Sustainability is requesting a budget amendment to transfer $46,982 from CIP to the
Environment and Energy Fund, reflecting the closing out of a previously funded project. During FY19 the
Department of Sustainability transferred $240,000 to CIP to be used in conjunction with a Rocky Mountain Power
Bluesky grant toward installing rooftop solar on the Sorenson Unity Center building. The Sorenson Rooftop Solar
Project is now finished, and the department is requesting that the remaining unused funds of $46,982 be
transferred back into the Environment and Energy Fund (E&E).
Due to the shrinking E&E fund balance these funds are greatly needed and will be used to fund future sustainability
projects and operations.
D-4: Transfer Bond Funds from 700 West Cost Center to Bond Contingency – ($917,854 – CIP
Fund)
The budgetary estimate of construction costs for the 700 West Road Re-Construction Bond project was
$2,000,000. 10% of these funds were assigned to an overall fund for bond contingencies. The 700 West Cost Center
was, therefore, $1,800,000. 700 West was also eligible for $155,000 of Impact Fees. The bids for 700 West came in
well below the budgeted amount. With the completion of construction and the application of Impact Fees, the 700
West project is $917,853.80 below the budgeted amount. This includes the hard and soft costs.
These funds are being requested to be moved to one of the 2020 or 2021 contingency funds so the bond funds can
be expended on upcoming bond road projects.
D-5: Corrections for Debt Transfer Errors in Original Adopted Budget – ($78,291 – Fund Balance
for Debt Service)
During the chaos of the COVID pandemic, the estimated savings from existing cash in the debt service fund of
$22,892 (see CIP book page A6) were subtracted twice. It is necessary to add additional budget to cover sales tax
bonds. Additionally, the City also expected to realize savings from refunding the ESCO debt of $55,399 (see Budget
Book page B21). As the bonds were evaluated in preparation for the refunding, there was not the estimated savings
that were expected. The total amount needed is $78,291.
D-6: Donation Fund Increase – ($200,000 – Donation Fund)
There is a strong possibility that before the year-end the City will receive several large donations that will exceed the
amount approved in the annual budget. It is necessary to have enough budget to accommodate all the donations
and be underbudget by the end of the fiscal year and be in compliance for the audit. As of December 30th, 2020,
there were approximately $80,000 in donations. If the expected donations are received, the City will need
approximately $200,000 in budget. All donations are processed as required through the donation ordinance and
will be reported in detail to Council after the end of the year.
D-7: Fire Department – Reimbursement for Wildland/Search & Rescue Deployments – ($230,683 –
General Fund)
Personnel were deployed several times during Fall 2020. A team was mobilized to Hurricane Laura in August, a
Search & Rescue team assisted in Oregon in September while simultaneously another team volunteered to fight
their Wildfires. The department helped fight the California Wildfires in October. Finally, crews assisted in Utah
County on the Ridge Fire. All costs associated with these deployments will be reimbursed to Salt Lake City. We are
asking the City Council to approve this request to offset personnel costs that include overtime, benefits, and backfill.
This proposal will make the fire department whole as well as the General Fund with offsetting revenues. The request
is only for the amount of revenues we have received.
Expenses
Hurricane Laura - August 2020 $87,572.01
Oregon Wildfire Search & Rescue - September 2020 $234,201.93
Oregon Wildfire - September 2020 $243,468.67
California Wildfire - October 2020 $176,218.51
Utah County Ridge Fire - October 2020 $3,666.00
Total Expense Incurred $745,127.12
Revenues/Reimbursements Received
Page | 8
Hurricane Laura 2/24/2021 $59,328.56
Oregon Search & Rescue 2/24/2021 $167,688.39
Utah County Ridge Fire 3/2/2021 $3,666.00
Reimbursement Rec'd $230,682.95
Remainder of Reimbursement will likely be received in FY22 and will be included in the Mayor’s Recommended
Budget as a one-time revenue and expense line item.
D-8: Fire Department – Other Reimbursements – ($59,126 – General Fund)
The Fire Department has provided several services in which it expects to receive a reimbursement including: Fire
Inspector overtime on behalf of the SLC Airport Redevelopment contractor, backfill costs caused by Utah Search
and Rescue training at their request, Fire Watch services for the Vice Presidential Debate at the University of Utah,
and finally cost recovery efforts from negligent accidents/incidents.
Airport Redevelopment Inspector OT $7,671.50
Utah Search and Rescue (USAR) Training/Backfill $19,006.05
Cost Recovery $28,811.15
Vice Presidential Debate Fire Watch/Standby $3,637.45
Budget Amendment Total $59,126.15
D-9: Fire Department COVID Costs – ($605,435 – General Fund)
COVID19 ERPL and Worker's Compensation claims caused by COVID19 have had a detrimental effect to the Fire
Department's budget. While ERPL was very much appreciated by Fire personnel, it caused a dramatic rise in the
cost of backfilling open shifts. The Fire Department has a 4-handed staffing mandate, meaning each apparatus will
have 4 personnel and the department will "buy back" off duty personnel to fill any gaps. Many times, this cost is
paid out at overtime. When Emergency Responders tested positive for COVID19, it was a presumptive positive,
meaning it was assumed the infection was obtained while working on the job in their role for Salt Lake City. It is
anticipated that some of these costs will eventually be reimbursed by FEMA.
This request is for Worker's Compensation claims directly caused by COVID19, and ERPL associated backfill costs
(Buybacks, Fullstaffs, OT, MRT OT).
WC Claims $155,295
ERPL Backfill $450,140
Total $605,435
Section E: Grants Requiring No New Staff Resources
E-1: Salt Lake County, CATNIP, Reconfigure Gilmer Drive – ($55,365 – CIP Fund)
The Transportation Division received a follow up grant award from Salt Lake County for $55,365 to finish up
the original 9 Line / 900 South Trail. The Gilmer Drive Intersection was not completed during the original
contract period so the funds were unspent.
The County issued a new Interlocal Agreement with the City to finish the project funding from the original
Agreement. This funding is to reconfigure the Gilmer Drive Intersection; move and curb, add a landscaped
separation between bikeway and roadway and install wayfinding signage.
In FY18 The Transportation Division applied for and received a grant from Salt Lake County for $500,000
under the Countywide Active Transportation Network Improvement Program 2017. This grant is to be used for
design and construction of the segment of the 9 Line / 900 South Trail between 900 East and 1300 East.
Construction of the trail segment would occur in conjunction with road reconstruction from Lincoln (950 East)
to 1300 East and the installation of wayfinding signs on 900 South and Gilmer Drive.
This grant has a no match requirement.
A public hearing was held on 12/12/17 on the original grant application for this award.
Page | 9
E-2: CARES ACT Third Tranche – ($150,000 – Grant Fund)
Salt Lake City received $150,000 from the third tranche of CARES Act funding. In BA#4 the Council authorized
the Administration to use the presumption that any amount received in this tranche would cover costs associated
with expenses within the Fire Department. This amendment formalizes that assumption, with the City recognizing
the revenue and an expense associated with the award.
Section F: Donations
(None)
Section G: Council Consent Agenda No. 3 – Grant Awards
G-1: Utah State Department of Public Safety, Bureau of Forensic Services, FY20 Paul Coverdell
Forensic Science Improvement Grant Program ($19,500 – Grant Fund)
The police department is proposed as a sub-awardee in the Utah Department of Public Safety’s Bureau of Forensic
Services (UBFS) application for the FY20 Paul Coverdell Forensic Science Improvement Grant Program. The state’s
Application includes $19,500 for the police department’s Crime Laboratory to attain initial accreditation in 2021
through ANAB (ANSI National Accreditation Board) under ISO 17020 for Inspection Agencies.
The Police Department received a subaward from UBFS’s FY19 Coverdell application to fund the application fee.
The anticipated remaining accreditation costs, which will be funded through this FY20 award, include the
assessment fee and the annual accreditation fee based on the laboratory’s scope of operations.
A match is not required for this award.
Section I: Council Added Items
(None)
ATTACHMENTS
1. County Auditor Letter on Convention Hotel 2020 Tax Increment Diversion
2. Salt Laker Card Budget Update through March 2021
ACRONYMS
CARES Act – Coronavirus Aid, Relief, and Economic Security Act
CATNIP Fund – (formerly) County Active Transportation Fund
CIP – Capital Improvement Program
CIT – Crisis Intervention Team
ERPL – Emergency Response Pandemic Leave
FEMA – Federal Emergency Management Agency
FOF – Funding Our Future
FY – Fiscal Year
GF – General Fund
MRT – Medical Response Team
OT – Overtime
PSB – Public Safety Building
RDA – Redevelopment Agency
UBFS – Utah Department of Public Safety’s Bureau of Forensic Services
USAR – Utah Search and Rescue
SCOTT TINGLEY
CIA, CGAP
Salt Lake County Auditor
STingley@slco.org
CHERYLANN JOHNSON
MBA, CIA, CFE
Chief Deputy Auditor
CAJohnson@slco.org
ROSWELL ROGERS
Senior Advisor
RRogers@slco.org
STUART TSAI
JD, MPA
Property Tax
Division Administrator
STsai@slco.org
SHAWNA AHLBORN
Audit Services
Division Administrator
SAhlborn@slco.org
OFFICE OF THE
SALT LAKE COUNTY
AUDITOR
2001 S State Street, N3-300
PO Box 144575
Salt Lake City, UT 84114-4575
(385) 468-7200; TTY 711
1-866-498-4955 / fax
March 29, 2021
Redevelopment Agency of Salt Lake City
Danny Walz
Chief Operating Officer
451 South State St, Room 418
Salt Lake City, UT 84114
Dear Danny Walz,
Pursuant to Utah Code Ann. § 63N-2-508 of the “New Convention Facility Development
Incentives,” Salt Lake County shall retain incremental property tax revenue (IPTR) for tax
year 2020. This reduces any tax increment financing that otherwise would have been
paid to the host agency. Incremental value and revenue from an increase in the taxable
value of hotel property are used as adjustments in the certified tax rate calculation
pursuant to UCA § 59-2-924.
For transparency of the use of taxpayer monies and to assist you with your budget
preparation, our office is providing you with IPTR information.
If you have questions on IPTR, please contact Greg Folta in the Salt Lake County Mayor’s
Office of Financial Administration at (385) 468-7076, or gfolta@slco.org.
Sincerely,
Scott Tingley, CIA, CGAP
Salt Lake County Auditor
Enclosures
INCREMENTAL PROPERTY TAX REVENUE - CONVENTION HOTEL TAX YEAR 2020
ENTITY
Incremental
Property Tax
Revenue
Central Utah Water Conservancy 1,143
County Assessing & Collecting Levy 600
Metropolitan Water District Of Salt Lake & Sandy (Slc) 757
Multi County Assessing & Collecting Levy 34
Salt Lake City 10,116
Salt Lake City Library 1,952
Salt Lake City Mosquito Abatement 349
Salt Lake City School 9,538
Salt Lake County Bond Interest & Sinking Fund 660
Salt Lake County Capital Improvement 206
Salt Lake County Clark Planetarium 74
Salt Lake County Flood Control 166
Salt Lake County General Fund 4,021
Salt Lake County Government Immunity 43
Salt Lake County Health Department 397
State Basic School Levy - Salt Lake City 4,652
Utah Charter School - Salt Lake City 231
Grand Total 34,939
Office of the Salt Lake County Auditor 3/25/2021
Income Statement 8/1/2020-3/31/2021
Fund: Salt Lake City Equity Fund
Type Account Total Notes
Revenue
Support
Donation from Salt Lake City Corporation (CARES) 1,401,264.00
Donation from Salt Lake City Corporation 25,000.00
Donation from Salt Lake City Corporation (Muslim League) 50,000.00
Donation from Salt Lake County 25,000.00
Individual/Foundation contributions (checks, Stripe) 103,184.68
Total Revenue $1,604,448.68
Expenses
Expense
Raise UP SLC Distribution 849,000.00
Utah Community Action 283,000.00 Card funds
Comunidades Unidas 283,000.00 Card funds
University Neighborhood Partners 283,000.00 Card funds
Raise Up SLC Admin Grant 14,865.00
Utah Community Action 5,000.00
Comunidades Unidas 9,865.00
Accounts Payable 17,064.31
Love Communication 15,006.00 Initiative promotion
Goodworld 1,148.31 Donation portal management
Inlingua Utah 910.00 Translation services
Bank/CC Fees 272.03
Community Foundation of Utah Admin Fee Expense 42,962.85
Total Expenses $924,164.19
Change in Net Assets $680,284.49
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: April 20, 2021
Amy Fowler, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: Budget Amendment # 9
SPONSOR: NA
STAFF CONTACT: John Vuyk, Budget Director (801) 535-6394 or
Mary Beth Thompson (801) 535-6403
DOCUMENT TYPE: Budget Amendment Ordinance
RECOMMENDATION: The Administration recommends that, subsequent to a public hearing,
the City Council adopt the following amendments to the FY 2020 – 21 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $ 439,809.00 $ 830,467.64
CAPITAL IMPROVEMENT FUND 8,751,135.00 8,798,117.37
DEBT SERVICE FUND 78,291.00 0.00
DONATION FUND 200,000.00 200,000.00
REFUSE FUND 46,982.37 0.00
E911 FUND 0.00 41,138.00
MISCELLANEOUS GRANT FUND 169,500.00 169,500.00
TOTAL $ 9,685,717.37 $ 10,039,223.01
Lisa Shaffer (Apr 20, 2021 17:34 MDT)
BACKGROUND/DISCUSSION:
Revenue for FY 2019-20 Budget Adjustments
The Fiscal Year 2021 projections are coming in below budgeted revenues. The following chart
shows a current projection of General Fund Revenue for fiscal year 2021.
FY20-21 Variance
Annual Revised Favorable
Revenue Budget Forecast (Unfavorable)
Property Taxes 111,418,455 111,418,455 -
Sales and Use Tax 67,999,593 69,146,260 1,146,667
Franchise Tax 26,812,125 26,702,018 (110,107)
PILOT Taxes 1,508,894 1,508,894 -
TOTAL TAXES 207,739,067 208,775,627 1,036,560
License and Permits 28,601,482 30,071,777 1,470,295
Intergovernmental 4,444,400 4,146,157 (298,243)
Interest Income 1,900,682 1,700,000 (200,682)
Fines & Forfeiture 3,938,848 2,210,747 (1,728,101)
Parking Meter Collection 3,432,962 1,705,187 (1,727,775)
Charges and Services 4,428,069 4,219,771 (208,298)
Miscellaneous Revenue 4,014,037 3,036,282 (977,755)
Interfund Reimbursement 20,281,706 20,268,706 (13,000)
Transfers 9,507,812 9,507,812 -
TOTAL W/OUT SPECIAL TAX 288,289,065 285,642,067 (2,646,998)
Sales and Use Tax - 1/2 cent 32,797,506 33,547,506 750,000
Sales and Use Tax - County
Option - - -
TOTAL GENERAL FUND 321,086,571 319,189,573 (1,896,998)
The City is currently projecting a $1.9 million decrease in budgeted revenue. The largest portion
of the decrease is attributed to a $1.7 million decrease in Fines and Forfeitures, a $1.7 million
decrease in Parking Meter Revenues and a $978 thousand decrease in Miscellaneous
Revenues. These decreases are offset by a projected net increase of $1.4 million in Licenses and
Permits as well as a $1.1 million increase in Sales Tax and a $750 thousand increase in sales tax
attributable to Funding Our Future revenues.
The increase in Licenses and Permits is in spite of airport parking/license tax showing a
decrease due to decreased travel as a result of COVID. The decrease in airport parking and
licenses is $2,045,000. Innkeepers tax has also been hit hard by COVID and is projecting a
decrease of $1,717,500. According to the local news, hotels are experiencing 30% occupancy
compared to this time of year in previous years. Business license are also expected to be below
budget due to trends for apartment units, new business license and renew business licenses.
These losses are offset by gains in permits & zoning building permits (+$1.1M), plan check fees
(+$1.5M), and street excavation (+$1.96M due to a temporary boost from Google contract).
Fines and Forfeitures are projected below budget due to a decrease in parking ticket revenue of
$750k. Justice Court fines are down $185k, while moving violations are projected wat a loss of
$699k. The Justice Court is following the order of the Administrative Office of the Courts which
is resulting in fewer court cases and no orders to pay fines, which are then subsequently not sent
to collections and no warrants are being issued. Traffic school revenue is down $61k and vehicle
booting is projected to be down $19k.
Parking Meter Collection is slightly less than half of the previous fiscal year due to an overall
decrease in traffic downtown. This is driving the significant decrease of $1.7 million.
Additionally, Miscellaneous Revenue has also been affected by the pandemic with decreases in
accounts receivable collections, special event revenue, fuel reimbursement due to the Mayor’s
emergency declaration and utility reimbursement.
Given the available information fund balance would be projected as follows:
With the current use of fund balance from this budget amendment fund balance drops to 15.09%.
2019 Actual FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 56,104,269 10,372,054 69,441,955 79,814,009 6,625,050 82,617,126 89,242,176
Budgeted Change in Fund Balance (380,025) - (1,510,094) (1,510,094) 2,924,682 (7,810,302) (4,885,620)
Prior Year Encumbrances (8,731,774) (3,105,004) (6,566,830) (9,671,834) (3,733,743) (6,165,453) (9,899,196)
Estimated Beginning Fund Balance 46,992,470 7,267,050 61,365,031 68,632,081 5,815,989 68,641,371 74,457,360
Beginning Fund Balance Percent 14.57%18.17%20.64%20.35%17.34%23.66%23.00%
Year End CAFR Adjustments
Revenue Changes - - - - - - -
Expense Changes (Prepaids, Receivable, Etc.) (3,701,982) - (4,127,838) (4,127,838) - (5,676,583) (5,676,583)
Fund Balance w/ CAFR Changes 43,290,488 7,267,050 57,237,193 64,504,243 5,815,989 62,964,788 68,780,777
Final Fund Balance Percent 13.42%18.17%19.26%19.13%17.34%21.70%21.25%
Budget Amendment Use of Fund Balance (1,858,647) (2,300,000) (13,070,734) (15,370,734)
BA#1 Revenue Adjustment - - -
BA#1 Expense Adjustment - - -
BA#2 Revenue Adjustment - - -
BA#2 Expense Adjustment - (288,488) (288,488)
BA#3 Revenue Adjustment - - -
BA#3 Expense Adjustment - (6,239,940) (6,239,940)
BA#4 Revenue Adjustment - - -
BA#4 Expense Adjustment - - -
BA#5 Revenue Adjustment - (242,788) (242,788)
BA#5 Expense Adjustment - (2,783,685) (2,783,685)
BA#6 Revenue Adjustment - - -
BA#6 Expense Adjustment - (63,673) (63,673)
BA#7 Revenue Adjustment - 540,744 540,744
BA#7 Expense Adjustment - (6,582,824) (6,582,824)
BA#8 Revenue Adjustment - - -
BA#8 Expense Adjustment (1,000,000) (1,000,000) (2,000,000)
BA#9 Revenue Adjustment - 439,809 439,809
BA#9 Expense Adjustment - (830,468) (830,468)
Change in Revenue 3,149,980 758,000 6,069,370 6,827,370 750,000 (2,646,998) (1,896,998)
Fund Balance Budgeted Increase 2,500,000 900,000 - 900,000 - - -
- Adjusted Fund Balance 47,081,821 6,625,050 50,235,829 56,860,879 5,565,989 43,266,477 48,832,466
Adjusted Fund Balance Percent 14.60%16.56%16.90%16.86%16.59%14.91%15.09%
Projected Revenue 322,562,293 40,000,000 297,251,407 337,251,407 33,547,506 290,132,520 323,680,026
2021 Projection2020 Projection
Fund Balance Projections
The Administration is requesting a budget amendment totaling $9,685,717.37 of revenue and
expense of $10,039,223.01. The amendment proposes changes in the seven funds, with
$390,658.64 from the General Fund fund balance. The proposal includes twenty-one 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
SALT LAKE CITY ORDINANCE
No. ______ of 2021
Ninth amendment to the Final Budget of Salt Lake City, including
the employment staffing document, for Fiscal Year 2020-2021)
An Ordinance Amending Salt Lake City Ordinance No. 27 of 2020 which adopted the
Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2020 and Ending
June 30, 2021.
In June of 2020, 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,
2020 and ending June 30, 2021, in accordance with the requirements of Section 10-6-118 of the
Utah Code.
The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with
the City Recorder proposed amendments to said duly adopted budget, including the amendments
to the employment staffing document necessary to effectuate the staffing changes specifically
stated herein, copies of which are attached hereto, for consideration by the City Council and
inspection by the public.
All conditions precedent to amend said budget, including the employment staffing
document as provided above, have been accomplished.
Be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of
Salt Lake City, including the employment staffing document, as approved, ratified and finalized
by Salt Lake City Ordinance No. 27 of 2020.
SECTION 2. Adoption of Amendments. The budget amendments, including
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 the
amendments to the employment staffing document described above, for the fiscal year beginning
July 1, 2020 and ending June 30, 2021, in accordance with the requirements of Section 10-6-128
of the Utah Code.
SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is
authorized and directed to certify and file a copy of said budget amendments, including
amendments to the employment staffing document, in the office of said Budget Officer and in
the office of the City Recorder which amendments shall be available for public inspection.
SECTION 4. Effective Date. This Ordinance shall take effect upon adoption.
Passed by the City Council of Salt Lake City, Utah, this _____ day of __________, 2021.
________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to the Mayor on __________________
Mayor’s Action: ____ Approved ____ Vetoed
_________________________
MAYOR
ATTEST:
_______________________________
CITY RECORDER
(SEAL)
Bill No. _________ of 2021.
Published: ___________________.
Salt Lake City Attorney’s Office
Approved As To Form
_________________________
Jaysen Oldroyd
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or
One-time FTEs
1 Withdrawn Prior to Transmittal
2 Withdrawn Prior to Transmittal
3 Withdrawn Prior to Transmittal
4 Withdrawn Prior to Transmittal
5 Inland Port Property Tax Revenue GF 483,242.00 - One-time -
5 Inland Port Property Tax Revenue GF (483,242.00) - One-time -
6 Convention Hotel Property Tax Revenue GF 10,116.00 - One-time -
6 Convention Hotel Property Tax Revenue GF (10,116.00) - One-time -
7 Presumption for CARES GF - (293,067.36)One-time -
7 Presumption for CARES Non-Departmental GF (143,067.36)One-time
7 Presumption fo CARES Fire Change from
Non-Departmental
GF 143,067.36
8 Fire Emergency Management Office
Buildout
GF 150,000.00 150,000.00 One-time -
9 911-ETM Security Platform E911 - 41,138.00 One-time -
Fiscal Year 2020-21 Budget Amendment #9
Council ApprovedAdministration Proposed
Section A: New Items
Section C: Grants for New Staff Resources
Section B: Grants for Existing Staff Resources
1
Fiscal Year 2020-21 Budget Amendment #9
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or
One-time FTEs
1 Police Impact Fee Refund CIP - (510,828.00)One-time -
1 Police Impact Fee Refund CIP - 438,897.00 One-time -
1 Police Impact Fee Refund CIP - 71,931.00 One-time -
2 Move Transportation CIP Projects to CIP
Fund
Transportation - (8,695,770.00)One-time -
2 Move Transportation CIP Projects to CIP
Fund
Transportation - 8,695,770.00 One-time -
2 Move Transportation CIP Projects to CIP
Fund
CIP 8,695,770.00 8,695,770.00 One-time -
3 Transfer CIP Funds to Refuse Fund CIP - 46,982.37 One-time -
3 Transfer CIP Funds to Refuse Fund Refuse 46,982.37 - One-time -
4 Transfer Bond Funds from 700 West Cost
Center to Bond Contingency
CIP - (917,854.00)One-time -
4 Transfer Bond Funds from 700 West Cost
Center to Bond Contingency
CIP - 917,854.00 One-time -
5 Corrections for Debt Transfer Errors in
Original Adopted Budget
GF - 78,291.00 One-time -
5 Corrections for Debt Transfer Errors in
Original Adopted Budget
Debt Service 78,291.00 - One-time -
6 Donation Fund Increase Donation 200,000.00 200,000.00 One-time -
7 Fire Department - Wildland/Search &
Rescue Deployments
GF 230,683.00 230,683.00 One-time -
8 Fire Department - Other Reimbursements GF 59,126.00 59,126.00 One-time -
9 Fire Department - COVID Costs GF - 605,435.00 One-time -
1 Salt Lake County, CATNIP, Reconfigure
Gilmer Drive
CIP 55,365.00 55,365.00 One-time -
2 CARES Act, third tranche Misc Grants 150,000.00 150,000.00 One-time
-
Council Approved
Section D: Housekeeping
Section F: Donations
Section E: Grants Requiring No New Staff Resources
Administration Proposed
2
Fiscal Year 2020-21 Budget Amendment #9
Initiative Number/Name Fund
Revenue
Amount
Expenditure
Amount
Revenue
Amount
Expenditure
Amount
Ongoing or
One-time FTEs
Consent Agenda #5
1 Utah State Dept. of Public Safety, Bureau of
Forensic Services, FY 20 Paul Coverdell Forensic
Science Improvement Grant Program
Misc Grants 19,500.00 19,500.00 One-time -
Total of Budget Amendment Items 9,685,717.37 10,039,223.01 - - -
Total by Fund Class, Budget Amendment #9:
General Fund GF 439,809.00 830,467.64 - - -
Capital Improvement Program Fund CIP 8,751,135.00 8,798,117.37 - - -
Debt Service Fund Debt Service 78,291.00 - - - -
Donation Fund Donation 200,000.00 200,000.00 - - -
Refuse Fund Refuse 46,982.37 - - - -
E 911 Fund E911 - 41,138.00 - - -
Miscellaneous Grants Fund Misc Grants 169,500.00 169,500.00 - - -
- - -
Total of Budget Amendment Items 9,685,717.37 10,039,223.01 - - -
Administration Proposed Council Approved
Section I: Council Added Items
Section G: Council Consent Agenda -- Grant Awards
3
Fiscal Year 2020-21 Budget Amendment #9
Current Year Budget Summary, provided for information only
FY 2020-21 Budget, Including Budget Amendments
FY 2020-21
Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total
^^ Total Through
BA#5 ^^
General Fund (FC 10)326,130,003 288,487.58 6,184,940.00 2,783,685.00 335,387,115.58
Curb and Gutter (FC 20)3,000 3,000.00
DEA Task Force Fund (FC 41)1,763,746 1,763,746.00
Misc Special Service Districts (FC 46)1,550,000 1,550,000.00
Street Lighting Enterprise (FC 48)5,379,697 1,500.00 5,381,197.00
Water Fund (FC 51)126,333,193 296,750.00 126,629,943.00
Sewer Fund (FC 52)212,638,399 108,500.00 212,746,899.00
Storm Water Fund (FC 53)17,961,860 32,650.00 17,994,510.00
Airport Fund (FC 54,55,56)302,311,600 - 520,000.00 38,956,452.00 341,788,052.00
Refuse Fund (FC 57)16,515,438 53,200.00 2,742,500.00 19,311,138.00
Golf Fund (FC 59)8,484,897 8,484,897.00
E-911 Fund (FC 60)3,789,270 3,789,270.00
Fleet Fund (FC 61)19,209,271 93,000.00 19,302,271.00
IMS Fund (FC 65)18,289,687 237,000.00 18,526,687.00
County Quarter Cent Sales Tax for
Transportation (FC 69)
7,571,945 7,571,945.00
CDBG Operating Fund (FC 71)3,509,164 3,063,849.00 6,573,013.00
Miscellaneous Grants (FC 72)8,261,044 716,764.00 5,925,738.42 5,925,738.00 7,818,505.00 28,647,789.42
Other Special Revenue (FC 73)- -
Donation Fund (FC 77)2,380,172 2,380,172.00
Housing Loans & Trust (FC 78)23,248,016 23,248,016.00
Debt Service Fund (FC 81)37,519,401 (3,858,955.00) 33,660,446.00
CIP Fund (FC 83, 84 & 86)24,420,242 36,435,000.00 60,855,242.00
Governmental Immunity (FC 85)2,855,203 2,855,203.00
Risk Fund (FC 87)51,409,025 14,350.00 51,423,375.00
Total of Budget Amendment Items 1,221,534,273 716,764.00 7,463,826.00 45,141,392.00 5,925,738.00 49,091,934.00 1,329,873,927.00
4
Fiscal Year 2020-21 Budget Amendment #9
Current Year Budget Summary, provided for information only
FY 2020-21 Budget, Including Budget Amendments
^^ FY 2020-21
Adopted Budget
through BA#5
^^ BA #6 Total BA #7 Total BA #8 Total BA #9 Total Total To-Date
General Fund (FC 10)335,387,116 63,673.00 6,582,824.00 2,000,000.00 830,467.64 344,864,080
Curb and Gutter (FC 20)3,000 3,000
DEA Task Force Fund (FC 41)1,763,746 1,763,746
Misc Special Service Districts (FC 46)1,550,000 1,550,000
Street Lighting Enterprise (FC 48)5,381,197 5,038.00 5,386,235
Water Fund (FC 51)126,629,943 1,543,238.00 128,173,181
Sewer Fund (FC 52)212,746,899 241,206.00 212,988,105
Storm Water Fund (FC 53)17,994,510 67,282.00 18,061,792
Airport Fund (FC 54,55,56)341,788,052 859,674.00 342,647,726
Refuse Fund (FC 57)19,311,138 128,084.00 19,439,222
Golf Fund (FC 59)8,484,897 23,667.00 8,508,564
E-911 Fund (FC 60)3,789,270 41,138.00 3,830,408
Fleet Fund (FC 61)19,302,271 97,612.00 19,399,883
IMS Fund (FC 65)18,526,687 453,399.00 93,766.00 19,073,852
County Quarter Cent Sales Tax for
Transportation (FC 69)
7,571,945 1,876.00 7,573,821
CDBG Operating Fund (FC 71)6,573,013 6,573,013
Miscellaneous Grants (FC 72)28,647,789 750,000.00 11,223,292.00 169,500.00 40,790,581
Other Special Revenue (FC 73)- 520,150.00 520,150
Donation Fund (FC 77)2,380,172 200,000.00 2,580,172
Housing Loans & Trust (FC 78)23,248,016 - 23,248,016
Debt Service Fund (FC 81)33,660,446 33,660,446
CIP Fund (FC 83, 84 & 86)60,855,242 1,293,732.00 1,361,866.14 8,798,117.37 72,308,958
Governmental Immunity (FC 85)2,855,203 5,296.00 2,860,499
Risk Fund (FC 87)51,423,375 3,836.00 51,427,211
Total of Budget Amendment Items 1,329,873,927 2,560,804.00 22,758,707.14 2,000,000.00 10,039,223.01 - 1,367,232,661
Budget Manager
Analyst, City Council
5
Fiscal Year 2020-21 Budget Amendment #9
Contingent Appropriation
6
Salt Lake City FY 2020-21 Budget Amendment #9
Initiative Number/Name Fund Amount
1
Section A: New Items
A-1: Withdrawn Prior to Transmittal
A-2: Withdrawn Prior to Transmittal
A-3: Withdrawn Prior to Transmittal
A-4: Withdrawn Prior to Transmittal
A-5: Inland Port Tax Revenue GF $0.00
Department: Finance Prepared By: John Vuyk
As part of the City's annual financial audit, the City was informed it needs to budget and account for City tax revenue withi n
the boundaries of the Inland Port. Because the tax revenue is dispersed directly to the inland port, the City does not receive
the tax revenue. The City will budget a line item to recognize the tax revenue and a corresponding contra account so City
revenue is not overstated. A $500,000 portion of the Inland Port revenue was accounted for in budget amendment #7 of
this fiscal year. This amendment will account for the remaining $483,242 in anticipated revenue.
A-6: Convention Hotel Tax Revenue GF $0.00
Department: Finance Prepared By: John Vuyk
As part of the City's annual financial audit, the City was informed it needs to budget and account for City tax revenue at the
Convention Center Hotel. Because the tax revenue is dispersed directly to the convention hotel, the City does not receive
the tax revenue. The City will budget a line item to recognize the tax revenue and a corresponding contra account so City
revenue is not overstated. This amendment is for the $10,116 in anticipated revenue.
A-7: Presumption for CARES GF -$293,067.36
Department: Finance Prepared By: John Vuyk
The Council approved the use of the assumption for any unspent funds from CARES. This amendment recognizes the
removes personnel expenses in Fire that were used for the assumption and passes the eligible budget from previously
budgeted line items to Fire.
A-8: Fire Emergency Management Office Buildout
GF $293,067.36
Department: Finance Prepared By: Mary Beth Thompson/
Clint Rasmussen
The Administration is proposing to use the third traunche of CARES Act funding ($150,000) and the remaining unspent
amounts from the first two traunches ($143,067.36) to build office space for Emergency Management within the Fire
Department. Emergency Management is growing and is currently limited in office space. The current staff reside on the
3rd floor of the PSB, many in spaces designed as common space or break-out rooms. Adjacent to this area, is open floor
space that can be converted to office space. This would include 2 new Division Chief offices, 2 new Captain offices, plus
cubicle space and open space. Construction budget is estimated at $275,000 plus furniture requirements of $42,000. Fire
Department funds will be used to complete any additional costs not covered in this amendment.
Salt Lake City FY 2020-21 Budget Amendment #9
Initiative Number/Name Fund Amount
2
A-9: 911-ETM Security Platform E911 $41,138.00
Department: E911 Communications Prepared By: Clint Rasmussen
SLC911 has seen an unprecedented surge of digital attacks on their 911 and administrative lines. The result has been a
telephone denial of service attack (TDoS) which means that a series of calls spoof incoming lines by merging other public
safety answering points together, or robo calling which overwhelms lines for service. While we have been fortunate to date,
we are seeing this behavior more frequently. Without this protection, our communities are at risk and it would have a
devastating impact on the ability of the center to answer emergency calls. SLC911 is requesting emergency funding to
purchase an enterprise voice network security platform. This platform includes hardware, software, and monitoring
services. The managed services will monitor 911's administrative systems for threats and respond with specific
recommendations to mitigate any attacks. This funding is requested to come from Fund 60, the E911 Tax Fund, not the
General Fund.
Hardware $9,685
Licensing $2,878
Installation/Training $3,375
Monitoring Services $25,200
Total Requested $41,138
Section B: Grants for Existing Staff Resources
Section C: Grants for New Staff Resources
Section D: Housekeeping
D-1: Police Impact Fee Refund Impact Fees -$510,828.00
Impact Fees $510,828.00
Department: Finance Prepared By: John Vuyk / Mike Atkinson
The City Council set aside funding for the purchase of property using Police Impact Fees. The intended property did not
work for the police precinct and refunds of the impact fees are now required. These refunds will be funded with proceeds
from unclaimed refunds from Cost Center 8417006. The remaining funds in 8417006 will be returned to 8484001.
D-2: Moving Transportation CIP Projects to CIP Fund Trans -$8,695,770.00
Trans $8,695,770.00
CIP $8,695,770.00
Department: Finance Prepared By: Mike Atkinson
Currently the Transportation CIP projects reside in the Transportation fund. Because the fund is a governmental fund,
assets will need to be carefully evaluated, capitalized, depreciated and reported like the regular CIP funds. This is a time
intensive project and one of the biggest bottle necks for the financial audit. To relieve some of this pressure, we request
that the Transportation capital projects be moved to the CIP fund so they can be processed like the other CIP funds. The
funds will be easily identifiable as being funded by the Transportation sales tax. No additional funding is required as this
just moves the funds from the Transportation Fund to the CIP Fund.
Salt Lake City FY 2020-21 Budget Amendment #9
Initiative Number/Name Fund Amount
3
D-3: Transfer CIP Funds to Refuse Fund CIP $46,982.37
Department: Sustainability Prepared By: Gregg Evans
The Department of Sustainability is requesting a budget amendment to transfer $46,982 from CIP to the Envi ronment and
Energy Fund 00577 within the Refuse Fund Class 57. During FY19 the Department of Sustainability transferred $240,000
to CIP (CC 8320715) to be used in conjunction with an RMP Bluesky grant toward installing rooftop solar on the Sorenson
Unity Center building. The Sorenson Rooftop Solar Project is now finished, and the department is requesting that the
remaining unused funds of $46,982 be transferred back into the Environment and Energy Fund (E&E) within the Refuse
Fund Class 57.
Due to the shrinking E&E fund balance these funds are greatly needed and will be used to fund future sustainability
projects and operations.
D-4: Transfer Bond Funds from 700 West Cost Center to Bond
Contingency
CIP -$917,854.00
CIP $917,854.00
Department: Community & Neighborhoods Prepared By: John Vuyk
The budgetary estimate of construction costs for the 700 West Road Re-Construction Bond project was $2,000,000. 10%
of these funds were assigned to the 2020 Bond Contingency Fund. The 700 West Cost Center was, therefore, $1,800,000.
700 West was also eligible for $155,000 of Impact Fees. The bids for 700 West came in well below the budgeted amount.
With the completion of construction and the application of Impact Fees, the 700 West project is $917,853.80 below the
budgeted amount. This includes the hard and soft costs.
These funds are being requested to be moved to one of the 2020 or 2021 contingency fu nds so the bond funds can be
expended on upcoming bond road projects.
D-5: Corrections for Debt Transfer Errors in Original Adopted
Budget
GF $78,291.00
Debt Service $78,291.00
Department: Finance Prepared By: Russ Sundquist
During the chaos of the COVID pandemic, the estimated savings from existing cash in the debt service fund of $22,892
(see CIP book page A6) were subtracted twice. It is necessary to add additional budget to cover sales tax bonds.
Additionally, the City also expected to realize savings from refunding the ESCO debt of $55,399 (see Budget Book page
B21). As the bonds were evaluated in preparation for the refunding, there was not the estimated savings that were
expected. The total amount needed is $78,291.
D-6: Donation Fund Increase Donation $200,000.00
Department: Finance Prepared By: Teresa Beckstrand
There is a strong possibility that before the year-end we will receive several large donations that will exceed the amount
approved in the annual budget. It is necessary to have enough budget to accommodate all the donations and be under
budget by the end of the fiscal year and be in compliance for the audit. As of December 30th, 2020 there were
approximately $80,000 in donations. If the expected donations are received, we will need approximately $200,000 in
budget. All donations are processed as required through the donation ordinance and will be reported in detail to Council
after the end of the year.
Salt Lake City FY 2020-21 Budget Amendment #9
Initiative Number/Name Fund Amount
4
D-7: Fire Department – Wildland/Search & Rescue Deployments GF $230,683.00
Department: Fire Prepared By: Clint Rasmussen
Personnel were deployed several times during Fall 2020. A team was mobilized to Hurricane Laura in August, a Search &
Rescue team assisted in Oregon in September while simultaneously another team volunteered to fight their Wildfires. The
department helped fight the California Wildfires in October. Finally, crews assisted in Utah County on the Ridge Fire. All
costs associated with these deployments will be reimbursed to Salt Lake City. We are asking the City Council to approve
this request to offset personnel costs that include overtime, benefits, and backfill. This proposal will make the fire
department whole as well as the General Fund with offsetting revenues. The request is only for the amount of revenues we
have received.
Expense
Hurricane Laura - August 2020 $ 87,572.01
Oregon Wildfire Search & Rescue - September 2020 $234,201.93
Oregon Wildfire - September 2020 $243,468.67
California Wildfire - October 2020 $ 176,218.51
Utah County Ridge Fire - October 2020 $ 3,666.00
Total Expense Incurred $745,127.12
Revenue/Reimbursement Received
Hurricane Laura $ 59,328.56 2/24/2021
Oregon Search & Rescue $167,688.39 2/24/2021
Utah County Ridge Fire $ 3,666.00 3/2/2021
Reimbursement Rec'd $230,682.95
Remainder of Reimbursement will likely be received in FY22 and will be included in the Mayor’s Recommended Budget as
a one-time revenue and expense line item.
D-8: Fire Department – Other Reimbursements GF $59,126.00
Department: Fire Prepared By: Clint Rasmussen
The Fire Department has provided several services in which it expects to receive a reimbursement including: Fire Inspector
overtime on behalf of the SLC Airport Redevelopment contractor, backfill costs caused by Utah Search and Rescue training
at their request, Fire Watch services for the Vice Presidential Debate at the University of Utah, and finally cost recovery
efforts from negligent accidents/incidents.
Airport Redevelopment Inspector OT $ 7,671.50
Utah Search and Rescue (USAR) Training/Backfill $19,006.05
Cost Recovery $28,811.15
Vice Presidential Debate Fire Watch/Standby $ 3,637.45
Budget Amendment Total $59,126.15
Salt Lake City FY 2020-21 Budget Amendment #9
Initiative Number/Name Fund Amount
5
D-9: Fire Department COVID Costs GF $605,435.00
Department: Fire Prepared By: Clint Rasmussen
COVID19 ERPL and Worker's Compensation claims caused by COVID19 have had a detrimental effect to the Fire
Department's budget. While ERPL was very much appreciated by Fire personnel, it caused a dramatic rise in the cost of
backfilling open shifts. The Fire Department has a 4-handed staffing mandate, meaning each apparatus will have 4
personnel and the department will "buy back" off duty personnel to fill any gaps. Many times, this cost is paid out at
overtime. When Emergency Responders tested positive for COVID19, it was a presumptive positive, meaning it was
assumed the infection was obtained while working on the job in their role for Salt Lake City. It is anticipated that some of
these costs will eventually be reimbursed by FEMA.
This request is for Worker's Compensation claims directly caused by COVID19, and ERPL associated backfill costs
(Buybacks, Fullstaffs, OT, MRT OT).
WC Claims $155,295
ERPL Backfill $450,140
Total $605,435
Section E: Grants Requiring No New Staff Resources
E-1: Salt Lake County, CATNIP, Reconfigure Gilmer Drive CIP $55,365.00
Department: Finance Prepared By: Melyn Osmond
The Transportation Division received a follow up grant award from Salt Lake County for $55,365 to finish up
the original 9 Line / 900 South Trail. The Gilmer Drive Intersection was not completed during the original
contract period so the funds were unspent.
The County issued a new Interlocal Agreement with the City to finish the project funding from the original
Agreement. This funding is to reconfigure the Gilmer Drive Intersection; move and curb, add a landscaped
separation between bikeway and roadway and install wayfinding signage.
In FY18 The Transportation Division applied for and received a grant from Salt Lake County for $500,000
under the Countywide Active Transportation Network Improvement Program 2017. This grant is to be used for
design and construction of the segment of the 9 Line / 900 South Trail between 900 East and 1300 East.
Construction of the trail segment would occur in conjunction with road reconstruction from Lincoln (950 East)
to 1300 East and the installation of wayfinding signs on 900 South and Gilmer Drive.
This grant has a no match requirement.
A public hearing was held on 12/12/17 on the original grant application for this award.
E-2: CARES Act, third tranche Grant $150,000.00
Department: Finance Prepared By: Melyn Osmond
Salt Lake City received $150,000 from the third tranche of CARES Act funding. In BA#4 the Council authorized
the Administration to use the presumption that any amount received in this tranche would cover costs
associated with expenses within the Fire Department. This amendment formalizes that assumption, with the
City recognizing the revenue and an expense associated with the award.
Salt Lake City FY 2020-21 Budget Amendment #9
Initiative Number/Name Fund Amount
6
The County issued a new Interlocal Agreement with the City to finish the project funding from the original
Agreement. This funding is to reconfigure the Gilmer Drive Intersection; move and curb, add a landscaped
separation between bikeway and roadway and install wayfinding signage.
In FY18 The Transportation Division applied for and received a grant from Salt Lake County for $500,000
under the Countywide Active Transportation Network Improvement Program 2017. This grant is to be used for
design and construction of the segment of the 9 Line / 900 South Trail between 900 East and 1300 East.
Construction of the trail segment would occur in conjunction with road reconstruction from Lincoln (950 East)
to 1300 East and the installation of wayfinding signs on 900 South and Gilmer Drive.
This grant has a no match requirement.
A public hearing was held on 12/12/17 on the original grant application for this award.
Section F: Donations
Section G: Consent Agenda
Consent Agenda #5
G-1: Utah State Dept. of Public Safety, Bureau of Forensic Services,
FY 20 Paul Coverdell Forensic Science Improvement Grant
Program
Misc Grants $19,500.00
Department: Police Prepared By: Jordan Smith / Melyn Osmond
The police department is proposed as a sub-awardee in the Utah Department of Public Safety’s Bureau of Forensic Services
(UBFS) application for the FY20 Paul Coverdell Forensic Science Improvement Grant Program. The state’s application
includes $19,500 for the police department’s Crime Laboratory to attain initial accreditation in 2021 through ANAB (ANSI
National Accreditation Board) under ISO 17020 for Inspection Agencies.
The Police Department received a subaward from UBFS’s FY19 Coverdell application to fund the application fee. The
anticipated remaining accreditation costs, which will be funded through this FY20 award, include the assessment fee and
the annual accreditation fee based on the laboratory’s scope of operations.
A match is not required for this award.
Section I: Council Added Items
Impact Fees ‐ Summary Confidential
Data pulled 4/01/2021
Unallocated Budget Amounts: by Major Area
Area Cost Center UnAllocated
Cash Notes:
Impact fee - Police 8484001 395,285$ A
Impact fee - Fire 8484002 930,142$ B
Impact fee - Parks 8484003 7,097,114$ C
Impact fee - Streets 8484005 5,013,594$ D
13,436,135$
Expiring Amounts: by Major Area, by Month
202007 (Jul2020)2021Q1 -$ -$ -$ -$ -$
202008 (Aug2020)2021Q1 -$ -$ -$ -$ -$
202009 (Sep2020)2021Q1 -$ -$ -$ -$ -$
202010 (Oct2020)2021Q2 -$ -$ -$ -$ -$
202011 (Nov2020)2021Q2 -$ -$ -$ -$ -$
202012 (Dec2020)2021Q2 -$ -$ -$ -$ -$
202101 (Jan2021)2021Q3 -$ -$ -$ -$ -$
202102 (Feb2021)2021Q3 16,273$ ^ 1 -$ -$ -$ 16,273$
202103 (Mar2021)2021Q3 16,105$ ^ 1 -$ -$ -$ 16,105$ Current Month
202104 (Apr2021)2021Q4 1,718$ ^ 1 -$ -$ -$ 1,718$
202105 (May2021)2021Q4 14,542$ ^ 1 -$ -$ -$ 14,542$
202106 (Jun2021)2021Q4 30,017$ ^ 1 -$ -$ -$ 30,017$
202107 (Jul2021)2022Q1 10,107$ ^ 1 -$ -$ -$ 10,107$
202108 (Aug2021)2022Q1 6,804$ ^ 1 -$ -$ -$ 6,804$
202109 (Sep2021)2022Q1 5,554$ ^ 1 -$ -$ -$ 5,554$
202110 (Oct2021)2022Q2 3,106$ ^ 1 -$ -$ -$ 3,106$
202111 (Nov2021)2022Q2 -$ -$ -$ -$ -$
202112 (Dec2021)2022Q2 -$ -$ -$ -$ -$
202201 (Jan2022)2022Q3 -$ -$ -$ -$ -$
202202 (Feb2022)2022Q3 -$ -$ -$ -$ -$
202203 (Mar2022)2022Q3 -$ -$ -$ -$ -$
202204 (Apr2022)2022Q4 -$ -$ -$ -$ -$
202205 (May2022)2022Q4 -$ -$ -$ -$ -$
202206 (Jun2022)2022Q4 -$ -$ -$ -$ -$
202207 (Jul2022)2023Q1 -$ -$ -$ -$ -$
202208 (Aug2022)2023Q1 -$ -$ -$ -$ -$
202209 (Sep2022)2023Q1 -$ -$ -$ -$ -$
202210 (Oct2022)2023Q2 -$ -$ -$ -$ -$
202211 (Nov2022)2023Q2 -$ -$ -$ -$ -$
202212 (Dec2022)2023Q2 -$ -$ -$ -$ -$
202301 (Jan2023)2023Q3 -$ -$ -$ -$ -$
202302 (Feb2023)2023Q3 -$ -$ -$ -$ -$
202303 (Mar2023)2023Q3 -$ -$ -$ -$ -$
202304 (Apr2023)2023Q4 118$ -$ -$ -$ 118$
202305 (May2023)2023Q4 469$ -$ -$ -$ 469$
202306 (Jun2023)2023Q4 276$ -$ -$ -$ 276$
Total, Currently Expiring through June 2021 78,656$ -$ -$ -$ 78,656$
Notes
^1
FY
2
0
2
3
Calendar
Month
1/26/21: We are currently in a refund situation. We will refund $104k in the next 9 months without offsetting expenditures
Fi
s
c
a
l
Y
e
a
r
2
0
2
1
FY
2
0
2
2
Fiscal
Quarter
E = A + B + C + D
Police Fire Parks Streets
Total
Impact Fees Confidential
Data pulled 4/01/2021 AAA BBB CCC DDD = AAA - BBB - CCC
Police
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Crime lab rent 8417001 -$ 118$ -$ (118)$
Eastside Precint 8419201 21,639$ 21,639$ -$ -$
Sugarhouse Police Precinct 8417016 10,331$ 10,331$ -$ -$
Public Safety Building Replcmn 8405005 14,068$ 14,068$ -$ 0$ A
Police'sConsultant'sContract 8419205 5,520$ 3,507$ 1,955$ 58$
Police Refunds 8418013 539,687$ -$ 69,291$ 470,396$
Police impact fee refunds 8417006 510,828$ -$ -$ 510,828$
PolicePrecinctLandAquisition 8419011 1,410,243$ 239,836$ -$ 1,170,407$
Grand Total 2,512,316$ 289,499$ 71,246$ 2,151,572$
Fire
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Fire refunds 8416007 82,831$ -$ -$ 82,831$
Fire Station #14 8415001 6,650$ 6,083$ 567$ -$
Fire Station #14 8416006 52,040$ -$ 7,428$ 44,612$
Fire Station #3 8415002 1,568$ -$ -$ 1,568$
Fire Station #3 8416009 1,050$ 96$ 485$ 469$
Impact fee - Fire 8484002 -$ -$ -$ -$
Impact fee - Parks 8484003 -$ -$ -$ -$
Impact fee - Streets Westside 8484005 -$ -$ -$ -$ B
Study for Fire House #3 8413001 15,700$ -$ -$ 15,700$
FireTrainingCenter 8419012 46,550$ -$ 46,550$ -$
Fire'sConsultant'sContract 8419202 10,965$ 6,966$ 3,941$ 58$
FY20 FireTrainingFac. 8420431 66,546$ -$ 10,516$ 56,031$
Fire Station #3 Debt Service 8421200 541,106$ -$ 541,106$ -$
Grand Total 1,164,177$ 13,145$ 949,764$ 201,268$
Parks
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Three Creeks Confluence 8419101 173,017$ 39,697$ 133,320$ -$
Impact fee - Fire 8484002 -$ -$ -$ -$
Impact fee - Parks 8484003 -$ -$ -$ -$
Impact fee - Streets Westside 8484005 -$ -$ -$ -$
Park'sConsultant'sContract 8419204 7,643$ 6,388$ 1,213$ 42$
337 Community Garden, 337 S 40 8416002 277$ -$ -$ 277$
Folsom Trail/City Creek Daylig 8417010 766$ -$ 470$ 296$
Cwide Dog Lease Imp 8418002 24,056$ 23,000$ 270$ 786$ C
Rosewood Dog Park 8417013 16,087$ -$ 14,977$ 1,110$
Jordan R 3 Creeks Confluence 8417018 11,856$ -$ 10,287$ 1,570$
9line park 8416005 86,322$ 20,952$ 63,114$ 2,256$
Jordan R Trail Land Acquisitn 8417017 2,946$ -$ -$ 2,946$
Fairmont Park Lighting Impr 8418004 50,356$ 43,597$ 605$ 6,155$
Parks and Public Lands Compreh 8417008 7,500$ -$ -$ 7,500$
FY Rich Prk Comm Garden 8420138 27,478$ 4,328$ 14,683$ 8,467$
Redwood Meadows Park Dev 8417014 15,939$ -$ 6,589$ 9,350$
ImperialParkShadeAcct'g 8419103 10,830$ -$ -$ 10,830$
Park refunds 8416008 11,796$ -$ -$ 11,796$
Warm Springs Off Leash 8420132 27,000$ -$ 6,589$ 20,411$
JR Boat Ram 8420144 125,605$ 16,546$ 49,104$ 59,956$
Cnty #2 Match 3 Creek Confluen 8420426 515,245$ 407,516$ 37,648$ 70,081$
IF Prop Acquisition 3 Creeks 8420406 350,000$ -$ 257,265$ 92,736$
Parks Impact Fees 8418015 102,256$ -$ -$ 102,256$
UTGov Ph2 Foothill Trails 8420420 200,000$ 35,506$ 51,934$ 112,560$
FY20 Bridge to Backman 8420430 727,000$ 571,809$ 4,080$ 151,111$
9Line Orchard 8420136 195,045$ -$ -$ 195,045$
Waterpark Redevelopment Plan 8421402 225,000$ -$ -$ 225,000$
Trailhead Prop Acquisition 8421403 275,000$ -$ -$ 275,000$
Bridge to Backman 8418005 350,250$ 12,980$ 54,332$ 282,939$
Parley's Trail Design & Constr 8417012 327,678$ 979$ -$ 326,699$
Cnty #1 Match 3 Creek Confluen 8420424 400,000$ -$ -$ 400,000$
Jordan Prk Event Grounds 8420134 431,000$ -$ -$ 431,000$
Wasatch Hollow Improvements 8420142 490,830$ -$ -$ 490,830$
Fisher House Exploration Ctr 8421401 540,732$ -$ -$ 540,732$
Marmalade Park Block Phase II 8417011 1,145,394$ 46,474$ 33,569$ 1,065,351$
Fisher Carriage House 8420130 1,098,764$ -$ -$ 1,098,764$
Pioneer Park 8419150 3,442,199$ 274,321$ 46,898$ 3,120,981$
Grand Total 11,415,868$ 1,504,094$ 786,943$ 9,124,831$
Streets
Allocation
Budget Amended
Allocation
Encumbrances YTD Expenditures
Allocation
Remaining
Appropriation
Values
Impact fee - Streets Westside 8484005 -$ -$ -$ -$
IF Roundabout 2000 E Parleys 8420122 455,000$ -$ 455,000$ -$
500 to 700 S 8418016 575,000$ 96,637$ 478,363$ -$
LifeOnState Imp Fee 8419009 124,605$ -$ 124,605$ -$
Impact fee - Parks 8484003 -$ -$ -$ -$
700 South Reconstruction 8414001 310,032$ -$ 310,032$ -$
700 South Reconstruction 8415004 1,157,506$ 2,449$ 1,155,057$ -$
Impact fee - Fire 8484002 -$ -$ -$ -$ D
Transportation Safety Improvem 8417007 22,360$ -$ 20,821$ 1,539$
Gladiola Street 8406001 16,544$ 13,865$ 435$ 2,244$
Street'sConsultant'sContract 8419203 39,176$ 17,442$ 9,360$ 12,374$
Trans Master Plan 8419006 13,000$ -$ -$ 13,000$
500/700 S Street Reconstructio 8412001 41,027$ 21,799$ 3,319$ 15,909$
Transp Safety Improvements 8420110 250,000$ 142,326$ 69,591$ 38,083$
1300 S Bicycle Bypass (pedestr 8416004 42,833$ -$ -$ 42,833$
Complete Street Enhancements 8420120 125,000$ 6,020$ 61,182$ 57,798$
Trans Safety Improvements 8419007 210,752$ 69,002$ 56,815$ 84,935$
Indiana Ave/900 S Rehab Design 8412002 124,593$ -$ -$ 124,593$
Transportation Safety Imp 8418007 147,912$ 1,264$ 8,990$ 137,658$
9 Line Central Ninth 8418011 152,500$ -$ -$ 152,500$
Bikeway Urban Trails 8418003 200,000$ -$ -$ 200,000$
TransportationSafetyImprov IF 8421500 375,000$ 72,947$ -$ 302,053$
IF Complete Street Enhancement 8421502 625,000$ -$ -$ 625,000$
Traffic Signal Upgrades 8419008 251,316$ -$ 15,688$ 235,628$
Traffic Signal Upgrades 8420105 300,000$ -$ -$ 300,000$
Traffic Signal Upgrades 8421501 875,000$ -$ -$ 875,000$
Street Improve Reconstruc 20 8420125 2,858,090$ -$ 607,870$ 2,250,220$
Grand Total 9,292,247$ 443,752$ 3,377,127$ 5,471,368$
Total 24,384,609$ 2,250,490$ 5,185,080$ 16,949,039$
E = A + B + C + D
TRUE TRUE TRUE TRUE
7,097,114$
5,013,594$
13,436,135$
8484002
8484003
8484005
395,285$
$930,142
8484001
UnAllocated
Budget
Amount
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: Kira Luke
Budget & Policy Analyst
DATE: May 11, 2021
RE: Small Cell Wireless Facilities (SWF) SQF, LLC Master License Agreement (MLA)
ISSUE AT-A-GLANCE
Small cell wireless facilities (SWF) add capacity and coverage on a wireless network which
improves service in locations with a high density of telecommunication users. SWF are
expected to provide part of the infrastructure for fifth-generation wireless technologies (“5G”).
Each facility includes an antenna, radio and power meter, and needs connections to power and
fiber optic cables. Wireless providers install SWF on public-right-of-way infrastructure
including existing and new monopoles, billboards, street lights, street signs, traffic poles, utility
poles and other structures.
An MLA is a general grant of permission to use the City’s public-right-of-way. After receiving an MLA, a company
must submit a permit application for each installation location. Due to superseding federal and state legislation,
the City is very limited in ability to regulate placement, appearance or density of pole installations and is required
to grant applications that meet the City’s guidelines.
The proposed Master License Agreement is for a term of 10 years and allows SQF, LLC to install a network of
Wireless Facilities and related structures in the public-right-of-way, subject to applicable permit approvals and
design standards. Providers wishing to install fiber optic lines must also hold a franchise agreement with the City.
SQF, LLC has also applied for a franchise agreement.
Budget Impact: A small positive budget impact is expected as a result of the new MLA. The company will pay the
City an annual fee equal to $50 per utility pole, as permitted by State Code. This is in addition to standard
permitting fees for associated construction.
Community Concerns:
•Noticing: Council Members have received complaints from some constituents that multiple companies
provide little or no notice to residents when working in adjacent public rights of way. The Council has
discussed and given feedback on a first draft of an ordinance expanding noticing requirements for work in
the public right of way. The Administration is working with Council staff on an updated draft.
•Aesthetics: Residents have raised concerns about pole aesthetics, impacts to views, and incongruence
with neighborhood character. When Federal and State legislation was passed preempting much of the
City’s regulatory role in small wireless facilities, the City established design standards installers are
expected to meet. The Council has been holding conversations about the possibility of further revising
those standards (see Policy Question 3).
Page | 2
•Health: Constituents have also raised concerns about whether SWF installations could come with health
impacts. The Federal Communications Commission (FCC) has ruled SWF installations exempt from
environmental impact review, which precludes the City from any ability to restrict installations based on
health concerns.
POLICY QUESTIONS
1.Budget impact: Most of the City’s master license agreements derive from a standard template, which
defers the fees set to state code. According to the Administration, they’ve observed a trend of decreasing
revenue from telecommunications franchises. The Council may wish to ask, are there other ways to capture
revenue from new technologies?
2.Digital Equity: Council Members have heard concerns that 5g rollout may be disproportionately
available to residents in different parts of the City, leaving residents on the Westside particularly unable to
access the same technology as residents on the East side of the City.
a. The Council may wish to ask if the City’s forthcoming Equity Study or new Chief Equity Officer
may have a role to inform master license agreements like the one under consideration?
b.By way of example, in 2016, the City created a cooperation statement with Rocky Mountain Power
to affirm mutual interest in progress toward the City's sustainability goals, which in turn informed
the 5-year franchise agreement with Rocky Mountain Power. The Council may also wish to ask, has
a similar arrangement with internet/telecommunication providers been considered as an avenue
to pursue the City's digital equity goals?
3.Updated Guidelines: The Council has received feedback from residents frustrated over the lack of ability
to deter or affect SWF placements in neighborhoods. In a work session briefing, options such as revising
the design guidelines or placing stronger emphasis on colocation were discussed. While these revisions are
under discussion, the Council may wish to discuss with the Administration how the City can balance timely
application processing with giving the City time to update the standards future applicants may be held to.
4.Ten-Year Term: The Council may wish to ask the Administration, is a ten-year term reasonable, or is
technology or City policy expected to advance in such a way that the agreement should be revisited sooner?
5.Enforcement: From franchise agreements to building permits, utility providers typically work through a
number of City processes to ensure any installations are in compliance. The Council Office has received
complaints from residents about monopoles and utility poles that did not appear to follow the designated
City processes. The Council may wish to ask, would additional resources enable the Administration to more
closely monitor and respond to constituent complaints of any non-complying utilities?
ATTACHMENTS
1. Small Cell Background Information
https://small-cell-wireless-facilities-slcgov.hub.arcgis.com/
ERIN MENDENHALL
Mayor
DEPARTMENT of COMMUNITY
and NEIGHBORHOODS
Blake Thomas
Director
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
CITY COUNCIL TRANSMITTAL
________________________ Date Received: _________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE:
Amy Fowler, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
__________________________
SUBJECT: SQF, LLC Master License Agreement for Small Cell Installation in the Right-of-
Way
STAFF CONTACT: Blake Thomas, CAN Director 801-535-7707
Shellie Finan, Real Property Manager 801-535-6447
Kimberly Chytraus, City Attorney 801-535-7683
DOCUMENT TYPE: Ordinance / Master License Agreement
RECOMMENDATION: Pass an Ordinance granting the Master License Agreement with SQF,
LLC for small cell installation in the right-of-way.
BUDGET IMPACT: None
BACKGROUND/DISCUSSION: SQF, LLC (“SQF”) has applied for a new, non-exclusive
Master License Agreement (“MLA”) to access Salt Lake City rights-of way to install small cell
infrastructure for wireless provider clients, which will allow a wireless carrier to increase its
wireless capacity in installation areas. This MLA granted by the City will allow this small cell
provider to install and maintain small cell infrastructure within the City rights-of-way, subject to
conditions in the agreement and after securing specific site approvals. The MLA also requires
payment for the grant of access to the City’s right-of-way. SQF and the City have negotiated the
terms of the proposed MLA, attached as Exhibit “A” to the proposed Ordinance.
PUBLIC PROCESS: Not Applicable
EXHIBITS: Proposed Ordinance and Master License Agreement
April 7, 2021
Lisa Shaffer (Apr 7, 2021 15:15 MDT)
04/07/2021
04/07/2021
SALT LAKE CITY ORDINANCE
No. __ of 2021
(Granting a Master License Agreement for Wireless Facilities in the Public Way
to SQF, LLC, a Delaware limited liability company)
WHEREAS, SQF, LLC, a Delaware limited liability company (the “Company”) desires
to install equipment to provide third party broadband wireless services within Salt Lake City,
Utah (the “City”), and in connection therewith to establish a network in, under, along, over, and
across present and future rights-of-way of the City, consisting of antennas, radios, and conduit,
together with all necessary and desirable appurtenances, for the operation of a wireless
broadband small cell network for communication services; and
WHEREAS, the City, in the exercise of its police power, ownership, use or rights over
and in the public rights-of-way, and pursuant to its other regulatory authority, believes it is in the
best interest of the public to provide to the Company, and its successors, access rights pursuant to
a non-exclusive license agreement to operate its business within the City; and
WHEREAS, the City and the Company propose to enter into a Master License
Agreement for Wireless Facilities in the Public Way in the substantially final form of which has
been presented to the City Council at the meeting at which this Ordinance is being considered for
adoption; and
WHEREAS, the City desires to approve the execution and delivery of such Master
License Agreement for Wireless Facilities in the Public Way and to otherwise take all actions
necessary to grant the referenced rights to the Company; and
WHEREAS, the City believes this Ordinance to be in the best interest of the citizens of
the City.
2
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah, as
follows:
SECTION 1. Purpose. The purpose of this Ordinance is to grant to the Company, and
its successors and assigns, a non-exclusive right to use the present and future public way within
and under control of the City for its business purposes, under the constraints and for the
compensation enumerated in the substantially final form of the Master License Agreement for
Wireless Facilities in the Public Way attached hereto as Exhibit A, and by this reference
incorporated herein, as if fully set forth herein (the “Master License Agreement”).
SECTION 2. Short Title. This Ordinance shall constitute the SQF, LLC Master License
Agreement Ordinance.
SECTION 3. Grant of Access Rights. The administration is hereby authorized to
negotiate and execute the Master License Agreement reflecting the terms of this Ordinance and
incorporating such other terms and agreements as recommended by the City Attorney’s Office.
There is hereby granted to the Company, and its successors and assigns, in accordance with the
terms and conditions of the Master License Agreement, the right and privilege, to construct,
maintain and operate in, under, along, over and across the present and future rights-of-way of the
City, all as more particularly described in the Master License Agreement.
SECTION 4. Term. The term of the Master License Agreement is for a period of ten
years from and after the recordation of the executed Master License Agreement with the Salt
Lake City Recorder’s Office, with a renewal of an additional ten year term as provided therein.
The Company shall pay all costs of publishing this Ordinance.
3
SECTION 5. Acceptance by Company. Within thirty (30) days after the effective date
of this Ordinance, the Company shall execute the Master License Agreement; otherwise, this
Ordinance and the rights granted hereunder shall be null and void.
SECTION 6. No revocation or termination may be effected until the City Council shall
first adopt an ordinance terminating the Master License Agreement and setting forth the reasons
therefor, following not less than thirty (30) days prior written notice to the Company of the
proposed date of the ordinance adoption. The Company shall have an opportunity on said
ordinance adoption date to be heard upon the proposed termination.
SECTION 7. This Ordinance shall take effect immediately upon publication.
Passed by the City Council of Salt Lake City, Utah, this ____ day of _______, 2021.
______________________________
CHAIRPERSON
ATTEST:
______________________________
CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor’s Action: _______Approved. _______Vetoed.
______________________________
MAYOR
ATTEST:
______________________________
CITY RECORDER
(SEAL)
Bill No. ________ of 2021.
Published: _______________.
Salt Lake City Attorney’s Office
Approved As To Form
By: _______________________
Kimberly K. Chytraus
Date: __________________ January 6, 2021
EXHIBIT “A”
MASTER LICENSE AGREEMENT
EXHIBIT “A”
MASTER LICENSE AGREEMENT
MASTER LICENSE AGREEMENT
FOR WIRELESS FACILITIES IN THE PUBLIC WAY
THIS MASTER LICENSE AGREEMENT FOR WIRELESS FACILITIES IN THE
PUBLIC WAY (this “Agreement”), dated as of its date of recordation with the Salt Lake City
Recorder (the “Effective Date”), by and between SALT LAKE CITY CORPORATION, a Utah
municipal corporation (the “City”), and SQF, LLC a Delaware limited liability company
(including its successors and assigns, the “Company”).
RECITALS
A.The Company desires a non-exclusive agreement to install, at its sole cost and
expense, a network of Wireless Facilities and/or structures related thereto within the boundaries of
Salt Lake City, Utah, and to utilize Salt Lake City’s Public Way for such purpose, in order to
provide wireless services and expand the available data transmission bandwidth for mobile
devices.
B.The City owns or controls such Public Way and has agreed to grant access to the
Company in accordance with the terms and conditions of this Agreement.
NOW, THEREFORE, for good and valuable consideration and, further, in contemplation
of subsequent approval by legislative action of the City Council as hereinafter provided, the
parties mutually agree as follows:
ARTICLE 1
ORDINANCE
1.1 Defined Terms. All capitalized terms not otherwise defined herein have the
meanings given them in Salt Lake City Code Chapter 14.056, or its successor (the “City Wireless
Code”).
1.2 Ordinance. The City Council has adopted an ordinance entitled Verizon Wireless
Master License Agreement Ordinance (the “Ordinance”), approving the execution of this
Agreement. Execution of this Agreement constitutes the acceptance of the Ordinance by the
Company. Such Ordinance is incorporated herein by reference, and made an integral part of this
Agreement.
1.3 Description. The Ordinance confers upon the Company, and its successors and
assigns, the non-exclusive right, privilege, and access (the “Access Rights”), subject to the terms
of this Agreement, to construct, install, maintain, repair, replace, modify, relocate, remove, and
operate: (i) the Wireless Facilities in approved locations in the Public Way and (ii) attach Wireless
Facilities to an existing or new Structure in the Public Way, all as described in this Agreement.
This Agreement does not grant to Company any interest in any property.
1.4 Term. The term of the Agreement is for a period from and after the date hereof,
until 10 years from the Effective Date. If there is no default under this Agreement and Company
is compliant with all applicable law, rules, and regulations, this Agreement shall be automatically
extended for one additional period of 10 years. If the Company intends not to extend the term,
Company shall deliver to City written notice of its intent not to extend the term prior to the
expiration of the initial term.
ARTICLE 2
PERMIT APPROVAL
2.1 Application and Review.
(a) To locate Wireless Facilities in the Public Way or attach Wireless Facilities to an
existing or new Structure in the Public Way, Company shall submit an application for a Permit to
Work in the Right-of Way (a “Public Way Permit”), the form of which shall be substantially
similar to the form attached hereto as Exhibit “A”; provided, the City and the Company can
reasonably amend the form from time to time to comply with the City Wireless Code, subject to
the Small Wireless Facilities Deployment Act pursuant to Title 54, Chapter 21 of the Utah Code,
or its successor (the “State Code”) and applicable federal law. In accordance with the State Code,
the Company may submit a request to review and approve multiple Wireless Facilities on the same
application by attaching a list of said facilities to the application. If a Wireless Facility is approved
and a Public Way Permit is granted, the license for the approved Wireless Facility shall coincide
with this Agreement subject to Section 8.4. Company shall comply with the requirements of the
City Wireless Code. An approved Public Way Permit shall approve the location and plans for the
location of a Wireless Facility. Depending on the scope of the Company’s proposed work,
Company may also need to apply for additional permits such as a traffic control permit and
electrical permit. The Public Way Permit shall be reviewed as provided in the City Wireless Code,
the State Code and applicable federal law.
(b) Company shall be responsible for obtaining access and connection to fiber optic
lines or other backhaul solutions that may be required for its Wireless Facilities. Company shall
obtain a franchise from the City for the location of such fiber optic lines in the Public Way.
(c) Any Company Facility that does not have an approved Public Way Permit, does
not receive other required permits, or does not meet the specifications of this Agreement or the
City Wireless Code, shall be deemed unauthorized. City may cause Company to remove any
unauthorized facilities upon 30 days’ written notice at Company’s cost and expense, or following
the 30-day period may remove such facilities and will invoice Company for the cost of such
removal.
ARTICLE 3
FEES
3.1 Compensation.
(a) Company shall pay all fees and rates due City pursuant to the City Wireless Code
(the “Small Cell Fees”). If the Company is Collocating on a Utility Pole that is owned, managed,
or operated by, or on behalf of the City, Company shall pay the City an annual fee equal to $50
per Utility Pole, as may be amended in accordance with the State Code (“City Pole Rate”).
Further, consistent with the City Wireless Code and the State Code, the Company shall not be
charged any additional rate, fee or compensation for the right to use or occupy any Public Way
because Company is subject to the municipal telecommunications license tax under Title 10,
Chapter 1, Part 4, Municipal Telecommunications License Tax Act (the “MTLT”). If Company
is no longer subject to the MTLT, the Company shall compensate City for the right to use the
Public Way as provided by the State Code, subject to applicable federal law.
(b) Company shall also pay any reasonable fees or costs permitted by the City Wireless
Code, subject to the State Code and other applicable state and federal laws, and charged by City
or Structure owner and associated with any related construction or traffic control permits or similar
approvals, and any other ad valorem taxes, special assessments or other lawful obligations of the
Company to the City.
If City is required by law to collect any federal, state, or local tax, fee, or other
governmental imposition (each, a “Tax”) from Company with respect to the transactions
contemplated by this Agreement, then City shall bill such Tax to Company in the manner and for
the amount required by law, Company shall promptly pay such billed amount of Tax to City, and
City shall remit such Tax to the appropriate tax authorities as required by law; provided, however,
that City shall not bill to or otherwise attempt to collect from Company any Tax with respect to
which Company has provided City with an exemption certificate or other reasonable basis for
relieving City of its responsibility to collect such tax from Company. Company shall be responsible
for all Taxes that are assessed against or are otherwise the legal responsibility of Company with
respect to itself and its property.
3.2 Fee Payment. The City Pole Rate shall be paid upon the issuance of each Public
Way Permit and be paid in advance annually on or before the anniversary of each Public Way
Permit thereafter. There shall be no proration for any partial year. Any payment of the City Pole
Rate or other Small Cell Fee, if any, paid after the due date shall incur 12 % annual interest,
compounded daily from the due date until payment is received on the amount due. If Company
holds over past the expiration of the applicable Public Way Permit and the applicable removal
period provided herein, each of the Small Cell Fees shall increase to 200% of the most recent
respective Small Cell Fees paid annually if any are being paid hereunder. Payment of a hold over
fee does not extend or renew this Agreement or any Public Way Permit.
ARTICLE 4
COMPANY USE OF PUBLIC WAY
4.1 Rights to Access and Use Public Way.
(a) The Company shall have the right to use a portion of a Public Way in the location
described in the approved Public Way Permit to locate and install Wireless Facilities on an
approved Structure, subject to the terms and conditions of this Agreement.
Notwithstanding anything herein to the contrary, the Company may maintain or
replace its Wireless Facility with like-kind equipment of substantially similar size that is in
compliance with the design standards set forth in the City Wireless Code without prior written
approval of the City; provided, Company shall obtain a Public Way Permit, as required by the City
Wireless Code, to authorize construction in the ROW, or a traffic control permit.
(b) The rights granted to the Company herein do not include the right to excavate in,
occupy or use any City park, recreational areas or other property owned by the City (or regulated
by the City, such as riparian areas of water source protection areas).
(c) Company shall install and maintain Wireless Facilities and Structures that it owns
in a good and workmanlike manner.
4.2 Company Duty to Relocate. Whenever the City shall require the relocation or
reinstallation of any of the Wireless Facilities situated within the Public Way, it shall be the
obligation of the Company and at Company’s sole cost and expense, to accommodate such
requirement within the reasonable time periods provided by the City and, at the latest, complete
the relocation of the respective Wireless Facilities within 180 days of receipt of notice to relocate
as may be reasonably necessary to meet the requirements of the City. The Company’s relocation
may be required by the City for any lawful purpose, including, without limitation, the resolution
of existing or anticipated conflicts or the accommodation of any conflicting uses or proposed uses
of the Public Way, whether such conflicts arise in connection with a City project or a project
undertaken by some other person or entity, public or private; provided, the City shall not relocate
the Wireless Facilities to accommodate another wireless carrier unless required by applicable state
of federal law. The City will cooperate with the Company to ensure no interference with
Company’s operations (including the location of a temporary facility) and provide alternate space
where available, within the Public Way. The new location shall be subject to obtaining an
approved Public Way Permit. Such relocation shall be accomplished by the Company at no cost
or expense to the City. In the event the relocation is or dered to accommodate the improvements
of an entity other than City or Company, the cost and expense of such relocation shall be borne by
such other entity.
4.3 Approval to Move Company Property; Emergency Exception. Except as provided
in Section 4.2, the City shall not, without the prior written approval of the Company, intentionally
alter, remove, relocate or otherwise interfere with any portion of the Wireless Facilities. Any
written approval request shall be promptly reviewed (within 60 days) and processed by the
Company and approval shall not be withheld, conditioned, or delayed so long as such request does
not materially adversely impact the Company’s network and does not impose additional costs upon
the Company. The Company may condition its approval upon its ability to install a temporary
facility and issuance of a replacement Public Way Permit to provide for an alternate space.
However, if it becomes necessary, in the reasonable judgment of City, to move any of the Wireless
Facilities because of a fire, flood, emergency, earthquake disaster or other imminent and material
threat thereof, these acts may be done by the City without prior written approval of the Company
at the Company’s sole cost and expense. In the event of an emergency, the City shall use good
faith efforts to contact Company’s Network Operations Center at (800) 621-2622 (“NOC”) prior
to taking any action involving Company’s equipment.
4.4 Compliance with Rules and Regulations and Applicable Laws. Wireless Facilities
located on, upon, over or under the Public Way shall be constructed, installed, maintained, cleared
of vegetation, renovated or replaced in accordance with such lawful rules and regulations as the
City may issue, subject to the State Code and other applicable state or federal laws. The Company
shall acquire, and pay any fees with respect to, such permits as may be required by such rules and
regulations, and the City may inspect the manner of such work and require remedies as may be
necessary to assure compliance. All Wireless Facilities installed or used pursuant to this
Agreement shall be used, constructed, repaired, replaced, and maintained in accordance with
applicable federal, state and City laws, rules, and regulations, including without limitation
environmental laws, now existing or from time to time adopted or promulgated.
4.5 Repair Damage. If during the course of work on Wireless Facilities, the Company
causes damage to or alters any portion of the Public Way, Structure, or any City facilities or other
public property or facilities, the Company shall (at its own cost and expense and in a manner
reasonably approved by City), replace and restore such portion of the Public Way, Structure, or
any City facilities or other public or private property or facilities, in accordance with applicable
City ordinances, policies and regulations relating to repair work of similar character. If Company
does not complete such work within a reasonable time frame set by City, the City may complete
such work and bill Company for the cost and expense, to be paid within 30 days’ following the
date of an invoice for such work.
4.6 Bond; Guarantee of Repairs. Company before being issued a Public Way Permit
hereunder, shall provide the City with an acceptable corporate surety bond in the amounts set
forth herein to guarantee faithful performance of the work authorized by any Public Way Permit
granted pursuant to this Agreement and compliance by Company with the terms and conditions
of the permit, applicable city ordinances, and the regulations, specifications and standards
promulgated by the City relative to work in the Public Way. The bond shall be valid fora period
of three years following the completion of any work by Company in the Public Way or an y
repair work by Company performed pursuant to Section 4.5 above, the Company shall maintain,
repair, and keep in good condition those portions of the Public Way, Structures, property, or
facilities restored, repaired or replaced by Company, to the reasonable satisfaction of the City
Engineer, reasonable wear and tear excepted. The total, one-time bond amount shall be $15,000
to be held by the City Engineer, and provided that the City Engineer may reasonably revise the
amount of the bond as set forth in Salt Lake City Code section 14.32.070, as may be amended
from time to time.
4.7 Safety Standards. The Company’s work, while in progress, shall be properly
protected at all times with suitable barricades, flags, lights, flares, or other devices in accordance
with applicable safety regulations or standards imposed by law.
4.8 Inspection by the City. The Wireless Facilities shall be subject to inspection by the
City to assure compliance by the Company with the terms of this Agreement. Company shall pay
any actual and reasonable fees charged or costs or expenses incurred by City in connection with
such inspections; provided, such inspections shall be limited to one time per calendar year .
4.9 Company’s Duty to Remove Wireless Facilities from the Public Way.
(a) Subject to subsection (c) below, the Company shall remove from the Public Way
all or any part of the Wireless Facilities, when one or more of the following conditions occur:
(i) The Company ceases to operate such Wireless Facilities for a continuous
period of 12 months, except when the cessation of service is a direct result of a natural or man-made
disaster or other emergency;
(ii) The construction or installation of such Wireless Facilities does not meet
the requirements of this Agreement or the Public Way Permit and Company fails to cure such
failure to comply within the notice and cure periods set forth in Section 8.1(b) and the City elects
to terminate this Agreement or an Public Way Permit pursuant to Sections 8.2(a) or 8.2(d).
(b) Upon receipt by the Company of written notice from the City setting forth one or
more of the occurrences specified in subsection (a) above, the Company shall have 90 days from
the date upon which said notice is received to remove such Wireless Facilities, or, in the case of
subsection (a)(i), to begin operating the Wireless Facilities.
(c) If Company fails to timely remove the Wireless Facilities as set forth in this Section,
City may remove such facilities and bill Company for the cost and expense, to be paid within 30
days’ following the date of an invoice for such work.
ARTICLE 5
POLICE POWER
The City expressly reserves, and the Company expressly recognizes, the City’s right and
duty to adopt, from time to time, in addition to the provisions herein contained, such o rdinances,
rules and regulations as the City may deem necessary in the exercise of its police power for the
protection of the health, safety and welfare of its residents and their properties. This Agreement is
subject to any such ordinances, rules, and regulations.
ARTICLE 6
TRANSFER OF RIGHTS
6.1 Terms of Transfer.
(a) Except as provided in subsection (c) and provided that there is not an uncured
default of any provision of this Agreement or Public Way Permit at the time of transfer, the
Company shall not sell, transfer, lease, assign, sublet, in whole or in part, either by forced or
involuntary sale, or by ordinary sale, contract, consolidation, or otherwise make available, the
Access Rights or any rights or privileges under this Agreement, (each, a “Transfer”), to a
Proposed Transferee, without the prior written consent of the City. A “Proposed Transferee”
means a proposed purchaser, transferee, lessee, assignee or person acquiring ownership or control
of the Company. A “Person” means any individual, sole proprietorship, partnership, association
or corporation, or any other form of organization, and includes any natural person.
(b) For the purpose of determining whether it shall grant its consent, the City may
inquire into the qualifications of the Proposed Transferee, and the Company shall assist the City
in the inquiry. City may condition or deny its consent based on any or a combination of the
following or similar criteria. The Proposed Transferee shall indicate by affidavit whether it or any
of its principals:
(i) has ever been convicted or held liable for acts involving deceit including
any violation of federal, State or local law or regulations, or is currently under an indictment,
investigation or complaint charging such acts;
(ii) has ever had a judgment entered against it in an action for fraud, deceit, or
misrepresentation by any court of competent jurisdiction;
(iii) has pending any material legal claim, lawsuit, or administrative proceeding
arising out of or involving a system similar to the Wireless Facilities, except that any such claims,
suits or proceedings relating to insurance claims, theft or service, or employment matters need not
be disclosed;
(iv) is financially solvent, by submitting financial data, including financial
statements, that have been audited by a certified public accountant, along with any other data that
the City may reasonably require; and
(v) has the financial and technical capability to enable it to maintain and operate
the Wireless Facilities for the remaining term of this Agreement and is in the business of operating
Facilities.
In addition, Company shall provide to the City information regarding any failure by the
Company to comply with any provision of this Agreement or of any applicable customer or
consumer service standards promulgated or in effect in the City’s jurisdiction at any point during
the term of this Agreement.
(c) Notwithstanding the foregoing, the City’s consent shall not be required in
connection with the following circumstances, provided that Company is not released from the
obligations under this Agreement and such transferee assumes this Agreement, including
subsection (d) below:
(i) The Transfer from Company to an entity in which Company holds a
controlling interest or to an entity which holds a controlling interest in the Company or
and entity under common control with the Company, or an entity that is a successor by
merger or other consolidation of the Company;
(ii) any entity acquires all or substantially all of the Company’s assets in the
market defined by the FCC in which the City is located;
(iii) Any Transfer in trust, a mortgage, or other instrument of hypothecation of
the assets of the Company, in whole or in part, to secure an indebtedness, provided that
such pledge of the assets of the Company shall not impair or mitigate the Company’s
responsibility and capability to meet all its obligations under this Agreement; or
(iii) Interconnection, license, or use agreements pursuant to which the Wireless
Facilities may be used by another entity providing telecommunication services within the
City, provided that any such interconnection, license, or use agreement is subordinate to
this Agreement.
(d) Transfer by the Company shall not constitute a waiver or release of any rights of
the City in or to its Public Way and any Transfer shall be expressly subject to the terms and
conditions of this Agreement and not create any conflict with any applicable laws, rules, or
regulations.
(e) A Transfer of this Agreement will only be effective upon the Proposed Transferee
becoming bound to this Agreement by executing an unconditional acceptance of this Agreement
or other assignment, agreement or other document reasonably provided by the Company and
delivered to the City.
(e) As contemplated by subsection (c)(iii) above, the parties agree and acknowledge
that, notwithstanding anything in this Agreement to the contrary, certain Wireless Facilities
collocated on Company’s Structures in the Public Way pursuant to this Agreement may be owned
and/or operated by Company’s third-party wireless carrier customers (“Carriers”) and installed
and maintained by Company pursuant to license agreements between Company and such Carriers.
Such license agreements shall be subordinate to this Agreement. Such Wireless Facilities shall be
treated as the Company’s for all purposes under this Agreement provided that (i) Company remains
responsible and liable for all performance obligations under the Agreement with respect to such
Wireless Facilities; (ii) City’s sole point of contact regarding such Wireless Facilities as it relates
solely to this Agreement shall be Company; and (iii) Company shall have the right to remove and
relocate such Wireless Facilities pursuant to the terms of this Agreement.
ARTICLE 7
COMPANY INDEMNIFICATION; INSURANCE
7.1 No City Liability. The City shall in no way be liable or responsible for any loss or
damage to property, or any injury to or death of any person that may occur in the construction,
operation, or maintenance by the Company of the Wireless Facilities. City will be liable only for
its own conduct, subject to and without waiving any defenses, including limitation of damages,
provided for in the Utah Governmental Immunity Act (Utah Code Ann. 63G-7-101, et. seq.) or
successor provision. Company agrees that the Rights-of-Way are delivered in an “AS IS, WHERE
IS” condition and City makes no representation or warranty regarding their condition, and
disclaims all express and implied warranties, including the implied warranties of habitability and
fitness for a particular purpose.
7.2 Indemnification.
(a) Company shall indemnify, save harmless, and defend City, its officers and
employees, from and against all losses, claims, counterclaims, demands, actions, damages, costs,
charges, and causes of action of every kind or character, including attorneys’ fees, arising out of
Company’s intentional, reckless, or negligent performance hereunder or under the Ordinance.
Company’s duty to defend City shall exist regardless of whether City or Company may ultimately
be found to be liable for anyone’s negligence or other conduct. If City’s tender of defense, based
upon this indemnity provision, is rejected by Company, and Company is later found by a court of
competent jurisdiction to have been required to indemnify City, then in addition to any other
remedies City may have, Company shall pay City’s reasonable costs, expenses, and attorneys’ fees
incurred in proving such indemnification, defending itself, or enforcing this provision. Nothing
herein shall be construed to require Company to indemnify the City against the City’s own
negligence or willful misconduct. The provisions of this Section 7.2 shall survive the termination
or expiration of this Agreement.
(b) City assumes no responsibility for any damage or loss that may occur to Company’s
property, except for negligent, willful or intentional damage to the property of Company caused
by City. City has no responsibility for any maintenance of Company’s equipment, or for
Company’s employees. Nothing in this Agreement shall be construed to create a partnership, joint
venture, or employment relationship
7.3 Insurance.
(a) The Company, at its own cost and expense, shall secure and maintain, and shall
ensure that any subcontractor to the Company shall secure and maintain, during the term of this
Agreement the following policies of insurance:
(i) Commercial General Liability Insurance. Commercial general liability
insurance with the Salt Lake City Corporation included as an additional insured as their
interests may appear under this Agreement on a primary and non-contributory basis in
comparison to all other insurance including City’s own policy or policies of insurance, in
the amount of $2,000,000 per occurrence with a $3,000,000 general aggregate and
$3,000,000 products completed operations aggregate. The policy shall protect the City and
the Company from claims for damages for personal injury, including accidental death, and
from claims for property damage that may arise from the Company’s operations under this
Agreement. Such insurance shall provide coverage for premises operations, products and
completed operations. The Company may utilize its umbrella policy to meet the required
limits.
(ii) Commercial Automobile Liability Insurance. Commercial automobile
liability insurance to include City as an additional insured as their interests may appear
under this Agreement and providing coverage for owned, hired, and non-owned
automobiles used in connection with this Agreement, with a combined single limit of
$2,000,000 per occurrence. The Company may utilize its umbrella policy to meet the
required limits. If the policy only covers certain vehicles or types of vehicles, such as
scheduled autos or only hired and non-owned autos, Company shall only use those vehicles
that are covered by its policy in connection with any work performed under this Agreement.
(iii) Workers’ Compensation and Employer’s Liability. Worker’s compensation
with statutory limits pursuant to Utah law and employer’s liability insurance with
$1,000,000 per accident/per employee disease/per policy disease. In the event any work is
subcontracted, the Company shall require its subcontractor(s) similarly to provide worker’s
compensation insurance for all of the latter’s employees, unless a waiver of coverage is
allowed and acquired pursuant to Utah law.
(b) General Insurance Requirements.
(i) Any insurance coverage required herein that is written on a “claims made”
form rather than on an “occurrence” form shall (A) provide full prior acts coverage or have
a retroactive date effective before the date of this Agreement, and (B) be maintained for a
period of at least three (3) years following the end of the term of this Agreement or contain
a comparable “extended discovery” clause. Evidence of current extended discovery
coverage and the purchase options available upon policy termination shall be provided to
the City.
(ii) All policies of insurance shall be issued by insurance companies authorized
to do business in the state of Utah and either (A) Currently rated A- or better by A.M.
Best Company, or (B) Listed in the United States Treasury Department’s current Listing of
Approved Sureties (Department Circular 570), as amended.
(iii) The Company shall furnish certificates of insurance, verifying the foregoing
matters concurrent with the execution hereof and thereafter upon renewal.
(iv) If any-work is subcontracted, the Company shall require its subcontractor,
at no cost to the City, to secure and maintain all insurance coverages required of the
Company hereunder.
(v) Company shall use commercially reasonable efforts to provide City with
written notice of any notice of cancellation of a policy at least 30 days prior to such
cancellation, and a certificate of insurance as evidence of a successor policy complying
with the requirements of this Agreement.
7.4 Damages Waiver. Notwithstanding any provision in this Agreement to the
contrary, in no event shall any party be liable to any other party for indirect, special, punitive, or
consequential damages, including, without limitation, lost profits.
ARTICLE 8
ENFORCEMENT; TERMINATION
8.1 Company Defaults. The Company shall be in default of this Agreement in the event
of any of the following:
(a) The Company fails to make timely payments of the Small Cell Fees, or any other
fee due to the City under the terms of this Agreement, and does not correct such failure within 30
days after its receipt of written notice of such failure.
(b) The Company, by act or omission, defaults under any provision of this Agreement
and such default is not cured within 30 days following written notice by City to Company, or such
longer cure period as permitted by the City if the Company (i) commences corrective action during
30 days following notice of the failure, and (ii) is diligently pursuing such corrective action to
completion.
(c) The Company becomes insolvent, unable or unwilling to pay its debts, is adjudged
bankrupt, or all or part of its Facilities are sold under an instrument to secure a debt and is not
redeemed by the Company within 60 days.
(d) A representative of the Company acting as an authorized representative of the
Company knowingly engages in conduct or makes a material misrepresentation with or to the City,
that is fraudulent or in violation of a felony criminal statute of the State of Utah .
(e) Company abandons use of all Wireless Facilities for 12 consecutive months, except
as otherwise provided in Section 4.9.
8.2 City Remedies. In the event of an uncured Company default, City shall maintain
all it rights and remedies, at law and in equity, including the ability to charge fines, recover fees
and costs, and remove the Wireless Facilities that are the subject of such default. Without
limitation, City may do one or all of the following:
(a) Fine Company $100 per day per non-monetary default until the non-monetary
default is cured.
(b) Terminate or suspend any Public Way Permit or other permits held by Company
that are the subject of such default.
(c) Withhold issuing any new permits to the violating party.
(d) If the violation is not cured within 180 days, or such longer cure period as may be
permitted by City, City may remove and impound the Wireless Facilities that are the subject of
such default until the violation has been cured.
(e) The City may terminate or revoke this Agreement and all rights and privileges
hereunder, if there are two or more defaults in any twelve month period that affect all Wireless
Facilities hereunder, or the City may terminate the specific Wireless Facility(ies) licensed
hereunder in the event of a default pertaining to said Wireless Facility, if the default demonstrates
a material disregard of the City’s primary use of the Public Way at the respective site(s), including
threatening the health and safety of citizens.
8.3 City Defaults. In the event there is a material breach by City with respect to any of
the provisions of this Agreement or its obligations under it, Company shall give City written notice
of such breach. After receipt of such written notice, City shall have 30 days in which to cure any
breach, provided City shall have such extended period as may be required beyond the 30 days if
City commences the cure within the 30 day period and thereafter continuously and diligently
pursues the cure to completion. Company may not maintain any action or effect any remedies for
default against City unless and until City has failed to cure the breach within the time periods
provided in this Section. In the event of an uncured default by City, Company shall maintain all
its rights and remedies provided at law, however, no remedy that would have the effect of
amending the provisions of this Agreement shall become effective without a formal amendment
of this Agreement.
8.4 Company Termination.
(a) Agreement Termination. Company may terminate this Agreement or any Public
Way Permit, in its sole discretion, by giving at least 30 days’ written notice. Company shall not
be subject to any penalty or fee for terminating this Agreement prior to the end of the term of the
Agreement. Responsibility for Small Cell Fees shall cease upon removal of Company’s Wireless
Facility(ies), subject to Section 4.9 above and following payment of the Small Cell Fees for the
year during which the Company’s Facilities are removed.
(b) Termination of Use. Without terminating the Agreement, by giving at least 30 days’
prior written notice, Company may terminate paying the Small Cell Fees for Wireless Facilities
and/or Structures from which the Company has discontinued use and removed. City shall not
provide partial reimbursement for termination of use during any partial year.
ARTICLE 9
NOTICES
9.1 City Designee and Address. Unless otherwise specified herein, all notices from the
Company to the City pursuant to or concerning this Agreement shall be delivered to the City at
Housing and Neighborhood Development Division, Real Estate Services Manager, 451 South
State Street, Room 425, P.O. Box 145460, Salt Lake City, Utah, 84114-5460, with a copy to the
City Attorney, at 451 South State Street, Room 505A, P.O. Box 145478 Salt Lake City, Utah
84114-5478, and (b) such other offices as the City may designate by written notice to the Company.
9.2 Company Designee and Address. During the term of this Agreement, the Company
shall maintain a registered agent on file with the Utah Division of Corporations for services of
notices by mail, and an office and telephone number for the conduct of matters relating to this
Agreement during normal business hours. Unless otherwise specified herein, all notices from the
City to the Company pursuant to or concerning this Agreement or the Access Rights shall be
delivered to:
Company: SQF, LLC
ATTN: Alda Licis
16 Middle Street, 4th Floor
Portland, ME 04101
With Invoices to be sent to:
SQF, LLC
ATTN: Accounts Payable
16 Middle Street, 4th Floor
Portland, ME 04101
Emergency Contact: 207-358-7467
ARTICLE 10
MISCELLANEOUS
10.1 Severability. If any section, sentence, paragraph, term or provision of this
Agreement or the Ordinance is for any reason determined to be or rendered illegal, invalid, or
superseded by other lawful authority including any state or federal, legislative, regulatory or
administrative authority having jurisdiction thereof, or determined to be unconstitutional, illegal
or invalid by any court of competent jurisdiction, such portion shall be deemed a separate, distinct,
and independent provision and such determination shall have no effect on the validity of any other
section, sentence, paragraph, term or provision hereof or thereof, all of which will remain in full
force and effect for the term of this Agreement and the Ordinance or any renewal or renewals
thereof.
10.2 No Waiver or Estoppel. Neither the City nor the Company shall be excused from
complying with any of the terms and conditions of this Agreement by any failure of the other, or
any of its officers, employees, or agents, upon any one or more occasions to insist upon or to seek
compliance with any of such terms and conditions.
10.3 Amendment Approval Required. Except as otherwise provided above, no
amendment or amendments to this Agreement shall be effective until mutually agreed upon by the
City and the Company and an ordinance or resolution approving such amendments is approved by
the City Council, if appropriate.
10.4 Utah Governmental Records Management Act. Whenever the Company is required
to deliver to the City, or make available to the City for inspection, any records of the Company,
and such records are delivered to or made available to the City with a written claim of business
confidentiality which meets, in the judgment of the City, the requirements of the Utah
Governmental Records Management Act (“GRAMA”), such records shall be classified by the City
as “protected” within the meaning of GRAMA, and shall not be disclosed by the City except as
may otherwise be required by GRAMA, by court order, or by applicable City ordinance or policy.
Company specifically waives any claims against City related to disclosure of any materials as
required by GRAMA.
10.5 Timeliness of Approvals. Whenever either party is required by the terms of this
Agreement to request the approval or consent of the other party, such request shall be acted upon
at the earliest reasonable convenience of the party receiving the request, and the approval or
consent so requested shall not be unreasonably denied, delayed, conditioned or withheld, and shall
comply with applicable law. Time is of the essence under this Agreement. Notwithstanding the
foregoing, the City shall comply with all timelines set forth in the City Wireless Code, the State
Code and all applicable state and federal laws, rules, regulations and orders. By executing this
Agreement, Company does not waive any right to enforce its rights and remedies under federal
law.
10.6 Representation Regarding Ethical Standards for City Officers and Employees and
Former City Officers and Employees. The Company represents that it has not (1) provided an
illegal gift or payoff to a City officer or employee or former City officer or employee, or his or her
relative or business entity; (2) retained any person to solicit or secure this contract upon an
agreement or understanding for a commission, percentage, or brokerage or contingent fee, other
than bona fide employees or bona fide commercial selling agencies for the purpose of securing
business; (3) knowingly breached any of the ethical standards set forth in the City’s conflict of
interest ordinance, Chapter 2.44, Salt Lake City Code; or (4) knowingly influenced, and hereby
promises that it will not knowingly influence, a City officer or employee or former City officer or
employee to breach any of the ethical standards set forth in the City’s conflict of interest ordinance,
Chapter 2.44, Salt Lake City Code.
10.7 Governing Law. This Agreement shall be governed by and interpreted in
accordance with the laws of the State of Utah. Venue shall reside in Salt Lake City, Utah. In the
event of any conflict between this Agreement, including the exhibits, and the City Wireless Code
or Ordinance as it exists on the effective date of this Agreement, this Agreement shall prevail,
except as federal or state law may preempt or act to modify the City Wireless Code or Ordinance
at present or in the future.
10.8 Entire Agreement. This Agreement contains all of the agreements of the parties
with respect to any matter addressed in this Agreement, excluding any permits issued in connection
with this Agreement, and supersedes all prior discussions, agreements or understandings pertaining
to any such matters for all purposes.
10.9 Authority. Each individual executing this Agreement on behalf of the City and
Company represents and warrants that such individual is duly authorized to execute and deliver
this Agreement on behalf of the City or Company (as applicable).
[Signatures on next page.]
WITNESS WHEREOF, this Agreement is executed in duplicate originals as of the day and
year first above written.
SALT LAKE CITY CORPORATION, a
Utah municipal corporation
Erin Mendenhall, Mayor
Date:
Attest and Countersign:
City Recorder
Date of Recordation:
Approved ass To Form:
Kimberly K. Chytraus, Senior City Attorney
SQF, LLC
By
Name: Joshua Broder
Title: President
Date:
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: Kira Luke
Budget & Policy Analyst
DATE: May 11, 2021
RE: SQF, LLC Franchise Agreement
ISSUE AT-A-GLANCE
Franchise agreements provide the contractual framework regulating a company’s access to the public-right-of-
way for their infrastructure above, below and at ground level, including utility easements but excluding parks
and recreational lands. It also designates formal processes for the company and City to interact, and identifies
the calculation of franchise fee payments. The City Attorney’s Office is exploring avenues to streamline this
process incorporating many of the standard franchise provisions into ordinance.
The proposed franchise agreement is for a term of 10 years with a year to year automatic extension and allows
SQF, LLC to construct, maintain and operate telecommunication lines and associated facilities in the public-
right-of-way. It explicitly does not allow cable television services or small wireless facility installation, either of
which would be governed under separate type of agreements. When a franchise agreement is granted,
companies still must obtain public-right-of-way construction permits from the Engineering Division before
beginning work.
Budget Impact: A small positive budget impact is expected from adoption of the new franchise agreement.
The company will pay the City a one-time lump-sum of $5,000 for administrative costs and an ongoing annual
franchise fee equal to 3.5% of gross receipts attributable to customers in Salt Lake City. Any elements of the
conduit and associated company facilities not used to provide services generating gross receipts shall be charged
$1 per linear foot in 2005 dollars adjusted for inflation (CPI).
Noticing: Council Members have received complaints from some constituents that multiple companies provide
little or no notice to residents when working in adjacent public rights of way. The Council has discussed and
given feedback on a first draft of an ordinance expanding noticing requirements for work in the public right of
way. The Administration is working with Council staff on an updated draft.
Goal of the briefing: Discuss with the Administration the proposed 10-year SQF franchise agreement and
identify any policy issues for follow up.
POLICY QUESTIONS
Page | 2
1.Budget impact: Most of the City’s franchise agreements derive from a standard template, which defers
the fees set to state code. According to the Administration, they’ve observed a trend of decreasing
revenue from telecommunications franchises. The Council may wish to ask, are there other ways to
capture revenue from new technologies? This was mentioned during the FY20 annual budget; Council
Members may want to ask the Administration for any new information that may have become available.
2.Enforcement: From franchise agreements to building permits, utility providers typically work through
a number of City processes to ensure any installations are in compliance. The Council Office has
received complaints from residents about monopoles and utility poles that did not appear to follow the
designated City processes. The Council may wish to ask, would additional resources enable the
Administration to more closely monitor and respond to constituent complaints of any non-complying
utilities?
3.Digital Equity: Some neighborhoods lack the full range of broadband provider choices available in
others (see map below).
a. The Council may wish to discuss whether there are any opportunities to use franchise
agreements to encourage or incentivize equitable access throughout the City.
b. The Council may wish to ask if the City’s forthcoming Equity Study or new Chief Equity Officer
may have a role to inform franchise agreements like the one under consideration?
c. By way of example, in 2016, the City created a cooperation statement with Rocky Mountain
Power to affirm mutual interest in progress toward the City's sustainability goals, which in turn
informed the 5-year franchise agreement with Rocky Mountain Power. The Council may also
wish to ask, has a similar arrangement with internet/telecommunication providers been
considered as an avenue to pursue the City's digital equity goals?
4.Ten-Year Term: The Council may wish to ask the Administration, is a ten-year term reasonable, or is
technology expected to advance in such a way that the agreement should be revisited sooner?
ADDITIONAL & BACKGROUND INFORMATION
Broadband access in Salt Lake City
Image taken from BroadbandNow.com, which uses information Internet Service Providers (ISPs) share with the
FCC to display how many internet options are available at a census tract level. The darker green a tract is, the
more internet service provider options residents of that area have available.
Standard Franchise Template
The proposed franchise agreement uses the City’s standard template. One benefit of this approach is to help
create a level playing field so no single company receives an advantage over others.
Page | 3
Multiple Levels of Statutes and Regulations
Franchise agreements are subject to federal, state and local laws and regulations. Staff noted the following
governing laws and bodies in the proposed franchise agreement:
•Federal Telecommunications Act of 1996
•Federal Communication Commission
•Utah Municipal Telecommunications License Tax Act (Utah Code Title 10, Chapter 1, Part 4)
•Utah Public Service Commission
•Salt Lake City Municipal Telecommunications License Tax Ordinance (Salt Lake City Code Chapter 3.10)
•Salt Lake City Telecommunication Right of Way Permits (Salt Lake City Code Chapter 14.32, Article IV,
Section 425)
Public-right-of-way and City-owned Property
The franchise agreement states a company is granted access to the City’s public-right-of-way but not “any City
park, recreational areas or other property owned by the City … or facilities and structures.” Use of other City-
owned property is possible on a case-by-case basis for additional compensation.
Franchise Taxes and the City’s General Fund
The City’s General Fund has four major categories of revenue sources. In FY21, approximately 8.2% of General
Fund revenues came from franchise taxes. The City has dozens of franchise agreements with utility companies,
cable services providers, telecommunication service providers and others.
City Offices Involved in Franchise Agreements
Multiple City offices are involved in franchise agreements. For example, the Attorney’s Office drafts the
agreements, the Engineering Division reviews construction proposals and issues permits, Real Estate Services
coordinates correspondence and planning with the franchisee and Finance tracks, receives and budgets
franchise fees revenue.
ACRONYMS
CPI – Consumer Price Index
dba – doing business as
FY – Fiscal Year
ERIN MENDENHALL
Mayor
DEPARTMENT of COMMUNITY
and NEIGHBORHOODS
Blake Thomas
Director
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
CITY COUNCIL TRANSMITTAL
________________________ Date Received: _________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE:
Amy Fowler, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
__________________________
SUBJECT: SQF, LLC – Ordinance / Franchise Agreement
STAFF CONTACT: Blake Thomas, CAN Director 801-535-7707
Shellie Finan, Real Property Manager 801-535-6447
Kimberly Chytraus, Senior City Attorney 801-535-7683
DOCUMENT TYPE: Ordinance / Franchise Agreement
RECOMMENDATION: Pass the Ordinance granting the telecommunications franchise to
SQF, LLC
BUDGET IMPACT: None
BACKGROUND/DISCUSSION: Doing business as SQF, LLC (“SQF”) is a telecommunications
company, authorized to provide telecommunications services throughout the State of Utah
servicing telecom providers specifically, small cell infrastructure including, but not limited to cell
site front-haul and back-haul capacity using fiber optic cables. SQF wishes to obtain a new, non-
exclusive franchise to provide telecommunications services within Salt Lake City. The Franchise
allows SQF to place its facilities within the City rights-of-way, governed by certain conditions and
after securing permits, and provides for the payment of the telecommunications tax pursuant to
state statute. SQF and the City negotiated the terms of the proposed Franchise Agreement, attached
as Exhibit “A”.
PUBLIC PROCESS: None
EXHIBITS: Proposed Ordinance and Franchise Agreement
April 7, 2021
Lisa Shaffer (Apr 7, 2021 15:16 MDT)
04/07/2021
04/07/2021
SALT LAKE CITY ORDINANCE
No. __ of 2021
(Granting a Telecommunication Franchise to SQF, LLC)
WHEREAS, SQF, LLC, a Delaware limited liability company (the “Company”)
desires to provide certain telecommunication services within Salt Lake City, Utah (the
“City”), and in connection therewith to establish a network in, under, along, over, and
across present and future streets, alleys and rights-of-way of the City, consisting of
telecommunication lines and cables, together with all necessary and desirable
appurtenances; and
WHEREAS, the City, in the exercise of its police power, ownership, use or rights
over and in the public rights-of-way, and pursuant to its other regulatory authority,
believes it is in the best interest of the public to provide to the Company, and its
successors, a non-exclusive franchise to operate its business within the City; and
WHEREAS, the City and the Company propose to enter into a Franchise
Agreement, the substantially final form of which has been presented to the City Council
at the meeting at which this Ordinance is being considered for adoption; and
WHEREAS, the City desires to approve the execution and delivery of such
Franchise Agreement and to otherwise take all actions necessary to grant the referenced
Franchise to the Company; and
WHEREAS, the City believes this Ordinance to be in the best interest of the
citizens of the City,
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah,
as follows:
SECTION 1. Purpose. The purpose of this Franchise Ordinance is to grant to
the Company, and its successors and assigns, a non-exclusive right to use the present and
future streets, alleys, viaducts, bridges, roads, lanes and public way within and under
control of the City for its business purposes, under the constraints and for the
compensation enumerated in the Franchise Agreement attached hereto as Exhibit A, and
by this reference incorporated herein, as if fully set forth herein (the “Franchise
Agreement”).
SECTION 2. Short Title. This Ordinance shall constitute the SQF, LLC
Franchise Ordinance.
SECTION 3. Grant of Franchise. There is hereby granted to the Company, and
its successors and assigns, in accordance with the terms and conditions of the Franchise
Agreement, the right, privilege, and franchise (collectively, the “Franchise”), to construct,
maintain and operate in, under, along, over and across the present and future streets,
alleys, and rights-of-way and other property of the City, all as more particularly described
in the Franchise Agreement.
SECTION 4. Term. The term of the Franchise is for a ten (10) year period from
and after the recordation of the executed Franchise Agreement with the Salt Lake City
Recorder’s Office, with a year to year automatic extension that can be terminated on at
least 90 days’ written notice before the end of the existing term.
The Company shall pay all costs of publishing this Ordinance.
SECTION 5. Acceptance by Company. Within thirty (30) days after the
effective date of this Ordinance, the Company shall execute the Franchise Agreement and
return it to the City, otherwise, this Ordinance and the rights granted hereunder shall be
null and void.
SECTION 6. No Franchise revocation or termination may be effected until the
City Council shall first adopt an ordinance terminating the Franchise and setting forth the
reasons therefor, following not less than thirty (30) days prior written notice to the
Company of the proposed date of the ordinance adoption. The Company shall have an
opportunity on said ordinance adoption date to be heard upon the proposed termination.
SECTION 7. This Ordinance shall take effect immediately upon publication.
[Signatures on Following Page.]
Passed by the City Council of Salt Lake City, Utah, this ____ day of _______,
2021.
______________________________
CHAIRPERSON
ATTEST:
______________________________
CHIEF DEPUTY CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor’s Action: _______Approved. _______Vetoed.
______________________________
MAYOR
ATTEST:
______________________________
CITY RECORDER
(SEAL)
Bill No. ________ of 2021.
Published: _______________.
Salt Lake City Attorney’s Office
Approved As To Form
By: __________________________
Kimberly K. Chytraus
Date: ________________________ January 6, 2021
EXHIBIT “A”
FRANCHISE AGREEMENT
EXHIBIT “A”
FRANCHISE AGREEMENT
THIS FRANCHISE AGREEMENT (this “Agreement”), dated as of its date of
recordation with the Salt Lake City Recorder, by and between SALT LAKE CITY
CORPORATION, a Utah municipal corporation (the “City”), and SQF, LLC, a Delaware limited
liability company (the “Company”).
RECITALS
A. The Company desires a non-exclusive franchise to provide telecommunication
services to residents, businesses, and other customers within the boundaries of Salt Lake City,
Utah, and to utilize City rights-of-way for such purpose.
B. The City considers it to be in the best interests of the City, and in furtherance of the
health, safety, and welfare of the public, to grant such franchise to the Company, and in connection
therewith desires to authorize the use of City rights-of-way in accordance with the provisions of
this Agreement, and all applicable City ordinances and state and federal law, including, without
limitation, the Federal Telecommunications Act of 1996 (the “Telecommunications Act”).
NOW, THEREFORE, in consideration of the premises and other good and valuable
consideration and, further, in contemplation of subsequent approval by legislative action of the
City Council as hereinafter provided, the parties mutually agree as follows.
ARTICLE I
FRANCHISE ORDINANCE
1.1 Ordinance. The City Council has adopted a franchise ordinance entitled SQF, LLC,
Franchise Ordinance (the “Ordinance”), approving the execution of this Agreement. Execution
of this Agreement constitutes the unqualified acceptance of the Ordinance by the Company. Such
Ordinance is incorporated herein by reference and made an integral part of this Agreement.
1.2 Franchise Description. The Ordinance confers upon the Company, and its
successors and assigns, the right, privilege, and franchise (the “Franchise”), to construct, maintain
and operate in, under, along, over, across, and through portions of the City’s Right -of-Way (as
defined in Section 3.1 hereof), facilities consisting of telecommunication lines and cables
(including, without limitation, fiber-optic and copper lines and cables), together with all necessary
and desirable appurtenances (including without limitation underground and above ground conduits
and structures, poles, towers, wire and cable) (collectively the “Company Facilities”). Upon the
annexation of any territory to the City, all rights hereby granted, and the Franchise, shall
automatically extend to the territory so annexed, to the extent the City has authority to so extend
the Franchise. All facilities owned, maintained, or operated by the Company located within, under,
or over rights-of-way of the territory so annexed shall thereafter be subject to all terms hereof. The
Company Facilities may be used by the Company (and others, as provided herein), for the purpose
of providing any of the services contemplated to be provided by telecommunications providers
under the Telecommunications Act, and involving any switched or other one-way or two-way
transmission of voice or data, including but not necessarily limited to (i) services interconnecting
interexchange carriers for the purpose of any transmission of voice or data; (ii) services connecting
interexchange carriers or competitive access carriers to local exchange providers for the purpose
of any transmission of voice or data; (iii) services connecting interexchange carriers to any entity,
other than another interexchange carrier or the local exchange provider for the purpose of any
transmission of voice or data; (iv) services providing private line point-to-point service for end
users for the purpose of any transmission of voice or data; (v) video, video conferencing or point -
to-point private line service, or (vi) any service regulated by state regulatory agencies or the
Federal Communications Commission which the state of Utah or Federal Communications
Commission has authorized the Company to provide.
Anything in this Agreement to the contrary notwithstanding, the Company may not use the
Company Facilities to (i) provide, to any customer within the City, cable television services as
defined in the federal Cable Communication Policy Act of 1984, as amended, or (ii) install wireless
facilities or support structures for such wireless faciliti es in the right of way, without a separate
franchise or license agreement therefor.
1.3 Term. The term of the Franchise is for a period from and after the date hereof, until
the date that is ten (10) years from the date hereof.
ARTICLE II
FRANCHISE FEE; ADMINISTRATION FEE
2.1 Franchise Fee. (a) For and in consideration of the Franchise, and as fair and
reasonable compensation to the City for the use by the Company of the City’s Right -of-Way, the
Company will pay to the City an annual franchise fee (the “Franchise Fee”), in an amount equal
to, and consisting of, the municipal telecommunications license tax (the “Municipal
Telecommunications Tax”) authorized pursuant to the Utah Municipal Telecommunications
License Tax Act, Title 10, Chapter 1, Part 4, Utah Code Annotated 1953, as amended (the
“Municipal Telecommunications Tax Act”). Such Franchise Fee shall be calculated in the
manner provided in the Municipal Telecommunications Tax Act, and shall be paid by the
Company to the Utah State Tax Commission, as agent for the City under an Interlocal Cooperation
Agreement by and among the City, the Utah State Tax Commission, and others, at the times and
in the manner prescribed in the Municipal Telecommunications Tax Act, and any rules and
regulations promulgated thereunder. Compliance by the Company with the terms and provisions
of the Municipal Telecommunications Tax Act, and any rules and regulations promulgated
thereunder, shall satisfy all requirements of this Agreement with respect to the calculation and
payment of the Franchise Fee.
(b) Notwithstanding the provisions of Section 2.1(a) above, the Franchise Fee shall be
calculated and payable as described therein only so long as the Company and the services provided
within the City by the Company by means of the Company Facilities are subject to the Municipal
Telecommunications Tax. In the event all or any portion of the Company Facilities ceases to be
used by the Company to provide services subject to the Municipal Telecommunications Tax, the
Company shall pay, in lieu of the Franchise Fee, a charge with respect to such portion of the
Company Facilities, payable from and after the (i) the date Company ceases to provide such
services, or (ii) the date the Municipal Telecommunications Tax ceases to apply to the services
provided by the Company, which shall be calculated in the same manner as the charge then
imposed by the City on other Companies occupying the Right-of-Way with similar facilities, and
which do not provide telecommunication services subject to the Municipal Telecommunications
Act. The City and the Company agree to negotiate in good faith any amendments to this
Agreement as shall be necessary to accommodate the change or elimination of the Municipal
Telecommunications Act, including payment provisions; provided such new or changed
provisions shall conform substantially with the provisions contained in any permits held by other
similarly situated companies.
(c) The Company represents to the City that one of the purposes for entering into this
Agreement is to obtain authority to build or maintain a network within the City to provide
telecommunication services to customers within the City. Upon completion of the Company
Facilities, the Company will actively market customer services and generate local gross receipts
within the meaning of the Municipal Telecommunications Tax Act. The Company represents that
it expects to generate more than a nominal amount of gross receipts from local customers, and that
the use of the Company Facilities for other purposes, or to otherwise provide services to customers
located outside of the City, is not the sole or preeminent objective of the Company.
(d) Upon the written request of the City no more than once per year, the Company shall
submit to the City a certificate signed by a corporate officer of the Company certifying whether or
not all elements of the Company Facilities have been used to provide services which generate gross
receipts attributed to the City (within the meaning of the Municipal Telecommunications Tax Act)
during the preceding calendar year. Any elements of the Company Facilities not so used shall be
identified.
(e) For each calendar year, those elements of the Company Facilities that are not used
to provide services which generate gross receipts attributed to the City within the meaning of the
Municipal Telecommunications Tax Act shall be subject to the per linear foot charge provided for
in Salt Lake City Code § 14.32.425, or successor ordinance, as if such elements of the Compa ny
Facilities were installed and maintained pursuant to a telecommunications right of way permit (the
“Non-Taxed Facilities”). On or before March 1st each year, Company shall pay to City the per
linear foot charges for its Non-Taxed Facilities for the preceding calendar year, as provided for in
Salt Lake City Code § 14.32.425, regardless of whether City requests the report pursuant to Section
2.1(d). In the event an element of Company Facilities is changed from a Non-Taxed Facility to a
facility that provide services which generate gross receipts attributable to the City within the
meaning of the Municipal Telecommunications Tax Act, the per linear foot charges for that
particular element for the preceding year shall be pro-rated to the date of dedication to such local
services.
2.2 Report of Franchise Fee Payment. Upon the written request of the City, the
Company shall prepare and deliver to the City, at such frequency as the City shall request, but not
more frequently than monthly, a report summarizing Company payments to the Utah State Tax
Commission for the requested period. Such report shall include such information related to such
payment as the City shall reasonably request, including by way of example, and not limitation, the
gross receipts of the Company from telecommunications service that are attributed to the City
during such period, and the methodology for calculating such gross receipts.
2.3 Record Inspection. The records of the Company pertaining to the reports and
payment required in this Agreement, including but not limited to any records deemed necessary or
useful by the City to calculate or confirm gross receipts, and all other records of the Company
reasonably required by the City to assure compliance by the Company with the terms of this
Agreement (“Company Confidential Information”), shall be open to inspection by the City and
its duly authorized representatives upon reasonable notice at all reasonable business hours of the
Company. The Company may require such inspection to be performed at any Company Facilities
where such Company Confidential Information may be located; provided that in the event such
Company Confidential Information is not located at Company Facilities within the City, such
Company Confidential Information shall be delivered by the Company for inspection by the City
at the address of the City set forth in Section 13.1 hereof. City will hold in strict confidence and
will keep confidential all Company Confidential Information. City will use reasonable care to
avoid publication or dissemination of such Company Confidential Information. City will not
disclose Company Confidential Information to any third person. Notwithstanding the previous
sentence, City may disclose Company Confidential Information to its employees, officers,
directors, consultants, advisors and agents (collectively, “Representatives”) to the extent
reasonably necessary to carry out the inspection; provided, however, that such Representatives are
informed of the confidential nature of the Company Confidential Information, and are bound by
confidentiality obligations no less stringent than those set forth herein. Notwithstanding the
forgoing, Company acknowledges that City is subject to the requirements of GRAMA as provided
for in Paragraph 15.7 below. Company specifically waives any claims against City related to
disclosure of any materials as required by GRAMA.
2.4 Service of Process. The Company agrees to use its best efforts to provide a local
office within the State of Utah for purposes of acceptance of process. Otherwise, the Company
agrees to advise City of a person or office where such process may be served.
2.5 Administrative Fee. In addition to the annual Franchise Fee described above, the
Company shall pay to the City, upon execution and delivery hereof, a one-time administrative fee
of $5,000, which shall compensate the City for (but which does not exceed), the direct costs and
expenses incurred by the City in preparing, considering, approving, executing and implementing
the Ordinance and this Agreement.
ARTICLE III
COMPANY USE OF RIGHT-OF-WAY
3.1 Franchise Rights to Use Right-of-Way. (a) The Company shall have the right to
excavate in, and use any present and future City-owned or controlled street, alley, viaduct, bridge,
road, lane and public way within the City, including the surface, subsurface and airspace
(collectively the “Right-of -Way”), subject to the terms and conditions of this Agreement and in
locations where Company obtains appropriate permits. In addition, the Company shall have the
right to utilize any easement across private property granted to the City for utility purposes,
provided (i) the prior written consent of the director of the City department which controls such
easement is obtained in each case, and (ii) the documents granting such easement to the City
authorize such use. In all cases, the precise location of the Company Facilities within, on, over,
under, across or through the Right-of-Way shall be subject to City approval, and the right to use
such Rights-of-Way shall be subject to the terms of this Agreement, and all applicable federal,
state, and City laws, ordinances, rules, and regulations now existing or from time to time adopted
or promulgated.
(b) The rights granted to the Company herein do not include the right to (i) excavate
in, occupy or use any City park, recreational areas or other property owned by the City, or (ii)
attach or locate any of the Company Facilities to or on, or otherwise utilize any of, any City-owned
property or facilities or structures, including without limitation light poles, towers, buildings and
trees. The use of such City-owned property or facilities by the Company shall be considered by
the City on a case-by-case basis and shall be subject to payment of additional compensation to the
City. Similarly, the rights granted herein by the City to the Company do not include the right to
situate any Company Facilities on poles or other property owned by entities other than the City
and situated in the City’s Right-of-Way. It shall be the responsibility of the Company to negotiate
any pole-attachment agreements or similar agreements with the owners of such poles or facilities,
and to pay to such owners any required compensation.
3.2 Duty to Relocate. (a) Whenever the City shall require the relocation or
reinstallation of any of the Company Facilities situated within the Right-of-Way, it shall be the
obligation of the Company, upon notice of such requirement and written demand made of the
Company, and within a reasonable time thereof, but not more than thirty (30) days from the date
of notice, to commence to remove and relocate or reinstall such Company Facilities as may be
reasonably necessary to meet the requirements of the City, which relocation shall be completed
within a reasonably practicable time thereafter, but in no event longer than one hundred twenty
(120) days, unless extended by mutual agreement. Such relocation may be required by the City
for any lawful purpose, including, without limitation, the resolution of existing o r anticipated
conflicts or the accommodation of any conflicting uses or proposed uses of the Right -of-Way,
whether such conflicts arise in connection with a City project or a project undertaken by some
other person or entity, public or private. The City will cooperate with the Company to provide
alternate space where available, within the Right-of-Way, at no additional cost to the Company.
(b) Such relocation shall be accomplished by the Company at no cost or expense to the
City. In the event the relocation is ordered to accommodate the facilities of an entity other than
the City or the Company, the cost and expense of such relocation shall be borne by such other
entity. Any money and all rights to reimbursement from the State of Utah or the federal
government to which the Company may be entitled for work done by the Company pursuant to
this paragraph, shall be the property of the Company. City shall assign or otherwise transfer to the
Company all rights it may have to recover costs for such work perfor med by the Company and
shall reasonably cooperate with the Company’s efforts to obtain reimbursement.
3.3 City Duty to Obtain Approval to Move Company Property; Emergency Exception.
Except as otherwise provided herein, the City shall not, without the prior written approval of the
Company, intentionally alter, remove, relocate or otherwise interfere with any portion of the
Company Facilities. However, if it becomes necessary, in the judgment of the City Representative
(as defined in Section 6.1 hereof), to cut or move any of the Company Facilities because of a fire,
flood, emergency, earthquake disaster or other imminent threat thereof, or to relocate any portion
of the Company Facilities upon the Company’s failure to do so following a request by the City
under Section 3.2 hereof, these acts may be done without prior written approval of the Company
and the repairs thereby rendered necessary shall be made by the Company, without charge to the
City. Any written approval required shall be reviewed and processed by the Company within
seven calendar days and approval shall not be unreasonably withheld, conditioned, or delayed.
3.4 Annual Information Coordination. On or before February 28 of each calendar year,
or such other date as the Company and City may agree upon from year to year, the Company and
the City shall meet for the purpose of exchanging information and documents regarding
construction and other similar work within the City, with a view toward coordinating their
respective activities in those areas where such coordination may prove mutually beneficial. Such
information exchange shall be subject to the confidentiality requirements set forth in Section 2.3
above and shall be in addition to, and not in lieu of, the requirements of Title 14, Chapter 32 of the
Salt Lake City Code.
3.5 Common Use of Facilities. (a) In order to minimize the adverse impact to the
Right-of-Way and to City facilities, and inconvenience to the public, caused by construction, repair
and maintenance activities multiple utility franchisees, it is the policy of the City to encourage and
require the shared use of telecommunication facilities by City franchisees and permittees whenever
practicable.
(b) Except when necessary to service a subscriber, and subject to the written approval
and conditions of the City, the Company shall, prior to constructing any Company Facilities, fully
utilize any excess capacity reasonably and cost -effectively available on any existing poles or
within any existing conduit, under such terms and agreements as the Company negotiates with the
owners of such poles or conduits. The City shall cooperate with the Company in negotiating and
obtaining permission to use such facilities.
(c) Whenever another franchisee or permittee of the City which is subject to a provision
substantially similar to this provision of this Agreement requests permission to utilize any poles
or other equipment of the Company for the purpose of attaching or locating therein or thereon any
facilities of such franchisee or permittee, the Company shall negotiate in good faith with such
franchisee or permittee to grant such permission under terms and conditions which (i) are
commercially reasonable, (ii) do not place such franchisee or permittee at a competitive
disadvantage relative to the Company or any other franchisee or permittee of the City, (iii) would
not constitute a “barrier to entry” under the Telecommunications Act, and (iv) are, in any event,
no less onerous than those permitted or required under the Telecommunications Act. With out
limiting the generality of the foregoing, the provisions of this subsection (c) shall apply to all co -
location of fiber optic lines or other cables within excess conduit installed by the Company
pursuant to Section 14.32.095 of the Salt Lake City Code. The Company shall be required to grant
such permission only to the extent the facilities of such requesting franchisee or permittee do not
(i) interfere with the Company Facilities, (ii) conflict with uses proposed by the Company, or
anticipated within the reasonably foreseeable future, or (iii) create a safety or quality of services
hazard. In the event the Company and the requesting franchisee or permittee are unable to agree
upon such terms and conditions, the Company and the requesting franchisee or permittee shall
resolve any disagreements in such legal or other forum as may be provided by law; provided,
however, that if the result of the Company’s inability to reach a reasonable agreement is that the
City might be required by law to authorize the requesting franchisee or permittee to erect additional
poles in the Right-of-Way, then, in that case, the City may decide any outstanding disputes, and
the City’s decisions shall be binding on all parties.
(d) No Company Facilities shall be installed or the installation thereof commenced on
any existing pole within the Right-of-Way until the proposed location, specifications and manner
of installation thereof are set forth upon a plot or map showing the existing poles, where such
installations are proposed. The plot or map shall be submitted for approval to the City
Representative.
(e) If the Company is required to locate Company Facilities within the Right-of-Way
other than Company Facilities which may be attached to utility poles, the nature of such Company
Facilities shall be disclosed to the City Representative for approval as to the need thereof and as
to the location within the Right-of-Way. The installation shall be made under such conditions as
the City Representative shall prescribe.
(f) The Company may trim trees overhanging the Right-of-Way of the City to prevent
the branches of such trees from coming in contact with Company Facilities. All trimming on City
property shall be done with the approval of and under the direction of the City’s Urban Forester
and at the expense of the Company.
(g) The Company shall, at the request of any person holding a building moving permit
issued by the City, temporarily raise or lower its wires to permit the moving of such building. The
expense of such temporary removal or raising or lowering of the wires shall be paid by the person
requesting the same and the Company shall have the authority to require such payment in advance.
The City agrees to cause prior written notice of the necessity to move wires to be given as far in
advance as possible, provided that in no event shall less than forty-eight (48) hours advance notice
be given.
3.6 Duty to Underground. It is the policy of the City to have lines and cables placed
underground to the greatest extent reasonably practicable. In furtherance of this policy, the
Company agrees as follows:
(a) In addition to the installation of underground lines as provided in the applicable
rules and regulations of the Public Service Commission, the Company shall, upon payment of the
charges provided in its tariffs or their equivalent, place newly constructed lines and cables
underground in (i) new residential subdivision areas, if required by subdivision regulations adopted
by the City, and (ii) within the Central Business District of the City.
(b) In any area of the City in which there are no aerial facilities other than antennas or
other facilities required to remain above ground in order to be functional, or in any portion of t he
Right-of-Way in which all telephone wires and cables reasonably capable of undergrounding have
been placed underground, the Company shall not be permitted to erect poles, but shall lay wires,
cables, or other facilities on existing poles or underground in the manner required by the City. The
Company acknowledges and agrees that if the City does not require the undergrounding of
Company Facilities at the time of initial installation, the City may, at any time in the future, require
the conversion of the Company’s above-ground and/or aerial facilities to underground installation
at the Company’s expense whenever telephone or other utilities are placed underground in the
immediate vicinity of Company’s Facilities.
3.7 Company Duty to Comply With Rules and Regulations. Company Facilities
located on, upon, over or under the Right-of-Way shall be constructed, installed, maintained,
cleared of vegetation, renovated or replaced in accordance with such lawful rules and regulations
as the City may issue. The Company shall acquire, and any fees with respect to, such permits as
may be required by such rules and regulations, and the City may inspect the manner of such work
and require remedies as may be necessary to assure compliance.
3.8 Incorporation of Technology. The Company shall use its best efforts to incorporate
technological advances into its equipment and service when such advances have been shown to be
technically and economically feasible, safe and beneficial. Without limiting the generality of the
foregoing, the Company shall endeavor to make available to all of its customers within the City,
and continually improve, its high-speed internet service, if any. The Company shall, in the regular
course of its business, review technological advances that have occurred in the telecommunication
industry.
3.9 Compliance with Applicable Law. All Company Facilities installed or used under
color of this Agreement shall be used, constructed and maintained in accordance with applicable
federal, state and City laws and regulations, including without limitation environmental laws;
provided that this provision shall not be construed to require the Company to modify or retrofit
any existing facilities to meet new code standards unless otherwise required by law. Nothing in
this Agreement shall constitute a waiver of either party’s right to challenge any portion of this
Agreement which is not in accordance with applicable federal, state and local laws.
3.10 Location to Minimize Interference. All Company Facilities shall be reasonably
located so as to cause minimum interference with the use of the Right -of-Way by others, and so
as to cause minimum interference with the rights of the owners of property which abuts any portion
of the Right-of-Way.
3.11 Repair Damage. If during the course of work on Company Facilities, the Company
causes damage to or alters any portion of the Right-of-Way, or any City facilities or other public
property or facilities, the Company shall (at its own cost and expense and in a manner approved
by the City Representative), replace and restore such portion of the Right -of-Way or any City
facilities or other public or private property or facilities, in accordance with applicable City
ordinances, policies and regulations relating to repair work of similar character.
3.12 Guarantee of Repairs. For a period of three years following the completion of any
work in the Right-of-Way or any repair work performed pursuant to Section 3.11, the Company
shall maintain, repair, and keep in good condition those portions of the Right-of-Way or property
or facilities restored, repaired or replaced, to the reasonable satisfaction of the City Engineer.
3.13 Safety Standards. The Company’s work, while in progress, shall be properly
protected at all times with suitable barricades, flags, lights, flares, or other devices in accordance
with applicable safety regulations or standards imposed by law.
3.14 Landscaping. The Company shall maintain the general appearance of any of its
buildings located within the City in a manner consistent with the surrounding properties, and the
appearance of Company Facilities in a manner consistent with best industry practice. Such
obligation to maintain the appearance of property shall include but not be limited to the
landscaping of front yards and parkways in residential zones; the installation of curb, gutter,
sidewalk and parkway landscaping in those areas where similar improvements have been, or are
being, installed on contiguous properties; and the screening of such property directl y abutting a
public street or abutting residential property with appropriate landscaping or screening material as
required by the City’s Planning Commission.
3.15 Inspection by the City. The Company Facilities shall be subject to inspection by
the City to the extent reasonably necessary to assure compliance by the Company with the terms
of this Agreement. The City shall inspect Company Facilities at reasonable times and upon
reasonable notice to the Company; provided, however, the inspection shall not interrupt or interfere
with any services provided by the Company.
3.16 Company’s Duty to Remove Company Facilities from the Right-of-Way.
(a) Subject to subsection (c) below, the Company shall promptly remove from the
Right-of-Way all or any part of the Company Facilities, when one or more of the following
conditions occur:
(i) The Company ceases to operate such Company Facilities for a continuous
period of twelve (12) months, except when the cessation of service is a direct result of a natural or
man-made disaster;
(ii) The construction or installation of such Company Facilities does not meet
the requirements of this Agreement; or
(iii) The Franchise is terminated or revoked pursuant to notice as provided
herein.
(b) Upon receipt by the Company of written notice from the City setting forth one or
more of the occurrences specified in subsection (a) above, the Company shall have ninety (90)
days from the date upon which said notice is received to remove such Company Facilities, or, in
the case of subsection (a), to begin operating the Company Facilities.
(c) The Company may abandon any underground Company Facilities in place, subject
to the reasonable requirements of the City, and with the prior written consent of the City, which
may be granted or withheld in the City’s sole and absolute discretion. In such an event, the
abandoned system shall become the property of the City and the Company shall have no further
responsibilities or obligations concerning those facilities. The City shall not use th e possibility of
obtaining ownership of the abandoned system as a rationale for terminating or revoking this
Agreement.
3.17 Operational Reports. During the period of construction of any Company Facilities,
the Company shall furnish the City with written progress reports indicating in detail the area of
construction. Such periodic reports shall be furnished at three-month intervals, the first report to
be made three (3) months after the construction commencement date.
3.18 Removal of Facilities upon Request. Upon termination of service to any subscriber,
the Company shall promptly remove Company Facilities and equipment from the premises of such
customer at the written request of such customer, and at no cost to the subscriber, unless the
Company’s agreement with such subscriber provides otherwise. Notwithstanding the foregoing,
as long as regulations of the Utah Public Service Commission govern the removal of Company
Facilities, and the Company is in compliance with such regulations, this Section 3.18 shall not
apply.
ARTICLE IV
CITY USE RIGHTS
4.1 City Use of Poles and Overhead Structures. The City shall have the right, without
cost, to use all poles and suitable overhead structures owned by the Company within the City for
fire alarms, police signal systems, or any other lawful use; provided, however, any said uses by
the City shall be for activities owned, operated or exclusively used by the City for any public
purposes and shall not include the provision of telecommunication services to third parties.
4.2 Use of Trenches. Whenever the Company proposes to install new underground
conduits or replace existing underground conduits within or under the Right-of-Way, it shall notify
the City Representative as soon as practical and shall allow the Cit y, at its own expense, and
without charge to the Company, to use any such trench opened by the Company to lay the City’s
facilities therein; provided, that such action will not unreasonably interfere with Company
Facilities or delay the accomplishment of the Company’s project; and provided further that the
Company may require the City to agree to reasonable terms and conditions of such use.
4.3 Use of Company Corridors. The City may identify corridors which the Company
now or in the future owns in fee within the City and which are similar in nature to transmission
corridors of electric utility companies. The City may identify portions of such corridors, if any, as
being desirable locations for public parks, playgrounds or recreation areas. In such event, and upon
notice by the City, the Company shall negotiate with the City in good faith to reach an agreement
providing for such uses by the City; provided that such use shall not be allowed where the
Company in good faith believes such use would interfere with the Company’s use of the corridor
or materially prejudice its interests in safety. The Company shall assume no liability nor shall it
incur, directly or indirectly any additional expense in connection therewith.
4.4 Limitation on Use Rights. Nothing in this Article 4 shall be construed to require
the Company to increase pole capacity or trench size, alter the manner in which the Company
attaches equipment to the poles or installs facilities, or alter the manner in which it operates and
maintains its equipment. The City may attach to or otherwise utilize Company Facilities only after
written approval by the Company. Such approval may include requirements regarding
maintenance of such City facilities, either to be done for a reasonable fee by the Company or by a
qualified party who shall fully indemnify and hold the Company harmless from any liability and
whose service would not materially prejudice the Company’s interests in safety and insulation
from liability.
ARTICLE V
POLICE POWER
The City expressly reserves, and the Company expressly recognizes, the City’s right and
duty to adopt, from time to time, in addition to the provisions herein contained, such ordinances,
rules and regulations as the City may deem necessary in the exercise of its police power for the
protection of the health, safety and welfare of its residents and their properties. This Agreement is
subordinate to City’s exercise of its police power.
ARTICLE VI
CITY REPRESENTATIVE
6.1 City Representative. Except as provided hereinafter, the City Engineer, or his/her
designee, or such other person as the Mayor may designate from time to time (which designation
shall be communicated to the Company in writing), is hereby designated the official of the City
having full power and authority, along with a representative of the City Attorney’s Office, to take
appropriate action for and on behalf of the City and its inhabitants to enforce the provisions of this
Agreement and to investigate any alleged violations or failures of the Company to comply wit h
said provisions or to adequately and fully discharge its responsibilities and obligations hereunder.
The City Engineer or such other designee is referred to herein as the City Representative. The
failure or omission of the City Representative to so act shall not constitute a waiver or estoppel.
The City Representative shall be the Company’s initial point of contact with the City. Unless
specifically provided otherwise, all decisions, consents or approvals required of the “City” shall
be made or given by the City through the City Representative. The City Representative shall
coordinate with other City officials, personnel and departments in all matters relating to this
Agreement.
6.2 Company Duty to Cooperate. In order to facilitate such duties of the City
Representative, the Company agrees:
(a) To allow the City Representative to inspect Company Facilities in accordance with
Section 3.15.
(b) That the City Representative may convey to the Company, and, with notice to the
Company in accordance with this Agreement, to the Federal Communications Commission, the
Utah Public Service Commission and any other regulatory agency having jurisdiction, any
complaint of any customer of the Company within the City with respect to the quality and price of
telecommunication services and the appropriate standards thereof; provided, however, that City
Representative’s failure to provide any such notice to the Company shall not constitute a breach
of this Agreement.
(c) To submit to the City Representative a letter advising the City of any application
by the Company which, if approved, would materially affect the Franchise Fee. A copy of such
letter shall also be submitted to the City Attorney.
ARTICLE VII
COMPANY SERVICE TO CITY
If the City elects to purchase capacity or telecommunications services from the Company
for municipal uses, the Company agrees to extend such services and capacity to City facilities
identified by the City, without requiring advance payments from the City. The City agrees that
extension of service to City facilities may be conditioned by the Company on the payment by the
City of all costs incurred by the Company in connection with such extension of services and
typically charged by the Company to the customer. The provisions of this Article shall not be
construed as requiring the Company to extend its facilities until such time as the Company, in its
judgment, deems such extension to be technically and economically feasible, and in no event shall
the City’s request delay the Company’s construction.
ARTICLE VIII
CONTINUATION OF SERVICE
In the event the Company is or becomes the exclusive local exchange carrier providing
basic telephone exchange services within the City, the removal of Company Facilities, and the
discontinuation of telecommunication services by the Company within the City, shall be subject
to applicable regulations and procedures of the Public Service Commission, or any successor
regulatory body and, in the event the Utah Public Service Commission or such successor regulatory
body no longer regulates local exchange carriers providing basic telephone exchange services
within the City, such removal of facilities and discontinuation of services shall be subject to the
applicable regulations and procedures of any public body (including the City) then regulating such
carriers.
ARTICLE IX
TRANSFER OF FRANCHISE
(a) The Company shall not sell, transfer, lease, assign, sublet or otherwise make
available to any person or entity other than the Company, in whole or in part, either by forced or
involuntary sale, or by ordinary sale, contract, consolidation or otherwise, the Franchise or any
rights or privileges under this Agreement (each, a “Transfer”), to Proposed Transferee, without the
prior written consent of the City. The following events (by way of illustration and not limitation)
shall be deemed to be a Transfer of the Franchise requiring compliance with this Article: (i) the
sale, assignment or other transfer of all or a majority of the Company’s assets to another Person;
(ii) the sale, assignment or other transfer of capital stock or partnership, membership or other
equity interests in the Company by one or more of its existing shareholders, partners, members or
other equity owners, so as to create a new Controlling Interest in the Com pany; (iii) the issuance
of additional capital stock or partnership, membership or other equity interest by the Company so
as to create a new Controlling Interest in the Company; or (iv) the entry by the Company into an
agreement with respect to the management or operation of the Company or its facilities (including
the Company Facilities).
(b) The consent required shall be given or denied by the City not later than one-hundred
twenty (120) days following receipt by the City of a written request for consent, and shall not be
unreasonably withheld. For the purpose of determining whether it shall grant its consent, the City
may inquire into the qualifications of the Proposed Transferee, and the Company shall assist the
City in the inquiry. City may condition or deny its consent based on any or a combination of the
following or similar criteria. The Proposed Transferee shall indicate by affidavit whether it:
(i) has ever been convicted or held liable for acts involving deceit including
any violation of federal, State or local law or regulations, or is currently under an indictment,
investigation or complaint charging such acts;
(ii) has ever had a judgment entered against it in an action for fraud, deceit, or
misrepresentation by any court of competent jurisdiction;
(iii) has pending any material legal claim, lawsuit, or administrative proceeding
arising out of or involving a system similar to the Company Facilities, except that any such claims,
suits or proceedings relating to insurance claims, theft or service, or employment matters need not
be disclosed;
(iv) is financially solvent, by submitting financial data, including financial
statements, that have been audited by a certified public accountant, along with any other data that
the City may reasonably require;
(v) has the financial and technical capability to enable it to maintain and operate
the Company Facilities for the remaining term of this Agreement; and
(vi) the use of the Company Facilities and Right of Way by the Proposed
Transferee are consistent with the uses by the Company permitted under this Agreement.
The Company shall provide to the City information regarding any failure by the Company
to comply with any provision of this Agreement or of any applicable customer or consumer service
standards promulgated or in effect in the City’s jurisdiction at any point during the term of this
Agreement.
(c) Notwithstanding the foregoing, the City’s consent shall not be required in
connection with the following circumstances, provided that Company is not released from the
obligations under this Agreement and such transferee assumes this Agreement and agrees in
writing to comply with the terms and conditions of this Agreement:
(i) The intracorporate transfer from one wholly-owned subsidiary to another
wholly-owned subsidiary of a parent corporation;
(ii) Any transfer in trust, a mortgage, or other instrument of hypothecation of
the assets of the Company, in whole or in part, to secure an indebtedness, provided that
such pledge of the assets of the Company shall not impair or mitigate the Company’s
responsibility and capability to meet all its obligations under this Agreement, and provided
further that such Proposed Transferee subordinates to this Agreement;
(iii) Any sale or other transfer by the Company of worn out or obsolete
equipment or property no longer required by the Company in connection with its operations
in the normal course of business; or
(iv) interconnection or use agreements pursuant to which the Company
Facilities may be used by another entity providing telecommunication services within the
City, provided that any such other entity has obtained a franchise from the City, and further
provided that such interconnection or use agreement is subordinate to this Agreement.
(d) Transfer by the Company shall not constitute a waiver or release of any rights of
the City in or to its Right-of-Way and any transfer shall by its own terms be expressly subject to
the terms and conditions of this Agreement.
(e) A sale, transfer or assignment of this Agreement will only be effective upon the
Proposed Transferee becoming a signatory to this Agreement by executing an unconditional
acceptance of this Agreement.
(f) For purposes of this Article IX, the following terms shall have the following
meanings:
(i) “Control” or “Controlling Interest” means actual working control in
whatever manner exercised, including, without limitation, working control through ownership,
management, debt instruments or negative control, as the case may be, of the Company Facilities
or of the Company. A rebuttable presumption of the existence of Control or a Controlling Interest
shall arise from the beneficial ownership, directly, by any person, or group of persons or entities
acting in concert, of more than fifty percent (50%) of the Company. “Control” or “Controlling
Interest” as used herein may be held simultaneously by more than one Person.
(ii) “Person” means any individual, sole proprietorship, partnership, association
or corporation, or any other form of organization, and includes any natural person.
(iii) “Proposed Transferee” means a proposed purchaser, transferee, lessee,
assignee or person acquiring ownership or control of the Company.
ARTICLE X
EARLY TERMINATION OR REVOCATION OF FRANCHISE
10.1 Grounds for Termination. The City may terminate or revoke this Agreement and
all rights and privileges herein provided for any of the following reasons:
(a) The Company fails to make timely payments of the Franchise Fee as required under
Article II of this Agreement, or any other fee due to the City under the terms of this Agreement,
and does not correct such failure within twenty (20) business days after receipt of written notice
by the City of such failure.
(b) The Company, by act or omission, violates a material term or condition herein set
forth within the Company’s control, and with respect to which redress is not otherwise herein
provided. In such event, the City, acting by or through its City Cou ncil, may after public hearing,
determine that such failure is of a material nature and thereupon, after written notice given to the
Company of such determination, the Company shall, within thirty (30) days of such notice,
commence efforts to remedy the conditions identified in the notice, and shall have six (6) months
from the date it receives notice to remedy the conditions. After the expiration of such six (6) month
period and upon failure by the Company to correct such conditions, the City may declare t he
Franchise forfeited and this Agreement terminated, and thereupon the Company shall have no
further rights or authority hereunder; provided, however, that any such declaration of forfeiture
and termination shall be subject to judicial review as provided by law, and provided further that in
the event such failure is of such nature that it cannot be reasonably corrected within the six (6)
month period above, the City shall provide additional time for the reasonable correction of such
alleged failure if the Company (i) commences corrective action during such six (6) month period,
and (ii) diligently pursues such corrective action to completion.
(c) The Company becomes insolvent, unable or unwilling to pay its debts, is adjudged
bankrupt, or all or part of its facilities are sold under an instrument to secure a debt and is not
redeemed by the Company within sixty (60) days.
(d) In furtherance of the Company policy or through acts or omissions done within the
scope and course of employment, a member of the Board of Directors or an officer of the Company
knowingly engages in conduct or makes a material misrepresentation with or to the City, that is
fraudulent or in violation of a felony criminal statute of the State of Utah.
(e) Company abandons use of all Company Facilities for 12 consecutive months.
10.2 Reserved Rights. Nothing contained herein shall be deemed to preclude the
Company from pursuing any legal or equitable rights or remedies it may have to challenge the
action of the City.
ARTICLE XI
COMPANY INDEMNIFICATION; INSURANCE
11.1 No City Liability. The City shall in no way be liable or responsible for any loss or
damage to property or any injury to, or death of, any person that may occur in the construction,
operation or maintenance by the Company of the Company Facilities. City will be liable only for
its own conduct, subject to and without waiving any defenses, including limitation of damages,
provided for in the Utah Governmental Immunity Act (Utah Code §§ 63G-7-101 et seq.) or
successor provision. Company agrees that the Rights-of-Way are delivered in an “AS IS, WHERE
IS” condition and City makes no representation or warranty regarding their condition, and
disclaims all express and implied warranties.
11.2 Company Indemnification of City. Company shall indemnify, save harmless, and
defend City, its officers and employees, from and against all losses, claims, counterclaims,
demands, actions, damages, costs, charges, and causes of action of every kind or character,
including attorneys’ fees, arising out of Company’s intentional, reckless, or negligent performance
hereunder or under the Ordinance. Company’s duty to defend City shall exist regardless of
whether City or Company may ultimately be found to be liable for anyone’s negligence or other
conduct. If City’s tender of defense, based upon this indemnity provision, is rejected by Company,
and Company is later found by a court of competent jurisdiction to have been required to indemnify
City, then in addition to any other remedies City may have, Company shall pay City’s reasonable
costs, expenses, and attorneys’ fees incurred in proving such indemnification, defending itself, or
enforcing this provision. Nothing herein shall be construed to require Company to indemnify the
indemnitee against the indemnitees’ own negligence. The provisions of this section 11.2 shall
survive the termination of this Agreement.
11.3 Notice of Indemnification. City shall (a) give prompt written notice to the
Company of any claim, demand or lien with respect to which the City seeks indemnification
hereunder and (b) unless in the City’s judgment a conflict of interest may exist between the City
and the Company with respect to such claim, demand or lien, permit the Company to assume the
defense of such claim, demand, or lien with counsel satisfactory to City. If such defense is not
assumed by the Company, the Company shall not be subject to any liability for any settlement
made without its consent. Notwithstanding any provision hereof to the contr ary, the Company
shall not be obligated to indemnify, defend or hold the City harmless to the extent any claim,
demand or lien arises out of or in connection with any negligent act or failure to act of the City or
any of its officers or employees.
11.4 Insurance.
(a) The Company, at its own cost and expense, shall secure and maintain, and shall
ensure that any subcontractor to the Company shall secure and maintain, during the term of this
Agreement the following policies of insurance:
(i) Commercial General Liability Insurance. Commercial general liability
insurance with the City as an additional insured on a primary and non-contributing bases
in comparison to all other insurance including City’s own policy or policies of insurance,
in the minimum amount of $2,000,000 per occurrence with a $3,000,000 general aggregate
and $3,000,000 products completed operations aggregate. These limits can be covered
either under a CGL insurance policy alone, or a combination of a CGL insurance policy
and an umbrella insurance policy and/or a CGL insurance policy and an excess insurance
policy. The policy shall protect the City, Company, and any subcontractors from claims
for damages for personal injury, including accidental death, and from claims for property
damage that may arise from the Company’s operations under this Agreement, whether
performed by Company itself, any subcontractor, or anyone directly or indirectly employed
by either of them. Such insurance shall provide coverage for premises operations, acts of
independent contractors, products, and completed operations.
(ii) Commercial Automobile Liability Insurance. Commercial automobile
liability insurance that provides coverage for owned, hired, and non-owned automobiles,
used in connection with this Agreement in the minimum amount of with a combined single
limit of $2,000,000 per occurrence. These limits can be covered either under a commercial
automobile liability insurance policy alone, or a combination of a commercial automobile
liability insurance policy and an umbrella insurance policy and/or a commercial automobile
liability insurance policy and an excess insurance policy. If the policy only covers certain
vehicles or types of vehicles, such as scheduled autos or only hired and non-owned autos,
Company shall only use those vehicles that are covered by its policy in connection with
any work performed under this Agreement.
(iii) Workers’ Compensation and Employer’s Liability. Worker’s compensation
and employer’s liability insurance sufficient to cover all of the Company’s employees
pursuant to Utah law, unless a waiver of coverage is allowed and acquired pursuant to Utah
law. In the event any work is subcontracted, the Company shall require its subcontractor(s)
similarly to provide worker’s compensation insurance for all of the latter’s employees,
unless a waiver of coverage is allowed and acquired pursuant to Utah law.
(b) General Insurance Requirements.
(i) Any insurance coverage required herein that is written on a “claims made”
form rather than on an “occurrence” form shall (A) provide full prior acts coverage or have
a retroactive date effective before the date of this Agreement, and (B) be maintained for a
period of at least three (3) years following the end of the term of this Agreement or contain
a comparable “extended discovery” clause. Evidence of current extended discovery
coverage and the purchase options available upon policy termination shall be provided to
the City.
(ii) All policies of insurance shall be issued by insurance companies authorized
to do business in the state of Utah and either:
(A) Currently rated A- or better by A.M. Best Company; and
—OR—
(B) Listed in the United States Treasury Department’s current Listing of
Approved Sureties (Department Circular 570), as amended.
(iii) The Company shall furnish certificates of insurance, acceptable to the City,
verifying the foregoing matters concurrent with the execution hereof and thereafter as
required.
(iv) In the event any work is subcontracted, the Company shall require its
subcontractor, at no cost to the City, to secure and maintain substantially the same coverage
with substantially the same limits as required of the Company hereunder.
(v) Company shall provide the City with thirty (30) days’ prior written notice
of cancellation to the City or 10 days’ prior written notice for cancellation due to non-
payment of premiums, if such policy is not replaced prior to the cancellation of the original
policy with a policy meeting the minimum requirements hereunder. Company shall also
provide City with evidence of such replacement policy.
ARTICLE XII
REMEDIES
12.1 Duty to Perform. The Company and the City agree to take all reasonable and
necessary actions to assure that the terms of this Agreement are performed and neither will take
any action for the purpose of securing modification of this Agreement before either the Public
Service Commission or any court of competent jurisdiction; provided, however, that neither Party
shall be precluded from taking any action it deems necessary to resolve differences in interpretation
of this Agreement.
12.2 Remedies at Law. In the event the Company or the City fails to fulfill any of its
respective obligations under this Agreement, the Party that is not in default may exercise any
remedies available to it provided by law; however, no remedy that would have the effect of
amending the provisions of this Agreement shall become effective without a formal amendment
of this Agreement.
ARTICLE XIII
NOTICES
13.1 City Designee and Address. Unless otherwise specified herein, all notices from the
Company to the City pursuant to or concerning this Agreement shall be delivered to the City at
Housing and Neighborhood Development Division, Real Estate Services Manager, at 451 South
State Street, Room 248, P.O. Box 145460, Salt Lake City, Utah, 84114-5460, with a copy to the
City Attorney, at 451 South State Street, Room 505A, P.O. Box 145478 Salt Lake City, Utah
84114-5478, and (b) such other offices as the City may designate by written notice to the Company.
13.2 Company Designee and Address. The Company shall maintain an office and
telephone number for the conduct of matters relating to this Agreement and the Franchise during
normal business hours. Unless otherwise specified herein, all notices from the City to the Company
pursuant to or concerning this Agreement or the Franchise shall be delivered to (a)SQF, LLC,
ATTN Alda Licis, 16 Middle Street, 4th Floor, Portland, ME 04101, with a copy
toSQFNotifications@tilsontech.com, and (b) such other offices as the Company may designate by
written notice to the City.
ARTICLE XIV
AMENDMENT
14.1 Changing Conditions; Duty to Negotiate. (a) The Company and the City recognize
that many aspects of the telecommunications business are currently the subject of discussion,
examination and inquiry by different segments of the industry and affected regulatory authorities,
and that these activities may ultimately result in fundamental changes in the way the Company
conducts its business. In recognition of the present state of uncertainty respecting these matters,
the Company and the City each agree, at the request of the other during the term of this Agreement,
to meet with the other and discuss in good faith whether it would be appropriate, in view of
developments of the kind referred to above during the term of this Agreement, to amend this
Agreement or enter into separate, mutually satisfactory arrangements to effect a proper
accommodation of any such developments.
(b) Either party may propose amendments to this Agreement by giving thirty (30) days
written notice to the other of the proposed amendment(s) desired, and both parties thereafter,
through their designated representatives, will, within a reasonable time, negotiate in good faith in
an effort to agree upon mutually satisfactory amendment(s).
14.2 Amendment Approval Required. No amendment or amendments to this Agreement
shall be effective until mutually agreed upon by the City and the Company and an ordinance or
resolution approving such amendments is approved by the City Council.
ARTICLE XV
MISCELLANEOUS
15.1 Conditions. If any section, sentence, paragraph, term or provision of this
Agreement or the Ordinance is for any reason determined to be or rendered illegal, invalid, or
superseded by other lawful authority including any state or federal, legislative, regulatory or
administrative authority having jurisdiction thereof, or determined to be unconstitutional, i llegal
or invalid by any court of competent jurisdiction, such portion shall be deemed a separate, distinct,
and independent provision and such determination shall have no effect on the validity of any other
section, sentence, paragraph, term or provision hereof or thereof, all of which will remain in full
force and effect for the term of this Agreement and the Ordinance or any renewal or renewals
thereof, except for Article II hereof.
15.2 No Waiver or Estoppel. Neither the City nor the Company shall be excused from
complying with any of the terms and conditions of this Agreement by any failure of the other, or
any of its officers, employees, or agents, upon any one or more occasions to insist upon or to seek
compliance with any of such terms and conditions.
15.3 Fee Article Essential. (a) Article II hereof is essential to the adoption of this
Agreement. The Company shall not initiate, sponsor or support any litigation that seeks to
invalidate the Franchise Fee provisions contained in Article II hereof, or to reduce the amount of
the Franchise Fee payable hereunder. In the event the Franchise Fee provisions hereof are
determined to be illegal, invalid, unconstitutional, or are superseded by legislation, in whole or in
part, this entire Agreement and the Franchise shall, to the fullest extent not prohibited by law, and
subject to the following provisions of this Article, be voided and terminated. Such termination
shall be effective as of the date of a final appealable order, or the effective date of any su ch
legislation, unless otherwise agreed by the City and the Company.
15.4 Waiver of Non-Severability. Notwithstanding the foregoing, if City stipulates in
writing to judicial, administrative or regulatory action that seeks a determination that Article II is
invalid, illegal, superseded or unconstitutional, then a determination that Article II is invalid,
illegal, unconstitutional or superseded shall have no effect on the validity or effectiveness of any
other section, sentence, paragraph term or provision of this Agreement, which shall remain in full
force and effect.
15.5 Lease Terms upon Termination. In the event this Agreement is terminated pursuant
to Section 10.1 hereof, the City grants to the Company a lease according to the same terms and
conditions as set forth in this Agreement. Accordingly, the Company shall pay, as fair market
rental value, the same amounts, at the same times, required for the payment of the Franchise Fee
pursuant to Article II hereof, and shall be bound by all other terms and conditions contained herein;
provided, however, that in no event will the Company be obligated to pay a higher percentage of
gross receipts than is paid by other similarly situated franchisees serving within the City.
15.6 Parity among Providers. The City and Company mutually agree that Company will
at all times be treated, regarding fees assessed and charges and all other franchise rights and
privileges hereunder, on parity with other telecommunications providers.
15.7 Utah Governmental Records Management Act. Whenever the Company is required
to deliver to the City, or make available to the City for inspection, any records of the Company,
and such records are delivered to or made available to the City with a written claim of business
confidentiality which meets, in the judgment of the City Representative, the requirements of the
Utah Governmental Records Management Act (“GRAMA”), such records shall be classified by
the City as “protected” within the meaning of GRAMA, and shall not be disclosed by the City
except as may otherwise be required by GRAMA, by court order, or by applicable City ordinance
or policy.
15.8 Timeliness of Approvals. Whenever either party is required by the terms of this
Agreement to request the approval or consent of the other party, such request shall be acted upon
at the earliest reasonable convenience of the party receiving the request, and the approval or
consent so requested shall not be unreasonably denied or withheld.
15.9 Representation Regarding Ethical Standards for City Officers and Employees and
Former City Officers and Employees. The Company represents that it has not (1) provided an
illegal gift or payoff to a City officer or employee or former City officer or employee, or his or her
relative or business entity; (2) retained any person to solicit or secure this contract upon an
agreement or understanding for a commission, percentage, or brokerage or contingent fee, other
than bona fide employees or bona fide commercial selling agencies for the purpose of securing
business; (3) knowingly breached any of the ethical standards set forth in the City’s conflict of
interest ordinance, Chapter 2.44, Salt Lake City Code; or (4) knowingly influenced, and hereby
promises that it will not knowingly influence, a City officer or employee or former City officer or
employee to breach any of the ethical standards set forth in the City’s conflict of interest ordinance,
Chapter 2.44, Salt Lake City Code.
15.10 Governing Law. This Agreement shall be governed by and interpreted in
accordance with the laws of the State of Utah.
15.11 Entire Agreement. This Agreement contains all of the agreements of the parties
with respect to any matter addressed in this Agreement, and supersedes all prior discussions,
agreements or understandings pertaining to any such matters for all purposes.
15.12 Authority. Each individual executing this Agreement on behalf of the City and
Company represents and warrant that such individual is duly authorized to execute and deliver this
Agreement on behalf of the City or Company (as applicable).
[Signatures on following page.]
WITNESS WHEREOF, this Franchise Agreement is executed in duplicate originals as of
the day and year first above written.
SALT LAKE CITY CORPORATION, a
Utah municipal corporation
Erin Mendenahll, Mayor
Date:
Attest and Countersign:
City Recorder
Date of Recordation:
Approved as To Form:
Kimberly K. Chytraus
Senior City Attorney
SQF, LLC, a Delaware limited liability
company
By
Name: Joshua Broder
Title: President
Date:
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: Kira Luke
Budget & Policy Analyst
DATE: May 11, 2021
RE: Google Fiber Utah Amended and Restated Broadband Services Franchise
ISSUE AT-A-GLANCE
Google Fiber and Salt Lake City’s existing franchise agreement was for a 15-year term signed in 2015, and
included both rights to provide both broadband and video services. Google Fiber is discontinuing video services,
and is seeking an amended agreement to reflect the change in scope and restate the agreement with the City for
another 15 years.
Franchise agreements provide the contractual framework regulating a company’s access to the public-right-of-
way for their infrastructure above, below and at ground level, including utility easements. It also designates
formal processes for the company and City to interact, and identifies the calculation of franchise fee payments.
The City Attorney’s Office is exploring avenues to streamline this process incorporating many of the standard
franchise provisions into ordinance.
The proposed amended franchise agreement is for a new term of 15 years and allows Google to provide
broadband services within Salt Lake City and continue constructing, maintain and operate facilities in the
public-right-of-way. It does not allow other telecommunication services, cable television services or small
wireless facility installation, any of which would be governed under separate agreements. When a franchise
agreement is granted, companies still must obtain public-right-of-way construction permits from the
Engineering Division before beginning work.
Budget Impact: The original agreement included an annual payment to the City of 5% of Google Fiber’s
revenues for video services. As those services are no longer provided, necessitating the new agreement, the new
proposal is an annual payment to the City of 2% of Google Fiber’s gross revenues in Salt Lake City. This is in
addition to the standard payment of 3.5% Municipal Telecommunications License Tax (“MTLT”) of gross
receipts attributable to customers in Salt Lake City. According to Google Fiber, the expected revenue to the City
is expected to be the same or greater than it was under the previous agreement. The agreement also includes a
one-time, $10,000 administrative fee.
Noticing: Council Members have received complaints from some constituents that multiple companies provide
little or no notice to residents when working in adjacent public rights of way. The Council has discussed and
given feedback on a first draft of an ordinance expanding noticing requirements for work in the public right of
way. The Administration is working with Council staff on an updated draft.
Digital Equity: The Covid-19 pandemic has deepened the digital divide and heightened awareness of the
importance of digital equity throughout the City. For example, some neighborhoods lack the full range of
broadband provider choices available in others (see map on page 3). Nothing in the agreement requires Google
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Fiber to provide internet to all areas of the City, so long as the excluded areas are not demonstrably due to a
neighborhood’s demographics. During the 2015 agreement discussions, Google communicated to the City that
they will tailor a “Community Connections” program for Salt Lake City, with the stated goal of bridging the
digital divide and increasing broadband access to residents. The current agreement (Article IV) references non-
specific public benefit initiatives relating to broadband access (See Policy Question 1b).
Goal of the briefing: Discuss with the Administration the proposed 15-year amended and restated
broadband franchise agreement and identify any policy issues for follow up.
POLICY QUESTIONS
1.Digital Equity:
a.The City recently funded the infrastructure to provide a public wifi network in some areas of the
City. The Council may wish to discuss whether there are any opportunities to leverage
partnerships via franchise agreements to encourage or incentivize equitable access throughout
the City.
b. The Council may wish to ask for an update on the Company’s Digital Equity efforts since 2015,
and plans for future initiatives.
c.The Council may wish to ask if the City’s forthcoming Equity Study or new Chief Equity Officer
may have a role to inform franchise agreements like the one under consideration?
2.Public Access Video: Under the original agreement, Google Fiber was expected to provide three free
public, education, and government channels. The Council may wish to ask, as video services are being
discontinued, does this leave a void in public access channels?
3.Fifteen-Year Term: The Council may wish to ask the Administration, is a renewed fifteen-year term
reasonable, or is technology expected to advance in such a way that the agreement should be revisited
sooner? The original agreement would have been re-evaluated in 2030.
4.Budget impact: Most of the City’s franchise agreements derive from a standard template, which defers
the fees set to state code. According to the Administration, they’ve observed a trend of decreasing
revenue from telecommunications franchises. The Council may wish to ask, are there other ways to
capture revenue from new technologies? This was mentioned during the FY20 annual budget; Council
Members may want to ask the Administration for any new information that may have become available.
5.Enforcement: From franchise agreements to building permits, utility providers typically work through
a number of City processes to ensure any installations are in compliance. The Council Office has
received complaints from residents about monopoles and utility poles that did not appear to follow the
designated City processes. The Council may wish to ask, would additional resources enable the
Administration to more closely monitor and respond to constituent complaints of any non-complying
utilities?
ADDITIONAL & BACKGROUND INFORMATION
Broadband access in Salt Lake City
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Image taken from BroadbandNow.com, which uses information Internet Service Providers (ISPs) share with the
FCC to display how many internet options are available at a census tract level. The darker green a tract is, the
more internet service provider options residents of that area have available.
Multiple Levels of Statutes and Regulations
Franchise agreements are subject to federal, state and local laws and regulations.
•Federal Telecommunications Act of 1996
•Federal Communication Commission
•Utah Municipal Telecommunications License Tax Act (Utah Code Title 10, Chapter 1, Part 4)
•Utah Public Service Commission
•Salt Lake City Municipal Telecommunications License Tax Ordinance (Salt Lake City Code Chapter 3.10)
•Salt Lake City Telecommunication Right of Way Permits (Salt Lake City Code Chapter 14.32, Article IV,
Section 425)
Public-right-of-way and City-owned Property
The franchise agreement states a company is granted access to the City’s public-right-of-way but not “any City
park, recreational areas or other property owned by the City … or facilities and structures.” Use of other City-
owned property is possible on a case-by-case basis for additional compensation.
Franchise Taxes and the City’s General Fund
The City’s General Fund has four major categories of revenue sources. In FY21, approximately 8.2% of General
Fund revenues came from franchise taxes. The City has dozens of franchise agreements with utility companies,
cable services providers, telecommunication service providers and others.
City Offices Involved in Franchise Agreements
Multiple City offices are involved in franchise agreements. For example, the Attorney’s Office drafts the
agreements, the Engineering Division reviews construction proposals and issues permits, Real Estate Services
coordinates correspondence and planning with the franchisee and Finance tracks, receives and budgets
franchise fees revenue.
ACRONYMS
CPI – Consumer Price Index
dba – doing business as
FY – Fiscal Year
Attachment: February 2015 Council Staff Report
ERIN MENDENHALL DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
Blake Thomas
Director
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
CITY COUNCIL TRANSMITTAL
________________________ Date Received: _________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE:
Amy Fowler, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
__________________________
SUBJECT: Google Fiber Utah Amended and Restated Broadband Services Franchise
STAFF CONTACT: Dan Rip, Policy and Program Manager;
Nole Walkingshaw, Chief Innovation Officer;
Kimberly Chytraus, Senior City Attorney;
DOCUMENT TYPE: Ordinance
RECOMMENDATION: Approve proposed Ordinance
BUDGET IMPACT: N/A
BACKGROUND/DISCUSSION:
Google Fiber currently provides Broadband and Video Services within Salt Lake City
pursuant to a franchise agreement adopted by the Salt Lake City Council as Ordinance 11 of
2015 and recorded with the Salt Lake City Recorder on March 20, 2015 (the “Original Franchise
Agreement”). Google Fiber intends to discontinue video services to its customer base and has
requested to replace the Original Franchise Agreement with this amended and restated
agreement, revising some of the terms and conditions under which Google Fiber is granted a
franchise to provide broadband services.
Under the Original Franchise Agreement, Google Fiber pays a fee equal of 5% of the
gross revenue from video services, as well as payment of the Municipal Telecommunications
License Tax (“MTLT”) for telecommunication services. The changed business model
April 15, 2021
Lisa Shaffer (Apr 20, 2021 15:13 MDT)
04/20/2021
04/20/2021
necessitates renegotiation of the fee structure. The fee structure included in the Amended and
Restated Franchise Agreement requires Google Fiber to pay a fee equal to 2% of the gross
revenue from broadband services, in addition to payment of the MTLT. The new fee becomes
effective when Google Fiber discontinues its video services. Based on analysis by Google Fiber,
the amount of the fee based on broadband services should remain about the same or increase as
compared to the amount of the fee based on video services. The Amended and Restated
Franchise Agreement also updates the definition of gross revenue to clarify exclusions. The
revised fee and definitions are consistent with Google Fiber agreements with other municipalities
in the Salt Lake valley.
The Administration recommends granting the requested changes to the franchise on the
terms set forth in the attached Amended and Restated Franchise Agreement as they are in the
best interests of City, its residents and other potential users of the proposed broadband services
and will assist in meeting the broadband needs and interests of the community.
PUBLIC PROCESS: None
EXHIBITS:
1) Amended and Restated Broadband Services Franchise Agreement
2) Ordinance
1
AMENDED AND RESTATED BROADBAND SERVICES FRANCHISE
AGREEMENT
By and Between
SALT LAKE CITY CORPORATION
and
GOOGLE FIBER UTAH, LLC
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THIS AMENDED AND RESTATED BROADBAND SERVICE FRANCHISE
AGREEMENT, dated as of the Effective Date set forth in Section 1.6 hereof, is by and between
SALT LAKE CITY CORPORATION, a municipal corporation of the State of Utah (hereinafter
called “Municipality”), and GOOGLE FIBER UTAH, LLC, a Utah limited liability company with
its principal place of business at 1600 Amphitheatre Parkway, Mountain View, CA 94043
(hereinafter called “Company”).
WITNESSETH
A. Company provides Broadband Services and Video Services in Municipality pursuant
to a franchise for such purpose granted by Municipality adopted by the Salt Lake City Council as
Ordinance 11 of 2015 and recorded with the Salt Lake City Recorder on March 20, 2015 (the
“Original Franchise Agreement”).
B. Company intends to cease offering Video Services and, together with Municipality,
desires to amend, restate, and replace the Original Franchise Agreement with this amended and
restated agreement, clarifying the terms and conditions upon which Company is granted a non-
exclusive franchise by Municipality to provide Broadband Services within Municipality.
C. Municipality has determined that granting the requested franchise on the terms set forth
herein is in the best interests of Municipality and its residents and other potential users of the
proposed Broadband Services within Municipality, and will assist in meeting the broadband needs
and interests of the community.
D. In recognition of the separation of powers inherent in Municipality’s Council—Mayor
optional form of government, the Mayor has negotiated this Agreement for legislative and policy
approval by Municipality’s legislative body.
NOW, THEREFORE, in consideration of the mutual covenants and promises herein
contained, the parties hereto agree as follows:
ARTICLE I
DEFINITIONS
1.1 Affiliate (and its variants) shall mean any entity controlling, controlled by or under
common control with the entity in question.
1.2 Agreement shall mean this Broadband Service Franchise Agreement and, unless
the context clearly indicates otherwise, the Ordinance.
1.3 Authorized Area shall mean the entire area from time to time situated within the
corporate limits of Municipality.
1.4 Broadband and Broadband Services means existing and future broadband
Internet access service offerings, as defined in 47 C.F.R. § 8.1(b), delivered to Subscribers using
Company’s Network.
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1.5 City Council shall mean Municipality’s legislative body consisting of seven
elected council members.
1.6 Effective Date shall mean the latest of (a) the date on which the Ordinance becomes
effective in accordance with its terms and State law, (b) the date on which this Agreement, having
been fully executed by both parties, is recorded in the office of the Salt Lake City Recorder, and
(c) the date Company discontinues offering Video Service within the Municipality, provided that
Company notifies Municipality at least one (1) week prior to the date of discontinuance for Video
Service.
1.7 Emergency shall mean any disaster, including earthquakes, fires, and floods, or
other publicly and officially declared emergency or unforeseen situation that presents an imminent
threat to life or property.
1.8 Event of Default shall have the meaning set forth in Section 10.1.
1.9 Franchise shall have the meaning set forth in Section 2.2.
1.10 Franchise Fee shall have the meaning set forth in Section 7.
1.11 Gross Revenues shall mean all revenues of Company received from Subscribers
for Broadband Services within the Municipality, without regard to the billing address of the
Subscriber, and to the extent such Broadband Services utilize the System described in this
Franchise. “Gross Revenues” do not include: (i) revenue from sources excluded by law;
(ii) revenue received from the sale of Broadband Services for resale in which the purchaser is
required to collect and remit similar fees from the purchaser’s customers (iii) charges for non-
Broadband Services that are aggregated or bundled with amounts billed to Subscribers; (iv)
revenue not actually received, even if billed, such as bad debt; (v) refunds, rebates, or discounts
made to Subscribers or Municipality; (vi) any tax of general applicability imposed on Company
or its Subscribers by Municipality or by any state, federal or any other governmental entity, and
required to be collected by Company and remitted to the taxing entity (including but not limited
to sales and use tax, gross receipts tax, excise tax, utility user tax, public service tax,
communications taxes, and fees not imposed by this Agreement); and (vii) any foregone revenue
from Company’s provision, in Company’s discretion or otherwise, of free or reduced cost
Broadband Services to any person, provided, however, that any foregone revenue which Company
chooses not to receive in exchange for trades, barters, services, or other items of value will be
included in Gross Revenues. Gross Revenues shall include the revenue collected from a Subscriber
to recover the Franchise Fee, if applicable.
1.12 Municipality shall have the meaning set forth in the introduction to this
Agreement, and unless expressly stated to the contrary herein, where actions are permitted or
allowed by Municipality and for the administration of this Agreement, shall mean the City
Representative (as defined in Section 13.15).
1.13 Normal Business Hours shall mean 9:00 a.m. to 5:00 p.m. Mountain Time,
Monday to Friday, excluding state and federal holidays.
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1.14 Ordinance means the Google Fiber Broadband Franchise Ordinance, Salt Lake
City Ordinance No. ___ of 2021, adopted by the City Council on __________, 2021, granting the
Franchise and authorizing this Agreement.
1.15 Public Ways shall mean any present and future public rights-of-way, streets,
highways, alleys, viaducts, bridges, roads, sidewalks, and lanes within Municipality (including the
surface, subsurface and airspace), which are owned by Municipality, or which have been dedicated
to public use and which are controlled and operated by Municipality. “Public Ways” shall also
include public rights-of-way, streets, highways, alleys, viaducts, bridges, roads, sidewalks, and
lanes within Municipality (including the surface, subsurface and airspace) which are not owned by
Municipality and have not been dedicated to the public to the extent that despite such non-
dedication Municipality has the ability to grant the rights set forth herein.
1.16 Subscriber shall mean a person or entity lawfully receiving Broadband Services
from Company in the Authorized Area.
1.17 System shall mean Company’s network (and all associated equipment and
facilities) used to provide Broadband Services to Subscribers.
1.18 Uncured Event of Default shall have the meaning set forth in Section 10.2.1.
ARTICLE II
FRANCHISE DESCRIPTION;
REQUIREMENTS
2.1 Ordinance. The City Council has adopted the Ordinance. Execution of this
Agreement constitutes the unqualified acceptance of the Ordinance by Company. Such Ordinance
is incorporated herein by reference and made an integral part of this Agreement.
2.2 Franchise Description.
2.2.1 The Ordinance confers upon Company, subject to all of the terms and
conditions of this Agreement, and applicable State law and Municipality ordinances in
effect from time to time, the right, privilege and franchise (collectively, the “Franchise”),
to erect, construct, install, maintain and operate in, under, along, over, across and through
portions of the Public Ways, a System to provide Broadband Services and/or other lawful
services in the Authorized Area. Notwithstanding the foregoing, this Franchise does not
authorize Company to offer a service other than Broadband Service if such additional
service is subject to regulation under Title II of the Communications Act of 1934, as
amended, or the Utah Municipal Telecommunications Tax, without first obtaining a
separate franchise from Municipality. Upon the annexation of any territory to
Municipality, all rights hereby granted, and the Franchise, shall automatically extend to the
territory so annexed, to the extent Municipality has authority to so extend the Franchise.
All facilities owned, maintained, or operated by Company within such annexed territory
shall thereafter be subject to all of the terms and conditions of this Agreement.
2.2.2 The Franchise and all rights granted hereunder are nonexclusive.
Municipality reserves the right to grant such other and future franchises as it deems
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appropriate. This Agreement does not establish any priority for the use of the Public Ways
by Company or by any present or future franchisees or other permit holders. In the event
of any dispute as to the priority of use of the Public Ways, the first priority shall be to the
public generally, the second priority to Municipality in the performance of its various
functions, and thereafter, as between Company and other franchisees and permit holders,
as determined by Municipality in the exercise of its powers, including the police power and
other powers reserved to and conferred on it by the State of Utah.
2.3 [RESERVED].
2.4 Compliance with Applicable Law and Regulations.
2.4.1. In constructing, maintaining, and operating the System, Company shall
comply with all applicable Federal, State, and local laws, regulations, and ordinances. Company
shall comply in all respects with all applicable codes, including the National Electrical Safety Code
(latest edition) and National Electric Code (latest edition). Nothing in this Agreement shall be
construed as a waiver by Municipality of its general police powers, and Municipality has the right
to amend its local rules and regulations related to its general police powers in management of the
Public Ways. Except in connection with the exercise of its general police powers, Municipality
may not enact an ordinance, or amend the Ordinance, where such amendment unilaterally alters a
material provision of this Agreement.
2.5 Other Permits. Neither the Franchise nor this Agreement relieves Company of the
obligation to obtain permits, licenses and other approvals from Municipality necessary for the
construction, repair or maintenance of the System, and to pay the standard cost or charges therefor,
or compliance with other Municipality codes, ordinances and permissions relating to construction,
repair or maintenance, such as compliance with necessary right-of-way permits, building permits
and the like.
2.6 Backup Power. Company shall not use a permanent or semi-permanent internal
combustion engine (such as a gasoline or natural gas-powered electric generator) to provide
backup power at any point or points on the System without Municipality’s prior written approval.
Such approval may be granted subject to conditions, such as relating to testing times (e.g., not in
the middle of the night), screening, noise levels, and temperature and safe discharge of hot exhaust
gases. Municipality hereby grants Company approval to use backup power generating devices,
including devices with permanent or semi-permanent internal combustion engines, at its network
hut sites and inside buildings or on land owned by Company subject to the specific conditions
provided for in the network hut leases entered into between Company and Municipality for the use
of land owned by Municipality, and any applicable building code requirements.
2.7 Bond.
2.7.1 Company has provided Municipality with, and shall maintain, a
performance bond from a surety company meeting the standards of Section 6.8 in the
amount of Fifty Thousand Dollars ($50,000), and in a form reasonably acceptable to
Municipality, as security for the faithful performance by Company of the provisions of this
Agreement, and compliance with all orders, permits and directions of any agency of
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Municipality having jurisdiction over its acts or defaults under this Agreement, and the
payment by Company of any claims, liquidated damages, liens or taxes due Municipality
which arise by reason of the construction, operation, maintenance or repair of the System
or provision of Broadband Services.
2.7.2 The condition of such bond shall be that if Company (a) fails to make timely
payment to Municipality or its designee of any undisputed amount or sum due under this
Agreement, (b) fails to make timely payment to Municipality of any taxes due, or (c) fails
to repay to Municipality within ten (10) days of written notification that such repayment is
due, any undisputed damages, costs or expenses which Municipality shall be compelled to
pay by reason of any act or default of Company in connection with this Agreement.
2.7.3 The rights provided Municipality by this Section and its bond are in addition
to all other rights of Municipality whether reserved by this Agreement or authorized by
law, and no action, proceeding or exercise of a right with respect to such bond or guarantee
shall affect any other rights Municipality may have, except that Municipality shall not be
entitled to multiple remedies for the same violation.
2.8 Municipality Use Rights.
2.8.1 Use of Trenches. Whenever Company proposes to install new
underground conduits or replace existing underground conduits within or under the Public
Ways, it shall notify the City Representative as soon as practical and shall allow
Municipality, at its own expense, and without charge, to utilize any such trench opened by
Company to lay Municipality’s facilities therein; provided that such action will not
unreasonably interfere with System facilities or delay the accomplishment of Company’s
project; and provided further that Company may require Municipality to agree to
reasonable terms and conditions of such use.
2.8.2 Limitation on Use Rights. Nothing in this Section 2.8 shall be construed
as requiring Company to alter the manner in which Company attaches equipment to the
poles or alter the manner in which it operates and maintains its equipment. Municipality
may attach to or otherwise utilize System facilities only after written approval by
Company. Such approval may include requirements regarding maintenance of such
Municipality facilities, either to be done for a reasonable fee by Company or by a qualified
party who shall fully indemnify and hold Company harmless from any liability and whose
service would not materially prejudice Company’s interests in safety and insulation from
liability.
ARTICLE III
PUBLIC WAYS
3.1 No Burden on Public Ways; Minimum Interference. Company shall not erect,
install, construct, repair, replace or maintain the System in such a fashion as to unduly burden the
present or future use of the Public Ways. The System shall be erected and maintained by Company
so as to cause the minimum interference with the use of the Public Ways and with the rights or
reasonable convenience of property owners who adjoin any of the Public Ways. Except for the
stringing of overhead lines on existing poles, the location of System facilities within, on, over,
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under, across or through the Public Ways shall, in all cases, be subject to prior Municipality
approval through the permitting process.
3.2 Limitation on Franchise Rights. The rights granted to Company herein do not
include the right to (i) excavate in, occupy or use any Municipality park, recreational areas or other
property owned by Municipality other than Public Ways, or (ii) attach or locate any System
facilities to or on, or otherwise utilize any of, any Municipality-owned property or facilities or
structures other than Public Ways, including without limitation light poles, towers, buildings and
trees. The use of such Municipality-owned property or facilities by Company shall be considered
by Municipality on a case-by-case basis and shall be subject to payment of additional
compensation to Municipality. Similarly, the rights granted herein by Municipality to Company
do not include the right to situate any System facilities on poles or other property owned by entities
other than Municipality and situated in the Public Ways. It shall be the responsibility of Company
to negotiate any pole-attachment agreements or similar agreements with the owners of such poles
or facilities, and to pay to such owners any required compensation.
3.3 Preconstruction Meetings. Company shall attend all preconstruction meetings as
mutually agreed with Municipality.
3.4 Restoration of Property. Company shall restore and replace at its sole cost and
expense, in a manner approved by Municipality, any public or private property, real or personal,
or portion of the Public Ways, that is in any way disturbed, damaged or injured by the construction,
operation, maintenance or removal of the System to at least as good condition as that which existed
prior to the disturbance. Company’s obligation in this subsection shall be limited by, and
consistent with, any applicable seasonal or other restrictions on construction or restoration work.
Company’s restoration work shall start promptly but not more than 30 days from Company being
notified of the problem in question. Upon the failure of Company to effect such repair or
restoration, Municipality may effect the same, and Company shall promptly reimburse
Municipality for Municipality’s actual, reasonable, and documented costs in connection with such
repair or restoration.
3.5 Company Duty to Relocate.
3.5.1 Municipality may require the relocation of any System facilities for any
lawful purpose, including, without limitation, the resolution of existing or anticipated
conflicts or the accommodation of any conflicting uses or proposed uses of the Public
Ways, regardless of whether such conflicts arise in connection with a Municipality project
or a project undertaken by some other person or entity, public or private. Whenever
Municipality shall require the relocation of any System facilities situated within the Public
Ways, it shall be the obligation of Company, upon notice of such requirement and written
demand made of Company, to commence the relocation within a reasonable time, but no
more than thirty (30) days after the date of notice. In the event City permits for such work
are required, “commencement” of relocation will mean a good faith application for such
permits and the beginning of work promptly after issuance of the permits by City.
Company shall complete such relocation within a reasonable period of time, but no more
than one hundred twenty (120) days from the date of permit issuance (if applicable) or the
beginning of work, whichever is sooner, unless such time is extended by the City Engineer
exercising his reasonable discretion in light of the circumstances. Municipality agrees to
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cooperate with Company to provide alternate space where available, within the Public
Ways, at no additional cost to Company.
3.5.2 Except as otherwise provided in this Section 3.5.2, any relocation required
by subsection 3.5.1 shall be accomplished by Company at the expense of Company.
Company shall not be required to pay for the relocation of System facilities, and may
require advance payment for costs and expense, to the extent such removal or relocation is
requested solely for aesthetic purposes, in cases where the original location of the facilities
was approved by Municipality through the permitting process. In the event the relocation
is required by Municipality to accommodate facilities owned by an entity other than
Municipality or Company, the cost and expense of such relocation shall be borne by such
other entity, and Company may require advance payment of such costs and expenses. Any
money and all rights to reimbursement from the State of Utah or the Federal government
to which Company may be entitled for work done by Company pursuant to this paragraph,
shall be the property of Company. Municipality shall assign or otherwise transfer to
Company all rights it may have to recover costs for such work performed by Company and
shall reasonably cooperate with Company’s efforts to obtain reimbursement.
3.5.3 Upon the failure of Company to relocate any System facilities within a
reasonable period of time in accordance with subsection 3.5.1 above, Municipality may
effect such relocation, and Company shall promptly reimburse Municipality for all actual,
reasonable, and documented costs and expenses incurred by Municipality in connection
with such relocation.
3.6 Emergency Notification. Company shall provide Municipality with a twenty-four
(24) hour emergency telephone number at which a representative of Company (not voicemail or a
recording) can be accessed in the event of an Emergency.
3.7 Duty to Underground. It is the policy of Municipality to have lines and cables
placed underground to the greatest extent reasonably practicable. In furtherance of this policy,
Company agrees as follows:
3.7.1 Company shall place newly constructed lines and cables underground in (a)
new residential subdivision areas, if required by subdivision regulations adopted by
Municipality, and (b) within the Central Business District of Municipality, to the extent
there are no available existing aerial facilities.
3.7.2 In any area of Municipality in which there are no aerial facilities other than
antennas or other facilities required to remain above ground in order to be functional, or in
any portion of the Public Ways in which all telephone, electric power wires and cables
reasonably capable of undergrounding have been placed underground, Company shall not
be permitted to erect poles or to run or suspend wires, cables, or other facilities thereon,
but shall lay such wires, cables, or other facilities underground in the manner required by
Municipality.
3.8 Temporary Relocation. Company shall, at the request of any person holding a
building moving permit issued by Municipality, temporarily raise, or lower its wires to permit the
moving of such building. The expense of such temporary removal or raising or lowering of the
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wires shall be paid by the person requesting the same, and Company shall have the authority to
require such payment in advance. Municipality agrees to cause prior written notice of the necessity
to move wires to be given as far in advance as possible, provided that in no event shall less than
forty-eight (48) hours advance notice be given.
3.9 Vacation. If a street or Public Way where Company has facilities is vacated,
eliminated, discontinued, or closed, Company shall be notified of same. At that time, the Company
shall have the right to continue using such Public Way until Municipality, or other governing body,
requires that Company remove its facilities. Company shall be responsible for the actual,
reasonable, and documented cost of removing and relocating such facilities in the event
Municipality retains ownership of the vacated street. In all other cases, Company shall not be
responsible for the cost of removing and relocating such facilities. In cases where Company is not
responsible for the cost, Company may require an advance payment prior to removing and
relocating such facilities. When Company is required to relocate its facilities, Company shall
promptly remove the System from such street or Public Way unless Company obtains all necessary
easements from the affected property owners to use the former street or Public Way or a court
orders the provision of such easements.
3.10 Discontinuance and Removal of the System. Upon the revocation, termination,
or expiration of this Agreement, unless an extension is granted, Company shall (subject to the
notice provision of Section 13.2) discontinue the provision of Services and all rights of Company
to use the Public Ways for the provision of Services shall cease. Company, at the direction of
Municipality, shall remove any portion of the System, including all supporting structures, poles,
transmission and distribution system and other appurtenances, fixtures or property from the Public
Ways, in, over, under, along, or through which they are installed within six (6) months of the
revocation, termination, or expiration of this Agreement. This provision shall not apply to facilities
constructed and owned by an Affiliated entity of Company, where such facilities are used by such
Affiliated entity to lawfully provide other services. Company shall also restore any property,
public or private, to the condition in which it existed prior to the installation, erection, or
construction of its System, including any improvements made to such property subsequent to the
construction of the System. Restoration of municipal property including but not limited to the
Public Ways shall be in accordance with the directions and specifications of Municipality, and all
applicable laws, ordinances, and regulations, at Company’s sole expense. If such removal and
restoration is not completed within six (6) months after the revocation, termination, or expiration
of this Agreement, all of Company’s property remaining in the affected Public Ways shall, at the
option of Municipality, be deemed abandoned and shall, at the option of Municipality, become its
property or Municipality may obtain a court order compelling Company to remove same. In the
event Company fails or refuses to remove the System or to satisfactorily restore all areas to the
condition in which they existed prior to the original construction of the System, Municipality, at
its option, may perform such work and collect the actual, reasonable, and documented costs thereof
from Company. No surety on any performance bond nor any letter of credit shall be discharged
until Municipality has certified to Company in writing that the System has been dismantled,
removed, and all other property restored, to the satisfaction of Municipality.
3.11 Tree Trimming. Company may trim trees upon and overhanging the Public Ways
so as to prevent the branches of such trees from coming into contact with the System. Company
shall minimize the trimming of trees to trimming only those trees that are essential to maintain the
integrity of the System. Except in Emergencies, (i) all trimming of trees in the Public Way or on
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Municipal property shall have the prior approval of Municipality and shall be done under the
direction of the Municipality’s Urban Forester, and (ii) all trimming of trees on private property
shall require the consent of the property owner. All trimming shall be done at the expense of
Company.
3.12 Location of Facilities. Company shall keep accurate, complete, and current maps
and records of the System and all Company facilities and, subject to applicable confidentiality
provisions, shall make available electronic copies of such maps and records to Municipality, as set
forth below.
3.12.1 Company shall furnish “as-built” maps and records to Municipality in
electronic, ESRI-compatible format (or in another mapping format mutually agreed to by
the Parties). Company shall provide Municipality copies of any new or revised “as-built”
or comparable drawings as and if they are generated for portions of the System facilities
located within Municipality and in no event later than ninety (90) days after construction
(or reconstruction) and activation of any portion of the System. Upon request by
Municipality in an Emergency, Company as soon as reasonably possible shall inform
Municipality of any changes from such maps and records previously supplied and shall
mark up any maps provided by Municipality so as to show the location of the System.
3.12.2 The “as built” maps shall include at a minimum all System and facility
routings and shall be drawn to scale.
3.12.3 Municipality agrees that Company may provide route maps rather than the
as-built maps specified above. “Route maps” means “as-built” maps with only the
following information removed: information on the number of lines, whether the lines are
copper or fiber and the nature of any electronics. Concrete pads for pedestals and
enclosures for equipment or pedestals shall be shown on route maps.
3.13 Municipality Duty to Obtain Approval to Move Company Property;
Emergency Exception. Except as otherwise provided herein, Municipality shall not, without the
prior written approval of Company, intentionally alter, remove, relocate, or otherwise interfere
with any portion of the System. Any written approval required shall be promptly reviewed and
processed by Company and approval shall not be unreasonably withheld. However, if it becomes
necessary, in the judgment of Municipality, to cut or move any System facilities because of an
Emergency, such reasonable acts may be done without prior written approval of Company and the
repairs thereby rendered necessary shall be made by Company, without charge to Municipality,
and neither Municipality nor any agent, contractor or employee thereof shall be liable to Company
or its customers or third parties for any damages caused to Company or the System.
3.14 Common Use of Facilities. In order to minimize the adverse impact to the Public
Ways and to Municipality facilities, and inconvenience to the public, caused by construction,
repair and maintenance activities of multiple utility franchisees, it is the policy of Municipality to
encourage and require the shared use of utility and utility type facilities by Municipality
franchisees and permittees whenever practicable. Company shall use good faith efforts to
determine the location and existence of excess capacity on existing poles or existing conduit and
utilize such capacity to the extent possible under such terms and conditions as Company may
negotiate with the owners of such poles or conduits. Municipality shall cooperate with Company
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in locating, negotiating, and obtaining permission to use such facilities. Company further agrees
to use good faith efforts to provide access to its own excess conduit, if any, to another franchisee
or permittee on mutually acceptable terms and conditions.
3.15 Identification of the System. Portions of the System installed after the Effective
Date that are located in conduit, including conduit of others used by Company, shall be marked at
the entrance into and exit from each manhole and handhole with Company’s name and toll-free
telephone number to call for assistance.
3.16 Utility Notification Program. Company shall participate in and be a member of
the State’s utility notification program, whether provided for by statute or otherwise.
3.17 Inspection by Municipality. System facilities shall be subject to inspection by
Municipality to the extent reasonably necessary to assure compliance by Company with the terms
of this Agreement. Municipality shall inspect System facilities at reasonable times and upon
reasonable notice to Company; provided, however, the inspection shall not interrupt or interfere
with any services provided by Company.
ARTICLE IV
PROVISION OF SERVICES
4.1 Access to Service. Company shall not deny service, deny access, or otherwise
discriminate on the availability, rates, terms or conditions of Broadband Services provided to
residential Subscribers on the basis of race, color, creed, religion, ancestry, national origin, gender,
sexual orientation, disability, age, familial status, marital status, or status with regard to public
assistance. Company shall comply at all times with all applicable Federal, State and local laws
and regulations relating to nondiscrimination. Company shall not deny or discriminate against any
group of actual or potential residential Subscribers in Municipality on access to or the rates, terms
and conditions of Broadband Services because of the income level or other demographics of the
local area in which such group may be located.
4.2 Network Design. Nothing in Section 4.1 requires Company to build to all areas of
the Municipality. Company retains the discretion to determine the scope, location, and timing of
the design and construction of its network, as well as the windows during which residential
Subscribers may enroll for Broadband Services, so long as such decisions are consistent with
Section 4.1. Company, at its sole discretion, may determine separately defined geographic areas
within the Franchise Area where its System will be deployed, and Municipality will be available
to consult with Company regarding the boundaries of the Municipality’s recognized neighborhood
associations and the Municipality’s goals of equity and inclusion.
4.3 Public Benefits. Company agrees to engage in initiatives designed to benefit the
public based on an assessment of the particular needs of the community. Such initiatives may
focus on increasing access to Broadband Services, improving digital literacy, and bridging the
digital divide. Company further agrees to use good faith efforts to consult with Municipality in
designing and implementing such initiatives. Nothing in this subsection 4.3 shall modify, offset,
or otherwise affect Company’s obligation to pay franchise fees as provided for in this Franchise.
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ARTICLE V
[RESERVED]
ARTICLE VI
INDEMNITY AND INSURANCE
6.1 Indemnification. Company shall indemnify, defend, and hold harmless
Municipality and all associated, Affiliated, allied and subsidiary entities of Municipality, now
existing or hereinafter created, and their respective officers, boards, commissions, attorneys,
agents, and employees (hereinafter referred to as “Indemnitees”), from and against any and all
liability, obligation, damages, penalties, claims, costs, charges, losses and expenses (including,
without limitation, reasonable fees and expenses of attorneys) arising from any third-party claim
of personal injury or property damage that may be imposed upon, incurred by or be asserted against
the Indemnitees by reason of any act or omission of Company, its personnel, employees, agents,
contractors, subcontractors or Affiliates, which may arise out of or be in any way connected with
(i) the construction, installation, operation, maintenance or condition of the System, or (ii) the
Company’s failure to comply with any Federal, State or local statute, ordinance or regulation.
Company’s indemnification obligation shall not extend to liability to the extent caused by the
negligence or willful misconduct by any Indemnitee or any other third party.
6.2 Assumption of Risk. Company undertakes and assumes for its officers, agents,
contractors and subcontractors and employees, all risk of dangerous conditions, if any, on or about
any Municipality-owned or controlled property, including Public Ways.
6.3 Defense of Indemnitees. In the event any action or proceeding shall be brought
against the Indemnitees by reason of any matter for which the Indemnitees are indemnified
hereunder, Company shall upon notice from any of the Indemnitees, at Company’s sole cost and
expense, resist and defend the same with legal counsel reasonably acceptable to Municipality;
provided, however, that Company shall not admit liability in any matter on behalf of the
Indemnitees without the written consent of Municipality. If Municipality elects to defend such
action or proceeding itself, and does not call upon Company to provide a defense pursuant to this
provision, then Municipality shall be required to obtain consent from Company with regard to
Municipality’s engagement of counsel, experts, accountants or other consultants, such consent not
be unreasonably withheld, in order for Company to be responsible for reasonable fees and expenses
pursuant to Section 6.1 herein.
6.4 Notice, Cooperation and Expenses. Municipality shall give Company prompt
notice of the making of any claim or the commencement of any action, suit or other proceeding
covered by the provisions of this Section. Nothing herein shall be deemed to prevent Municipality
from cooperating with Company and participating in the defense of any litigation by
Municipality’s own counsel.
6.5 Insurance. At all times during the term of this Agreement, plus any time after the
term is over during which removal of facilities or restoration is occurring, Company shall obtain,
maintain, and pay all premiums for, all insurance policies described in this Section, so as to protect
the public. Simultaneous with the execution of this Agreement, Company shall provide
Municipality with certificates of insurance evidencing such coverage. In the event Company
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anticipates a significant delay between the execution of this Agreement and its initial construction
of the System, Company shall notify Municipality and may instead provide the certificates of
insurance prior to applying for its first permit. Failure to obtain and maintain any insurance policy
required by this Section shall be deemed a material breach of this Agreement and may be grounds
for termination of this Agreement and the Franchise.
6.5.1 Commercial General Liability. Commercial general liability insurance,
including premises operations liability, completed operations liability, Independent
Contractors Liability, Contractual Liability coverage, railroad protective coverage and
coverage for property damage from perils of explosion, collapse or damage to underground
utilities, commonly known as XCU coverage, in an amount not less than Two Million
Dollars ($2,000,000) per occurrence, with a Five Million Dollar ($5,000,000) aggregate
and a Five Million Dollar ($5,000,000) products completed operations aggregate.
6.5.2 Comprehensive Automobile Liability. Commercial automobile liability
insurance that provides coverage for owned, hired, and non-owned automobiles, with the
Municipality as an additional insured, in the minimum amount of a combined single limit
of $2,000,000 per occurrence, or $1,000,000 liability per person, $2,000,000 liability per
occurrence, and $250,000 property damage.
6.5.3 Workers’ Compensation. Workers’ compensation and employer’s
liability insurance sufficient to cover all of the Company’s employees pursuant to Utah
law. This requirement includes those who are doing business as an individual and/or as a
sole proprietor as well as corporations and partnerships. In the event any work is
subcontracted, the Company shall require its subcontractor(s) similarly to provide worker’s
compensation insurance for all of the latter’s employees, unless a waiver of coverage is
allowed and acquired pursuant to Utah law.
6.5.4 Umbrella Policies. The coverage amounts set forth above may be met by
a combination of underlying (primary) and umbrella policies so long as in combination the
limits equal or exceed those stated. If more than one insurance policy is purchased to
provide the coverage amounts set forth above, then all policies providing coverage limits
excess to the primary policy shall provide drop down coverage to the first dollar of
coverage and other contractual obligations of the primary policy, should the primary policy
carrier not be able to perform any of its contractual obligations or not be collectible for any
of its coverages for any reason during the term of this Agreement, or (when longer) for as
long as coverage could have been available pursuant to the terms and conditions of the
primary policy.
6.6 Additional Insured/Claims Made Basis. Municipality shall be named as an
additional insured on all policies (other than policies for workers’ compensation and employer’s
liability), to the extent such coverage is commercially reasonably available. Any notice of
cancellation of coverage will be delivered to Municipality in accordance with policy provisions,
which shall include an endorsement indicating that the policy may not be canceled or modified
without providing thirty (30) days prior written notice to Municipality. Company shall annually
provide Municipality with a certificate of insurance evidencing such coverage. All insurance
policies (other than workers’ compensation and employer’s liability insurance) shall be written on
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an occurrence basis and not on a claims-made basis, to the extent such coverage is commercially
reasonably available.
6.7 No Limitation of Liability. No recovery by Municipality of any sum by reason of
any insurance policy required by this Agreement shall be any limitation upon the liability of
Company to Municipality or to other persons.
6.8 Qualified Carriers. All insurance shall be effected under valid and enforceable
policies insured by insurance carriers licensed to do business in the State of Utah or by surplus line
carriers on the State Insurance Commissioner’s approved list of companies qualified to do business
in the State of Utah. All insurance carriers and surplus line carriers shall be rated A- or better by
A.M. Best Company.
6.9 Contractors. Company’s contractors and subcontractors working in the Public
Ways shall carry in full force and effect commercial general liability, automobile liability and
workers’ compensation and employer’s liability insurance commensurate with the scope of their
work. In the alternative, Company, at its expense, may provide such coverages for any or all its
contractors or subcontractors (such as by adding them to Company policies).
6.10 Insurance Primary. Company’s insurance coverage shall be primary insurance
with respect to Municipality, its officers, agents, employees, elected and appointed officials,
departments, boards, and commissions (collectively “them”), but only for actions of Company and
for whom Company is responsible. Any insurance or self-insurance maintained by any of them
shall be in excess of Company’s insurance and shall not contribute to it (where “insurance or self-
insurance maintained by any of them” includes any contract or agreement providing any type of
indemnification or defense obligation provided to, or for the benefit of them, from any source, and
includes any self-insurance program or policy, or self-insured retention or deductible by, for or on
behalf of them).
6.11 Changes to Limits. In the event that governmental immunity limits are
subsequently altered by legislation or judicial opinion, the Company shall provide a new certificate
of insurance within thirty (30) days after being notified thereof in writing by Municipality,
certifying coverage in compliance with the modified limits or, if no new limits are specified, in an
amount reasonably acceptable to Municipality, and commercially available.
ARTICLE VII
FEES AND PAYMENTS
7.1 Franchise Fee. For and in consideration of the Franchise, and as fair and
reasonable compensation to Municipality for the use by Company of the Public Ways, Company
shall pay Municipality throughout the term of this Agreement an annual amount equal to two
percent (2%) of Company’s Gross Revenues (“Franchise Fee”). Such payments shall be made
quarterly and are due within forty-five (45) days after the end of each calendar quarter.
7.1.1 Each Franchise Fee payment shall be accompanied by a written report to
Municipality containing an accurate statement in summarized form of Company’s Gross
Revenues and the computation of the payment amount.
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7.1.2 Subject to Section 12.1, Municipality may review Company books and
records on an annual basis that are reasonably necessary to verify the accuracy of Franchise
Fees paid Municipality. After such review, any additional undisputed amount due
Municipality shall be paid within forty-five (45) days of Municipality’s submitting an
invoice for such sum.
7.1.3 In addition to the Franchise Fee, Company is required to pay any additional
fees, taxes, or similar charges for services provided by Company as required by applicable
state or local law, including compliance with the Municipal Telecommunications License
Tax Act in Utah Code Section 10-1-4.
7.2 Allocation of Fees. Company shall not intentionally allocate revenue between
Services subject to the Franchise Fee and services not subject to the Franchise Fee for the purpose
of evading or reducing Company’s Franchise Fee obligations to the Municipality.
7.3 Other Payments. The Franchise Fee payable pursuant to Section 7.1 is in addition
to all sums which may be due Municipality under this Agreement. In addition to the Franchise
Fee, Company shall pay:
7.3.1 Municipality’s actual, reasonable, and documented cost of newspaper
publication associated with adoption of the Ordinance; and
7.3.2 An administrative fee of $10,000 (“Administrative Fee”) to reimburse
Municipality for all costs and expenses associated with the preparation and
adoption of the Ordinance and this Agreement. The Administrative Fee shall be
paid to Municipality within sixty (60) days of adoption of the Ordinance.
7.4 Interest. All sums not paid when due shall bear interest at the rate of ten percent
(10%) per annum computed monthly or the highest lawful rate, whichever is less, and if so paid
with interest within thirty (30) days of the due date, shall not constitute an Event of Default under
Article 10.
ARTICLE VIII
TERM
8.1 Term. The term of this Agreement, and the Franchise, shall be from the Effective
Date for a period of fifteen (15) years.
8.2 Termination. This Agreement and the Franchise, and all rights of Company
hereunder and under the Ordinance, shall automatically terminate on the expiration of the term
described in Section 8.1, unless renewed or otherwise extended by Municipality. Subject to
Section 3.10, Company may terminate this Agreement after providing written notice to City at
least ninety (90) days prior to termination.
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ARTICLE IX
TRANSFERS, OWNERSHIP AND CONTROL
9.1 Management of the System. Company or its Affiliate shall manage the System
and the provision of Broadband Services within Municipality.
9.2 Assignment. This Agreement shall not be assigned by Company, except to an
Affiliate, without the prior written consent of Municipality. Municipality shall not unreasonably
withhold such consent and shall respond to any request for consent as promptly as reasonably
possible. If Municipality fails to respond to a request for consent within 30 days, such consent
will be deemed granted.
9.3 Company shall pay Municipality for all actual, reasonable, and documented costs
incurred by Municipality due to any proposed sale, assignment, or transfer of the System.
ARTICLE X
DEFAULTS
10.1 Events of Default. The occurrence at any time during the term of the Franchise of
any one or more of the following events shall constitute an Event of Default by Company under
this Agreement.
10.1.1 The failure of Company to pay the Franchise Fee (and, in the case of
delinquent payments, all required interest thereon) within thirty (30) days after the due
dates specified herein.
10.1.2 Company’s material breach or violation of any of the terms, covenants,
representations, or warranties contained herein or Company’s material failure to perform
any obligation contained herein.
10.1.3 Company’s failure to pay or cause to be paid any governmentally imposed
taxes of any kind whatsoever, including but not limited to real estate taxes, income taxes,
and personal property taxes on or before the due date for same; provided, however,
Company shall not be in default hereunder with respect to the non-payment of taxes which
are being disputed in good faith in accordance with applicable law.
10.1.5 The dissolution or termination, as a matter of law, of Company.
10.1.6 If Company files a voluntary petition in bankruptcy; is adjudicated
insolvent; obtains an order for relief under Section 301 of the Bankruptcy Code (11 U.S.C.
§301); files any petition or fails to contest any petition filed against it seeking any
reorganization, arrangement, composition, readjustment, liquidation, dissolution or similar
relief for itself under any laws relating to bankruptcy, insolvency or other relief for debtors;
seeks or consents to or acquiesces in the appointment of any trustee, receiver, master,
custodian or liquidator of Company, or any of Company’s property and/or the Franchise
and/or of any and all of the revenues, issues, earnings, profits or income thereof; makes an
assignment for the benefit of creditors; or fails to pay Company’s debts generally as they
become due.
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10.2 Uncured Events of Default. Municipality shall give Company written notice of
any Event of Default and Company shall have the following reasonable time period to cure same:
For an Event of Default which can be cured by the immediate payment of money to Municipality
or a third party, Company shall cure such default within thirty (30) days of written notice from
Municipality to Company of the occurrence of such Event of Default; for an Event of Default by
Company which cannot be cured by the immediate payment of money to Municipality or a third
party, Company shall have the longer of (a) sixty (60) days from written notice from Municipality
to Company of an occurrence of such Event of Default, or (b) if more than sixty (60) days is
reasonably needed to cure the Event of Default, such additional time (not to exceed six (6) months)
from written notice from Municipality to Company which is reasonably needed, as long as
Company has commenced cure within such sixty (60) day period, and diligently pursues such cure
to completion.
10.2.1 If any Event of Default is not cured within the time period allowed for
curing the Event of Default, as provided for herein, such Event of Default shall, without
notice, become an Uncured Event of Default, which shall entitle Municipality to exercise
the remedies provided for in Article 11.
ARTICLE XI
REMEDIES
11.1 Remedies. Upon the occurrence of any Uncured Event of Default as described in
Section 10.2.1, Municipality shall be entitled to exercise any and all of the following cumulative
remedies:
11.1.1 Municipality shall have the right to forfeit and terminate the Franchise and
upon the forfeiture and termination thereof the Franchise, the Ordinance and this
Agreement shall be automatically deemed null and void and have no force or effect;
Company shall remove the System from Municipality as and when requested by
Municipality; and Municipality shall retain any portion of the Franchise Fee and other fees
or payments paid to it, or which are due and payable to it, to the date of the forfeiture and
termination. Municipality’s right to forfeit and terminate the grant of the Franchise
pursuant to this Section is not a limitation on Municipality’s right of revocation.
11.1.2 The commencement of an action against Company at law for monetary
damages.
11.1.3 The commencement of an action in equity seeking injunctive relief or the
specific performance of any of the provisions which, as a matter of equity, are specifically
enforceable.
11.2 Remedies Not Exclusive. The rights and remedies of Municipality set forth in this
Agreement shall be in addition to and not in limitation of, any other rights and remedies provided
by law or in equity. Municipality and Company understand and intend that such remedies shall be
cumulative to the maximum extent permitted by law and the exercise by Municipality of any one
or more of such remedies shall not preclude the exercise by Municipality, at the same or different
times, of any other such remedies for the same Uncured Event of Default.
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ARTICLE XII
PROVISION OF INFORMATION
12.1 Books and Records. Company shall prepare and maintain any records or reports
that are required of it by federal, state, or local law. Municipality shall have the right to obtain, in
the format kept by Company in the ordinary course of business, copies of such records and reports
as appropriate and reasonable to determine whether Company is in compliance with this
Franchise. Company reserves the right to object to any request made under this Section 12.1 as
unnecessary, unreasonable, or inappropriate under the circumstances and to seek appropriate
confidentiality protections for any information to be produced to Municipality.
12.2 Government Records Access and Management Act. Municipality is subject to
the requirements of the Government Records Access and Management Act, Chapter 2, Title 63G,
Utah Code Annotated, or its successor (“GRAMA”). All materials submitted to Municipality by
Company pursuant to this Agreement are subject to disclosure unless such materials are exempt
from disclosure pursuant to GRAMA. The burden of claiming an exemption from disclosure shall
rest solely with Company, and Company shall comply with the requirements of GRAMA in
asserting any such exemption. Any materials for which Company claims a privilege from
disclosure shall be submitted marked as “Business Confidential” and accompanied by a concise
statement of reasons supporting Company’s claim of business confidentiality. Municipality shall
make reasonable efforts to notify Company of any requests made for disclosure of documents
submitted under a claim of business confidentiality. Company may, at Company’s sole expense,
take any appropriate actions to prevent disclosure of such material. Company specifically waives
any claims against the Municipality related to disclosure of any materials required by GRAMA.
ARTICLE XIII
GENERAL
13.1 Entire Franchise. This Agreement, including the Exhibits attached hereto,
contains the entire agreement between the parties and all prior franchises, negotiations and
agreements relating to the System or provision of Broadband Services are merged herein and
hereby superseded, excluding that certain Installation Release and Indemnification Agreement
between the parties and recorded with the Salt Lake City Recorder’s Office on August 10, 2017,
as may be amended.
13.2 Notices. Except as otherwise specified herein, all notices, consents, approvals,
requests and other communications (herein collectively “Notices”) required or permitted under
this Agreement shall be given in writing and mailed by registered or certified first-class mail,
return receipt requested addressed as follows:
If to Municipality: Property Manager
Salt Lake City Real Estate Services
P.O. Box 145460
Salt Lake City, UT 84114-5460
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With a copy to: Salt Lake City Attorney
Attn: Franchising
P.O. Box 145478
Salt Lake City UT 84114-5478
If to Company: Google Fiber Utah, LLC
ATTN: General Manager
1600 Amphitheatre Parkway
Mountain View, CA 94043
Fax: (650) 253-0001
Email: googlefibernotices@google.com
With a copy to: Google Fiber Inc.
ATTN: Google Fiber Legal Department
1600 Amphitheatre Parkway
Mountain View, CA 94043
Email: legal-notices@google.com
All Notices shall be deemed given on the day of mailing. Either party to this Agreement may
change its address for the receipt of Notices at any time by giving notice thereof to the other as
provided in this Section. Any notice given by a party hereunder must be signed by an authorized
representative of such party.
13.3 Conferences. The parties hereby agree to meet at reasonable times on reasonable
notice to discuss any aspect of this Agreement, the provision of Broadband Services or the System
during the term hereof.
13.4 Governing Law. This Agreement shall be construed pursuant to the laws of the
State of Utah and the United States of America.
13.5 Waiver of Compliance. No failure by either party to insist upon the strict
performance of any covenant, agreement, term or condition of this Agreement, or to exercise any
right, term or remedy consequent upon a breach thereof shall constitute a waiver of any such breach
or such covenant, agreement, term or condition. No waiver of any breach shall affect or alter this
Agreement, but each and every covenant, agreement, term, or condition of this Agreement shall
continue in full force and effect with respect to any other then existing or subsequent breach
thereof.
13.5.1 Municipality may waive any obligation of Company under this Agreement,
in whole or in part, at any time.
13.6 Independent Contractor Relationship. The relationship of Company to
Municipality is and shall continue to be an independent contractual relationship, and no liability
or benefits, such as worker’s compensation, pension rights or liabilities, insurance rights or
liabilities or other provisions or liabilities, arising out of or related to a contract for hire or
employer/employee relationship, shall arise or accrue to either party or either party’s agents or
20
employees as a result of the performance of this Agreement, unless expressly stated in this
Agreement.
13.7 Severability. If any section, paragraph, or provision of this Agreement shall be
held to be invalid or unenforceable for any reason, the invalidity or unenforceability of such
section, paragraph, or provision shall not affect any of the remaining provisions of this Agreement.
13.8 Captions. All captions are for convenience of use and have no substantive effect,
except for those captions in the Definitions section of this Agreement.
13.9 Franchise Accepted. Company further acknowledges by execution and delivery
of this Agreement that it has carefully read the terms and conditions of this Agreement and the
Ordinance and accepts the obligations imposed hereby and thereby regardless of whether such
obligations are contained in this Agreement or the Ordinance, or both.
13.10 Binding Agreement. Subject to Section 2.4, the parties agree that this Agreement
complies with State and Federal law as of the Effective Date and agree to be bound by the
provisions hereof during the full term hereof, except that the parties also agree to recognize and be
bound by any change in any State or Federal law, even if such law materially affects the terms of
this Agreement. Notwithstanding the preceding sentence, if any change in law or regulation would
have the effect of limiting, qualifying, or excusing payment by Company of the Franchise Fee
provided for in Article 7 hereof, Company shall continue to pay all or such portion of the Franchise
Fee as permitted by law .In the case of a change in law which requires a reduction in the percentage
of revenue on which any franchise fee for Broadband Service may be based, the percentage of
Gross Revenues on which the Franchise Fee is based will be commensurately reduced.
13.11 Other Covenants. Company for itself and its Affiliates covenants that Company
and its Affiliates shall not bring or support, directly or indirectly, any suit, claim, or proceeding
(judicial or administrative) challenging any term of this Agreement or contending that
Municipality or Company did not have the authority to impose or agree to such terms.
13.12 Non-Waiver, Preemption. Nothing in this Agreement shall be deemed an
agreement by either party as to any claimed preemptive effect, nor shall it be deemed a waiver of
either party’s right to challenge any claimed preemptive effect, of any subsequent Federal law,
regulation, or court ruling alleged to conflict with, alter, limit, or replace terms, requirements or
conditions of this Agreement in effect as of the Effective Date.
13.13 Reserved Rights. Municipality reserves all rights and powers under (i) its police
powers and (ii) powers conferred by Federal, State, or local law of which Municipality may not
legally and contractually divest itself. In particular, Municipality reserves the right to alter, amend
or repeal its municipal code as it determines shall be conducive to the health, safety and welfare
of the public, or otherwise in the public interest; provided that any such alteration, amendment or
repeal shall be applicable to all similarly situated franchisees of the City, in such a manner and to
such an extent so as not to place Company at a material competitive disadvantage. Municipality
agrees that by accepting this Agreement, Company has not waived its right to object to the
application to it of actions by Municipality pursuant to its reserved rights or police powers.
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13.14 Representation Regarding Ethical Standards for Municipality Officers and
Employees and Former Municipality Officers and Employees. Company represents that to the
best of its knowledge, it has not (1) provided an illegal gift or payoff to a Municipality officer or
employee or former Municipality officer or employee, or his or her relative or business entity; (2)
retained any person to solicit or secure this contract upon an agreement or understanding for a
commission, percentage, brokerage or contingent fee, other than bona fide employees or bona fide
commercial selling agencies for the purpose of securing business; (3) breached any of the ethical
standards set forth in the Municipality’s conflict of interest ordinance, Chapter 2.44, Salt Lake City
Code; or (4) influenced, and hereby promises that it will not knowingly influence, a Municipality
officer or employee or former Municipality officer or employee to breach any of the ethical
standards set forth in the Municipality’s conflict of interest ordinance, Chapter 2.44, Salt Lake City
Code.
13.15 City Representative. The Director of City’s Department of Management Services
(the “City Representative”), or his or her designee, shall be Municipality’s representative for all
purposes of this Agreement. Except where City Council action is required by this Agreement or
by law, all decisions, judgments, approvals, requests, notices or other actions of Municipality
required or permitted under this Agreement shall be made, obtained, issued or delivered or
otherwise effected on behalf of Municipality by the City Representative, or his or her designee.
IN WITNESS WHEREOF, the parties have hereto set their hands as of the Effective
Date.
SALT LAKE CITY CORPORATION
By:
ERIN MENDENHALL, MAYOR
Attest and Countersign:
CITY RECORDER
Approve as to form:
Kimberly K. Chytraus, Senior City Attorney
GOOGLE FIBER UTAH, LLC
By:
Its:
SALT LAKE CITY ORDINANCE
No. __ of 2021
(Approving an Amended and Restated Broadband Services Franchise
to Google Fiber Utah, LLC)
WHEREAS, pursuant to Ordinance 11 of 2015 adopted by the City County on
March 3, 2015, Google Fiber Utah, LLC, a Utah limited liability company (the
“Company”) provides certain video and broadband services within Salt Lake City, Utah
(the “City”), and in connection therewith has establish a network in, under, along, over,
and across present and future streets, alleys and rights-of-way of the City, consisting of
fiber optic cable, together with all necessary and desirable appurtenances; and
WHEREAS, the Company will continue to provide broadband services but will
no longer provide video services within the City and the City and the City, in the exercise
of its police power, ownership, use or rights over and in the public rights-of-way, and
pursuant to its other regulatory authority, believes it is in the best interest of the public to
amend the franchise provided to the Company; and
WHEREAS, the City and the Company propose to enter into an Amended and
Restated Franchise Agreement, the substantially final form of which has been presented
to the City Council at the meeting at which this Ordinance is being considered for
adoption; and
WHEREAS, the City desires to approve the execution and delivery of such
Amended and Restated Franchise Agreement and to otherwise take all actions necessary
to amend the referenced franchise to the Company; and
WHEREAS, the City believes this Ordinance to be in the best interest of the
citizens of the City,
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah,
as follows:
SECTION 1. Purpose. The purpose of this Ordinance is to amend the franchise
granted to the Company pursuant to Ordinance 11 of 2015, and its successors and
assigns, for the non-exclusive right to use the present and future streets, alleys, viaducts,
bridges, roads, lanes and public way within and under control of the City for its business
purposes, under the constraints and for the compensation enumerated in the Amended
and Restated Franchise Agreement attached hereto as Exhibit A, and by this reference
incorporated herein, as if fully set forth herein (the “Franchise Agreement”).
SECTION 2. Short Title. This Ordinance shall constitute the Google Fiber
Amended Franchise Ordinance.
SECTION 3. Amendment of Franchise. The right, privilege, and franchise
(collectively, the “Franchise”) granted to the Company is hereby amended and restated as
more particularly described in the Franchise Agreement.
SECTION 4. Term. The term of the Franchise is for a period of fifteen (15)
years from and after the effective date of the Franchise Agreement. The Company shall
pay all costs of publishing this Ordinance.
SECTION 5. Acceptance by Company. Within thirty (30) days after the
effective date of this Ordinance, the Company shall execute the Franchise Agreement and
return it to the City, otherwise, this Ordinance and the rights granted hereunder shall be
null and void.
SECTION 6. No Franchise revocation or termination may be effected until the
City Council shall first adopt an ordinance terminating the Franchise and setting forth the
reasons therefor, following not less than thirty (30) days prior written notice to the
Company of the proposed date of the ordinance adoption. The Company shall have an
opportunity on said ordinance adoption date to be heard upon the proposed termination.
SECTION 7. This Ordinance shall take effect immediately upon publication.
Passed by the City Council of Salt Lake City, Utah, this ____ day of _______,
2021.
______________________________
CHAIRPERSON
ATTEST:
______________________________
CHIEF DEPUTY CITY RECORDER
Transmitted to Mayor on _______________________.
Mayor’s Action: _______Approved. _______Vetoed.
______________________________
MAYOR
ATTEST:
______________________________
CHIEF DEPUTY CITY RECORDER
(SEAL)
Bill No. ________ of 2021.
Published: _______________.
Salt Lake City Attorney’s Office
Approved As To Form
By: __________________________
Kimberly K. Chytraus
Date: ________________________ April 1, 2021
EXHIBIT A
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:Allison Rowland
Budget & Policy Analyst
DATE: May 11, 2021
RE: RESOLUTION: HOUSING TRUST FUND LOAN AMENDMENT TO GARDEN LOFTS
HOLDINGS, LP, AT 154 WEST 600 SOUTH
Staff note: The original staff report was inadvertently submitted on RDA Board letterhead.
ISSUE AT-A-GLANCE
The Council will consider a proposal to amend a $1 million Housing Trust Fund (HTF) loan to Garden Lofts
Holdings, LP, in two ways. This loan was originally approved in 2017. First, Wasatch Residential Group, which
manages Garden Lofts at 154 West 600 South, has requested switching from renting all units at or below 60%
AMI, to a technique known as income-averaging. This is a relatively new option, beginning in 2018, which is now
permitted by the County, State and LIHTC (Low-Income Housing Tax Credit) rules and ordinances. It would
shift the terms of the loan to allow the average of all units be 60% AMI, but with some units renting at higher
levels (70% to 80% AMI), which would help subsidize new, deeply affordable rents for others (40% and 50%
AMI). This specific shift was approved by Utah Housing Corporation in September, 2019.
The second change to the loan would be to move the City’s loan for the project from second position to third,
behind a new $1,200,000 loan from Citibank, which provided the original senior loan of $26,330,000. Wasatch
Residential Group intends to use the new loan to offset unanticipated construction cost increases. The current
HTF loan states that the borrower cannot add more funding after the original loan is in place.
➢The Council may wish to clarify with HAND staff the following aspect of this proposed
amendment: Will Wasatch Residential Group maintain the original amount of deferred
developer fee for the Garden Lofts Development, or will that change?
There would be no net financial impact to the HTF from these changes except, potentially, in the event of a
default by the borrower. Currently, the development is in good standing and has entered the payback period
with the first payment of $75,000 due on April 1, 2021. The City’s current principal balance is $1,000,000, at an
interest rate of 2.5%. Accrued interest is $12,500. The loan’s term is 38 years, with the borrower paying interest
only during the first three years.
Item Schedule:
Briefing: May 11, 2021
Set Date: n/a
Public Hearing: n/a
Potential Action: May 18, 2021
Page | 2
The additional Citibank loan has not yet closed. It is scheduled to do so after all approvals have been received.
The City’s Housing Trust Fund Advisory Board (HTFAB) reviewed the income averaging request on November
4, 2020, and the subordination amendment on February 3, 2021, and unanimously recommended approval of
both amendments. The Olene Walker Loan Fund, which would move to fourth position for repayment, also
approved the additional loan, on January 28, 2021.
Goal of the briefing: Review and consider approving the proposed amended loan agreement for affordable
housing at Garden Lofts Holdings, LP, 154 West 600 South.
ADDITIONAL INFORMATION
If approved, the shift to income-averaging would result in the rental price increasing on 57 units and decreasing
on 52 units. The majority of units would remain at 60% AMI. The new prices would be phased in as units are
vacated and re-leased, so no existing tenant would be affected by the proposed changes.
Proposed New AMI Mix (originally all units were priced at 60% AMI)
Higher priced Unchanged Lower priced
Type
80%
AMI
70%
AMI 60% AMI
50%
AMI
40%
AMI Total
Studio 20 20
1 Bed 1 Bath 3 36 81 28 7 155
2 Bed 2 Bath 2 16 14 3 35
2 Bed 1 Bath 49 49
3 Bed 2 Bath 13 13
Total 5 52 163 42 10 272
POLICY QUESTIONS
1. Based on this request, it appears that HAND (the Housing and Neighborhood
Development Division) continues to supervise existing development-loan-related
balances and payments. In an FY21 Legislative Intent, the Council had directed these be
moved to the RDA. The response to this Intent from the Administration appears in the
FY22 Mayor’s Recommended Budget, and is copied below.
HAND continues to work with the RDA, the Attorneys, and Finance regarding the
transfer of the Housing Trust Fund or HTF (aka HDTF) portfolio. The portfolio resides
in HAND’s loan management system (N4F), and HAND continues to maintain the
loans. The key component of transferring the portfolio requires ordinance
modifications regarding the current Housing Trust Fund Ordinance that includes
process for the HTF Advisory Board. For example, the HTFAB does not currently have
the authority to make a recommendation to the RDA Board, only to the Mayor and
City Council. Clarification from Council/Board on moving forward with the proposed
structure from RDA staff will guide future process for the HTFAB and would assist in
proposed modifications. HAND will continue to work with CAN Leadership, the RDA,
the Attorneys, and Finance on proposed code modifications and identifying
appropriate fund classes and cost centers to enable the transfer.
Would the Council like to request the Administration continue the process of shifting
Housing Trust Fund’s development-loan-related balance and payments?
Page | 3
2.The Council may wish to request a current list of all other properties that continue to
have Housing Trust Fund loans administered and repaid to HAND. This list could
include amounts owed and annual payments. It also could include an explanation of what
happens with these funds as they are repaid, for example, whether they remain in the
HTF or return to the general fund.
ERIN MENDENHALL DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
Blake Thomas
Director
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
CITY COUNCIL TRANSMITTAL
__________________________________ Date Received: _________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE:
Amy Fowler, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
__________________________
SUBJECT: Garden Lofts Income Averaging Request & Subordination Request
STAFF CONTACT: Amanda Best, Housing Development Program Specialist HAND
801-535-7698, Amanda.Best@slcgov.com
DOCUMENT TYPE: Resolution
RECOMMENDATION:
Request #1: Income Averaging
Housing Trust Fund Advisory Board (HTFAB) recommends approving the income averaging
amendment to the Garden Lofts Loan.
Request #2: Amend Loan to Subordinate to New Loan (Citibank)
Housing Trust Fund Advisory Board (HTFAB) recommends approving the additional loan with
Citibank and subordinating to Citibank, putting the City’s Housing Trust Fund loan in third
position.
BUDGET IMPACT: No budget impacts, this request for an adjustment in income restrictions
for the rental units and movement in priority of loan.
BACKGROUND/DISCUSSION:
Wasatch Residential Group, the managing group of Garden Lofts, currently has an $1,000,000
loan from the Housing Trust Fund (HTF) to develop an all affordable multifamily construction
project on 3.18 acres of property in downtown Salt Lake City. This development consists of 272
April 15, 2021
Lisa Shaffer (Apr 20, 2021 15:27 MDT)
04/20/2021
04/20/2021
units, all at or below 60% of Area Median Income (AMI). The loan was recorded on December
14, 2017. The loan was provided using HTF.
The development is currently in payback period and is in good standing. The current principal
balance is $1,000,000 and accrued interest is $12,500. According to the Promissory Note the
term is 38 years, with the first three years borrower paying interest only, and the first payment of
$75,000 due on April 1, 2021. Garden Lofts Apartment information can be found at
https://www.gardenloftsisyourhome.com. The address is 154 West 600 South, Salt Lake City,
UT 84101, located in District 4 under Councilmember Ana Valdemoros.
Request #1: Income Averaging
According to the City HTF loan documents all units must serve residents at or below 60% AMI
based on tenant income verification.
Wasatch Residential Group is requesting a change in the loan documents to move from all units
at or below 60% AMI to an income averaging of all units. The result would be that the average
income level of the entire development will be 60% AMI. Income averaging would allow the
housing complex to offset costs within the adjusted range of rents rather than utilizing more
subsidy, creating units that have a higher AMI and units that have a lower AMI. As seen in Table
1 and Table 2 below, the units were originally required to serve tenants at or below 60% AMI.
With income averaging, the units would be adjusted to allow households ranging from 40% AMI
to 80% AMI. However, when contemplating the entire development, the average renter
household income will still be 60% AMI. The higher rents collected from households with
greater income will offset the deeply affordable rents within the housing complex without the
need of more subsidy.
The income averaging approach does not create a change in the overall project budget nor in
underwriting. This process has recently been approved by Utah Housing Corporation (UHC) and
the Low-Income Housing Tax Credit (LIHTC). The Wasatch Residential Group’s LIHTC and
Land Use Restriction Agreement (LURA) has already been adjusted to include income averaging
for Garden Lofts Apartments. Because this change has taken place in the LIHTC LURA,
Wasatch Residential Group is currently out of compliance with the City loan agreement, and thus
requesting to make this change.
The Federal Consolidated Appropriations Act of 2018 was signed into law on March 23, 2018
and established Income Averaging (IA) as a third minimum set-aside election for Housing Credit
(HC) developments. This new election allows developments to designate units as low as 20%,
and up to 80% of AMI as long as the average AMI level of the HC units in the project, as defined
in line 8b on IRS Form 8609, is 60% or less of AMI.
Income averaging is becoming popular with affordable housing funding and is allowable under
the County, State, and LIHTC rules and ordinances. This shift would allow for more variety
within rents and could allow for a deeper affordability throughout the development, while still
receiving needed income from the higher affordability limit.
Request #2: Amend Loan to Subordinate to New Loan (Citibank)
The original subordination agreement has Salt Lake City Housing Trust Fund Loan in the second
position behind Citibank and in front of Olene Walker Housing Loan Fund. The development is
currently leased up.
The current HTF loan states that the borrower cannot add additional funding after the original
loan is in place. Wasatch Residential Group is requesting permission to assume an additional
loan, and is asking the City to subordinate its second lien position, placing the new Citibank loan
in second lien position, the City in third lien position, and Olene Walker Housing Loan Fund in
fourth position.
This request was heard by the Olene Walker Housing Loan Fund board on January 28, 2021 in
which the board approved the request to subordinate to the Citibank loan.
Wasatch Residential Group intends to use the new loan to offset unexpected costs resulting from
higher than expected construction costs of the development. The additional loan will allow
Wasatch Residential Group to decrease the amount of deferred developer fee for the Garden
Lofts Development.
Borrower Information:
Wasatch Residential Group has an extensive portfolio including both affordable and market rate
multi-family housing throughout the Western United States. Wasatch owns/manages over 24
apartment communities in Utah. This group is responsible for developing over 7,600 units and $1
billion in multifamily construction. Here in Salt Lake, they are responsible for constructing and
managing Providence Place, Enclave, and 600 Lofts, all affordable housing developments.
Wasatch has current Housing Trust Fund financing on both Providence Place and 600 Lofts. In
addition, their management affiliate, Wasatch Property Management, currently manages 70
apartment communities around the Western United States.
Proposed Loan Amendment:
Request #1: Income Averaging
When the Federal Consolidated Appropriations Act of 2018 passed allowing income averaging
to be an approach to providing affordable housing, Wasatch worked with Utah Housing
Coalition to have the Land Use Restricted Agreement (LURA) allow for income averaging. The
change would allow for certain rents to increase to 80% AMI and others lower to 40% AMI to
allow for the average income of all tenants to be 60% AMI.
The unit mix adjustment is in the updated LURA and is represented in the table below.
TABLE A: Housing Unit/AMI Mix Current:
Type # of Units Income Limits
1 Bed 1 Bath 3 at or below 60% AMI
2 Bed 2 Bath 2 at or below 60% AMI
1 Bed 1 Bath 36 at or below 60% AMI
2 Bed 2 Bath 16 at or below 60% AMI
Studio 20 at or below 60% AMI
1 Bed 1 Bath 81 at or below 60% AMI
2 Bed 1 Bath 49 at or below 60% AMI
3 Bed 2 Bath 13 at or below 60% AMI
1 Bed 1 Bath 28 at or below 60% AMI
2 Bed 2 Bath 14 at or below 60% AMI
1 Bed 1 Bath 7 at or below 60% AMI
2 Bed 2 Bath 3 at or below 60% AMI
TABLE B: Housing Unit/AMI Mix Proposed:
Type # of Units Income Limits
1 Bed 1 Bath 3 80% AMI
2 Bed 2 Bath 2 80% AMI
1 Bed 1 Bath 36 70% AMI
2 Bed 2 Bath 16 70% AMI
Studio 20 60% AMI
1 Bed 1 Bath 81 60% AMI
2 Bed 1 Bath 49 60% AMI
3 Bed 2 Bath 13 60% AMI
1 Bed 1 Bath 28 50% AMI
2 Bed 2 Bath 14 50% AMI
1 Bed 1 Bath 7 40% AMI
2 Bed 2 Bath 3 40% AMI
This shift would increase the income limits on 57 units to 70% AMI and 80% AMI. This change
would not affect the original terms or underwriting of the loan according to Housing Trust Fund
Policies and Procedures.
HTFAB met on February 3, 2021 to review this request with the developer.
Request #2: Amend Loan to Subordinate to New Loan (Citibank)
Wasatch Residential Group is also in the process of receiving an additional loan from their
primary lender, Citibank. This loan is to offset developer fee costs and other costs that have
increased this last year. The additional loan would take second position behind the first Citibank
loan, moving the Salt Lake City Housing Trust Fund loan to third position.
The current loan states that, “The borrower shall neither create nor suffer to exist any mortgage,
pledge, lien, charge or encumbrance… except as of record of disclosed to the City in writing
prior to the making of the loan hereunder.” The amendment to add a loan would contradict that
section, thus the loan will have to be amended for that section as well. The additional loan has
not yet closed and is scheduled to close after all approvals have been received. As of January 28,
2021 the Olene Walker Loan Fund has approved this additional loan.
The additional Citibank loan would be for $1,200,000, is not tax exempt and requires hard
payments. Wasatch Residential Group is requesting that Salt Lake City amend the subordination
agreement to include the additional loan and move to third lien position. A new Deed of Trust
and an amendment to the Loan would also be needed.
Board Approval:
Request #1: The HTFAB recommended approval of amending the Garden Lofts HTF Loan to
allow for income averaging across the development to 60% AMI on November 4, 2020.
Request #2: The HTFAB recommended approval of amending the Garden Lofts HTF Loan to
accept the additional Citibank Loan on February 3, 2021. This would move Salt Lake City to
third in line for repayment.
PUBLIC PROCESS: HTFAB held a public meeting and reviewed the Income Averaging
request on November 4, 2020 and the Subordination Amendment on February 3, 2021. The
board unanimously recommended approval of both amendments. No other public process is
required.
EXHIBITS:
1. Resolution
2. Updated LURA
3. Draft Subordination Agreement
4. Recorded Subordination Agreement
5. Recorded HTF Loan
6. Recorded Deed of Trust
Exhibit 1
Resolution
RESOLUTION NO. _____ OF 2021
Authorizing a loan amendment from Salt Lake City’s Housing Trust Fund
To Garden Lofts Holdings, LP
WHEREAS, Salt Lake City Corporation (the “City”) has a Housing Trust Fund to
encourage affordable and special needs housing development within the City; and
WHEREAS, Garden Lofts Holdings, LP (the “Borrower”), has an existing loan (the
“Loan”) for the construction and long-term financing of an affordable multifamily housing
development with 272 units (the “Project”) located at 154 West 600 South, Salt Lake City, Utah
(the “Property”); and
WHEREAS, the Project construction is complete; and
WHEREAS, the Borrower has requested that the terms of the Loan be amended as
described on the attached term sheet (the “Term Sheet”); and
WHEREAS, on November 4, 2020 and February 3, 2021, the Housing Trust Fund
Advisory Board (the “Board”) recommended approval of the loan amendment as set forth on the
Term Sheet; and
WHEREAS, the City recommends the loan amendment described on the attached Term
Sheet based on its underwriting of the Project.
NOW THEREFORE, BE IT RESOLVED by the City Council of Salt Lake City, Utah:
1. That the City Council hereby approves amending the existing loan documents as
set forth on the Term Sheet, subject to revisions that do not materially adversely affect the rights
and obligations of the City hereunder.
2. That Erin Mendenhall, Mayor of Salt Lake City, Utah, on behalf of Salt Lake City
Corporation is hereby authorized to negotiate and execute the requisite loan documents and any
other relevant documents consistent with the Term Sheet, and incorporating such other terms and
agreements as recommended by the City Attorney’s Office, and to act in accordance with their
terms.
Passed by the City Council of Salt Lake City, Utah, this __________ day of ____________,
2021.
SALT LAKE CITY COUNCIL
By
CHAIR
ATTEST:
CITY RECORDER
Approved As To Form
Salt Lake City Attorney’s Office
By: ____________________________
Kimberly K. Chytraus
Date: __________________________ March 24, 2021
Loan Amendment Term Sheet
Project: Garden Lofts
Borrower: Garden Lofts Holdings, LP
Address: 54 West 600 South
Loan Amount: $1,000,000
Loan Maturity: 38-year term
Interest Rate: 2.5% simple interest per annum
Interest Accrual: Current interest accrual is $12,500 (payments are current)
Repayment Terms: Payment is interest only for the first 3 years. First payment is due
April 1, 2021 in the amount of $75,000. Then surplus cash
payments.
Collateral and Priority: Current – Second priority Deed of Trust behind Citibank
Amendment – Third priority Deed of Trust behind Citibank
(Original Citibank loan and new Citibank loan)
(Olene Walker Housing Loan Fund has a loan that is junior to the
City)
Conditions: Standard loan conditions approved by City Attorney’s Office
Unit Affordability
Requirements:
Current – All units are 60% Area Median Income (AMI) or below
Amendment – All units income average to 60% AMI or below
(range from 20% AMI – 80% AMI)
Exhibit 2
Updated LURA
2.Set-Aside Election. The Project Owner agrees that all 272 units of the Project shallbe restricted as provided for herein and in paragraph 13. The Project Owner agrees that for each
taxable year in the extended use period, as defined in IRC § 42, 40% or more of the residential
units in the Project are both rent restricted, as defined in IRC §42, and occupied by individuals (hereinafter "low-income tenants") whose income does not exceed the imputed income limitation
designated by the Project Owner with respect to the respective unit. The average of the imputed
income limitation designated by the Project Owner shall not exceed 60% of the area median gross
income, as more specifically provided in paragraph 13, with respect to the county in which the
Project is located, as annually determined and published by H.U.D.
13.Rent and Incom e Limits. The Project Owner agrees that 272 units of the Project
will be leased, throughout the extended use period as set forth in paragraph 9 above, (i) for a
maximum monthly rental fee which is affordable to the tenants residing therein ( as calculated
below), and (ii) to individuals whose annual income (as defined under Section 8 of the United
States Housing Act of 193 7), aggregated for all individuals residing in a given unit, does not exceed
the percentages set forth below of area median income for the county in which the unit is located:
Units T\rpe Income Limits
3 1 bedroom 1 bath units 80% of area median income
2 2 bedroom 2 bath units 80% of area median income
36 1 bedroom 1 bath units 70% of area median income
16 2 bedroom 2 bath units 70% of area median income
20 Studio units 60% of area median income
81 1 bedroom 1 bath units 60% of area median income
49 2 bedroom 2 bath units 60% of area median income
13 3 bedroom 2 bath units 60% of area median income
28 1 bedroom 1 bath units 5 0% of area median income
14 2 bedroom 2 bath units 50% of area median income
7 1 bedroom 1 bath units 40% of area median income
3 2 bedroom 2 bath units 40% of area median income
For purposes of determining the affordability of monthly rental payments, the
maximum monthly rental fee is calculated as follows:
a.First, multiply the monthly rent limit applicable to the unit as
calculated by Utah Housing for the applicable year, based on bedroom size, based
on 50% of area median income for the county in which the unit is located, by 2 (to
arrive at a rental amount based on 100% of area median income);
2
1485082.2
Exhibit 3
Draft Subordination Agreement
21616387-v2
WHEN RECORDED MAIL TO:
Citibank, N.A.
Transaction and Asset Management Group
388 Greenwich Street, Trading 6th Floor
New York, New York 10013
Attention: Tanya Jimenez
Re: Garden Lofts Apartments Citi Deal ID No. 24974
FIRST AMENDMENT TO SUBORDINATION AND INTERCREDITOR AGREEMENT
(SLC Corporation)
THIS FIRST AMENDMENT TO SUBORDINATION AND INTERCREDITOR
AGREEMENT (this “Amendment”) dated as of the ____ day of January, 2021, is made by and
between SALT LAKE CITY CORPORATION, a municipal corporation of the State of Utah
(“Junior Lender”), and CITIBANK, N.A., a national banking association (“Senior Lender”)
and acknowledged by GARDEN LOFTS HOLDINGS, LP, a Utah limited partnership
(“Borrower”).
R E C I T A L S
A. Junior Lender, Senior Lender and Borrower entered into that certain Subordination
and Intercreditor Agreement dated as of December 19, 2017, recorded with the Salt Lake County
Recorder’s Office (the “Recorder’s Office”) as Entry No. 12684036, in Book 10631, Page 9114,
relating to (1) a tax exempt loan made to Borrower in the aggregate maximum principal amount
of $27,300,000, and (2) a certain junior loan made to Borrower by Junior Lender in the original
principal amount of $1,000,000 (the “Junior Loan”) (as the same may be further amended from
time to time, the “Original Agreement”);
B. Junior Lender, Senior Lender and Borrower have agreed to amend the Original
Agreement with respect to certain definitions pertaining to the Senior Loan thereunder to include a
new taxable loan from Senior Lender to Borrower in the original principal amount of [$1,200,000],
evidenced by the following: a certain Multifamily Permanent Note dated the date hereof in the
amount of the Taxable Senior Loan made by Borrower to the order of Senior Lender, secured by a
certain Subordinate Multifamily Deed of Trust, Assignment of Rents, Security Agreement and
Fixture Filing dated as of January 1, 2021, granted by Borrower for the benefit of Senior Lender and
to be recorded with the Recorder’s Office, and a certain Loan Covenant Agreement dated as of
January 1, 2021, by and between Borrower and Senior Lender, and such other documents,
agreements and instruments executed in connection therewith; and
C. Capitalized terms used but not defined in this Amendment shall have the meanings
given them in the Original Agreement,
NOW THEREFORE, for TEN DOLLARS ($10.00) and other good and valuable
consideration, the receipt and sufficiency of which are hereby acknowledged, Junior Lender,
Senior Lender, and Borrower (collectively, the “Parties”) hereby agree as follows:
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page 2
1. The following new definitions are added to Section 1 of the Original Agreement:
““Senior Loan” means the Senior Loan, as defined in Recital A, together with that certain
taxable loan from Senior Lender to Borrower in the original principal amount of
[$1,200,000].
““Senior Loan Agreement” means, collectively, the Borrower Loan Agreement, as defined
in Recital B; the Construction Funding Agreement as defined in Recital D; and that certain
Loan Covenant Agreement dated as of January 1, 2021, by and between Borrower and Senior
Lender.
““Senior Note” means the Note, as defined in Recital B, together with that certain taxable
Multifamily Permanent Note dated January [___], 2021, in the original principal amount
of [$1,200,000] made by Borrower to the order of Senior Lender.
““Senior Security Instrument” means the Senior Security Instrument, as defined in Recital
C, together with that certain Subordinate Multifamily Deed of Trust, Assignment of Rents,
Security Agreement and Fixture Filing dated as of January 1, 2021, granted by Borrower for
the benefit of Senior Lender and to be recorded with the Salt Lake County Recorder’s
Office.”
2. In all other respects, the terms, provisions, and conditions of the Original
Agreement, as hereby amended or modified, are hereby ratified and confirmed and shall remain in
full force and effect.
3. This Amendment may be executed in any one or more counterparts and all so
executed shall constitute one and the same instrument, binding on all parties, even though all
parties are not signatory to the same document.
[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page S-1
IN WITNESS WHEREOF, the undersigned have caused this Amendment to be signed and
delivered under seal by their respective duly authorized representatives as of the date set forth
above. The undersigned intend that this Amendment shall be deemed signed and delivered as a
sealed instrument.
JUNIOR LENDER:
SALT LAKE CITY CORPORATION,
a Utah municipal corporation
By: _________________________________________
Name: Erin Mendenhall
Title: Mayor
Approved as to Form
Salt Lake City Attorney’s Office
By: ________________________________
Name: _______________________________
Title: Senior City Attorney
ATTEST:
______________________________________
________________, Salt Lake City Recorder
STATE OF UTAH
COUNTY OF SALT LAKE
On January __, 2021, before me, _______________________, personally appeared Erin Mendenhall
who, personally known to me or proved to me on the basis of satisfactory evidence to be the person
whose name is subscribed to the within instrument and acknowledged to me that he/she/they executed
the same in his/her authorized capacity, and that by his/her signature on the instrument the person, or
the entity upon behalf of which the person acted, executed the instrument.
WITNESS my hand and official seal.
Signature _______________________________ of Notary Public
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page S-2
SENIOR LENDER:
CITIBANK, N.A.,
a national banking association
By: _____________________________
Name: Kathy Millhouse
Title: Vice President
Citi Deal ID No. 24974
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
A notary public or other officer completing this certificate verifies only the identity of the individual
who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or
validity of that document.
STATE OF CALIFORNIA
COUNTY OF
On __________________ before me, _______________________ (here insert name and title of the
officer), personally appeared Kathy Millhouse who proved to me on the basis of satisfactory evidence
to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me
that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their
signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted,
executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing
paragraph is true and correct.
WITNESS my hand and official seal.
Signature _______________________________ (Seal)
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page S-3
ACKNOWLEDGED AND AGREED AS OF THE DATE FIRST SET FORTH ABOVE:
BORROWER:
GARDEN LOFTS HOLDINGS, LP,
a Utah limited partnership
By: Garden Lofts GP, LLC,
a Utah limited liability company
By: ______________________________
Name: Jeffrey S. Nielson
Title: Manager
STATE OF UTAH
COUNTY OF SALT LAKE
On January __, 2021, before me, _______________________, personally appeared Jeffrey S. Nielson
who, personally known to me or proved to me on the basis of satisfactory evidence to be the person
whose name is subscribed to the within instrument and acknowledged to me that he/she/they executed
the same in his/her authorized capacity, and that by his/her signature on the instrument the person, or
the entity upon behalf of which the person acted, executed the instrument.
WITNESS my hand and official seal.
Signature _______________________________ of Notary Public
Exhibit 4
Recorded Subordination Agreement
WHEN RECORDED MAIL TO:
Citibank, N.A.
Transaction Management Group/Post Closing
390 Greenwich Street, 2nd Floor
New York, New York 10013
Attention: Tanya Jimenez
Re: Garden Lofts Apartments Deal No. 24974
RECORDED
DEC 1 4 2017
CITY RECORDER
SUBORDINATION AND INTERCREDITOR AGREEMENT
l 7267 l l 4-v4
(SLC Corporation)
PRO PrRTY OF SALT LAl<E
CITY Rl:CC) <DE R'S OFFICE
P.O . BOX l '.lS5 l 5
SALT LAl<E C ITY, UTAH 84 114 -55 1 5
SUBORDINATION AND INTERCREDITOR AGREEMENT
(SLC Corporation)
THIS SUBORDINATION AND INTERCREDITOR AGREEMENT (this
"Agreement") dated as of December_, 2017, is made by and between SALT LAKE CITY
CORPORATION, a municipal corporation of the State of Utah ("Junior Lender") and
CITIBANK, N.A., a national banking association ("Senior Lender"), and acknowledged by
GARDEN LOFTS HOLDINGS, LP, a Utah limited partnership ("Borrower"). The date of
this Agreement as set forth above is for reference purposes only, and this Agreement will not be
effective and binding until the Closing Date (as defined in the Borrower Loan Agreement).
RECITALS:
A. Borrower has applied to the Utah Housing Corporation, an independent body
politic and corporate constituting a public corporation, organized and existing under the laws of
the State of Utah ("Governmental Lender"), for a loan (the "S enior Loan") for the acquisition,
construction, development, equipping and/or operation of a 272-unit multifamily residential
project located in the City and County of Salt Lake, Utah, known or to be known as Garden Lofts
Apartments (the "Mortgaged Property").
B. The Senior Loan is evidenced by (i) that certain Multifamily Note, dated as of the
Closing Date, in the maximum principal amount of [$26,330,000] made by Borrower payable to
the order of Governmental Lender (the "Note"), and (iii) that certain Borrower Loan Agreement,
dated as of December 1, 2017, by and between Borrower and Governmental Lender (the
"Borrower Loan Agreement").
C. The Senior Loan is secured by, among other things, that certain Multifamily Deed
of Trust, Assignment of Rents, Security Agreement and Fixture Filing, dated as of December 1,
2017, executed by Borrower for the benefit of Governmental Lender ( as the same may from time
to time be extended, consolidated, substituted for, modified, increased, amended and
supplemented, the "Senior Security Instrument"), recorded in the office of the Salt Lake
County Recorder as Entry No. __ in Book __ , at Pages ___ , which Senior Security
Instrument encumbers the Mortgaged Property.
D. Borrower has requested that Senior Lender enter into that certain Funding Loan
Agreement (the "Funding Loan Agreement"), dated as of December I , 2017, by and among
Governmental Lender, U.S. Bank National Association, a national banking association organized
and existing under the laws of the United States of America, as fi scal agent, and Senior Lender,
pursuant to which Funding Lender will make a loan to Governmental Lender (the "Funding
Loan"), the proceeds of which will be used to make the Senior Loan to Borrower pursuant to the
Borrower Loan Agreement. The Senior Loan will be advanced to Borrower pursuant to that
certain Construction Funding Agreement, dated as of December 1, 2017, by and between
Borrower and Senior Lender (the "Construction Funding Agreement").
E. The Note, the Senior Security Instrument, the Borrower Loan Agreement, the
Funding Loan Documents (as defined in the Funding Loan Agreement) and all other Senior Loan
Subo rd ination and lntercredito r Agreement (SLC Corporation)
PROPERTY OF SALT LAl<E
CITY RECORDER 'S OFF ICE
P.O . BOX 145515
SALT LAKE CITY, UTAH 84 114-5515 Lofts Apartments
Documents (as hereinafter defined) have each been assigned by Governmental Lender to Senior
Lender to secure the Funding Loan.
F. Junior Lender is making a loan (the "Junior Loan") to Borrower in the original
principal amount of $1,000,000 under its Housing Trust Fund Program, which Junior Loan is
evidenced by a certain Promissory Note, dated as of the date hereof, made by Borrower to Junior
Lender (the "Junior Note") and secured by, the Junior Security Instrument (as hereinafter
defined) encumbering the Property, and will be advanced to Borrower pursuant to that certain
Loan Agreement (the "Junior Loan Agreement") dated as of the date hereof between Borrower
and Junior Lender.
G. As a condition to the making of the Senior Loan, Senior Lender requires that
Junior Lender execute and deliver this Agreement prior to the making of the Junior Loan and the
granting of the Junior Security Instrument by Borrower.
NOW, THEREFORE, for Ten Dollars ($10.00) and other good and valuable
consideration, the receipt and sufficiency of which are hereby acknowledged, and to induce the
making of the Senior Loan and to induce Senior Lender to consent to the Junior Loan and the
Junior Security Instrument, Junior Lender hereby agrees as follows:
1. Definitions. Capitalized terms used but not defined in this Agreement shall have
the meanings ascribed thereto in the Senior Security Instrument. As used in this Agreement, the
terms set forth below shall have the respective meanings indicated:
"Bankruptcy Proceeding" means any bankruptcy, reorganization, insolvency,
composition, restructuring, dissolution, liquidation, receivership , assignment for the benefit of
creditors, or custodianship action or proceeding under any federal or state law with respect to
Borrower, any guarantor of any of the Senior Indebtedness, any of their respective properties, or
any of their respective partners, members, officers, directors, or shareholders.
"Casualty" means the occurrence of damage to or loss of any of the Property by fire or
other casualty.
"Condemnation" means any proposed or actual condemnation or other taking, or
conveyance in lieu thereof, of all or any part of the Property, whether direct or indirect.
"Enforcement Action" means any exercise of any of Junior Lender's remedies under the
Junior Security Instrument or any of the other Junior Loan Documents, including, without
limitation, any of the following: (i) the acceleration of all or any part of the Junior Indebtedness,
(ii) the commencement of any judicial or non-judicial action of proceeding to enforce any
obligation of Borrower under any of the Junior Loan Documents, collect any monies payable to
Borrower or have a receiver appointed to collect any monies payable to Borrower, or foreclose
the lien(s) created by the Junior Security Instrument, (iii) the filing or joining in the filing of any
involuntary Bankruptcy Proceeding against Borrower or any person or entity which owns a
direct or indirect interest in Borrower, (iv) the advertising of or commencement of any
foreclosure or trustee's sale proceedings, (v) the exercise of any power of sale, (vi) the
acceptance of a deed or assignment in lieu of foreclosure or sale, (vii) the collecting of Rents ,
(viii) the obtaining of or seeking of the appointment of a receiver, (ix) the seeking of default
PROPERTY OF SALT LAKE
CITY RECORDER'S OFFICE
Subordination and lntercredi tor Agreement (S LC Corporation ) 2 P.O . BOX 145515 Garden Lofts Apartments
SALT LAKE CITY, UTAH 84114-5515
interest, (x) the taking of possession or control of any of the Property, (xi) the commencement of
any suit or other legal, administrative, or arbitration proceeding base d upon the Juni or Note or
any other of the Junior Loan Documents, (xii) the exercising of any banker's lien or rights of set-
off or recoupme nt, or (xiii) the taking of any other enforcement action against Borrower, any
other party liable for any of the Junior Indebtedness or obligated under any of the Junior Loan
Documents, or the Property.
"Enforcement Action Notice" means a written notice from Junior Lender to Senior
Lender, given following a Junior Loan Default and the expiration of any notice or cure periods
provided for such Junior Loan Default in the Junior Loan Documents, setting forth in reasonable
detail the Enforcement Action proposed to be taken by Junior Lender.
"Junior In debtedness" means all indebtedness of any kind at any time evidenced or
secured by, or arising under, the Junior Loan Documents, whether incurred, arising or accruing
before or after the filing of any Bankruptcy Proceeding.
"Junior Loan Defaulf' means any act, failure to act, event, condition, or occurrence
which constitutes, or which with the giving of notice or the passage of time, or b oth, would
constitute, an "Event of Default" as defined in the Junior Security Instrument.
"Junior Loan Documents" means, collectively, the Junior Note, the Junior Security
Instrument, the Junior Loan Agreement and all other documents evidencing, securing or
delivered in connection with the Junior Loan, all of which are listed on Exhibit B attached
hereto , together with such modifications, amendments and supplements thereto as are approved
in writing by Senior Lender prior to their execution.
"Junior Security Instrum ent" means that certain Trust Deed with Assignment of Rents,
dated as of the date hereof, made by Borrower for the benefit of Junior Lender, as the same may
from time to time be extended, consolidated, substituted for, modified, amended or supplemented
upon receipt of the consent of Senior Lender.
"Loss Proceeds" means all monies received or to be received under any insurance p olicy,
from any condemning authority, or from any other source, as a result of any Condemnation or
Casualty.
"Property" means (i) the land and improvements known or to be known as Garden Lofts
Apartments and located in the City and County of Salt Lake, State of Utah, which Property is more
particularly described on Exhibit A attached hereto, and (ii) all furniture, fixtures and equipment
located at such apartments and other property, accounts, depo sit s and rights and interests of
Borrower encumbered by the Senior Security Instrument and/or the other Senior Loan Documents.
"Sen ior Indebtedness" means all indebtedness of any kind at any time evidenced or
secured by, or arising under, the Senior Loan Documents, whether incurred, arising or accruing
before or after the filing of any Bankruptcy Proceeding.
"Senior Loan Do cuments" means, collectively, the Senior Security Instrument, the Senior
Note, the Senior Loan Agreement and all of the oth~r:. documents , instruments and agreements
now or hereafter evidencing, securing or otherwise 11JJ8{eg:ih 9crJt~HibB,~th the Senior Loan,
11 l fhCORDER'S OFF ICE
P.O. BOX 1 45515
Subordination and lntercreditor Agree ment (S LC Corporatio n) 3 SALT LAKE CITY, UTAH 841 bli\-a~5.Jt§ Apartments
as the same may from time to time be extended, consolidated, substituted for , modified,
increased, amended and supplemented in accordance with the provisions of this Agreement.
"Senior Loan Default" means any act, failure to act, event , condition, or occurrence
which constitutes an "Event of Default" as defined in the Senior Security Instrument.
2. Junior Loan and Junior Loan Documents are Subordinate; Acts by Senior
Lender do not Affect Subordination.
(a) Junior Lender hereby covenants and agrees on behalf of itself and its
successors and permitted assigns that the Junior Indebtedness is and shall at all times
continue to be, subordinate, subject and inferior (in payment and priority) to the prior
payment in full of the Senior Indebtedness, and that the liens, rights, payment interests,
priority interests and security interests granted to Junior Lender in connection with the
Junior Loan and under the Junior Loan Documents are, and are hereby expressly
acknowledged to be in all respects and at all times , subject, subordinate and inferior in all
respects to the liens, rights, payment , priority and security interests granted to Senior
Lender under the Senior Loan and the Senior Loan Documents and the terms, covenants,
conditions, operations and effects thereof.
(b) Except as expressly set forth herein, repayment of the Junior Indebtedness,
is and shall be postponed and subordinated to repayment in full of the Senior Loan. Prior
to a Senior Loan Default (regardless of whether such Senior Loan Default occurs prior to
or during the pendency of a Bankruptcy Proceeding), Junior Lender shall be entitled to
receive and retain payments made pursuant to and in accordance with the terms of the
Junior Loan Documents; provided, however, that no such payment is made more than ten
(10) days in advance of the due date thereof. Junior Lender agrees that from and after
such time as it has received from either Senior Lender or Borrower written notice that a
Senior Loan Default then exists (which has not been expressly waived in writing by
Senior Lender), Junior Lender shall not receive or accept any payments under the Junior
Loan. If (i) Junior Lender receives any payment, property, or asset of any kind or in any
form on account of the Junior Indebtedness (including, without limitation, any proceeds
from any Enforcement Action) after a Senior Loan Default of which Junior Lender has
been given notice of, or (ii) Junior Lender receives, voluntarily or in voluntarily, by
operation of law or otherwise, any payment, property, or asset in or in connection with
any Bankruptcy Proceeding, such payment, property, or asset will be received and held in
trust for Senior Lender. Junior Lender will promptly remit, in kind and properly
endorsed as necessary, all such payments, properties, and assets to Senior Lender. Senior
Lender shall apply any payment, asset, or property so received from Junior Lender to the
Senior Indebtedness in such order, amount (with respect to any asset or property other
than immediately available funds), and manner as Senior Lender shall determine in its
sole and absolute discretion.
(c) Without limiting the complete subordination of the Junior Indebtedness to
the payment in full of the Senior Indebtedness, in any Bankruptcy Proceeding, upon any
payment or distribution (whether in cash, property, securities, or otherwise) to creditors
(i) the Senior Indebtedness shall first be paid in full in cash before Junior Lender shall be
S ubordination a nd lntercredi tor Agreement (SLC Corporati on)
PROPERTY OF SALT LAl<E
4 C ITY RECORDER'S OFFICE Ga rden Lo ft s Apartments
P.O BOX 145515
SALT LAKE C ITY, UTAH 84114~55 15
entitled to receive any payment or other distribution on account of or in respect of the
Junior Indebtedness, and (ii) until all of the Senior Indebtedness is paid in full in cas h ,
any payment or distribution to which Junior Lender would be entitled but for this
Agreement (whether in cash, property, or other assets) shall be made to Senior Lender.
(d) The subordination of the Junior Indebtedness shall continue in the event
that any payment under the Senior Loan Documents (whether by or on behalf of
Borrower, as proceeds of security or enforcement of any right of set-off or otherwise) is
for any reason repaid or returned to Borrower or its insolvent estate, or avoided, set aside
or required to be paid to Borrower, a trustee, receiver or other similar party under any
bankruptcy, insolvency, receivership or similar law. In such event, the Senior
Indebtedness or part thereof originally intended to be satisfied shall be deemed to be
reinstated and outstanding to the extent of any repayment, return, or other action, as if
such payment on account of the Senior Indebtedness had not been made.
(e) The subordination of the Junior Loan Documents and of the Junior
Indebtedness shall apply and continue notwithstanding (i) the actual date and time of
execution, delivery, recording, filing or perfection of the Senior Security Instrument and
other Senior Loan Documents and of the Junior Security Instrument and other Junior
Loan Documents, and (ii) the availability of any collateral to Senior Lender, including the
availability of any collateral other than the Property.
(f) By reason of, and without in any way limiting, the full subordination of
the Junior Indebtedness and the Junior Loan Documents provided for in this Agreement,
all rights and claims of Junior Lender under the Junior Security Instrument or under the
Junior Loan Documents in or to the Property or any portion thereof, the proceeds thereof,
the Leases thereof, the Rents, issues and profits therefrom, and the Loss Proceeds payable
with respect thereto, are expressly subject and subordinate in all respects to the rights and
claims of Senior Lender under the Senior Loan Documents in and to the Property or any
portion thereof, the proceeds thereof, the Leases thereof, the Rents , issues and profits
therefrom, and the Loss Proceeds payable with respect thereto.
(g) If Junior Lender, by indemnification, subrogation or otherwise, shall
acquire any lien, estate, right or other interest in any of the Property (unless such interest
is otherwise excluded from this Agreement as agreed to in writing by Senior Lender), that
lien, estate, right or other interest shall be fully subject and subordinate to the receipt by
Senior Lender of payment in full of the Senior Indebtedness, and to the Senior Loan
Documents, to the same extent as the Junior Indebtedness and the Junior Loan
Documents are subordinate pursuant to this Agreement.
Junior Lender hereby acknowledges and agrees that Senior Lender may, without the
consent or approval of Junior Lender, agree with Borrower to extend, consolidate,
modify, increase or amend any or all the Senior Loan D ocuments and otherwise act or
fail to act with respect to any matter set forth in any Senior Loan Document (including,
without limitation, the exercise of any rights or remedies, waiver, forbearance or delay in
enforcing any rights or remedies, the declaration of acceleration, the declaration of
defaults or events of default, the release, in whole or in part, of any collateral or other
Subordin ation and lnterc redi to r Agreement (SLC Corporation) 5
PROPERTY OF SALT LAl~E
CITY RECORDER'S OFF ICE X 145515 Garden Lofts Apartments
~~L/L~l(E C ITY, UTAH 841 14-5515
property, and any consent, approval or waiver), and all such extensions, consolidations,
modifications, amendments acts and omissions shall not release, impair or otherwise
affect Junior Lender's obligations and agreements hereunder. Notwithstanding the
foregoing or any contrary provision of this Agreement, except as otherwise currently set
forth in the Senior Loan Documents, Senior Lender agrees that it will not, without Junior
Lender's prior written consent in each instance: (i) change the term of the Senior Loan
and/or the maturity date of the Senior Indebtedness, (ii) increase the principal amount of
the Senior Note or the Senior Indebtedness other than increases pursuant to protective
advances made by Senior Lender, or (iii) increase the interest rate payable under the
Senior Note or the Senior Loan Documents.
3. Junior Lender Agreements.
(a) Without the prior written consent of Senior Lender in each instance, Junior
Lender shall not (i) amend, modify, waive, extend, renew or replace any provision of any
of the Junior Loan Documents in any material manner, or (ii) pledge, assign, transfer,
convey, or sell any interest in the Junior Indebtedness or any of the Junior Loan
Documents; or (iii) accept any payment on account of the Junior Indebtedness other than
a regularly scheduled payment of interest or principal and interest made not earlier than
ten (10) days prior to the due date thereof; or (iv) take any action which has the effect of
increasing the Junior Indebtedness; or (v) appear in, defend or bring any action in
connection with the Property; or (vi) take any action concerning environmental matters
affecting the Property. Regardless of any contrary provision in the Junior Loan
Documents, Junior Lender shall not collect payments for the purpose of escrowing for
any cost or expense related to the Property or for any portion of the Junior Indebtedness.
(b) Junior Lender hereby agrees that Senior Lender may, at its option (but
without any obligation to do so), at any time (including during the pendency of a
Bankruptcy Proceeding), purchase the Junior Loan at par (and without liability for any
prepayment premiums or liquidated damages set forth in the Junior Loan Documents).
Such transfer and assignment of the Junior Loan shall be without representation or
recourse, except that Junior Le nder shall represent that it is the sole holder of the Junior
Loan, that it has authority to assign and convey the Junior Loan Documents, that, to the
best of its knowledge, there are no defaults or breaches under the Junior Loan
Documents, and as to the total amount then outstanding under the Junior Loan .. Junior
Lender shall give Senior Lender a concurrent copy of each notice of a Junior Loan
Default, Enforcement Action Notice or other material notice given by Junior Lender
under the Junior Loan Documents. Notwithstanding any contrary provision in the Junior
Loan Documents, Senior Lender shall have the right, but shall not have any obligation, to
cure any Junior Loan Default until ninety (90) days following Senior Lender's receipt of
an Enforcement Action Notice gi ven by Junior Lender as a consequence of the Junior
Loan Default. Senior Lender shall not be subrogated to the rights of Junior Lender under
the Junior Loan Documents by reason of Senior Lender hav ing cured any Junior Loan
Default. However, Junior Lender acknowledges that all amounts advanced or expended
by Senior Lender to cure a Junior Loan Default shall be added to and become a part of
the Senior Indebtedness pursuant to the terms of the Senior Security Ins trument.
Subordina tion and In tercreditor Agreement (SLC Corp ora tion) 6
PPOPERTY OF SALT LAl<E
CITY RECORDER 'S OFF ICE
P.O. BOX 145515 Garden Lofts A_partments
SALT LAKE CITY, UTAH 84 1 14-55 I 5
(c) In the event and to the extent that each of Senior Lender and Junior Lender
have under their respective loan documents certain approval or consent rights over the
same subject matters (regardless of whether the obligations or rights are identical or
substantially identical), Junior Lender shall have no right to object to any such action or
approval taken by Senior Lender and shall consent thereto and be bound thereby. Without
limiting the generality of the foregoing, Senior Lender shall have all approval, consent
and oversight rights in connection with any insurance claims relating to the Property, any
decisions regarding the use of insurance proceeds after a casualty loss or condemnation
awards, the hiring or firing of property managers, or otherwise related in any way to the
Property, and Junior Lender shall have no right to object to any such action or approval
taken by Senior Lender and shall consent thereto and be bound thereby.
( d) Junior Lender agrees that in any action commenced to enforce the
obligation of Borrower to pay any portion of the Junior Indebtedness, the judgment shall
not be enforceable personally against Borrower or Borrower's assets, and the recourse of
Junior Lender for the collection of the Junior Indebtedness shall be limited to actions
against the Property and the rents, profits , issues, products, and income from the
Property.
(e) Junior Lender shall not commence or JOm with any other creditor in
commencing any Bankruptcy Proceeding involving Borrower, and Junior Lender shall
not initiate and shall not be a party to any action, motion or request, in a Bankruptcy
Proceeding involving any other person or entity, which seeks the consolidation of some
or all of the assets of Borrower into such Bankruptcy Proceeding. In the event of any
Bankruptcy Proceeding relating to Borrower or the Property or, in the event of any
Bankruptcy Proceeding relating to any other person or entity into which (notwithstanding
the covenant in the first sentence of this clause) the assets or interests of Borrower are
consolidated, then in either event, the Senior Loan shall first be paid in full before Junior
Lender shall be entitled to receive and retain any payment or distribution in respect to the
Junior Loan. Junior Lender agrees that (i) Senior Lender shall receive all payments and
distributions of every kind or character in respect of the Junior Loan to which Junior
Lender would otherwise be entitled, but for the subordination provisions of this
Agreement (including without limitation , any payments or distributions during the
pendency of a Bankruptcy Proceeding involving Borrower or the Property), and (ii) the
subordination of the Junior Loan and the Junior Loan Documents shall not be affected in
any way by Senior Lender electing, under Section 111 l(b) of the federal bankruptcy
code, to have its claim treated as being a fully secured claim. In addition , Junior Lender
hereby covenants and agrees that, in connection with a Bankruptcy Proceeding inv olving
Borrower, neither Junior Lender nor any of its affiliates shall (i) make or participate in a
loan facility to or for the benefit of Borrower on a basis that is senior to or pari passu with
the liens and interests held by Senior Lender pursuant to the Senior Loan Documents, (ii)
not vote affirmatively in favor of any plan of reorganization or liquidation unless Senior
Lender has also voted affirmatively in favor of such plan, and (iii) not contest the
continued accrual of interest on the Senior Indebtedness, in accordance with and at the
rates specified in the Senior Loan Documents, both for periods before and for periods
after the commencement of such Bankruptcy Proceedings. Junior Lender shall execute
and deliver to Senior Lender powers of attorney, assignments or other instruments as may
PROPERTY OF SALT LAl<E
CITY RECORDER'S OFFICE
Subordination and In tercreditor Ag reement (S LC Corporation) 7 P.O. BOX 1 45515 Garden Lofts ,}Partments
SALT LAl<E CITY, UTAH 841 14-5015
be requested by Senior Lender in order to enable it to exercise the above-described
authority or powers with respect to any or all of the Junior Loan Documents, and to
collect and receive any and all payments or distributions which may be payable or
deliverable at any time upon or with respect to any of the Junior Loan Documents to
Junior Lender.
(f) Junior Lender covenants and agrees that the effectiveness of this
Agreement and the rights of Senior Lender hereunder shall be in no way impaired,
affected, diminished or released by any renewal or extension of the time of payment of
the Senior Loan, by any delay, forbearance, failure, neglect or refusal of Senior Lender in
enforcing payment thereof or in enforcing the lien of or attempting to realize upon the
Senior Loan Documents or any other security which may have been given or may
hereafter be given for the Senior Loan, by any waiver or failure to exercise any right or
remedy under the Senior Loan Documents, or by any other act or failure to act by Senior
Lender. Junior Lender acknowledges that Senior Lender, at its sole option, may release
all or any portion of the Property from the lien of the Senior Security Instrument, and
may release or waive any guaranty, surety or indemnity providing additional collateral to
Senior Lender, and Junior Lender hereby waives any legal or equitable right in respect of
marshaling it might have, in connection with any release of all or any portion of the
Property by Senior Lender, to require the separate sales of any portion of the Property or
to require Senior Lender to exhaust its remedies against any portion of the Property or
any other collateral before proceeding against any other portion of the Property or other
collateral (including guarantees) for the Senior Loan. Senior Lender may pursue all
rights and remedies available to it under the Senior Loan Documents, at law, or in equity,
regardless of any Enforcement Action Notice or Enforcement Action by Junior Lender.
Except as otherwise provided herein, at any time or from time to time and any number of
times, without notice to Junior Lender and without affecting the liability of Junior
Lender, (a) the time for payment of the Senior Indebtedness may be extended or the
Senior Indebtedness may be renewed in whole or in part; (b) the time for Borrower's
performance of or compliance with any covenant or agreement contained in the Senior
Loan Documents, whether presently existing or hereinafter entered into , may be extended
or such performance or compliance may be waived; (c) the maturity of the Senior
Indebtedness may be accelerated as provided in the Senior Loan Documents; (d) any
Senior Loan Document may be extended, consolidated, modified or amended b y Senior
Lender and Borrower in any respect, including, but not limited to, an increase in the
principal amount; and (e) any security for the Senior Indebtedness may be modified,
exchanged, surrendered or otherwise dealt with or additional security may be pledged or
mortgaged for the Senior Indebtedness. If, after the occurrence of a Senior Loan Default,
Senior Lender acquires title to any of the Property pursuant to a mortgage foreclosure
conducted in accordance with applicable law, the lien, operation, and effect of the Junior
Security Instrument and other Junior Loan Documents automatically shall terminate with
respect to such Property upon Senior Lender's acquisition of title.
(g) Junior Lender acknowledges that it entered into the transactions
contemplated by the Junior Loan Documents and made the Junior Loan to Borrower
without reliance upon any information or advice from Senior Le nder. Junior Lender
made its own underwriting analysis in connecp ~, ~t~,l~FJBµJ;g fl ~@,<l,11, its own credit
C ITY RECORDEl~'S OFF ICE
P.O. BOX 1455 15
S ub ordinatio n and lntercreditor Agreement (SLC Corporation) 8 SALT LAl<E C ITY, UTAH 8 da1ct"h4 bfft5 Ap~rtments
review of Borrower, and investigated all matters pertinent, in Junior Lender's judgment,
to its determination to make the Junior Loan to Borrower. Junior Lender acknowledges
that it is a sophisticated, experienced commercial lender, and was represented by
competent counsel in connection with this Agreement.
(h) Junior Lender hereby represents and warrants that, as of the date hereof,
the entire proceeds of the Junior Loan have been disbursed to Borrower. Junior Lender
hereby further represents and warrants that: (i) Junior Lender is now the owner and
holder of the Junior Loan Documents; (ii) the Juni.or Loan Documents are now in full
force and effect; (iii) the Junior Loan Documents have not been modified or amended;
(iv) no default or event which, with the passing of time or giving of notice would
constitute a default, under the Junior Loan Documents has occurred; (v) the current
outstanding principal balance of the Junior Indebtedness is $1,000,000; (vi) no scheduled
monthly payments under the Junior Loan Documents have been or will be prepaid except
with the prior written consent of Senior Lender; (vii) none of the rights of Junior Lender
under any of the Junior Loan Documents are subject to the rights of any third parties, by
way of subrogation, indemnification or otherwise; and (viii) there are no other Junior
Loan Documents other than those listed on Exhibit B hereto. Borrower further represents
and warrants that it has provided to Senior Lender a true, complete, and correct copy of
all the Junior Loan Documents.
4. Standstill Agreement; Right to Cure Senior Loan Default.
(a) Until such time as any of the Senior Indebtedness has been repaid in full
and the Senior Security Instrument has been released and discharged, Junior Lender shall
not without the prior written consent of Senior Lender, which may be withheld in Senior
Lender's sole and absolute discretion, take any Enforcement Action, including, without
limitation, (i) accelerate the Junior Loan, (ii) exercise any of Junior Lender's remedies
under the Junior Security Instrument or any of the other Junior Loan Documents
(including, without limitation, the commencement of any judicial or non-judicial action
of proceeding (a) to enforce any obligation of Borrower under any of the Junior Loan
Documents, (b) to collect any monies payable to Borrower, (c) to have a receiver
appointed to collect any monies payable to Borrower; or (d) to foreclose the lien(s)
created by the Junior Security Instrument) or (iii) file or join in the filing of any
involuntary Bankruptcy Proceeding against Borrower or any person or entity which owns
a direct or indirect interest in Borrower; provided, however, that such limitation on the
remedies of Junior Lender shall not derogate or otherwise limit Junior Lender's rights,
following an event of default under the Junior Loan Documents to (a) compute interest on
all amounts due and payable under the Junior Loan at the default rate described in the
Junior Loan Documents, (b) compute prepayment premiums and late charges, and (c)
enforce against any person , other than Borrower and any guarantors or indemnitors under
the Senior Loan Documents, any guaranty of the obligations of Borrower under the
Junior Loan.
(b) Senior Lender shall, simultaneously with the sending of any notice of a
Senior Loan Default to Borrower, send to Junior Lender a copy of said notice under the
Senior Loan Documents; prov ided, however, failure to do so s hall not affect the validity
PROPERTY OF SALT LAl<c
CITY RECORDER'S OFflCE
Subordination a nd lntercreditor Ag reeme nt (S LC Corp oration) 9 P.O . BOX 145515 Garde n Lofts Af a rtments
SALT LAKE CITY, UTAH 84114 -55 5
of such notice or any obligation of Borrower to Senior Lender and shall not affect the
relative priorities between the Senior Loan and the Junior Loan as set forth herein.
Borrower covenants and agrees to forward to Junior Lender, within three (3) business
days of Borrower's receipt thereof, a copy of any notice of a Senior Loan Default
Borrower receives from Senior Lender.
(c) Junior Lender shall have the right, but shall have no obligation, to cure
any Senior Loan Default; provided, if Junior Lender shall elect to cure any such Default,
it shall so notify Senior Lender and shall commence and complete such curing within any
applicable notice or grace period, if any, as Borrower is permitted by the terms of the
Senior Loan Documents to cure such Senior Loan Default. Junior Lender shall not be
subrogated to the rights of Senior Lender under the Senior Loan Documents by reason of
Junior Lender having cured any Senior Loan Default. However, Senior Lender
acknowledges that, to the extent so provided in the Junior Loan Documents, amounts
advanced or expended by Junior Lender to cure a Senior Loan Default may be added to
and become a part of the Junior Indebtedness.
(d) Junior Lender agrees that, notwithstanding any contrary prov1s10n
contained in the Junior Loan Documents, a Senior Loan Default shall not constitute a
default under the Junior Loan Documents if no other default occurred under the Junior
Loan Documents.
(e) Junior Lender acknowledges that any conveyance or other transfer of title
to the Property pursuant to a foreclosure of the Junior Security Instrument (including a
conveyance or other transfer of title pursuant to the exercise of a power of sale contained
in the Junior Security Instrument), or any deed or assignment in lieu of foreclosure or
similar arrangement, shall be subject to the transfer provisions of the Senior Loan
Documents; and the person (including Junior Lender) who acquires title to the Property
pursuant to the foreclosure proceeding ( or pursuant to the exercise of a power of sale
contained in the Junior Security Instrument) shall not be deemed to be automatically
approved by Senior Lender.
5. Insurance. Junior Lender agrees that all original policies of insurance required
pursuant to the Senior Security Instrument shall be held by Senior Lender. The preceding
sentence shall not preclude Junior Lender from requiring that it be named as a loss payee, as its
interest may appear, under all policies of property damage insurance maintained by Borrower
with respect to the Property or that it be named as an additional insured under all policies of
liability insurance maintained by Borrower with respect to the Property. Nothing in this
paragraph shall affect the priority of payment of the proceeds of property damage insurance
under the Senior Security Instrument.
6. Default. Junior Lender and Borrower acknowledge and agree that a default by
either such party under this Agreement shall, at the sole option of Senior Lender, constitute a
default under the Senior Loan Documents. Each party hereto acknowledges that in the event any
party fails to comply with its obligations hereunder, the other parties shall have all rights
available at law and in equity, including the right to obtain specific performance of the
obligations of such defaulting party and injunctive relief. No failure or delay on the part of any
Sub ordination and lnte rc reditor Agreement (S LC Corporation) 10
PROPERTY OF SALT LAl<E
CITY RECORDER'S OFFICE
P.O. BOX 1 45515 Garde n Lofts Apartments
SALT LAl<E CITY, UTAH 84114-5515
party hereto in exercising any right, power or remedy hereunder shall operate as a waiver
thereof, nor shall any single or partial exercise of any such right, power or remedy preclude any
other or further exercise thereof or the exercise of any other right, power or remedy hereunder.
7. Enforcement Costs. Borrower agrees to reimburse Senior Lender for any and all
costs and expenses (including reasonable attorneys' fees) incurred by Senior Lender in
connection with enforcing its rights against Junior Lender under this Agreement.
8. Notices. Any notice which any party hereto may be required or may desire to
give hereunder shall be deemed to have been given and shall be effective only if it is in writing
and (i) delivered personally, (ii) mailed, postage prepaid, by United State registered or certified
mail , return receipts requested, (iii) delivered by overnight express courier or (iv) sent by
telecopier, in each instance addressed as follows:
To Junior Lender:
If to Senior Lender:
With a copy to:
Prior to the Conversion
Date, with a copy to:
City of Salt Lake
PO Box 145488
451 South State Street, Room 406
Salt Lake City, Utah 84114
Attention: Housing & Neighborhood Development
Facsimile: (801) 535-6131
Citibank, N .A .
388 Greenwich Street, 8th Floor
New York, New York 10013
Attention: Transaction Management Group
Re: Garden Lofts Apartments Deal No. 24974
Facsimile: (212) 723-8209
Citibank, N.A.
325 East Hillcrest Drive, Suite 160
Thousand Oaks , California 91360
Attention: Operations Manager/ Asset Manager
Re: Garden Lofts Apartments Deal No. 24974
Facsimile: (805) 557-0924
Citibank, N.A.
388 Greenwich Street, 8th Floor
New York, New York 10013
Attention: Account Specialist
Re: Garden Lofts Apartments Deal No. 24974
Facsimile: (212) 723-8209
Following the Conversion Citibank N .A.
Date, with a copy to: c/o Berkadia Commercial Servicing Department
323 Norristown Road, Suite 300
Ambler, Pennsylvania 19002
PROPERTY OF SALT LA!<E
CITY RECORDER'S OFFICE
Subordination and lnterc redito r Ag reement (S LC Corporati on) 11 P.O . BOX l 455 l 5 Gar d v.n Lofts J).pa rtmen ts SALT LAl<E CITY, UTAH tl4 1 14 -o..> 1 -i
Attention: Client Relations Manager
Re: Garden Lofts Apartments Deal No . 24974
Facsimile: (215) 328 -0305
And a copy of any notices Citibank, N.A.
of default sent to: 388 Greenwich Street
New York, New York 10013
Attention: General Counsel 's Office
Re: Garden Lofts Apartments Deal No . 24974
Facsimile: (646) 291-5754
or at such other addresses or to the attention of such other persons as may from time to time be
designated by the party to be addressed by written notice to the other in the manner herein
provided. Notices, demands and requests given in the manner aforesaid shall be deemed
sufficiently served or given for all purposes hereunder when received or when delivery is refused
or when the same are returned to sender for failure to be called for.
9. WAIVER OF TRIAL BY JURY. TO THE MAXIMUM EXTENT
PERMITTED UNDER APPLICABLE LAW, EACH OF THE PARTIES HERETO (A)
COVENANTS AND AGREES NOT TO ELECT A TRIAL BY JURY WITH RESPECT TO
ANY ISSUE ARISING OUT OF THIS AGREEMENT OR THE RELATIONSHIP BETWEEN
THE PARTIES THAT IS TRIABLE OF RIGHT BY A JURY AND (B) WAIVES ANY RIGHT
TO TRIAL BY JURY WITH RESPECT TO SUCH ISSUE TO THE EXTENT THAT ANY
SUCH RIGHT EXISTS NOW OR IN THE FUTURE. THIS W AIYER OF RIGHT TO TRIAL
BY JURY IS SEPARATELY GIVEN BY EACH PARTY, KNOWINGLY AND
VO LUNT ARIL Y WITH THE BENEFIT OF COMPETENT LEGAL COUNSEL.
10. Term. The term of this Agreement shall commence on the date hereof and shall
continue until the earliest to occur of the following events: (i) the payment of all of the principal
of, interest on and other amounts payable under the Senior Loan Documents; (ii) the payment of
all of the principal of, interest on and other amounts payable under the Junior Loan Documents,
other than by reason of payments which Junior Lender is obligated to remit to Senior Lender
pursuant to the terms hereof; (iii) the acquisition by Senior Lender of title to the Property
pursuant to a foreclosure, or a deed in lieu of foreclosure , of ( or the exercise of a power of sale
contained in) the Senior Security Instrument; or (iv) the acquisition by Junior Lender of title to
the Property pursuant to a foreclosure, or a deed in lieu of foreclosure , of ( or the exercise of a
power of sale contained in) the Junior Security Instrument, but only if such acquisition of title
does not violate any of the terms of this Agreement.
Subordina tion and In terc redito r Ag reement (S LC Corporation) 12
PROPERTY OF StLT LAl<E
CITY RECOF?DER'S OFFICE
P.O. BOX l 45515
SALT LAKE C ITY, UTAH 84114-5515
Garden lofts Apa rtments
11. Miscellaneous.
(a) Junior Lender shall, within ten (10) business days following a request
from Senior Lender, provide Senior Lender with a written statement setting forth the then
current outstanding principal balance of the Junior Loan, the aggregate accrued and
unpaid interest under the Junior Loan, and stating whether, to the knowledge of Junior
Lender, any default or event of default exists under the Junior Loan, and containing such
other information with respect to the Junior Indebtedness as Senior Lender may require.
Upon notice from Senior Lender from time to time, Junior Lender shall execute and
deliver such additional instruments and documents, and shall take such actions, as are
required by Senior Lender in order to further evidence or effectuate the provisions and
intent of this Agreement.
(b) This Agreement shall bind and inure to the benefit of all successors and
assigns of Junior Lender and Senior Lender. Senior Lender may assign its interest in the
Senior Loan Documents without notice to or consent of Junior Lender. Junior Lender
may only assign its rights and interests hereunder following the prior written consent of
Senior Lender, which consent may be withheld or conditioned in its sole and absolute
discretion.
(c) Senior Lender hereby consents to the Junior Loan and the Junior Loan
Documents; provided, however, that this Agreement does not constitute an approval by
Senior Lender of the terms of the Junior Loan Documents. Junior Lender hereby
consents to the Senior Loan and the Senior Loan Documents; provided, however, that this
Agreement does not constitute an approval b y Junior Lender of the terms of the Senior
Loan Documents.
(d) This Agreement may be executed in multiple counterparts, each of which
shall constitute an original document and all of which together shall constitute one
agreement.
(e) IN ALL RESPECTS, INCLUDING, WITHOUT LIMITATION,
MA TIERS OF CONSTRUCTION AND PERFORMANCE OF THIS AGREEMENT
AND THE OBLIGATIONS ARISING HEREUNDER, THIS AGREEMENT HAS
BEEN ENTERED INTO AND DELIVERED IN, AND SHALL BE CONSTRUED IN
ACCORDANCE WITH AND GOVERNED BY, THE LAWS OF THE STATE WHERE
THE PROPERTY IS LOCATED, WITHOUT GIVING EFFECT TO ANY
PRINCIPLES OF CONFLICTS OF LAW.
(f) Time is of the essence m the performance of every covenant and
agreement contained in this Agreement.
(g) If any provision or remedy set forth in this Agreement for any reason shall
be held to be invalid, illegal or unenforceable in any respect, such invalidity, illegality or
unenforceability shall not affect any other provision or remedy of this Agreement and this
Agreement shall be construed as if such invalid, ill egal or unenforceable prov ision or
Subordination and lntercreditor Agreement (SLC Collloration) 13
PROPERTY OF Sfa.LT l.Al<E
CITY RECORDEr,?'S OFFICE
P.O . BOX 145 515
SALT LAl<E CITY, UTAH @Wie1 lf-ts p1a!J11ents
remedy had never been set forth herein, but only to the extent of such invalidity, illegality
or unenforceability.
(h) Each party hereto hereby represents and warrants that this Agreement has
been duly authorized, executed and delivered by it and constitutes a legal, valid and
binding agreement enforceable in all material respects in accordance with its terms.
(i) Borrower hereby acknowledges and consents to the execution of this
Agreement, and agrees to be bound by the provisions hereof that are applicable to
Borrower. Solely as between Senior Lender and Junior Lender, all of the signatories
below hereby agree that to the extent of any conflict between the terms and provisions of
this Agreement and the terms and provisions of the Senior Loan Documents and/or the
Junior Loan Documents respectively, the terms and provisions of this Agreement shall
govern and control. By executing this Agreement in the place provided below, Borrower
hereby (i) acknowledges the provisions hereof, (ii) agrees not to take any action
inconsistent with Senior Lender's rights or Junior Lender's rights under this Agreement,
(iii) waives and relinquishes to the maximum extent permitted by law any and all rights,
defenses and claims now existing or hereinafter accruing relating to Junior Lender's
forbearance from exercising any rights and remedies pursuant to Section 4 of this
Agreement, including, without limitation, any defenses based on the statute of limitations
or any equitable defenses, such as laches, and (iv) acknowledges and agrees that (A) this
Agreement is entered into for the sole protection and benefit of Senior Lender and Junior
Lender (and their respective successors, assigns and participants), and no other person
(including Borrower) shall have any benefits, rights or remedies under or by reason of
this Agreement, (B) nothing in thi s Agreement is intended, or shall be construed to ,
relieve or discharge the obligations or liabilities of any third party (including Borrower
under the Senior Loan Documents and the Junior Loan Documents), (c) neither of them
nor any of their affiliates shall be, or be deemed to be, beneficiaries of any of the
provisions hereof or have any rights hereunder whatsoever, and (D) no provision of this
Agreement is intended to , or shall be construed to , give any such third party (including
Borrower) any right subrogating to the rights of, or action against, Senior Lender or
Junior Lender.
(j) No amendment, supplement, modification, waiver or termination of this
Agreement shall be effective against any party unless such amendment, supplement,
modification, waiver or termination is contained in a writing signed by such party.
(k) No party other than Senior Lender and Junior Lender shall have any rights
under, or be deemed a beneficiary of any of the provisions of, this Agreement.
(1) Nothing herein or in any of the Senior Loan Documents or Junior Loan
Documents shall be deemed to constitute Senior Lender as a joint venturer or partner of
Junior Lender.
12. REPRESENTATION REGARDING ETHICAL STANDARDS FOR CITY
OFFICERS AND EMPLOYEES AND FORMER CITY OFFICERS AND EMPLOYEES.
Senior Lender and Borrower each represents , solely with respect to itself and its agents and
Subordination a nd lnte rcredito r Agreem ent (SLC Corporation) 14
PROPERTY OF SALT LA!<E
CITY RECORDER'S OfflCF
P.O. BOX 145515 Garden Lofts Apartments
SALT LAl<E CIW, UTAH 84114-5515
employees, that it has not: ( 1) provided an illegal gift or payoff to a City officer or employee or
former City officer or employee, or his or her relative or business entity; (2) retained any person
to solicit or secure this contract upon an agreement or understanding for a commission,
percentage, or brokerage or contingent fee , other than bona fide employees or bona fide
commercial selling agencies for the purpose of securing business; (3) knowingly breached any of
the ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake
City Code; or (4) knowingly influenced, and hereby promises that it will not knowingly
influence, a City officer or employee or former City officer or employee to breach any of the
ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake City
Code
13. Attached Exhibits.
The following Exhibits are attached to this Agreement and are incorporated by reference
herein as if more fully set forth in the text hereof:
Exhibit A -Legal Description
Exhibit B -Junior Loan Documents
Exhibit C-Modifications to Subordination and Intercreditor Agreement
The terms of thi s Agreement are modified and supplemented as set forth in said Exhibits.
To the extent of any conflict or inconsistency between the terms of said Exhibits and the text of
this Agreement, the terms of said Exhibits shall be controlling in all respects.
[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]
Subordination and lntercreditor Agreement (SLC Corporation) 15
Pl~OPERTY OF SALT LA:<::
CITY f<ECORDE:R'S CF-ICE
P.O . BOX 145515
SALT LAl<E Clfr, UTl"\HGag'zt f,~t P~'titt s
IN WITNESS WHEREOF, the undersigned have duly executed and delivered this
Subordination and Intercreditor Agreement or caused this Subordination and Intercreditor
Agreement to be duly executed and delivered by their respective authorized representatives as of
the date first set forth above.
ATTEST: r
STATE OF UTAH
COUNTY OF SALT LAKE
JUNIOR LENDER:
SALT LAKE CITY CORPORATION, a Utah
municipal corporation
By: ~fl'),(?~
acquelineM.Biskupski,Mayor
Approved as to Form
Salt Lake City Attorney's Office
By:m:KefuK
nnberly K. Chytraus
t9oil:'.:'. Attorney Date: \ 2D I]
On December l3 2017 before me, ~ \ 1\"\0V\.t... rb\rl:\t)( , personally appeared Jacqueline M.
Biskupski who, personally known to me or proved to me on the basis of satisfactory evidence to be
the person whose name is subscribed to the within instrument and acknowledged to me that
he/she/they executed the same in his/her authorized capacity, and that by his/her s ignature on the
instrument the person, or the entity upon behalf of which the person acted, executed the instrument.
WITNESS my hand and official seal.
Signature ~
Subordination and lnte rcreditor Agree ment (S LC Co)l'.loration)
of Notary Public
NOTARY PUBLIC
SIMONE BUTLER
697404
COMM ISSION EXPIRES
OCTOBER 25, 2021
STATE OF UTAH
S-1
P,,OPEr.Ty _)~ ! I I'\
Cl'IY l~ECORDER" OF, I ~'-"
P.O BCX l 45515
SALT LA1<1: CffY, U iAH a 4°ttf1s~s{rrt ments
SENIOR LENDER:
CITIBANK, N .A.
By:------------
Name: Bryan Barker
Title: Authorized Signatory
GENERAL ACKNOWLEDGMENT
A notary public or other officer completing this certificate verifies only the identity of the
individual who signed the document to which this certificate is attached, and not the truthfulness,
accuracy, or validity of that document.
ST A TE OF CALIFORNIA
COUNTY OF -----
)
)
)
On December_, 2017, before me, _______________ , N otary
Public, personally appeared Bryan Barker, who proved to me on the basis of satisfactory
evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and
acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies),
and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of
which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that
the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature of Notary Public
Subordina tion and lntercred itor Agreement (S LC Corpora tio n) S-2
(Seal)
PROPERTY OF SALT LAl<E
C ITY RECORDER'S OFFICE
P.O . BOX l 45515
SALT LAl<E C ITY, UTAH 84114-5515
Garden Lofts Apartme nts
ACKNOWLEDGED AND AGREED AS OF THE DATE FIRST SET FORTH ABOVE:
STATE OF UTAH )
)
COUNTY OF SALT LAKE )
BORROWER:
GARDEN LOFTS HOLDINGS, LP,
a Utah limited partnership
By: Garden Lofts GP, LLC,
a Utah limited liability company
Its: General Partner
By: ---------
Name: Jeffrey S. Nielson
Title: Manager
On December , 2017 before me, , Notary Public, personally
appeared Jeffrey S. Nielson, personally known to me or proved to me on the basis of satisfactory
evidence to be the person whose name(s) is subscribed to the within instrument and
acknowledged to me that he/she executed the same in his/her authorized capacity, and that by
his/her signature on the instrument the person, or the entity upon behalf of which the person
acted, executed the instrument.
WITNESS my hand and official seal.
Sub ordinati o n and lntercredito r Agreeme nt (SLC Corp oration)
Signature of Notary Public
S-3
PROPERTY OF SALT LAl<E
CITY RECORDER 'S OFFICE
P.O. BOX l 45515
SALT LAKE CITY, UTAH 84114-5515
Gard e n Lofts Apartments
EXHIBIT A
LEGAL DESCRIPTION
All of Lot 1, SALT CITY PLAZA MINOR SUBDIVISION, located in the Southeast Quarter
of Section 1, Township 1 South, Range 1 West, Salt Lake Base and Meridian, more
particularly described as follows:
Beginning at a point on the West line of Lot 5, Block 32, Plat "A", Salt Lake City Survey, said
point also being in the East right-of-way line of 200 West Street, said point lies South
00°01 '45" West from the Northwest comer of said Lot 5, along the West line of Lot 5, 239.40
feet, said point also lies South 00°00'48" East along the monument line of 200 West Street
306.39 feet and North 89°59'12" East 70.81 feet from the Salt Lake City Survey Monument in
the intersection of200 West Street and 500 South Street and running thence North 89°54'10"
East 165. 04 feet to the East line of said Lot 5; thence North 00°01 '44" East along said East line
129 .87 feet; thence East 36.58 feet; thence South 6.65 feet; thence East 19.13 feet; thence
South 7.33 feet; thence East 65.14 feet; thence South 45 °00'00" East 15.84 feet ; thence East
44.16 feet ; thence South 45 °00'00" East 11.73 feet; thence East 103 .58 feet; thence South
45°00'00" East 27.06 feet; thence East 22.84 feet to the East line of Lot 7 of said Block 32;
thence South 00°01 '41" West along said East line and the extension thereof 171 .50 feet; thence
South 89°54'05" West 95.03 feet; thence South 00°01'42" West 198 .60 feet; thence South
89°53'54" West 32.88 feet; thence South 00°01 '42" West 127.56 feet to the South line of Lot 2
of said Block 32, said point also being on the North right-of-way line of 600 South Street;
thence South 89°53'46" West along said right-of-way 202.18 feet to the Southwest comer of
Lot 3 of said Block 32 ; thence North 00°01'44" East along the West line of said Lot 3 and the
extension thereof 354.95 feet; thence South 89 °54'06" West 165.04 feet to the West right-of-
way line of said 200 West Street; thence North 00°01 '45" East along said West line 66.04 feet
to the point of beginning.
Tax Parcel No.: 15-01-476-021
Subordination and lntercreditor Agreeme nt (S LC Corporation) A-1
PROPERTY OF SALT LAl<E
CITY RECORDER'S Off ICE
P.O. BOX 145515
SALT LAKE CITY, UTAH 84114-5515
Gardea Lofts Apartments
EXHIBITB
JUNIOR LOAN DOCUMENTS
1. Promissory Note, dated as of the date hereof, made by Garden Lofts Holdings,
LP, a Utah limited partnership ("Borrower") to Salt Lake City Corporation, a
municipal corporation of the State of Utah ("Junior Lender").
2 . Loan Agreement, dated as of the date hereof, by and between Borrower and
Junior Lender.
3. Trust Deed with Assignment of Rents, dated as of the date hereof, made b y
Borrower for the benefit of Junior Lender.
Subordination and lntercreditor Agreement (S LC Coll)oralion) B-1
PROPERTY OF SALT LAl<E
CITY RECORDER'S OFFICE
P.O BOX 145515 SALT LAl<E CITY, UTAH 84114-5515
Garden Lofts Apartments
EXHIBIT C
MODIFICATIONS TO
SUBORDINATION AND INTERCREDITOR AGREEMENT
The following modifications are made to the text of the Agreement that precedes this
Exhibit:
None.
Capitalized terms used and not defined herein shall have the respective meanings ascribed to
them in the Agreement.
Subord ination and Intercreditor Agreement (SLC Corporation) C-1 Garden Lofts Apartments
Exhibit 5
Recorded HTF Loan
LOAN AGREEMENT
Garden Lofts Holdings, LP
(Garden Lofts Project)
RECORDED
DEC 1 4 2017
_________________ C_ITY____:_;Ro=-ECORDER
THIS AGREEMENT is by and between SALT LAKE CITY CORPORATION, a munici pal
corporation of the state of Utah, hereinafter called the "City," and Garden Lofts Holdings, LP,
hereinafter called the "Borrower," and is dated the date that the City Recorder attests the
applicable City signature (which date shall be the recordation date).
WHEREAS, the Borrower has applied to the City for a loan from the City's Housing Trust Fund
for the Garden Lofts project located at 154 West 600 South in Salt Lake City, Utah (the
"Project"); and
WHEREAS, the City is willing to make said loan to the Borrower on the terms and conditions
hereinafter set forth;
NOW, THEREFORE, in consideration of the mutual covenants and agreements contained
herein, the parties hereto agree as follows:
ARTICLE 1
THE LOAN
SECTION 1.01-THE LOAN, NOTE AND RATE
Subject to the terms and conditions of this Agreement, the City hereby agrees to loan to
Borrower, and the Borrower hereby agrees to borrow from the City and repay to the City or its
assigns, a sum of ONE MILLION AND NO/100 DOLLARS ($1,000,000) (the "Loan"). The
obligation of the Borrower to repay the Loan shall be evidenced by a Promissory Note (the
"Note") of the Borrower in a form satisfactory to the City, dated on the date on which the Loan is
made (the "Closing Date "), payable over thirty-five (35) years with payments commencing and
continuing as more fully set forth in the Note, and pa yable to the order of the City for the amount
of the Loan with interest on the unpaid principa l at the rate of two and one-half perce nt (2 .5%)
per annum. The City's loan shall be secured by a trust deed (the "Trust Deed ") on the Proje ct.
The documents evidencing and securing the Loan are herein collectively referred to as the
"Loan Documents."
SECTION 1.02-THE TERM AND REPAYMENT
(a). The term of the Loan shall be for thirty-eight (38) years beginning upon
date of funding. The first three (3) years Borrower shall pay interest only. The first
payment shall be due at the end of the three (3) year interest only period on April 1 ,
2021 in the amount of $75,000 (the "First Payment"). Subsequent payments shall
thereafter be made annually ("Annual Payments") comme nc ing on April 1, 2022
and on each April 1 thereafter, until all monies owed to the City have been paid in
full. The maximum amount of th e Annual Payment shall be $42,899.43; provided,
howeve r, the amount of each Annual Payment shall be limited to the amount of the
available Surplus Cash, it being understood that the Borrower shall not be in default
if it pays the Surplus Cash, or if there is no Surplus Cash, if no Annual Payment is
made for the period when no Surplus Cash is available. Borrower will provide a
copy of Borrower's full annual audit each year within thirty (30) days of the
completion of the annual audit and such annual audit shall be the conclusive
evidence of the availability of Surplus Cash for repayment of the Loan. The City
acknowledges that available Surplus Cash will be split evenly between payment on
the City's Loan and the Olene Walker Housing Trust Fund Loan.
(b). For purposes of this Agreement, "Surplus Cash" shall mean with respect to any period,
75% any revenues of the Borrower remaining after paying, or setting aside funds for paying,
all of the following:
(i) All sums due or currently required to be paid (including but not limited to any
deposits to a principal reserve fund) under that project loan agreement (the "Senior Loan
Agreement"), defined in that certain Subordination Agreement (the "Subordination
Agreement") dated as of December __ , 2017, by and between Citibank, N.A. ("Senior
Mortgagee"), City and Borrower;
(ii) All deposits to any replacement reserve, completion/repair reserve or other
reserve or escrow required by the Borrower's Senior Mortgagee and investor limited partner;
(iii) All fees due or currently payable by the Borrower in connection with any loan
senior to the City's loan as such requirements are described in Senior Loan Agreement and
Subordination Agreement; and
(iv) All reasonable operating expenses of the mortgaged property defined in the
Senior Loan Documents (the "Mortgaged Property"), including but not limited to real estate
taxes, insurance premiums, utilities, building maintenance, painting and repairs,
management fees, payroll , administrative expenses, legal expenses and audit expenses
(including any fees, deposits or escrows payable under the Borrower's organizational
documents, but excluding any developer fees payable with respect to the Mortgaged
Property).
(c). Interest shall commence accruing on the date of this Agreement. Each Annual
Payment shall be applied first to accrued interest, then to currently due interest, and then to
the repayment of principal. If Surplus Cash is not sufficient to make a full First or Annual
Payment required under this loan then the unpaid principal portion of such payment shall
be deferred and the interest shall accrue and be added to the next Annual Payment. If the
Loan has not been fully repaid by the end of the loan term, or if the Loan has not
otherwise been paid in full, the City, at its discretion, may call the entire outstanding loan
amount due or at the City's sole discretion renegotiate the Loan with the Borrower.
Borrower acknowledges that the Loan shall become immediately due and payable
to the City if the use of the Project changes from what is described in Section 1.04, without
the prior written of consent of the City which consent shall not be unreasonably withheld,
conditioned , or delayed.
Borrower acknowledges that the City will require an annual report from the
Borrower. The annual report will include information on the two hundred seventy two (272)
units funded by the City. Borrower will provide documentation on tenant income verifying
units are occupied by persons at 60% of area median income or below. These reports will
be reviewed and verified by the Housing and Neighborhood Development Staff.
2
All payments shall be applied first to late fees, if any, then to interest, and then to
principal. All payments shall be made when due to the City at its address as City may designate
in writing.
SECTION 1.03-PERSONAL GUARANTEE
Not applicable .
SECTION 1.04-PURPOSE OF LOAN
The purpose of this Loan is for the construction of the Project consisting of 272 income
restricted rental units for households earning at or below 60% of the area median income. The
Borrower agrees that it shall apply funds received by it under this Agreement in accordance with
the purpose stated above . The Borrower further agrees that no application of any funds
received from the City hereunder shall be made in violation of federal or state law or Salt Lake
City ordinances.
SECTION1 .05-DUL Y ORGANIZED
The Borrower certifies that it is a Utah limited partnership in good standing , having been
organized on October 16, 2017.
SECTION 1.06-TERMS, COVENANTS AND CONDITIONS
Borrower agrees to abide by and be bound by the attached Terms , Covenants and
Conditions marked as Exhibit "A," and the Use of Proceeds marked as Exhibit "B," and
incorporated herein by this reference . Borrower acknowledges that it has received a copy of
such Terms, Covenants and Conditions, and the Use of Proceeds, has read the same, and
accepts them as legal binding parts of this Loan Agreement.
SECTION 1.07-FEES
Not applicable.
IN WITNESS WHEREOF, the parties hereto are signing this Agreement as of the date
stated in the introductory clause.
RECORDED
DEC t 4 2017
CITY RECORDER
ATTEST:
~ City RBCOrder
3
CITY:
Salt Lake City Corporation, a Utah municipal
corporation
By Q::r&f/1:/:~
STATE OF UTAH
:ss
COUNTY OF SALT LAKE )
GARDEN LOFTS HOLDINGS, LP, a Utah limited
partnership
By: Garden Lofts GP , LLC, a Utah limited
liability company
its General Partner
The foregoing instrument was duly acknowledged before me this ] 4~ day of
December, 2017, by Jeffrey S. Nielson, Manager of Garden Lofts GP, LLC , a Utah limited
liability company that is the General Partner for Garden Lofts Holdings LP, a Utah limited
partnership .
•
ARNAE BALLANTYNE
ttJWff PIAIJC•STAlE OFIIJ'AH
COMMISSION# 680146
COMM, EXP. 01·18-2019
Salt Lak e County, Utah
4
ACKNOWLEDGEMENT OF RECEIPT OF COPY OF TERMS,
COVENANTS AND CONDITIONS TO LOAN AGREEMENT
COMES NOW the Undersigned, hereinafter referred to as the "Borrower ," and
acknowledges receipt of a copy of Ex hibit A, "Terms , Covenants and Conditions," and Exh ibit B,
"Use of Proceeds" to Loan Agreement and acknowledges that he has read the same, and
acknowledges his agreement t o accept them as legal and binding parts of the Loan Agreement.
DATED this / 4ft day of December, 2017.
GARDEN LOFTS HOLDINGS, LP, a Utah li m ited
partnership
By: Garden Lofts GP, LLC, a Utah lim ited
liability company
its General Partner
Jeffrey S Nielson
5
SALT LAKE CITY CORPORATION
EXHIBIT "A"
TO LOAN AGREEMENT
TERMS, COVENANTS AND CONDITIONS
It is expressly agreed by the parties that this Exhibit is incorporated in and a part of that
certain Loan Agreement by and between Salt Lake City Corporation (the "City") and Garden
Lofts Holdings, LP, a Utah limited partnership, (the "Borrower"), and that all of the terms,
conditions and provisions set forth below are to apply to that Agreement and are made a part of
that Agreement as though they were expressly rewritten , incorporated and included therein.
ARTICLE II
REPRESENTATIONS AND WARRANTIES
The Borrower Represents and Covenants the Following:
SECTION 2.01: DULY AUTHORIZED
The making and performance by the Borrower of this Agreement, and the execution and
delivery of the Note, and any security agreements and Instruments have been duly authorized
by all necessary action, including but not limited to company, partnership or individual action,
and will not violate any law, rule, regulation, order, writ, judgment, decree, determination or
award presently in effect having applicability to the Borrower or any provision of the Borrower's
Partnership Agreement, dated ___________ (the "Partnership Agreement"), or
result in a breach of or constitute a default under any indenture or bank loan or credit agreement
or any other agreement or instrument to which the Borrower is a party or by which it or its
property may be bound or affected.
SECTION 2.02: LEGALLY BINDING INSTRUMENTS
When this Agreement is executed by the Borrower and the City, and when the Note is
executed and delivered by the Borrower for value , each such instrument shall constitute the
legal, valid, and binding obligation of the Borrower in accordance with its terms. Any security
agreements and instruments, financing statements, mortgages, trust deeds, and other liens on
collateral or real estate with respect to the Loan shall constitute legal, valid and binding liens.
The City acknowledges it is subordinating its Loan and the collateral for such Loan as set forth
in the Subordination Agreement to certain senior financing previously disclosed to the City and
will share second priority with the lien in favor of the Olene Walker Housing Loan Fund (the
"Olene Walker Loan")
SECTION 2.03: NO LEGAL SUITS
There are no legal actions, suits , or proceedings pending or, to the knowledge of the
Borrower, threatened against the Borrower before any court or administrative agency, whi c h, if
determined adversely to the Borrower, would have a material adverse effect on the financial
condition or business of the Borrower.
6
SECTION 2.04: NO LEGAL AUTHORIZATION NEEDED
No authorization, consent or approval, or any formal exemption of any Governmental
body, regulatory authorities (Federal, State or Local) or mortgagee, creditor or third party is or
was necessary to the valid execution and delivery by the Borrower of this Agreement, the Note,
any security agreement, financing statement or the Trust Deed.
SECTION 2.05: NOT IN DEFAULT
The Borrower is not in default of any obligation , covenant, or condition contained in any
bond, debenture, note or other evidence of indebtedness or any mortgage or collateral
instrument securing the same.
SECTION 2.06. TAXES ARE PAID
The Borrower ha s filed all tax returns which are required and has paid or made provision
for the payment of all taxes which have or may become due pursuant to said returns or pursuant
to any assessments levied against the Borrower or its personal or real property by any ta xing
agency, federal, state or local. No tax liability has been asserted by the Internal Revenue
Service or other taxing agency, federal, state or local for taxes materially in excess of those
already provided for the Borrower knows of no basis for any such deficiency assessment.
SECTION 2.07: NO ADVERSE CHANGE
The Borrower certifies th at there has been no adverse change since the date of loan
application in the financial condition , organization, operation, business prospects, fi xed
properties, or personnel of the Borrower.
ARTICLE Ill
CONDITIONS OF LENDING
The obligation of the City to make the Loan shall be subject to the fulfillment at the t ime of
funding of each of the following conditions:
SECTION 3 .01 : EX ECUTION OF AUTHORIZATION
The Borrower shall have executed and delivered to the City the loan commitmen t, if
applicable.
SECTION 3.02: EXECUTION AND DELIVERY OF NOTE AND LOAN AGREEMENT
The Borrower shall have executed and delivered to the City this Loan Agreement and
the Note in a form satisfactory to the City and its counsel.
SECTION 3.03: EX ECUTION AND DELIVERY OF SECURITY AGREEMENT AND
MORTGAGE
If required by the City, the Borrower shall have executed and delivered to the City a
security ag reement and financing statements in a form satisfactory to the City, giving the City
7
security in all of the collateral and personal property acquired with the Loan proceeds, and/or
the Borrower shall have executed and delivered to the City, the Trust Deed on the real estate .
Said security agreement (the "Security Agreement"), financing statements (the "Financing
Statements") and Trust Deed shall be free and clear of all prior liens and encumbrances, except
as provided for Section 2.02 herein . The Security Agreement, Financing Statements and Trust
Deed are to secure payment of the principal of the Note, the interest thereon, and any other
sums payable by the Borrower hereunder.
SECTION 3.04: EXECUTION AND CERTIFICATION OF RESOLUTION OF BOARD OF
DIRECTORS OR CERTIFICATE OF PARTNERSHIP
If required by the City, the Borrower shall have executed and delivered to the City a duly
certified copy of a Resolution of the Manager of the General Partner of the Borrower authorizing
the execution and delivery by the Borrower of this Agreement, the Note, and Security
Agreement and Trust Deed.
SECTION 3.05: CORPORATE OR PARTNERSHIP PAPERS
The Borrower shall have delivered to the City if requested , copies of the Borrower's
Partnership Agreement, Certificate of Limited Partnership, W-9.
SECTION 3.06 : TITLE INSURANCE
Borrower shall provide to Lender a current title commitment for City's review, At Closing,
the Borrower shall have secured lenders title insurance in the form and issued by companies
satisfactory to the City, in the amount of the Loan, insuring the City's lien under the Trust Deed ,
subject only to exceptions approved by the City if no loan commitment is issued. The title policy
shall show no delinquent taxes or assessments affecting the real property or any part thereof on
the date of closing except as approved by the City.
SECTION 3.07 : GOVERNMENTAL APPROVAL
The Borrower shall have secured all necessary approvals or consents, if required, of
Governmental bodies having jurisdiction with respect to its business .. If this Loan is to be used
for construction , Borrower shall have obtained all required building and other applicable permits
and approvals .
SECTION 3.08 : APPROVAL OF OTHERS
The Borrower shall have secured all necessary approvals or consents required with
respect to this transaction by any mortgagor, creditor or other party having any financial interest
in the Borrower. The Borrower will provide evidence of all funding commitments and executed
tax credit investor agreement.
ARTICLE IV
AFFIRMATIVE COVENANTS OF THE BORROWER
The Borrower agrees to comply with the following covenants from the date hereof until
the City has bee n fully repaid with interest, unless the City or its a ssigns sh all otherwise consent
in writing:
8
SECTION 4.01: PAYMENT OF THE LOAN
The Borrower agrees to pay punctually the principal and interest on the Note according
to its terms and conditions and to pay punctually any other amounts that may become due and
payable to the City under or pursuant to the terms of this Agreement or Note.
In the event City or its agent or assignee accepts a late payment after the date on which such
payment is due, the Borrower agrees to pay a late payment charge equal to five percent of the
late amount or ONE HUNDRED and NO/100THS DOLLARS ($100.00), whichever is greater, as
compensation for additional collection efforts.
Subject to any provisions to the contrary in the Senior Loan document or Subordination
Agreement, the Borrower reserves the right to prepay at any time all or any part of the principal
amount of the Note without the payment of penalties or premiums. All payments on this Note
shall be applied first to late charges, if any, then to the interest due on the Note, and then to the
principal due on the Note.
SECTION 4.02: PAYMENT OF OTHER INDEBTEDNESS
The Borrower agrees to pay punctually the principal and interest due on any other
indebtedness now or hereafter at any time owing by the Borrower to the City or any other entity.
SECTION 4 .03: MAINTAIN AND INSURE PROPERTY
The Borrower agrees at all times to maintain the property provided as security for this
Loan in such condition and repair that the City's security interest therein will be adequately
protected.
If the security is real property, the Borrower also agrees to maintain during the term of
the Loan adequate hazard insurance policies covering fire and extended coverage and such
other hazards as may be deemed appropriate in amounts and form sufficient to prevent the
Borrower from becoming a co-insurer and issued by companies satisfactory to the City with
acceptable loss payee clauses in favor of the City. The Borrower further agrees, if at any time
during the life of the Loan the Borrower's property is declared to be within a flood hazard area,
to purchase Federal Flood Insurance, if available. Such insurance shall be in an amount equal
to the lesser of: i) the amount of the Loan; ii) the insurable value of the property; or iii) the
maximum limit of coverage available.
Subject to any provisions to the contrary in the Senior Loan document or Subordination
Agreement, and notwithstanding anything to the contrary contained in the Loan Documents, City
agrees to apply all insurance proceeds resulting from casualty to or damage of the real property,
including improvements, securing the loan {the "Project") and all payments or awards resulting
from a taking for any public or quasi-public purpose by any lawful power or authority by exercise
of the power of condemnation or eminent domain toward the restoration , replacement or
rebuilding of the Project, or any part thereof, as nearly as possib,le to its value, condition and
operational character immediately prior to any such damage, destruction or taking
("Restoration"), provided sufficient funds are available from all sources to complete such
Restoration .
9
The Borrower agrees to obtain and maintain during the entire term of this Loan a
comprehensive general liability policy of insurance with minimum coverage amounts as required
by City from time to time, but for the present, a minimum of $2,000,000 per occurrence and
$3,000,000 aggregate. Said insurance shall provide for a minimum of thirty (30) day's prior
written notice of cancellation to the City, but cancellation shall not relieve Borrower of this
obligation to provide insurance. On all such coverage, City shall be named as an additional
insured. Borrower shall furnish to City appropriate certificates of insurance verifying such
present and continued coverage, concurrently with the execution hereof. Borrower also agrees
to provide additional certificates as changes occur in policies or coverage during the term of this
Loan. All policies of insurance provided shall be issued by insurance companies qualified to do
business in the State of Utah and listed on the United States Treasury Department's current
Department of Treasury Fiscal Services List 4 70, or having a general policyholder's rating of not
less than "A-" in the most current available A.M. Best Co., lnc.'s, Best Insurance Report.
Upon request, Borrower shall provide satisfactory evidence of appropriate insurance
coverage.
SECTION 4.04: PAY ALL TAXES
The Borrower agrees to duly pay and discharge all taxes, assessments, and
governmental charges upon it or against its properties prior to the date on which the penalties
attach thereto, except that the Borrower shall not be required to pay any such tax, assessment,
or governmental charge which is being contested by it in good faith and by appropriate
proceedings.
SECTION 4.05: PROVIDE AFFORDABLE HOUSING
The loan funds at issue are being provided on the specific condition that no less than
one hundred percent (100%) of the total units to be built in the development will be offered and
leased under terms affordable to households at or below 60% of area median income, as
defined for purposes of administration of the federal Low Income Housing Tax Credit program
for a period of not less than fifty-five (55) years from the date the units are first placed into
service. The Borrower agrees that any variance from that condition will constitute a breach the
conditions of the loan and all loan amounts and interest owing thereon shall immediately
become due and payable. The Borrower will provide documentation to the City at initial lease up
and through annual reports demonstrating compliance with the affordability restrictions.
SECTION 4.06: MAINTAIN LEGAL EXISTENCE
The Borrower agrees to maintain its existence, rights , privilege, and franchises within the
State of Utah, and remain qualified to do business in each jurisdiction in which its present or
future operations or its ownership of property require such qualification.
SECTION 4.07: PROVIDE FINANCIAL AND PROJECT INFORMATION
The Borrower agrees to maintain adequate records and books of account, in which
complete entries will be made reflecting all of its business and financial transactions, such
entries to be made in accordance with generally accepted principles of good accounting practice
consistently applied in the case of financial transactions.
10
In addition, the Borrower agrees to deliver to the City financial statements, certified by an
authorized officer of the Borrower to be true and accurate copies, upo n request. Borrower shall
have completed and deliver to City an annual aud it within 30 days of completion.
The Bo rrower further agrees to provide written notice to the City of any public hearing or
meeting before any administrative or other public agency that may, in any manner, affect the
collateral, personal property or real estate securing the Loan (the "Collate ral").
The Borrower agrees to prov ide the City the following notifications and documentation:
1) quarterly progress reports post-closing through project completion; 2) notification of material
changes to project financing sources or costs (defined as a change greater than 5%); 3)
notification of project lease up; 4) notification of project completion; 5) project certificate of
occupancy; 6) final cost certification; 7) property management agent contact information and
management agreement.
SECTION 4.08: RIGHT TO INSPECTION
The Borrower agrees to grant the City, until the Note has been fully repaid with interest,
the right during normal business hours to inspect the Collateral used to secure the Loan; and
the Borrower further agrees to provide the City free access to the Borrowe r's premises for the
purpose of such inspection to determine the condition of the Collateral provided such entry and
inspection shall not unreasonably interfere with the construction or operation of the Collateral.
SECTION 4.09: NULL AND VOID COVENANTS
The Borrower agrees that in the event any provision of this Loan Agreement or any other
instrument executed at closing, or the application thereof to any person or circumstances, shall
be declared null and void, invalid, or held for any reason to be unenforceable by a Court of
competent jurisdiction, the remainder of such agreement shall ne ve rth e less remain in full force
and effect, and to this end, the provisions of all covenants, conditions, and agreements
described herein are deemed separate.
SECTION 4.10: EXPENSES AND CLOSING COSTS
If required by the City, the Borrower agrees to pay all fees and charges incurred with
respect to the Loan, or its making, or transfer to the City in any way connected therewith ,
including, but not limited to, the fees and out-of-pocket expenses of local counsel employed by
the City, title insurance and survey costs , recording and filing fees, mortgage taxes,
documentary stamp, and any other assessments, fees and expenses payable in connection with
this transaction and with the enforcement of this Loan Agreement a nd Note. In the event the
processing of the Loan is terminated, for whatever reason, or the Loan is not funded , for
whatever reason, Borrower agrees to pay all fees of legal counsel employed by City to assist
Borrower at the rate of $100.00 per hour, plus out-of-pocket expenses, and the fees of the
representative of City at the rate of $150.00 per hour, plus out-of-pocket expenses, within thirty
(30) days after billing . Interest shall accrue on unpaid fees at the rate of eighteen percent (18%)
per annum compounded monthly.
11
SECTION 4.11: NOTICE OF DEFAULT
The Borrower agrees to give written notice to the City of any event, within ten (10) days
of the event, which constitutes an Event of Default under this Loan Agreement as described in
Article VI herein, or that would, with notice or lapse of time or both, constitute an Event of
Default under this Loan Agreement.
SECTION 4.12: INDEMNIFICATION
Borrower agrees and covenants to hold the City harmless, indemnify and defend it and
its officers and agents of and from any and all claims of loss, damages or injury sustained by
any person or damage to property and all expenses, including reasonable attorneys' fees ,
incurred or thereby arising from Borrower's performance under this agreement, including but not
limited to any event of default under Article VI herein by the Borrower's principals, staff, agents,
contractors or employees. Nothing herein shall be construed to require the Borrower to
indemnify the City against the City's negligence or willful misconduct.
If any of the following events of default referred to in the subsections listed below ("Event
of Default") shall occur and be continuing at the time of such demand, the entire unpaid principal
balance of the Note, and the interest then accrued thereon, shall become and be immediately
due and payable upon demand, without presentment or protest, if not cured within the
applicable cure period following written notice from the City as set forth in this Article VI. The
Loan shall be in default whether it is voluntary or involuntary, with or without limitation, it
occurred or was brought about by operation of law or pursuant to or in compliance with any
judgment, decree or order of any court or any order, rules or regulation of any administrative
governmental body, provided, however, that such sum shall not be then payable if Borrower's
payments have been waived or the time for making the Borrower's payments has been
extended by the City.
SECTION 4.13: EXPENSES OF COLLECTION OR ENFORCEMENT
The Borrower agrees, if at any time the Borrower defaults on any provision of this Loan
Agreement, to pay the City or its assigns, in addition to any other amounts that may be due from
the Borrower, an amount equal to the reasonable costs and expenses of collection, enforcement
or correction or waiver of the default incurred by the City or its assigns in such collection,
enforcement, correction, or waiver of default, including reasonable attorneys' fees actually
incurred .
SECTION 4.14: OTHER CONDITIONS
The Borrower agrees to identify City funding on construction signage and in any public
project descriptions.
ARTICLE V
NEGATIVE COVENANTS OF THE BORROWER
The Borrower covenants and agrees that, from the date hereof until payment in full of
the Note, unless the City or its assigns shall otherwise consent in writing, it will not enter into
any agreement or other commitme nt the performance of which would constitute a breach of any
12
of the covenants contained in this Loan Agreement, including, but not limited to, the following
covenants:
SECTION 5.01: ENCUMBER THE COLLATERAL
The Borrower shall neither create nor suffer to exist any mortgage, pledge, lien, charge
or encumbrance, including liens arising from judgments on the Collateral except as of record or
disclosed to the City in writing prior to the making of the loan hereunder.
SECTION 5.02: SELL THE COLLATERAL
The Borrower shall not sell, convey, or suffer to be conveyed, lease, assign, transfer, or
otherwise dispose of the Collateral unless approved in writing by the City; provided however,
that nothing herein shall preclude the lease of individual residential dwelling units.
SECTION 5.03: CHANGE OWNERSHIP
Except as otherwise stated in the senior loan documents and the restated limited liability
partnership agreement, Borrower shall not permit any material change in the ownership
structure, control, or operation of the general partner of the Borrower without the written
permission of the City, which permission shall not be unreasonably withheld, conditioned, or
delayed.
ARTICLE VI
EVENTS OF DEFAULT
If any of the following events of default referred to in the subsections listed below ("Event
of Default") shall occur and be continuing at the time of such demand, the entire unpaid principal
balance of the Note, and the interest then accrued thereon, shall become and be immediately
due and payable upon demand, without presentment or protest, if not cured within the
applicable cure period following written notice from the City as set forth in this Article VI. The
Loan shall be in default whether it is voluntary or involuntary, with or without limitation, it
occurred or was brought about by operation of law or pursuant to or in compliance with any
judgment, decree or order of any court or any order, rules or regulation of any administrative
governmental body, provided, however, that such sum shall not be then payable if Borrower's
payments have been waived or the time for making the Borrower's payments has been
extended by the City.
SECTION 6.01: NON-PAYMENT OF LOAN
If the Borrower shall fail to make payment when due of any installment of principal on the
Note, or interest accrued thereon and if the default shall remain unremedied for fifteen (15) days
after written notice from the City to Borrower.
SECTION 6 .02 : NON-PAYMENT OF OTHER INDEBTEDNESS
If default shall be made in the payment when due of any installment of principal or of
interest accrued on any of the Borrower's other indebtedness secured by any or all of the
collateral securing this Loan, including, but not limited to, the Trust Deed of any other lender on
13
this Project or transaction, and if such default shall remain unremedied for thirty (30) days after
written notice from the City to Borrower or within any longer applicable cure period.
SECTION 6.03: INCORRECT REPRESENTATION OR WARRANTY
Any representation or warranty contained in, or made in connection with the execution
and delivery of this Loan Agreement, or in any certificate furnished pursuant hereto, shall prove
to have been incorrect when made in any material respect and such misrepresentation or
warranty has a material adverse effect on the enforceability of the Loan Documents or the value
of the Collateral.
SECTION 6 .04: DEFAULT IN COVENANTS
The Borrower shall default in the performance of any other term, covenant, or agreement
contained in this Loan Agreement, and such default shall continue unremedied for thirty (30)
days after written notice thereof shall have been given to the Borrower by the City unless the
same cannot reasonably be cured within the 30 days in which case the period for cure will be 90
days.
SECTION 6.05: VOLUNTARY INSOLVENCY
If the Borrower shall become insolvent or shall cease to pay its debts as they mature or
shall voluntarily file a petition seeking reorganization of, or the appointment of a receiver,
trustee, or liquidation for it or a substantial portion of its assets or to effect a plan or other
arrangement with creditors, or shall be adjudicated bankrupt, or shall make a voluntary
assignment for the benefit of creditors.
SECTION 6.06: INVOLUNTARY INSOLVENCY
If an involuntary petition shall be filed against the Borrower under any bankruptcy,
insolvency, or similar law or seeking the re-organization of or the appointment of any receiver,
trustee, or liquidator for the Borrower, or of a substantial party of the property of the Borrower, or
a writ or warrant of attachment or similar process shall be issued against a substantial part of
the property of the Borrower, and such petition shall not be dismissed , or such writ or warrant of
attachment or similar process shall not be released or bonded within ninety (90) days after filing
or levy.
SECTION 6.07: JUDGMENTS
If any final judgment for the payment of money that is not fully covered by liability
insurance and is in excess of $100,000.00 shall be rendered against the Borrower, and within
thirty (30) days, shall not be discharged, or an appeal therefrom taken and execution thereon
effectively stayed pending such appeal, and, if such judgment be affirmed on such appeal, the
same shall not be discharged within thirty (30) days.
14
ARTICLE VII
MISCELLANEOUS
SECTION 7.01: WAIVER OF NOTICE
No failure or delay on the part of the City in exercising any right, power, or remedy
hereunder shall operate as a waiver thereof, nor shall any single or partial exercise of any such
right, power, or remedy preclude any other or further exercise thereof or the exercise of any
other right, power or remedy hereunder. No modification or waiver of any provision of this Loan
Agreement or of the Note , nor any consent to any department by the Borrower therefrom, shall
in any event be effective unless the same shall be in writing, and then such waiver or consent
shall be effective only in the specific instance and for the specific purpose for which given. No
notice to or demand on the Borrower in any case shall entitle the Borrower to any other or
further notice or demand in similar or other circumstances.
SECTION 7.02: AMENDMENTS; MISCELLANEOUS
The Borrower and the City or its assigns, with the concurrence of the City, hereby
expressly reserve all rights to amend any provisions of this Agreement, to consent to or waive
any departure from the provisions of this Loan Agreement, to amend or consent to or waive
departure from the provisions of the Note, and to release or otherwise deal with any collateral
security for payment of the Note, provided, however, all such amendments shall be in writing
and executed by the City or its assigns and the Borrower.
City agrees that the Loan Documents will not be considered to be in default until the
expiration of all contracted notice and cure periods provided to the Borrower.
The terms of this Agreement shall be binding upon and shall inure to the benefit of the
parties hereto and their respective successors and assigns. City agrees to deliver a copy of this
Agreement to any transferee of its interests in the Loan Documents.
If any provision of this Agreement is determined to be unenforceable for any reason , it
shall be adjusted rather than voided, to the greatest extent possible, to achieve the intent of the
parties. All of the other provisions shall be deemed valid and enforceable to the greatest extent
possible.
SECTION 7.03: NOTICES
All notices, consents, requests, demands, and other communications hereunder shall be
in writing and shall be deemed to have been duly given to a party hereto if mailed by certified
mail , prepaid, to the City at its address set forth below, and to the Borrower at the address set
forth below or at such other addresses as any party may have designated in writing to an y other
party hereto:
CITY: Director
Housing and Neighborhood Development
PO Box 145488
451 South State Street, Room 406
Salt Lake City, Utah 84114-5488
15
BORROWER: Garden Lofts Holdings, LP
620 South State Street
Salt Lake City, UT 84111
Attention: Jeffrey Nielson
INVESTOR LIMITED PARTNER:
SECTION 7.04: PAYMENTS
GSB LIHTC Investor LLC
Urban Investment Group
c/o Goldman Sachs Bank USA
200 West Street
New York, New York 10282
Attention: Urban Investment Group Portfolio
Manager
Email: gs-uig-docs@gs.com
gs-uig-portfo li o-ma nager@gs.co m
with a copy to:
GSB LIHTC Investor LLC
Urban Investment Group
c/o Goldman Sachs Bank USA
200 West Street
New York, NY 10282
Attention: Michael Lohr
Email: michael.l ohr@gs.com
with a copy to:
Jones Day
100 High Street
Boston, MA 0211 O
Attention: John D. Kelley
Telephone No.: (617) 449-6939
Email: jkelley@jonesday.co m
The Borrower shall make payments to the City in accordance with the terms, conditions
and instructions contained in the Note.
SECTION 7.05: SURVIVAL OF REPRESENTATIONS AND WARRANTIES
All agreements, representations, and warranties made by the Borrower here in, or any
other document or certificate delivered to the City in connection with the transactions
contemplated by this Loan Agreement, shall survive the delivery of this Agreement, the Note ,
16
Trust Deed and the Security Agreements hereunder, and shall continue in full force and effect
so long as the Note is outstanding.
SECTION 7.06: SUCCESSORS AND ASSIGNS
This Loan Agreement shall be binding upon the Borrower, its successors and assigns,
except that the Borrower may not assign or transfer its rights without City's prior written consent.
This Agreement shall inure to the benefit of the City, its successors and assigns, and , except as
otherwise expressly provided in particular provisions hereof, all subsequent holders of the Note.
SECTION 7.07: COUNTERPARTS
This Loan Agreement may be executed in any number of counterparts, each of which
shall be deemed an original, but all of which together shall constitute one and the same
instrument.
SECTION 7.08: GOVERNING LAW
This Loan Agreement and the Note and Security Agreements, Financing Statements
and/or Trust Deed shall be deemed contracts made in the State of Utah and , for all purposes,
shall be construed in accordance with Utah Law.
SECTION 7 .09: ARTICLE AND SECTION HEADINGS
Article and Section headings used in this Agreement are for convenience only and shall
not affect the construction of this Agreement.
SECTION 7 .10: BORROWER DEFINED/USE OF PRONOUNS
The word "Borrower'' shall be deemed and taken to mean the party identified as such in
the Preamble to this Agreement. The use of the neuter singular pronoun to refer to Borrower or
City shall be deemed a proper reference even though Borrower or City may be an individual, a
partnership, a corporation, or a group of two or more individuals or corporations . The necessary
grammatical changes required to make the provisions of this Loan Agreement apply in the plural
sense where there is more than one Borrower and the corporations, associations, partnerships,
or individuals, males or females , shall in all instances be assumed as though in each fully
e x pressed .
SECTION 7.11 : NON-RECOURSE TO BORROWER
Notwithstanding anything contained herein or in the Trust Deed to the contrary, it is
understood and agreed that the liability of the Borrower for the repayment of the indebtedness
evidence by this Note and the performance of the obligations secured by the Trust Deed (the
"Secured Obligations") shall be limited solely to the Collateral , and that the City waives any right
to seek or obta in a deficiency judgment against the Borrower, Borrower's partners, and the
officers, directors, members, pa rtners, shareholders, or employees of Borrower's partners , and
agrees that it will look solely to the Collateral for, and that no other property or assets of the
Borrower shall be subject to, levy, execution or other enforcement procedure for the satisfaction
of the remedies of the City, or for any paym ent required to be made under this Note or for the
performance of any of the Secure d Obligations; provided that the foreg o ing no n-recourse
provisions (i) shall not constitute a release, forgiveness , waiver or remiss ion of the Secured
17
Obligations, but rather evidence City's agreement not to sue Borrower for any deficiency with
respect to the Secured Obligations that may remain unpaid after City's realizati on upon the
Collateral, and (ii) shall not limit the right of the City to name the Borrower as a party in any
action or suit for foreclosure and sale under the Trust Deed or any other document executed in
connection herewith to the extent necessary for foreclosure judgments or other realization upon
the Collateral.
Notwithstanding the foregoing provisions of this Section 7 .11, Borrower shall be
personally liable and shall not be exculpated for any deficiency, loss or damage suffered by
City, including City's reasonable attorney's fees and costs, resulting from Borrower's (a) fraud,
intentional misrepresentation or gross negligence in connection with the transactions
contemplated by the Loan Agreement; (b) waste or deterioration of the Collateral prior to an
event of default hereunder; (c) misappropriation of any insurance proceeds payable to City
under the Trust Deed; or (d) failure to pay any ta xes, assessments or other charges which could
create liens on any of the Collateral which are or could become senior to the liens of the City, or
any other liens arising from the consensual acts of Borrower directly, but not otherwise, which
are or could become senior to the liens of City in such Collateral, excluding any such
consensual liens appearing in City's title insurance policy issued in connection herewith.
Nothing herein shall be construed to impose any liability on the Investment Member with respect
to the Secured Obligations.
SECTION 7.12: REPRESENTATION REGARDING ETHICAL STANDARDS FOR CITY
OFFICERS AND EMPLOYEES AND FORMER CITY OFFICERS AND EMPLOYEES
Borrower represents as to itself that it has not: ( 1) provided an illegal gift or payoff to a City
officer or employee or former City officer or employee, or his or her relative or business entity;
(2) retained any person to solicit or secure this contract upon an agreement or understanding for
a commission, percentage, or brokerage or contingent fee, other than bona fide employees or
bona fide commercial selling agencies for the purpose of securing business; (3) knowingly
breached any of the ethical standards set forth in City's conflict of interest ordinance, Chapter
2.44, Salt Lake City Code; or (4) knowingly influenced, and hereby promises that it will not
knowingly influence, a City officer or employee or former City officer or employee to brea ch any
of the ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake
City Code .
18
EXHIBIT "B"
TO LOAN AGREEMENT
USE OF PROCEEDS
Borrower will use the proceeds of the $1,000,000 loan it receives from Salt Lake City
Corporation's Housing Trust Fund for the development of the Garden Lofts Apartment Project
located at 154 West 600 South in Salt Lake City, Utah as follows:
ITEM AMOUNT
Development of multi-family apartment units 1,000,000
TOTAL $1,000,000
19
Exhibit 6
Recorded Deed of Trust
ERIN MENDENHALL DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
Blake Thomas
Director
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
CITY COUNCIL TRANSMITTAL
__________________________________ Date Received: _________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE:
Amy Fowler, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
__________________________
SUBJECT: Garden Lofts Income Averaging Request & Subordination Request
STAFF CONTACT: Amanda Best, Housing Development Program Specialist HAND
801-535-7698, Amanda.Best@slcgov.com
DOCUMENT TYPE: Resolution
RECOMMENDATION:
Request #1: Income Averaging
Housing Trust Fund Advisory Board (HTFAB) recommends approving the income averaging
amendment to the Garden Lofts Loan.
Request #2: Amend Loan to Subordinate to New Loan (Citibank)
Housing Trust Fund Advisory Board (HTFAB) recommends approving the additional loan with
Citibank and subordinating to Citibank, putting the City’s Housing Trust Fund loan in third
position.
BUDGET IMPACT: No budget impacts, this request for an adjustment in income restrictions
for the rental units and movement in priority of loan.
BACKGROUND/DISCUSSION:
Wasatch Residential Group, the managing group of Garden Lofts, currently has an $1,000,000
loan from the Housing Trust Fund (HTF) to develop an all affordable multifamily construction
project on 3.18 acres of property in downtown Salt Lake City. This development consists of 272
May 4, 2021
Lisa Shaffer (May 5, 2021 12:24 MDT)
05/05/2021
05/05/2021
units, all at or below 60% of Area Median Income (AMI). The loan was recorded on December
14, 2017. The loan was provided using HTF.
The development is currently in payback period and is in good standing. The current principal
balance is $1,000,000 and accrued interest is $12,500. According to the Promissory Note the
term is 38 years, with the first three years borrower paying interest only, and the first payment of
$75,000 due on April 1, 2021. Garden Lofts Apartment information can be found at
https://www.gardenloftsisyourhome.com. The address is 154 West 600 South, Salt Lake City,
UT 84101, located in District 4 under Councilmember Ana Valdemoros.
Request #1: Income Averaging
According to the City HTF loan documents all units must serve residents at or below 60% AMI
based on tenant income verification.
Wasatch Residential Group is requesting a change in the loan documents to move from all units
at or below 60% AMI to an income averaging of all units. The result would be that the average
income level of the entire development will be 60% AMI. Income averaging would allow the
housing complex to offset costs within the adjusted range of rents rather than utilizing more
subsidy, creating units that have a higher AMI and units that have a lower AMI. As seen in Table
1 and Table 2 below, the units were originally required to serve tenants at or below 60% AMI.
With income averaging, the units would be adjusted to allow households ranging from 40% AMI
to 80% AMI. However, when contemplating the entire development, the average renter
household income will still be 60% AMI. The higher rents collected from households with
greater income will offset the deeply affordable rents within the housing complex without the
need of more subsidy.
The income averaging approach does not create a change in the overall project budget nor in
underwriting. This process has recently been approved by Utah Housing Corporation (UHC) and
the Low-Income Housing Tax Credit (LIHTC). The Wasatch Residential Group’s LIHTC and
Land Use Restriction Agreement (LURA) has already been adjusted to include income averaging
for Garden Lofts Apartments. Because this change has taken place in the LIHTC LURA,
Wasatch Residential Group is currently out of compliance with the City loan agreement, and thus
requesting to make this change.
The Federal Consolidated Appropriations Act of 2018 was signed into law on March 23, 2018
and established Income Averaging (IA) as a third minimum set-aside election for Housing Credit
(HC) developments. This new election allows developments to designate units as low as 20%,
and up to 80% of AMI as long as the average AMI level of the HC units in the project, as defined
in line 8b on IRS Form 8609, is 60% or less of AMI.
Income averaging is becoming popular with affordable housing funding and is allowable under
the County, State, and LIHTC rules and ordinances. This shift would allow for more variety
within rents and could allow for a deeper affordability throughout the development, while still
receiving needed income from the higher affordability limit.
Request #2: Amend Loan to Subordinate to New Loan (Citibank)
The original subordination agreement has Salt Lake City Housing Trust Fund Loan in the second
position behind Citibank and in front of Olene Walker Housing Loan Fund. The development is
currently leased up.
The current HTF loan states that the borrower cannot add additional funding after the original
loan is in place. Wasatch Residential Group is requesting permission to assume an additional
loan, and is asking the City to subordinate its second lien position, placing the new Citibank loan
in second lien position, the City in third lien position, and Olene Walker Housing Loan Fund in
fourth position.
This request was heard by the Olene Walker Housing Loan Fund board on January 28, 2021 in
which the board approved the request to subordinate to the Citibank loan.
Wasatch Residential Group intends to use the new loan to offset unexpected costs resulting from
higher than expected construction costs of the development. The additional loan will allow
Wasatch Residential Group to decrease the amount of deferred developer fee for the Garden
Lofts Development.
Borrower Information:
Wasatch Residential Group has an extensive portfolio including both affordable and market rate
multi-family housing throughout the Western United States. Wasatch owns/manages over 24
apartment communities in Utah. This group is responsible for developing over 7,600 units and $1
billion in multifamily construction. Here in Salt Lake, they are responsible for constructing and
managing Providence Place, Enclave, and 600 Lofts, all affordable housing developments.
Wasatch has current Housing Trust Fund financing on both Providence Place and 600 Lofts. In
addition, their management affiliate, Wasatch Property Management, currently manages 70
apartment communities around the Western United States.
Proposed Loan Amendment:
Request #1: Income Averaging
When the Federal Consolidated Appropriations Act of 2018 passed allowing income averaging
to be an approach to providing affordable housing, Wasatch worked with Utah Housing
Coalition to have the Land Use Restricted Agreement (LURA) allow for income averaging. The
change would allow for certain rents to increase to 80% AMI and others lower to 40% AMI to
allow for the average income of all tenants to be 60% AMI.
The unit mix adjustment is in the updated LURA and is represented in the table below.
TABLE A: Housing Unit/AMI Mix Current:
Type # of Units Income Limits
1 Bed 1 Bath 3 at or below 60% AMI
2 Bed 2 Bath 2 at or below 60% AMI
1 Bed 1 Bath 36 at or below 60% AMI
2 Bed 2 Bath 16 at or below 60% AMI
Studio 20 at or below 60% AMI
1 Bed 1 Bath 81 at or below 60% AMI
2 Bed 1 Bath 49 at or below 60% AMI
3 Bed 2 Bath 13 at or below 60% AMI
1 Bed 1 Bath 28 at or below 60% AMI
2 Bed 2 Bath 14 at or below 60% AMI
1 Bed 1 Bath 7 at or below 60% AMI
2 Bed 2 Bath 3 at or below 60% AMI
TABLE B: Housing Unit/AMI Mix Proposed:
Type # of Units Income Limits
1 Bed 1 Bath 3 80% AMI
2 Bed 2 Bath 2 80% AMI
1 Bed 1 Bath 36 70% AMI
2 Bed 2 Bath 16 70% AMI
Studio 20 60% AMI
1 Bed 1 Bath 81 60% AMI
2 Bed 1 Bath 49 60% AMI
3 Bed 2 Bath 13 60% AMI
1 Bed 1 Bath 28 50% AMI
2 Bed 2 Bath 14 50% AMI
1 Bed 1 Bath 7 40% AMI
2 Bed 2 Bath 3 40% AMI
This shift would increase the income limits on 57 units to 70% AMI and 80% AMI. This change
would not affect the original terms or underwriting of the loan according to Housing Trust Fund
Policies and Procedures.
HTFAB met on February 3, 2021 to review this request with the developer.
Request #2: Amend Loan to Subordinate to New Loan (Citibank)
Wasatch Residential Group is also in the process of receiving an additional loan from their
primary lender, Citibank. This loan is to offset developer fee costs and other costs that have
increased this last year. The additional loan would take second position behind the first Citibank
loan, moving the Salt Lake City Housing Trust Fund loan to third position.
The current loan states that, “The borrower shall neither create nor suffer to exist any mortgage,
pledge, lien, charge or encumbrance… except as of record of disclosed to the City in writing
prior to the making of the loan hereunder.” The amendment to add a loan would contradict that
section, thus the loan will have to be amended for that section as well. The additional loan has
not yet closed and is scheduled to close after all approvals have been received. As of January 28,
2021 the Olene Walker Loan Fund has approved this additional loan.
The additional Citibank loan would be for $1,200,000, is not tax exempt and requires hard
payments. Wasatch Residential Group is requesting that Salt Lake City amend the subordination
agreement to include the additional loan and move to third lien position. A new Deed of Trust
and an amendment to the Loan would also be needed.
Board Approval:
Request #1: The HTFAB recommended approval of amending the Garden Lofts HTF Loan to
allow for income averaging across the development to 60% AMI on November 4, 2020.
Request #2: The HTFAB recommended approval of amending the Garden Lofts HTF Loan to
accept the additional Citibank Loan on February 3, 2021. This would move Salt Lake City to
third in line for repayment.
PUBLIC PROCESS: HTFAB held a public meeting and reviewed the Income Averaging
request on November 4, 2020 and the Subordination Amendment on February 3, 2021. The
board unanimously recommended approval of both amendments. No other public process is
required.
EXHIBITS:
1. Resolution
2. Updated LURA
3. Draft Subordination Agreement
4. Recorded Subordination Agreement
5. Recorded HTF Loan
6. Recorded Deed of Trust
Exhibit 1
Resolution
RESOLUTION NO. _____ OF 2021
Authorizing a loan amendment from Salt Lake City’s Housing Trust Fund
To Garden Lofts Holdings, LP
WHEREAS, Salt Lake City Corporation (the “City”) has a Housing Trust Fund to
encourage affordable and special needs housing development within the City; and
WHEREAS, Garden Lofts Holdings, LP (the “Borrower”), has an existing loan (the
“Loan”) for the construction and long-term financing of an affordable multifamily housing
development with 272 units (the “Project”) located at 154 West 600 South, Salt Lake City, Utah
(the “Property”); and
WHEREAS, the Project construction is complete; and
WHEREAS, the Borrower has requested that the terms of the Loan be amended as
described on the attached term sheet (the “Term Sheet”); and
WHEREAS, on November 4, 2020 and February 3, 2021, the Housing Trust Fund
Advisory Board (the “Board”) recommended approval of the loan amendment as set forth on the
Term Sheet; and
WHEREAS, the City recommends the loan amendment described on the attached Term
Sheet based on its underwriting of the Project.
NOW THEREFORE, BE IT RESOLVED by the City Council of Salt Lake City, Utah:
1. That the City Council hereby approves amending the existing loan documents as
set forth on the Term Sheet, subject to revisions that do not materially adversely affect the rights
and obligations of the City hereunder.
2. That Erin Mendenhall, Mayor of Salt Lake City, Utah, on behalf of Salt Lake City
Corporation is hereby authorized to negotiate and execute the requisite loan documents and any
other relevant documents consistent with the Term Sheet, and incorporating such other terms and
agreements as recommended by the City Attorney’s Office, and to act in accordance with their
terms.
Passed by the City Council of Salt Lake City, Utah, this __________ day of ____________,
2021.
SALT LAKE CITY COUNCIL
By
CHAIR
ATTEST:
CITY RECORDER
Approved As To Form
Salt Lake City Attorney’s Office
By: ____________________________
Kimberly K. Chytraus
Date: __________________________ March 24, 2021
Loan Amendment Term Sheet
Project: Garden Lofts
Borrower: Garden Lofts Holdings, LP
Address: 154 West 600 South
Loan Amount: $1,000,000
Loan Maturity: 38-year term
Interest Rate: 2.5% simple interest per annum
Interest Accrual: Current interest accrual is $12,500 (payments are current)
Repayment Terms: Payment is interest only for the first 3 years. First payment is due
April 1, 2021 in the amount of $75,000. Then surplus cash
payments.
Collateral and Priority: Current – Second priority Deed of Trust behind Citibank
Amendment – Third priority Deed of Trust behind Citibank
(Original Citibank loan and new Citibank loan)
(Olene Walker Housing Loan Fund has a loan that is junior to the
City)
Conditions: Standard loan conditions approved by City Attorney’s Office
Unit Affordability
Requirements:
Current – All units are 60% Area Median Income (AMI) or below
Amendment – All units income average to 60% AMI or below
(range from 20% AMI – 80% AMI)
Exhibit 2
Updated LURA
2.Set-Aside Election. The Project Owner agrees that all 272 units of the Project shallbe restricted as provided for herein and in paragraph 13. The Project Owner agrees that for each
taxable year in the extended use period, as defined in IRC § 42, 40% or more of the residential
units in the Project are both rent restricted, as defined in IRC §42, and occupied by individuals (hereinafter "low-income tenants") whose income does not exceed the imputed income limitation
designated by the Project Owner with respect to the respective unit. The average of the imputed
income limitation designated by the Project Owner shall not exceed 60% of the area median gross
income, as more specifically provided in paragraph 13, with respect to the county in which the
Project is located, as annually determined and published by H.U.D.
13.Rent and Incom e Limits. The Project Owner agrees that 272 units of the Project
will be leased, throughout the extended use period as set forth in paragraph 9 above, (i) for a
maximum monthly rental fee which is affordable to the tenants residing therein ( as calculated
below), and (ii) to individuals whose annual income (as defined under Section 8 of the United
States Housing Act of 193 7), aggregated for all individuals residing in a given unit, does not exceed
the percentages set forth below of area median income for the county in which the unit is located:
Units T\rpe Income Limits
3 1 bedroom 1 bath units 80% of area median income
2 2 bedroom 2 bath units 80% of area median income
36 1 bedroom 1 bath units 70% of area median income
16 2 bedroom 2 bath units 70% of area median income
20 Studio units 60% of area median income
81 1 bedroom 1 bath units 60% of area median income
49 2 bedroom 2 bath units 60% of area median income
13 3 bedroom 2 bath units 60% of area median income
28 1 bedroom 1 bath units 5 0% of area median income
14 2 bedroom 2 bath units 50% of area median income
7 1 bedroom 1 bath units 40% of area median income
3 2 bedroom 2 bath units 40% of area median income
For purposes of determining the affordability of monthly rental payments, the
maximum monthly rental fee is calculated as follows:
a.First, multiply the monthly rent limit applicable to the unit as
calculated by Utah Housing for the applicable year, based on bedroom size, based
on 50% of area median income for the county in which the unit is located, by 2 (to
arrive at a rental amount based on 100% of area median income);
2
1485082.2
Exhibit 3
Draft Subordination Agreement
21616387-v2
WHEN RECORDED MAIL TO:
Citibank, N.A.
Transaction and Asset Management Group
388 Greenwich Street, Trading 6th Floor
New York, New York 10013
Attention: Tanya Jimenez
Re: Garden Lofts Apartments Citi Deal ID No. 24974
FIRST AMENDMENT TO SUBORDINATION AND INTERCREDITOR AGREEMENT
(SLC Corporation)
THIS FIRST AMENDMENT TO SUBORDINATION AND INTERCREDITOR
AGREEMENT (this “Amendment”) dated as of the ____ day of January, 2021, is made by and
between SALT LAKE CITY CORPORATION, a municipal corporation of the State of Utah
(“Junior Lender”), and CITIBANK, N.A., a national banking association (“Senior Lender”)
and acknowledged by GARDEN LOFTS HOLDINGS, LP, a Utah limited partnership
(“Borrower”).
R E C I T A L S
A. Junior Lender, Senior Lender and Borrower entered into that certain Subordination
and Intercreditor Agreement dated as of December 19, 2017, recorded with the Salt Lake County
Recorder’s Office (the “Recorder’s Office”) as Entry No. 12684036, in Book 10631, Page 9114,
relating to (1) a tax exempt loan made to Borrower in the aggregate maximum principal amount
of $27,300,000, and (2) a certain junior loan made to Borrower by Junior Lender in the original
principal amount of $1,000,000 (the “Junior Loan”) (as the same may be further amended from
time to time, the “Original Agreement”);
B. Junior Lender, Senior Lender and Borrower have agreed to amend the Original
Agreement with respect to certain definitions pertaining to the Senior Loan thereunder to include a
new taxable loan from Senior Lender to Borrower in the original principal amount of [$1,200,000],
evidenced by the following: a certain Multifamily Permanent Note dated the date hereof in the
amount of the Taxable Senior Loan made by Borrower to the order of Senior Lender, secured by a
certain Subordinate Multifamily Deed of Trust, Assignment of Rents, Security Agreement and
Fixture Filing dated as of January 1, 2021, granted by Borrower for the benefit of Senior Lender and
to be recorded with the Recorder’s Office, and a certain Loan Covenant Agreement dated as of
January 1, 2021, by and between Borrower and Senior Lender, and such other documents,
agreements and instruments executed in connection therewith; and
C. Capitalized terms used but not defined in this Amendment shall have the meanings
given them in the Original Agreement,
NOW THEREFORE, for TEN DOLLARS ($10.00) and other good and valuable
consideration, the receipt and sufficiency of which are hereby acknowledged, Junior Lender,
Senior Lender, and Borrower (collectively, the “Parties”) hereby agree as follows:
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page 2
1. The following new definitions are added to Section 1 of the Original Agreement:
““Senior Loan” means the Senior Loan, as defined in Recital A, together with that certain
taxable loan from Senior Lender to Borrower in the original principal amount of
[$1,200,000].
““Senior Loan Agreement” means, collectively, the Borrower Loan Agreement, as defined
in Recital B; the Construction Funding Agreement as defined in Recital D; and that certain
Loan Covenant Agreement dated as of January 1, 2021, by and between Borrower and Senior
Lender.
““Senior Note” means the Note, as defined in Recital B, together with that certain taxable
Multifamily Permanent Note dated January [___], 2021, in the original principal amount
of [$1,200,000] made by Borrower to the order of Senior Lender.
““Senior Security Instrument” means the Senior Security Instrument, as defined in Recital
C, together with that certain Subordinate Multifamily Deed of Trust, Assignment of Rents,
Security Agreement and Fixture Filing dated as of January 1, 2021, granted by Borrower for
the benefit of Senior Lender and to be recorded with the Salt Lake County Recorder’s
Office.”
2. In all other respects, the terms, provisions, and conditions of the Original
Agreement, as hereby amended or modified, are hereby ratified and confirmed and shall remain in
full force and effect.
3. This Amendment may be executed in any one or more counterparts and all so
executed shall constitute one and the same instrument, binding on all parties, even though all
parties are not signatory to the same document.
[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page S-1
IN WITNESS WHEREOF, the undersigned have caused this Amendment to be signed and
delivered under seal by their respective duly authorized representatives as of the date set forth
above. The undersigned intend that this Amendment shall be deemed signed and delivered as a
sealed instrument.
JUNIOR LENDER:
SALT LAKE CITY CORPORATION,
a Utah municipal corporation
By: _________________________________________
Name: Erin Mendenhall
Title: Mayor
Approved as to Form
Salt Lake City Attorney’s Office
By: ________________________________
Name: _______________________________
Title: Senior City Attorney
ATTEST:
______________________________________
________________, Salt Lake City Recorder
STATE OF UTAH
COUNTY OF SALT LAKE
On January __, 2021, before me, _______________________, personally appeared Erin Mendenhall
who, personally known to me or proved to me on the basis of satisfactory evidence to be the person
whose name is subscribed to the within instrument and acknowledged to me that he/she/they executed
the same in his/her authorized capacity, and that by his/her signature on the instrument the person, or
the entity upon behalf of which the person acted, executed the instrument.
WITNESS my hand and official seal.
Signature _______________________________ of Notary Public
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page S-2
SENIOR LENDER:
CITIBANK, N.A.,
a national banking association
By: _____________________________
Name: Kathy Millhouse
Title: Vice President
Citi Deal ID No. 24974
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
A notary public or other officer completing this certificate verifies only the identity of the individual
who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or
validity of that document.
STATE OF CALIFORNIA
COUNTY OF
On __________________ before me, _______________________ (here insert name and title of the
officer), personally appeared Kathy Millhouse who proved to me on the basis of satisfactory evidence
to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me
that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their
signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted,
executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing
paragraph is true and correct.
WITNESS my hand and official seal.
Signature _______________________________ (Seal)
First Amendment to Subordination and Intercreditor Agreement (SLC Corp) – Garden Lofts Apartments Page S-3
ACKNOWLEDGED AND AGREED AS OF THE DATE FIRST SET FORTH ABOVE:
BORROWER:
GARDEN LOFTS HOLDINGS, LP,
a Utah limited partnership
By: Garden Lofts GP, LLC,
a Utah limited liability company
By: ______________________________
Name: Jeffrey S. Nielson
Title: Manager
STATE OF UTAH
COUNTY OF SALT LAKE
On January __, 2021, before me, _______________________, personally appeared Jeffrey S. Nielson
who, personally known to me or proved to me on the basis of satisfactory evidence to be the person
whose name is subscribed to the within instrument and acknowledged to me that he/she/they executed
the same in his/her authorized capacity, and that by his/her signature on the instrument the person, or
the entity upon behalf of which the person acted, executed the instrument.
WITNESS my hand and official seal.
Signature _______________________________ of Notary Public
Exhibit 4
Recorded Subordination Agreement
WHEN RECORDED MAIL TO:
Citibank, N.A.
Transaction Management Group/Post Closing
390 Greenwich Street, 2nd Floor
New York, New York 10013
Attention: Tanya Jimenez
Re: Garden Lofts Apartments Deal No. 24974
RECORDED
DEC 1 4 2017
CITY RECORDER
SUBORDINATION AND INTERCREDITOR AGREEMENT
l 7267 l l 4-v4
(SLC Corporation)
PRO PrRTY OF SALT LAl<E
CITY Rl:CC) <DE R'S OFFICE
P.O . BOX l '.lS5 l 5
SALT LAl<E C ITY, UTAH 84 114 -55 1 5
SUBORDINATION AND INTERCREDITOR AGREEMENT
(SLC Corporation)
THIS SUBORDINATION AND INTERCREDITOR AGREEMENT (this
"Agreement") dated as of December_, 2017, is made by and between SALT LAKE CITY
CORPORATION, a municipal corporation of the State of Utah ("Junior Lender") and
CITIBANK, N.A., a national banking association ("Senior Lender"), and acknowledged by
GARDEN LOFTS HOLDINGS, LP, a Utah limited partnership ("Borrower"). The date of
this Agreement as set forth above is for reference purposes only, and this Agreement will not be
effective and binding until the Closing Date (as defined in the Borrower Loan Agreement).
RECITALS:
A. Borrower has applied to the Utah Housing Corporation, an independent body
politic and corporate constituting a public corporation, organized and existing under the laws of
the State of Utah ("Governmental Lender"), for a loan (the "S enior Loan") for the acquisition,
construction, development, equipping and/or operation of a 272-unit multifamily residential
project located in the City and County of Salt Lake, Utah, known or to be known as Garden Lofts
Apartments (the "Mortgaged Property").
B. The Senior Loan is evidenced by (i) that certain Multifamily Note, dated as of the
Closing Date, in the maximum principal amount of [$26,330,000] made by Borrower payable to
the order of Governmental Lender (the "Note"), and (iii) that certain Borrower Loan Agreement,
dated as of December 1, 2017, by and between Borrower and Governmental Lender (the
"Borrower Loan Agreement").
C. The Senior Loan is secured by, among other things, that certain Multifamily Deed
of Trust, Assignment of Rents, Security Agreement and Fixture Filing, dated as of December 1,
2017, executed by Borrower for the benefit of Governmental Lender ( as the same may from time
to time be extended, consolidated, substituted for, modified, increased, amended and
supplemented, the "Senior Security Instrument"), recorded in the office of the Salt Lake
County Recorder as Entry No. __ in Book __ , at Pages ___ , which Senior Security
Instrument encumbers the Mortgaged Property.
D. Borrower has requested that Senior Lender enter into that certain Funding Loan
Agreement (the "Funding Loan Agreement"), dated as of December I , 2017, by and among
Governmental Lender, U.S. Bank National Association, a national banking association organized
and existing under the laws of the United States of America, as fi scal agent, and Senior Lender,
pursuant to which Funding Lender will make a loan to Governmental Lender (the "Funding
Loan"), the proceeds of which will be used to make the Senior Loan to Borrower pursuant to the
Borrower Loan Agreement. The Senior Loan will be advanced to Borrower pursuant to that
certain Construction Funding Agreement, dated as of December 1, 2017, by and between
Borrower and Senior Lender (the "Construction Funding Agreement").
E. The Note, the Senior Security Instrument, the Borrower Loan Agreement, the
Funding Loan Documents (as defined in the Funding Loan Agreement) and all other Senior Loan
Subo rd ination and lntercredito r Agreement (SLC Corporation)
PROPERTY OF SALT LAl<E
CITY RECORDER 'S OFF ICE
P.O . BOX 145515
SALT LAKE CITY, UTAH 84 114-5515 Lofts Apartments
Documents (as hereinafter defined) have each been assigned by Governmental Lender to Senior
Lender to secure the Funding Loan.
F. Junior Lender is making a loan (the "Junior Loan") to Borrower in the original
principal amount of $1,000,000 under its Housing Trust Fund Program, which Junior Loan is
evidenced by a certain Promissory Note, dated as of the date hereof, made by Borrower to Junior
Lender (the "Junior Note") and secured by, the Junior Security Instrument (as hereinafter
defined) encumbering the Property, and will be advanced to Borrower pursuant to that certain
Loan Agreement (the "Junior Loan Agreement") dated as of the date hereof between Borrower
and Junior Lender.
G. As a condition to the making of the Senior Loan, Senior Lender requires that
Junior Lender execute and deliver this Agreement prior to the making of the Junior Loan and the
granting of the Junior Security Instrument by Borrower.
NOW, THEREFORE, for Ten Dollars ($10.00) and other good and valuable
consideration, the receipt and sufficiency of which are hereby acknowledged, and to induce the
making of the Senior Loan and to induce Senior Lender to consent to the Junior Loan and the
Junior Security Instrument, Junior Lender hereby agrees as follows:
1. Definitions. Capitalized terms used but not defined in this Agreement shall have
the meanings ascribed thereto in the Senior Security Instrument. As used in this Agreement, the
terms set forth below shall have the respective meanings indicated:
"Bankruptcy Proceeding" means any bankruptcy, reorganization, insolvency,
composition, restructuring, dissolution, liquidation, receivership , assignment for the benefit of
creditors, or custodianship action or proceeding under any federal or state law with respect to
Borrower, any guarantor of any of the Senior Indebtedness, any of their respective properties, or
any of their respective partners, members, officers, directors, or shareholders.
"Casualty" means the occurrence of damage to or loss of any of the Property by fire or
other casualty.
"Condemnation" means any proposed or actual condemnation or other taking, or
conveyance in lieu thereof, of all or any part of the Property, whether direct or indirect.
"Enforcement Action" means any exercise of any of Junior Lender's remedies under the
Junior Security Instrument or any of the other Junior Loan Documents, including, without
limitation, any of the following: (i) the acceleration of all or any part of the Junior Indebtedness,
(ii) the commencement of any judicial or non-judicial action of proceeding to enforce any
obligation of Borrower under any of the Junior Loan Documents, collect any monies payable to
Borrower or have a receiver appointed to collect any monies payable to Borrower, or foreclose
the lien(s) created by the Junior Security Instrument, (iii) the filing or joining in the filing of any
involuntary Bankruptcy Proceeding against Borrower or any person or entity which owns a
direct or indirect interest in Borrower, (iv) the advertising of or commencement of any
foreclosure or trustee's sale proceedings, (v) the exercise of any power of sale, (vi) the
acceptance of a deed or assignment in lieu of foreclosure or sale, (vii) the collecting of Rents ,
(viii) the obtaining of or seeking of the appointment of a receiver, (ix) the seeking of default
PROPERTY OF SALT LAKE
CITY RECORDER'S OFFICE
Subordination and lntercredi tor Agreement (S LC Corporation ) 2 P.O . BOX 145515 Garden Lofts Apartments
SALT LAKE CITY, UTAH 84114-5515
interest, (x) the taking of possession or control of any of the Property, (xi) the commencement of
any suit or other legal, administrative, or arbitration proceeding base d upon the Juni or Note or
any other of the Junior Loan Documents, (xii) the exercising of any banker's lien or rights of set-
off or recoupme nt, or (xiii) the taking of any other enforcement action against Borrower, any
other party liable for any of the Junior Indebtedness or obligated under any of the Junior Loan
Documents, or the Property.
"Enforcement Action Notice" means a written notice from Junior Lender to Senior
Lender, given following a Junior Loan Default and the expiration of any notice or cure periods
provided for such Junior Loan Default in the Junior Loan Documents, setting forth in reasonable
detail the Enforcement Action proposed to be taken by Junior Lender.
"Junior In debtedness" means all indebtedness of any kind at any time evidenced or
secured by, or arising under, the Junior Loan Documents, whether incurred, arising or accruing
before or after the filing of any Bankruptcy Proceeding.
"Junior Loan Defaulf' means any act, failure to act, event, condition, or occurrence
which constitutes, or which with the giving of notice or the passage of time, or b oth, would
constitute, an "Event of Default" as defined in the Junior Security Instrument.
"Junior Loan Documents" means, collectively, the Junior Note, the Junior Security
Instrument, the Junior Loan Agreement and all other documents evidencing, securing or
delivered in connection with the Junior Loan, all of which are listed on Exhibit B attached
hereto , together with such modifications, amendments and supplements thereto as are approved
in writing by Senior Lender prior to their execution.
"Junior Security Instrum ent" means that certain Trust Deed with Assignment of Rents,
dated as of the date hereof, made by Borrower for the benefit of Junior Lender, as the same may
from time to time be extended, consolidated, substituted for, modified, amended or supplemented
upon receipt of the consent of Senior Lender.
"Loss Proceeds" means all monies received or to be received under any insurance p olicy,
from any condemning authority, or from any other source, as a result of any Condemnation or
Casualty.
"Property" means (i) the land and improvements known or to be known as Garden Lofts
Apartments and located in the City and County of Salt Lake, State of Utah, which Property is more
particularly described on Exhibit A attached hereto, and (ii) all furniture, fixtures and equipment
located at such apartments and other property, accounts, depo sit s and rights and interests of
Borrower encumbered by the Senior Security Instrument and/or the other Senior Loan Documents.
"Sen ior Indebtedness" means all indebtedness of any kind at any time evidenced or
secured by, or arising under, the Senior Loan Documents, whether incurred, arising or accruing
before or after the filing of any Bankruptcy Proceeding.
"Senior Loan Do cuments" means, collectively, the Senior Security Instrument, the Senior
Note, the Senior Loan Agreement and all of the oth~r:. documents , instruments and agreements
now or hereafter evidencing, securing or otherwise 11JJ8{eg:ih 9crJt~HibB,~th the Senior Loan,
11 l fhCORDER'S OFF ICE
P.O. BOX 1 45515
Subordination and lntercreditor Agree ment (S LC Corporatio n) 3 SALT LAKE CITY, UTAH 841 bli\-a~5.Jt§ Apartments
as the same may from time to time be extended, consolidated, substituted for , modified,
increased, amended and supplemented in accordance with the provisions of this Agreement.
"Senior Loan Default" means any act, failure to act, event , condition, or occurrence
which constitutes an "Event of Default" as defined in the Senior Security Instrument.
2. Junior Loan and Junior Loan Documents are Subordinate; Acts by Senior
Lender do not Affect Subordination.
(a) Junior Lender hereby covenants and agrees on behalf of itself and its
successors and permitted assigns that the Junior Indebtedness is and shall at all times
continue to be, subordinate, subject and inferior (in payment and priority) to the prior
payment in full of the Senior Indebtedness, and that the liens, rights, payment interests,
priority interests and security interests granted to Junior Lender in connection with the
Junior Loan and under the Junior Loan Documents are, and are hereby expressly
acknowledged to be in all respects and at all times , subject, subordinate and inferior in all
respects to the liens, rights, payment , priority and security interests granted to Senior
Lender under the Senior Loan and the Senior Loan Documents and the terms, covenants,
conditions, operations and effects thereof.
(b) Except as expressly set forth herein, repayment of the Junior Indebtedness,
is and shall be postponed and subordinated to repayment in full of the Senior Loan. Prior
to a Senior Loan Default (regardless of whether such Senior Loan Default occurs prior to
or during the pendency of a Bankruptcy Proceeding), Junior Lender shall be entitled to
receive and retain payments made pursuant to and in accordance with the terms of the
Junior Loan Documents; provided, however, that no such payment is made more than ten
(10) days in advance of the due date thereof. Junior Lender agrees that from and after
such time as it has received from either Senior Lender or Borrower written notice that a
Senior Loan Default then exists (which has not been expressly waived in writing by
Senior Lender), Junior Lender shall not receive or accept any payments under the Junior
Loan. If (i) Junior Lender receives any payment, property, or asset of any kind or in any
form on account of the Junior Indebtedness (including, without limitation, any proceeds
from any Enforcement Action) after a Senior Loan Default of which Junior Lender has
been given notice of, or (ii) Junior Lender receives, voluntarily or in voluntarily, by
operation of law or otherwise, any payment, property, or asset in or in connection with
any Bankruptcy Proceeding, such payment, property, or asset will be received and held in
trust for Senior Lender. Junior Lender will promptly remit, in kind and properly
endorsed as necessary, all such payments, properties, and assets to Senior Lender. Senior
Lender shall apply any payment, asset, or property so received from Junior Lender to the
Senior Indebtedness in such order, amount (with respect to any asset or property other
than immediately available funds), and manner as Senior Lender shall determine in its
sole and absolute discretion.
(c) Without limiting the complete subordination of the Junior Indebtedness to
the payment in full of the Senior Indebtedness, in any Bankruptcy Proceeding, upon any
payment or distribution (whether in cash, property, securities, or otherwise) to creditors
(i) the Senior Indebtedness shall first be paid in full in cash before Junior Lender shall be
S ubordination a nd lntercredi tor Agreement (SLC Corporati on)
PROPERTY OF SALT LAl<E
4 C ITY RECORDER'S OFFICE Ga rden Lo ft s Apartments
P.O BOX 145515
SALT LAKE C ITY, UTAH 84114~55 15
entitled to receive any payment or other distribution on account of or in respect of the
Junior Indebtedness, and (ii) until all of the Senior Indebtedness is paid in full in cas h ,
any payment or distribution to which Junior Lender would be entitled but for this
Agreement (whether in cash, property, or other assets) shall be made to Senior Lender.
(d) The subordination of the Junior Indebtedness shall continue in the event
that any payment under the Senior Loan Documents (whether by or on behalf of
Borrower, as proceeds of security or enforcement of any right of set-off or otherwise) is
for any reason repaid or returned to Borrower or its insolvent estate, or avoided, set aside
or required to be paid to Borrower, a trustee, receiver or other similar party under any
bankruptcy, insolvency, receivership or similar law. In such event, the Senior
Indebtedness or part thereof originally intended to be satisfied shall be deemed to be
reinstated and outstanding to the extent of any repayment, return, or other action, as if
such payment on account of the Senior Indebtedness had not been made.
(e) The subordination of the Junior Loan Documents and of the Junior
Indebtedness shall apply and continue notwithstanding (i) the actual date and time of
execution, delivery, recording, filing or perfection of the Senior Security Instrument and
other Senior Loan Documents and of the Junior Security Instrument and other Junior
Loan Documents, and (ii) the availability of any collateral to Senior Lender, including the
availability of any collateral other than the Property.
(f) By reason of, and without in any way limiting, the full subordination of
the Junior Indebtedness and the Junior Loan Documents provided for in this Agreement,
all rights and claims of Junior Lender under the Junior Security Instrument or under the
Junior Loan Documents in or to the Property or any portion thereof, the proceeds thereof,
the Leases thereof, the Rents, issues and profits therefrom, and the Loss Proceeds payable
with respect thereto, are expressly subject and subordinate in all respects to the rights and
claims of Senior Lender under the Senior Loan Documents in and to the Property or any
portion thereof, the proceeds thereof, the Leases thereof, the Rents , issues and profits
therefrom, and the Loss Proceeds payable with respect thereto.
(g) If Junior Lender, by indemnification, subrogation or otherwise, shall
acquire any lien, estate, right or other interest in any of the Property (unless such interest
is otherwise excluded from this Agreement as agreed to in writing by Senior Lender), that
lien, estate, right or other interest shall be fully subject and subordinate to the receipt by
Senior Lender of payment in full of the Senior Indebtedness, and to the Senior Loan
Documents, to the same extent as the Junior Indebtedness and the Junior Loan
Documents are subordinate pursuant to this Agreement.
Junior Lender hereby acknowledges and agrees that Senior Lender may, without the
consent or approval of Junior Lender, agree with Borrower to extend, consolidate,
modify, increase or amend any or all the Senior Loan D ocuments and otherwise act or
fail to act with respect to any matter set forth in any Senior Loan Document (including,
without limitation, the exercise of any rights or remedies, waiver, forbearance or delay in
enforcing any rights or remedies, the declaration of acceleration, the declaration of
defaults or events of default, the release, in whole or in part, of any collateral or other
Subordin ation and lnterc redi to r Agreement (SLC Corporation) 5
PROPERTY OF SALT LAl~E
CITY RECORDER'S OFF ICE X 145515 Garden Lofts Apartments
~~L/L~l(E C ITY, UTAH 841 14-5515
property, and any consent, approval or waiver), and all such extensions, consolidations,
modifications, amendments acts and omissions shall not release, impair or otherwise
affect Junior Lender's obligations and agreements hereunder. Notwithstanding the
foregoing or any contrary provision of this Agreement, except as otherwise currently set
forth in the Senior Loan Documents, Senior Lender agrees that it will not, without Junior
Lender's prior written consent in each instance: (i) change the term of the Senior Loan
and/or the maturity date of the Senior Indebtedness, (ii) increase the principal amount of
the Senior Note or the Senior Indebtedness other than increases pursuant to protective
advances made by Senior Lender, or (iii) increase the interest rate payable under the
Senior Note or the Senior Loan Documents.
3. Junior Lender Agreements.
(a) Without the prior written consent of Senior Lender in each instance, Junior
Lender shall not (i) amend, modify, waive, extend, renew or replace any provision of any
of the Junior Loan Documents in any material manner, or (ii) pledge, assign, transfer,
convey, or sell any interest in the Junior Indebtedness or any of the Junior Loan
Documents; or (iii) accept any payment on account of the Junior Indebtedness other than
a regularly scheduled payment of interest or principal and interest made not earlier than
ten (10) days prior to the due date thereof; or (iv) take any action which has the effect of
increasing the Junior Indebtedness; or (v) appear in, defend or bring any action in
connection with the Property; or (vi) take any action concerning environmental matters
affecting the Property. Regardless of any contrary provision in the Junior Loan
Documents, Junior Lender shall not collect payments for the purpose of escrowing for
any cost or expense related to the Property or for any portion of the Junior Indebtedness.
(b) Junior Lender hereby agrees that Senior Lender may, at its option (but
without any obligation to do so), at any time (including during the pendency of a
Bankruptcy Proceeding), purchase the Junior Loan at par (and without liability for any
prepayment premiums or liquidated damages set forth in the Junior Loan Documents).
Such transfer and assignment of the Junior Loan shall be without representation or
recourse, except that Junior Le nder shall represent that it is the sole holder of the Junior
Loan, that it has authority to assign and convey the Junior Loan Documents, that, to the
best of its knowledge, there are no defaults or breaches under the Junior Loan
Documents, and as to the total amount then outstanding under the Junior Loan .. Junior
Lender shall give Senior Lender a concurrent copy of each notice of a Junior Loan
Default, Enforcement Action Notice or other material notice given by Junior Lender
under the Junior Loan Documents. Notwithstanding any contrary provision in the Junior
Loan Documents, Senior Lender shall have the right, but shall not have any obligation, to
cure any Junior Loan Default until ninety (90) days following Senior Lender's receipt of
an Enforcement Action Notice gi ven by Junior Lender as a consequence of the Junior
Loan Default. Senior Lender shall not be subrogated to the rights of Junior Lender under
the Junior Loan Documents by reason of Senior Lender hav ing cured any Junior Loan
Default. However, Junior Lender acknowledges that all amounts advanced or expended
by Senior Lender to cure a Junior Loan Default shall be added to and become a part of
the Senior Indebtedness pursuant to the terms of the Senior Security Ins trument.
Subordina tion and In tercreditor Agreement (SLC Corp ora tion) 6
PPOPERTY OF SALT LAl<E
CITY RECORDER 'S OFF ICE
P.O. BOX 145515 Garden Lofts A_partments
SALT LAKE CITY, UTAH 84 1 14-55 I 5
(c) In the event and to the extent that each of Senior Lender and Junior Lender
have under their respective loan documents certain approval or consent rights over the
same subject matters (regardless of whether the obligations or rights are identical or
substantially identical), Junior Lender shall have no right to object to any such action or
approval taken by Senior Lender and shall consent thereto and be bound thereby. Without
limiting the generality of the foregoing, Senior Lender shall have all approval, consent
and oversight rights in connection with any insurance claims relating to the Property, any
decisions regarding the use of insurance proceeds after a casualty loss or condemnation
awards, the hiring or firing of property managers, or otherwise related in any way to the
Property, and Junior Lender shall have no right to object to any such action or approval
taken by Senior Lender and shall consent thereto and be bound thereby.
( d) Junior Lender agrees that in any action commenced to enforce the
obligation of Borrower to pay any portion of the Junior Indebtedness, the judgment shall
not be enforceable personally against Borrower or Borrower's assets, and the recourse of
Junior Lender for the collection of the Junior Indebtedness shall be limited to actions
against the Property and the rents, profits , issues, products, and income from the
Property.
(e) Junior Lender shall not commence or JOm with any other creditor in
commencing any Bankruptcy Proceeding involving Borrower, and Junior Lender shall
not initiate and shall not be a party to any action, motion or request, in a Bankruptcy
Proceeding involving any other person or entity, which seeks the consolidation of some
or all of the assets of Borrower into such Bankruptcy Proceeding. In the event of any
Bankruptcy Proceeding relating to Borrower or the Property or, in the event of any
Bankruptcy Proceeding relating to any other person or entity into which (notwithstanding
the covenant in the first sentence of this clause) the assets or interests of Borrower are
consolidated, then in either event, the Senior Loan shall first be paid in full before Junior
Lender shall be entitled to receive and retain any payment or distribution in respect to the
Junior Loan. Junior Lender agrees that (i) Senior Lender shall receive all payments and
distributions of every kind or character in respect of the Junior Loan to which Junior
Lender would otherwise be entitled, but for the subordination provisions of this
Agreement (including without limitation , any payments or distributions during the
pendency of a Bankruptcy Proceeding involving Borrower or the Property), and (ii) the
subordination of the Junior Loan and the Junior Loan Documents shall not be affected in
any way by Senior Lender electing, under Section 111 l(b) of the federal bankruptcy
code, to have its claim treated as being a fully secured claim. In addition , Junior Lender
hereby covenants and agrees that, in connection with a Bankruptcy Proceeding inv olving
Borrower, neither Junior Lender nor any of its affiliates shall (i) make or participate in a
loan facility to or for the benefit of Borrower on a basis that is senior to or pari passu with
the liens and interests held by Senior Lender pursuant to the Senior Loan Documents, (ii)
not vote affirmatively in favor of any plan of reorganization or liquidation unless Senior
Lender has also voted affirmatively in favor of such plan, and (iii) not contest the
continued accrual of interest on the Senior Indebtedness, in accordance with and at the
rates specified in the Senior Loan Documents, both for periods before and for periods
after the commencement of such Bankruptcy Proceedings. Junior Lender shall execute
and deliver to Senior Lender powers of attorney, assignments or other instruments as may
PROPERTY OF SALT LAl<E
CITY RECORDER'S OFFICE
Subordination and In tercreditor Ag reement (S LC Corporation) 7 P.O. BOX 1 45515 Garden Lofts ,}Partments
SALT LAl<E CITY, UTAH 841 14-5015
be requested by Senior Lender in order to enable it to exercise the above-described
authority or powers with respect to any or all of the Junior Loan Documents, and to
collect and receive any and all payments or distributions which may be payable or
deliverable at any time upon or with respect to any of the Junior Loan Documents to
Junior Lender.
(f) Junior Lender covenants and agrees that the effectiveness of this
Agreement and the rights of Senior Lender hereunder shall be in no way impaired,
affected, diminished or released by any renewal or extension of the time of payment of
the Senior Loan, by any delay, forbearance, failure, neglect or refusal of Senior Lender in
enforcing payment thereof or in enforcing the lien of or attempting to realize upon the
Senior Loan Documents or any other security which may have been given or may
hereafter be given for the Senior Loan, by any waiver or failure to exercise any right or
remedy under the Senior Loan Documents, or by any other act or failure to act by Senior
Lender. Junior Lender acknowledges that Senior Lender, at its sole option, may release
all or any portion of the Property from the lien of the Senior Security Instrument, and
may release or waive any guaranty, surety or indemnity providing additional collateral to
Senior Lender, and Junior Lender hereby waives any legal or equitable right in respect of
marshaling it might have, in connection with any release of all or any portion of the
Property by Senior Lender, to require the separate sales of any portion of the Property or
to require Senior Lender to exhaust its remedies against any portion of the Property or
any other collateral before proceeding against any other portion of the Property or other
collateral (including guarantees) for the Senior Loan. Senior Lender may pursue all
rights and remedies available to it under the Senior Loan Documents, at law, or in equity,
regardless of any Enforcement Action Notice or Enforcement Action by Junior Lender.
Except as otherwise provided herein, at any time or from time to time and any number of
times, without notice to Junior Lender and without affecting the liability of Junior
Lender, (a) the time for payment of the Senior Indebtedness may be extended or the
Senior Indebtedness may be renewed in whole or in part; (b) the time for Borrower's
performance of or compliance with any covenant or agreement contained in the Senior
Loan Documents, whether presently existing or hereinafter entered into , may be extended
or such performance or compliance may be waived; (c) the maturity of the Senior
Indebtedness may be accelerated as provided in the Senior Loan Documents; (d) any
Senior Loan Document may be extended, consolidated, modified or amended b y Senior
Lender and Borrower in any respect, including, but not limited to, an increase in the
principal amount; and (e) any security for the Senior Indebtedness may be modified,
exchanged, surrendered or otherwise dealt with or additional security may be pledged or
mortgaged for the Senior Indebtedness. If, after the occurrence of a Senior Loan Default,
Senior Lender acquires title to any of the Property pursuant to a mortgage foreclosure
conducted in accordance with applicable law, the lien, operation, and effect of the Junior
Security Instrument and other Junior Loan Documents automatically shall terminate with
respect to such Property upon Senior Lender's acquisition of title.
(g) Junior Lender acknowledges that it entered into the transactions
contemplated by the Junior Loan Documents and made the Junior Loan to Borrower
without reliance upon any information or advice from Senior Le nder. Junior Lender
made its own underwriting analysis in connecp ~, ~t~,l~FJBµJ;g fl ~@,<l,11, its own credit
C ITY RECORDEl~'S OFF ICE
P.O. BOX 1455 15
S ub ordinatio n and lntercreditor Agreement (SLC Corporation) 8 SALT LAl<E C ITY, UTAH 8 da1ct"h4 bfft5 Ap~rtments
review of Borrower, and investigated all matters pertinent, in Junior Lender's judgment,
to its determination to make the Junior Loan to Borrower. Junior Lender acknowledges
that it is a sophisticated, experienced commercial lender, and was represented by
competent counsel in connection with this Agreement.
(h) Junior Lender hereby represents and warrants that, as of the date hereof,
the entire proceeds of the Junior Loan have been disbursed to Borrower. Junior Lender
hereby further represents and warrants that: (i) Junior Lender is now the owner and
holder of the Junior Loan Documents; (ii) the Juni.or Loan Documents are now in full
force and effect; (iii) the Junior Loan Documents have not been modified or amended;
(iv) no default or event which, with the passing of time or giving of notice would
constitute a default, under the Junior Loan Documents has occurred; (v) the current
outstanding principal balance of the Junior Indebtedness is $1,000,000; (vi) no scheduled
monthly payments under the Junior Loan Documents have been or will be prepaid except
with the prior written consent of Senior Lender; (vii) none of the rights of Junior Lender
under any of the Junior Loan Documents are subject to the rights of any third parties, by
way of subrogation, indemnification or otherwise; and (viii) there are no other Junior
Loan Documents other than those listed on Exhibit B hereto. Borrower further represents
and warrants that it has provided to Senior Lender a true, complete, and correct copy of
all the Junior Loan Documents.
4. Standstill Agreement; Right to Cure Senior Loan Default.
(a) Until such time as any of the Senior Indebtedness has been repaid in full
and the Senior Security Instrument has been released and discharged, Junior Lender shall
not without the prior written consent of Senior Lender, which may be withheld in Senior
Lender's sole and absolute discretion, take any Enforcement Action, including, without
limitation, (i) accelerate the Junior Loan, (ii) exercise any of Junior Lender's remedies
under the Junior Security Instrument or any of the other Junior Loan Documents
(including, without limitation, the commencement of any judicial or non-judicial action
of proceeding (a) to enforce any obligation of Borrower under any of the Junior Loan
Documents, (b) to collect any monies payable to Borrower, (c) to have a receiver
appointed to collect any monies payable to Borrower; or (d) to foreclose the lien(s)
created by the Junior Security Instrument) or (iii) file or join in the filing of any
involuntary Bankruptcy Proceeding against Borrower or any person or entity which owns
a direct or indirect interest in Borrower; provided, however, that such limitation on the
remedies of Junior Lender shall not derogate or otherwise limit Junior Lender's rights,
following an event of default under the Junior Loan Documents to (a) compute interest on
all amounts due and payable under the Junior Loan at the default rate described in the
Junior Loan Documents, (b) compute prepayment premiums and late charges, and (c)
enforce against any person , other than Borrower and any guarantors or indemnitors under
the Senior Loan Documents, any guaranty of the obligations of Borrower under the
Junior Loan.
(b) Senior Lender shall, simultaneously with the sending of any notice of a
Senior Loan Default to Borrower, send to Junior Lender a copy of said notice under the
Senior Loan Documents; prov ided, however, failure to do so s hall not affect the validity
PROPERTY OF SALT LAl<c
CITY RECORDER'S OFflCE
Subordination a nd lntercreditor Ag reeme nt (S LC Corp oration) 9 P.O . BOX 145515 Garde n Lofts Af a rtments
SALT LAKE CITY, UTAH 84114 -55 5
of such notice or any obligation of Borrower to Senior Lender and shall not affect the
relative priorities between the Senior Loan and the Junior Loan as set forth herein.
Borrower covenants and agrees to forward to Junior Lender, within three (3) business
days of Borrower's receipt thereof, a copy of any notice of a Senior Loan Default
Borrower receives from Senior Lender.
(c) Junior Lender shall have the right, but shall have no obligation, to cure
any Senior Loan Default; provided, if Junior Lender shall elect to cure any such Default,
it shall so notify Senior Lender and shall commence and complete such curing within any
applicable notice or grace period, if any, as Borrower is permitted by the terms of the
Senior Loan Documents to cure such Senior Loan Default. Junior Lender shall not be
subrogated to the rights of Senior Lender under the Senior Loan Documents by reason of
Junior Lender having cured any Senior Loan Default. However, Senior Lender
acknowledges that, to the extent so provided in the Junior Loan Documents, amounts
advanced or expended by Junior Lender to cure a Senior Loan Default may be added to
and become a part of the Junior Indebtedness.
(d) Junior Lender agrees that, notwithstanding any contrary prov1s10n
contained in the Junior Loan Documents, a Senior Loan Default shall not constitute a
default under the Junior Loan Documents if no other default occurred under the Junior
Loan Documents.
(e) Junior Lender acknowledges that any conveyance or other transfer of title
to the Property pursuant to a foreclosure of the Junior Security Instrument (including a
conveyance or other transfer of title pursuant to the exercise of a power of sale contained
in the Junior Security Instrument), or any deed or assignment in lieu of foreclosure or
similar arrangement, shall be subject to the transfer provisions of the Senior Loan
Documents; and the person (including Junior Lender) who acquires title to the Property
pursuant to the foreclosure proceeding ( or pursuant to the exercise of a power of sale
contained in the Junior Security Instrument) shall not be deemed to be automatically
approved by Senior Lender.
5. Insurance. Junior Lender agrees that all original policies of insurance required
pursuant to the Senior Security Instrument shall be held by Senior Lender. The preceding
sentence shall not preclude Junior Lender from requiring that it be named as a loss payee, as its
interest may appear, under all policies of property damage insurance maintained by Borrower
with respect to the Property or that it be named as an additional insured under all policies of
liability insurance maintained by Borrower with respect to the Property. Nothing in this
paragraph shall affect the priority of payment of the proceeds of property damage insurance
under the Senior Security Instrument.
6. Default. Junior Lender and Borrower acknowledge and agree that a default by
either such party under this Agreement shall, at the sole option of Senior Lender, constitute a
default under the Senior Loan Documents. Each party hereto acknowledges that in the event any
party fails to comply with its obligations hereunder, the other parties shall have all rights
available at law and in equity, including the right to obtain specific performance of the
obligations of such defaulting party and injunctive relief. No failure or delay on the part of any
Sub ordination and lnte rc reditor Agreement (S LC Corporation) 10
PROPERTY OF SALT LAl<E
CITY RECORDER'S OFFICE
P.O. BOX 1 45515 Garde n Lofts Apartments
SALT LAl<E CITY, UTAH 84114-5515
party hereto in exercising any right, power or remedy hereunder shall operate as a waiver
thereof, nor shall any single or partial exercise of any such right, power or remedy preclude any
other or further exercise thereof or the exercise of any other right, power or remedy hereunder.
7. Enforcement Costs. Borrower agrees to reimburse Senior Lender for any and all
costs and expenses (including reasonable attorneys' fees) incurred by Senior Lender in
connection with enforcing its rights against Junior Lender under this Agreement.
8. Notices. Any notice which any party hereto may be required or may desire to
give hereunder shall be deemed to have been given and shall be effective only if it is in writing
and (i) delivered personally, (ii) mailed, postage prepaid, by United State registered or certified
mail , return receipts requested, (iii) delivered by overnight express courier or (iv) sent by
telecopier, in each instance addressed as follows:
To Junior Lender:
If to Senior Lender:
With a copy to:
Prior to the Conversion
Date, with a copy to:
City of Salt Lake
PO Box 145488
451 South State Street, Room 406
Salt Lake City, Utah 84114
Attention: Housing & Neighborhood Development
Facsimile: (801) 535-6131
Citibank, N .A .
388 Greenwich Street, 8th Floor
New York, New York 10013
Attention: Transaction Management Group
Re: Garden Lofts Apartments Deal No. 24974
Facsimile: (212) 723-8209
Citibank, N.A.
325 East Hillcrest Drive, Suite 160
Thousand Oaks , California 91360
Attention: Operations Manager/ Asset Manager
Re: Garden Lofts Apartments Deal No. 24974
Facsimile: (805) 557-0924
Citibank, N.A.
388 Greenwich Street, 8th Floor
New York, New York 10013
Attention: Account Specialist
Re: Garden Lofts Apartments Deal No. 24974
Facsimile: (212) 723-8209
Following the Conversion Citibank N .A.
Date, with a copy to: c/o Berkadia Commercial Servicing Department
323 Norristown Road, Suite 300
Ambler, Pennsylvania 19002
PROPERTY OF SALT LA!<E
CITY RECORDER'S OFFICE
Subordination and lnterc redito r Ag reement (S LC Corporati on) 11 P.O . BOX l 455 l 5 Gar d v.n Lofts J).pa rtmen ts SALT LAl<E CITY, UTAH tl4 1 14 -o..> 1 -i
Attention: Client Relations Manager
Re: Garden Lofts Apartments Deal No . 24974
Facsimile: (215) 328 -0305
And a copy of any notices Citibank, N.A.
of default sent to: 388 Greenwich Street
New York, New York 10013
Attention: General Counsel 's Office
Re: Garden Lofts Apartments Deal No . 24974
Facsimile: (646) 291-5754
or at such other addresses or to the attention of such other persons as may from time to time be
designated by the party to be addressed by written notice to the other in the manner herein
provided. Notices, demands and requests given in the manner aforesaid shall be deemed
sufficiently served or given for all purposes hereunder when received or when delivery is refused
or when the same are returned to sender for failure to be called for.
9. WAIVER OF TRIAL BY JURY. TO THE MAXIMUM EXTENT
PERMITTED UNDER APPLICABLE LAW, EACH OF THE PARTIES HERETO (A)
COVENANTS AND AGREES NOT TO ELECT A TRIAL BY JURY WITH RESPECT TO
ANY ISSUE ARISING OUT OF THIS AGREEMENT OR THE RELATIONSHIP BETWEEN
THE PARTIES THAT IS TRIABLE OF RIGHT BY A JURY AND (B) WAIVES ANY RIGHT
TO TRIAL BY JURY WITH RESPECT TO SUCH ISSUE TO THE EXTENT THAT ANY
SUCH RIGHT EXISTS NOW OR IN THE FUTURE. THIS W AIYER OF RIGHT TO TRIAL
BY JURY IS SEPARATELY GIVEN BY EACH PARTY, KNOWINGLY AND
VO LUNT ARIL Y WITH THE BENEFIT OF COMPETENT LEGAL COUNSEL.
10. Term. The term of this Agreement shall commence on the date hereof and shall
continue until the earliest to occur of the following events: (i) the payment of all of the principal
of, interest on and other amounts payable under the Senior Loan Documents; (ii) the payment of
all of the principal of, interest on and other amounts payable under the Junior Loan Documents,
other than by reason of payments which Junior Lender is obligated to remit to Senior Lender
pursuant to the terms hereof; (iii) the acquisition by Senior Lender of title to the Property
pursuant to a foreclosure, or a deed in lieu of foreclosure , of ( or the exercise of a power of sale
contained in) the Senior Security Instrument; or (iv) the acquisition by Junior Lender of title to
the Property pursuant to a foreclosure, or a deed in lieu of foreclosure , of ( or the exercise of a
power of sale contained in) the Junior Security Instrument, but only if such acquisition of title
does not violate any of the terms of this Agreement.
Subordina tion and In terc redito r Ag reement (S LC Corporation) 12
PROPERTY OF StLT LAl<E
CITY RECOF?DER'S OFFICE
P.O. BOX l 45515
SALT LAKE C ITY, UTAH 84114-5515
Garden lofts Apa rtments
11. Miscellaneous.
(a) Junior Lender shall, within ten (10) business days following a request
from Senior Lender, provide Senior Lender with a written statement setting forth the then
current outstanding principal balance of the Junior Loan, the aggregate accrued and
unpaid interest under the Junior Loan, and stating whether, to the knowledge of Junior
Lender, any default or event of default exists under the Junior Loan, and containing such
other information with respect to the Junior Indebtedness as Senior Lender may require.
Upon notice from Senior Lender from time to time, Junior Lender shall execute and
deliver such additional instruments and documents, and shall take such actions, as are
required by Senior Lender in order to further evidence or effectuate the provisions and
intent of this Agreement.
(b) This Agreement shall bind and inure to the benefit of all successors and
assigns of Junior Lender and Senior Lender. Senior Lender may assign its interest in the
Senior Loan Documents without notice to or consent of Junior Lender. Junior Lender
may only assign its rights and interests hereunder following the prior written consent of
Senior Lender, which consent may be withheld or conditioned in its sole and absolute
discretion.
(c) Senior Lender hereby consents to the Junior Loan and the Junior Loan
Documents; provided, however, that this Agreement does not constitute an approval by
Senior Lender of the terms of the Junior Loan Documents. Junior Lender hereby
consents to the Senior Loan and the Senior Loan Documents; provided, however, that this
Agreement does not constitute an approval b y Junior Lender of the terms of the Senior
Loan Documents.
(d) This Agreement may be executed in multiple counterparts, each of which
shall constitute an original document and all of which together shall constitute one
agreement.
(e) IN ALL RESPECTS, INCLUDING, WITHOUT LIMITATION,
MA TIERS OF CONSTRUCTION AND PERFORMANCE OF THIS AGREEMENT
AND THE OBLIGATIONS ARISING HEREUNDER, THIS AGREEMENT HAS
BEEN ENTERED INTO AND DELIVERED IN, AND SHALL BE CONSTRUED IN
ACCORDANCE WITH AND GOVERNED BY, THE LAWS OF THE STATE WHERE
THE PROPERTY IS LOCATED, WITHOUT GIVING EFFECT TO ANY
PRINCIPLES OF CONFLICTS OF LAW.
(f) Time is of the essence m the performance of every covenant and
agreement contained in this Agreement.
(g) If any provision or remedy set forth in this Agreement for any reason shall
be held to be invalid, illegal or unenforceable in any respect, such invalidity, illegality or
unenforceability shall not affect any other provision or remedy of this Agreement and this
Agreement shall be construed as if such invalid, ill egal or unenforceable prov ision or
Subordination and lntercreditor Agreement (SLC Collloration) 13
PROPERTY OF Sfa.LT l.Al<E
CITY RECORDEr,?'S OFFICE
P.O . BOX 145 515
SALT LAl<E CITY, UTAH @Wie1 lf-ts p1a!J11ents
remedy had never been set forth herein, but only to the extent of such invalidity, illegality
or unenforceability.
(h) Each party hereto hereby represents and warrants that this Agreement has
been duly authorized, executed and delivered by it and constitutes a legal, valid and
binding agreement enforceable in all material respects in accordance with its terms.
(i) Borrower hereby acknowledges and consents to the execution of this
Agreement, and agrees to be bound by the provisions hereof that are applicable to
Borrower. Solely as between Senior Lender and Junior Lender, all of the signatories
below hereby agree that to the extent of any conflict between the terms and provisions of
this Agreement and the terms and provisions of the Senior Loan Documents and/or the
Junior Loan Documents respectively, the terms and provisions of this Agreement shall
govern and control. By executing this Agreement in the place provided below, Borrower
hereby (i) acknowledges the provisions hereof, (ii) agrees not to take any action
inconsistent with Senior Lender's rights or Junior Lender's rights under this Agreement,
(iii) waives and relinquishes to the maximum extent permitted by law any and all rights,
defenses and claims now existing or hereinafter accruing relating to Junior Lender's
forbearance from exercising any rights and remedies pursuant to Section 4 of this
Agreement, including, without limitation, any defenses based on the statute of limitations
or any equitable defenses, such as laches, and (iv) acknowledges and agrees that (A) this
Agreement is entered into for the sole protection and benefit of Senior Lender and Junior
Lender (and their respective successors, assigns and participants), and no other person
(including Borrower) shall have any benefits, rights or remedies under or by reason of
this Agreement, (B) nothing in thi s Agreement is intended, or shall be construed to ,
relieve or discharge the obligations or liabilities of any third party (including Borrower
under the Senior Loan Documents and the Junior Loan Documents), (c) neither of them
nor any of their affiliates shall be, or be deemed to be, beneficiaries of any of the
provisions hereof or have any rights hereunder whatsoever, and (D) no provision of this
Agreement is intended to , or shall be construed to , give any such third party (including
Borrower) any right subrogating to the rights of, or action against, Senior Lender or
Junior Lender.
(j) No amendment, supplement, modification, waiver or termination of this
Agreement shall be effective against any party unless such amendment, supplement,
modification, waiver or termination is contained in a writing signed by such party.
(k) No party other than Senior Lender and Junior Lender shall have any rights
under, or be deemed a beneficiary of any of the provisions of, this Agreement.
(1) Nothing herein or in any of the Senior Loan Documents or Junior Loan
Documents shall be deemed to constitute Senior Lender as a joint venturer or partner of
Junior Lender.
12. REPRESENTATION REGARDING ETHICAL STANDARDS FOR CITY
OFFICERS AND EMPLOYEES AND FORMER CITY OFFICERS AND EMPLOYEES.
Senior Lender and Borrower each represents , solely with respect to itself and its agents and
Subordination a nd lnte rcredito r Agreem ent (SLC Corporation) 14
PROPERTY OF SALT LA!<E
CITY RECORDER'S OfflCF
P.O. BOX 145515 Garden Lofts Apartments
SALT LAl<E CIW, UTAH 84114-5515
employees, that it has not: ( 1) provided an illegal gift or payoff to a City officer or employee or
former City officer or employee, or his or her relative or business entity; (2) retained any person
to solicit or secure this contract upon an agreement or understanding for a commission,
percentage, or brokerage or contingent fee , other than bona fide employees or bona fide
commercial selling agencies for the purpose of securing business; (3) knowingly breached any of
the ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake
City Code; or (4) knowingly influenced, and hereby promises that it will not knowingly
influence, a City officer or employee or former City officer or employee to breach any of the
ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake City
Code
13. Attached Exhibits.
The following Exhibits are attached to this Agreement and are incorporated by reference
herein as if more fully set forth in the text hereof:
Exhibit A -Legal Description
Exhibit B -Junior Loan Documents
Exhibit C-Modifications to Subordination and Intercreditor Agreement
The terms of thi s Agreement are modified and supplemented as set forth in said Exhibits.
To the extent of any conflict or inconsistency between the terms of said Exhibits and the text of
this Agreement, the terms of said Exhibits shall be controlling in all respects.
[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]
Subordination and lntercreditor Agreement (SLC Corporation) 15
Pl~OPERTY OF SALT LA:<::
CITY f<ECORDE:R'S CF-ICE
P.O . BOX 145515
SALT LAl<E Clfr, UTl"\HGag'zt f,~t P~'titt s
IN WITNESS WHEREOF, the undersigned have duly executed and delivered this
Subordination and Intercreditor Agreement or caused this Subordination and Intercreditor
Agreement to be duly executed and delivered by their respective authorized representatives as of
the date first set forth above.
ATTEST: r
STATE OF UTAH
COUNTY OF SALT LAKE
JUNIOR LENDER:
SALT LAKE CITY CORPORATION, a Utah
municipal corporation
By: ~fl'),(?~
acquelineM.Biskupski,Mayor
Approved as to Form
Salt Lake City Attorney's Office
By:m:KefuK
nnberly K. Chytraus
t9oil:'.:'. Attorney Date: \ 2D I]
On December l3 2017 before me, ~ \ 1\"\0V\.t... rb\rl:\t)( , personally appeared Jacqueline M.
Biskupski who, personally known to me or proved to me on the basis of satisfactory evidence to be
the person whose name is subscribed to the within instrument and acknowledged to me that
he/she/they executed the same in his/her authorized capacity, and that by his/her s ignature on the
instrument the person, or the entity upon behalf of which the person acted, executed the instrument.
WITNESS my hand and official seal.
Signature ~
Subordination and lnte rcreditor Agree ment (S LC Co)l'.loration)
of Notary Public
NOTARY PUBLIC
SIMONE BUTLER
697404
COMM ISSION EXPIRES
OCTOBER 25, 2021
STATE OF UTAH
S-1
P,,OPEr.Ty _)~ ! I I'\
Cl'IY l~ECORDER" OF, I ~'-"
P.O BCX l 45515
SALT LA1<1: CffY, U iAH a 4°ttf1s~s{rrt ments
SENIOR LENDER:
CITIBANK, N .A.
By:------------
Name: Bryan Barker
Title: Authorized Signatory
GENERAL ACKNOWLEDGMENT
A notary public or other officer completing this certificate verifies only the identity of the
individual who signed the document to which this certificate is attached, and not the truthfulness,
accuracy, or validity of that document.
ST A TE OF CALIFORNIA
COUNTY OF -----
)
)
)
On December_, 2017, before me, _______________ , N otary
Public, personally appeared Bryan Barker, who proved to me on the basis of satisfactory
evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and
acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies),
and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of
which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that
the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature of Notary Public
Subordina tion and lntercred itor Agreement (S LC Corpora tio n) S-2
(Seal)
PROPERTY OF SALT LAl<E
C ITY RECORDER'S OFFICE
P.O . BOX l 45515
SALT LAl<E C ITY, UTAH 84114-5515
Garden Lofts Apartme nts
ACKNOWLEDGED AND AGREED AS OF THE DATE FIRST SET FORTH ABOVE:
STATE OF UTAH )
)
COUNTY OF SALT LAKE )
BORROWER:
GARDEN LOFTS HOLDINGS, LP,
a Utah limited partnership
By: Garden Lofts GP, LLC,
a Utah limited liability company
Its: General Partner
By: ---------
Name: Jeffrey S. Nielson
Title: Manager
On December , 2017 before me, , Notary Public, personally
appeared Jeffrey S. Nielson, personally known to me or proved to me on the basis of satisfactory
evidence to be the person whose name(s) is subscribed to the within instrument and
acknowledged to me that he/she executed the same in his/her authorized capacity, and that by
his/her signature on the instrument the person, or the entity upon behalf of which the person
acted, executed the instrument.
WITNESS my hand and official seal.
Sub ordinati o n and lntercredito r Agreeme nt (SLC Corp oration)
Signature of Notary Public
S-3
PROPERTY OF SALT LAl<E
CITY RECORDER 'S OFFICE
P.O. BOX l 45515
SALT LAKE CITY, UTAH 84114-5515
Gard e n Lofts Apartments
EXHIBIT A
LEGAL DESCRIPTION
All of Lot 1, SALT CITY PLAZA MINOR SUBDIVISION, located in the Southeast Quarter
of Section 1, Township 1 South, Range 1 West, Salt Lake Base and Meridian, more
particularly described as follows:
Beginning at a point on the West line of Lot 5, Block 32, Plat "A", Salt Lake City Survey, said
point also being in the East right-of-way line of 200 West Street, said point lies South
00°01 '45" West from the Northwest comer of said Lot 5, along the West line of Lot 5, 239.40
feet, said point also lies South 00°00'48" East along the monument line of 200 West Street
306.39 feet and North 89°59'12" East 70.81 feet from the Salt Lake City Survey Monument in
the intersection of200 West Street and 500 South Street and running thence North 89°54'10"
East 165. 04 feet to the East line of said Lot 5; thence North 00°01 '44" East along said East line
129 .87 feet; thence East 36.58 feet; thence South 6.65 feet; thence East 19.13 feet; thence
South 7.33 feet; thence East 65.14 feet; thence South 45 °00'00" East 15.84 feet ; thence East
44.16 feet ; thence South 45 °00'00" East 11.73 feet; thence East 103 .58 feet; thence South
45°00'00" East 27.06 feet; thence East 22.84 feet to the East line of Lot 7 of said Block 32;
thence South 00°01 '41" West along said East line and the extension thereof 171 .50 feet; thence
South 89°54'05" West 95.03 feet; thence South 00°01'42" West 198 .60 feet; thence South
89°53'54" West 32.88 feet; thence South 00°01 '42" West 127.56 feet to the South line of Lot 2
of said Block 32, said point also being on the North right-of-way line of 600 South Street;
thence South 89°53'46" West along said right-of-way 202.18 feet to the Southwest comer of
Lot 3 of said Block 32 ; thence North 00°01'44" East along the West line of said Lot 3 and the
extension thereof 354.95 feet; thence South 89 °54'06" West 165.04 feet to the West right-of-
way line of said 200 West Street; thence North 00°01 '45" East along said West line 66.04 feet
to the point of beginning.
Tax Parcel No.: 15-01-476-021
Subordination and lntercreditor Agreeme nt (S LC Corporation) A-1
PROPERTY OF SALT LAl<E
CITY RECORDER'S Off ICE
P.O. BOX 145515
SALT LAKE CITY, UTAH 84114-5515
Gardea Lofts Apartments
EXHIBITB
JUNIOR LOAN DOCUMENTS
1. Promissory Note, dated as of the date hereof, made by Garden Lofts Holdings,
LP, a Utah limited partnership ("Borrower") to Salt Lake City Corporation, a
municipal corporation of the State of Utah ("Junior Lender").
2 . Loan Agreement, dated as of the date hereof, by and between Borrower and
Junior Lender.
3. Trust Deed with Assignment of Rents, dated as of the date hereof, made b y
Borrower for the benefit of Junior Lender.
Subordination and lntercreditor Agreement (S LC Coll)oralion) B-1
PROPERTY OF SALT LAl<E
CITY RECORDER'S OFFICE
P.O BOX 145515 SALT LAl<E CITY, UTAH 84114-5515
Garden Lofts Apartments
EXHIBIT C
MODIFICATIONS TO
SUBORDINATION AND INTERCREDITOR AGREEMENT
The following modifications are made to the text of the Agreement that precedes this
Exhibit:
None.
Capitalized terms used and not defined herein shall have the respective meanings ascribed to
them in the Agreement.
Subord ination and Intercreditor Agreement (SLC Corporation) C-1 Garden Lofts Apartments
Exhibit 5
Recorded HTF Loan
LOAN AGREEMENT
Garden Lofts Holdings, LP
(Garden Lofts Project)
RECORDED
DEC 1 4 2017
_________________ C_ITY____:_;Ro=-ECORDER
THIS AGREEMENT is by and between SALT LAKE CITY CORPORATION, a munici pal
corporation of the state of Utah, hereinafter called the "City," and Garden Lofts Holdings, LP,
hereinafter called the "Borrower," and is dated the date that the City Recorder attests the
applicable City signature (which date shall be the recordation date).
WHEREAS, the Borrower has applied to the City for a loan from the City's Housing Trust Fund
for the Garden Lofts project located at 154 West 600 South in Salt Lake City, Utah (the
"Project"); and
WHEREAS, the City is willing to make said loan to the Borrower on the terms and conditions
hereinafter set forth;
NOW, THEREFORE, in consideration of the mutual covenants and agreements contained
herein, the parties hereto agree as follows:
ARTICLE 1
THE LOAN
SECTION 1.01-THE LOAN, NOTE AND RATE
Subject to the terms and conditions of this Agreement, the City hereby agrees to loan to
Borrower, and the Borrower hereby agrees to borrow from the City and repay to the City or its
assigns, a sum of ONE MILLION AND NO/100 DOLLARS ($1,000,000) (the "Loan"). The
obligation of the Borrower to repay the Loan shall be evidenced by a Promissory Note (the
"Note") of the Borrower in a form satisfactory to the City, dated on the date on which the Loan is
made (the "Closing Date "), payable over thirty-five (35) years with payments commencing and
continuing as more fully set forth in the Note, and pa yable to the order of the City for the amount
of the Loan with interest on the unpaid principa l at the rate of two and one-half perce nt (2 .5%)
per annum. The City's loan shall be secured by a trust deed (the "Trust Deed ") on the Proje ct.
The documents evidencing and securing the Loan are herein collectively referred to as the
"Loan Documents."
SECTION 1.02-THE TERM AND REPAYMENT
(a). The term of the Loan shall be for thirty-eight (38) years beginning upon
date of funding. The first three (3) years Borrower shall pay interest only. The first
payment shall be due at the end of the three (3) year interest only period on April 1 ,
2021 in the amount of $75,000 (the "First Payment"). Subsequent payments shall
thereafter be made annually ("Annual Payments") comme nc ing on April 1, 2022
and on each April 1 thereafter, until all monies owed to the City have been paid in
full. The maximum amount of th e Annual Payment shall be $42,899.43; provided,
howeve r, the amount of each Annual Payment shall be limited to the amount of the
available Surplus Cash, it being understood that the Borrower shall not be in default
if it pays the Surplus Cash, or if there is no Surplus Cash, if no Annual Payment is
made for the period when no Surplus Cash is available. Borrower will provide a
copy of Borrower's full annual audit each year within thirty (30) days of the
completion of the annual audit and such annual audit shall be the conclusive
evidence of the availability of Surplus Cash for repayment of the Loan. The City
acknowledges that available Surplus Cash will be split evenly between payment on
the City's Loan and the Olene Walker Housing Trust Fund Loan.
(b). For purposes of this Agreement, "Surplus Cash" shall mean with respect to any period,
75% any revenues of the Borrower remaining after paying, or setting aside funds for paying,
all of the following:
(i) All sums due or currently required to be paid (including but not limited to any
deposits to a principal reserve fund) under that project loan agreement (the "Senior Loan
Agreement"), defined in that certain Subordination Agreement (the "Subordination
Agreement") dated as of December __ , 2017, by and between Citibank, N.A. ("Senior
Mortgagee"), City and Borrower;
(ii) All deposits to any replacement reserve, completion/repair reserve or other
reserve or escrow required by the Borrower's Senior Mortgagee and investor limited partner;
(iii) All fees due or currently payable by the Borrower in connection with any loan
senior to the City's loan as such requirements are described in Senior Loan Agreement and
Subordination Agreement; and
(iv) All reasonable operating expenses of the mortgaged property defined in the
Senior Loan Documents (the "Mortgaged Property"), including but not limited to real estate
taxes, insurance premiums, utilities, building maintenance, painting and repairs,
management fees, payroll , administrative expenses, legal expenses and audit expenses
(including any fees, deposits or escrows payable under the Borrower's organizational
documents, but excluding any developer fees payable with respect to the Mortgaged
Property).
(c). Interest shall commence accruing on the date of this Agreement. Each Annual
Payment shall be applied first to accrued interest, then to currently due interest, and then to
the repayment of principal. If Surplus Cash is not sufficient to make a full First or Annual
Payment required under this loan then the unpaid principal portion of such payment shall
be deferred and the interest shall accrue and be added to the next Annual Payment. If the
Loan has not been fully repaid by the end of the loan term, or if the Loan has not
otherwise been paid in full, the City, at its discretion, may call the entire outstanding loan
amount due or at the City's sole discretion renegotiate the Loan with the Borrower.
Borrower acknowledges that the Loan shall become immediately due and payable
to the City if the use of the Project changes from what is described in Section 1.04, without
the prior written of consent of the City which consent shall not be unreasonably withheld,
conditioned , or delayed.
Borrower acknowledges that the City will require an annual report from the
Borrower. The annual report will include information on the two hundred seventy two (272)
units funded by the City. Borrower will provide documentation on tenant income verifying
units are occupied by persons at 60% of area median income or below. These reports will
be reviewed and verified by the Housing and Neighborhood Development Staff.
2
All payments shall be applied first to late fees, if any, then to interest, and then to
principal. All payments shall be made when due to the City at its address as City may designate
in writing.
SECTION 1.03-PERSONAL GUARANTEE
Not applicable .
SECTION 1.04-PURPOSE OF LOAN
The purpose of this Loan is for the construction of the Project consisting of 272 income
restricted rental units for households earning at or below 60% of the area median income. The
Borrower agrees that it shall apply funds received by it under this Agreement in accordance with
the purpose stated above . The Borrower further agrees that no application of any funds
received from the City hereunder shall be made in violation of federal or state law or Salt Lake
City ordinances.
SECTION1 .05-DUL Y ORGANIZED
The Borrower certifies that it is a Utah limited partnership in good standing , having been
organized on October 16, 2017.
SECTION 1.06-TERMS, COVENANTS AND CONDITIONS
Borrower agrees to abide by and be bound by the attached Terms , Covenants and
Conditions marked as Exhibit "A," and the Use of Proceeds marked as Exhibit "B," and
incorporated herein by this reference . Borrower acknowledges that it has received a copy of
such Terms, Covenants and Conditions, and the Use of Proceeds, has read the same, and
accepts them as legal binding parts of this Loan Agreement.
SECTION 1.07-FEES
Not applicable.
IN WITNESS WHEREOF, the parties hereto are signing this Agreement as of the date
stated in the introductory clause.
RECORDED
DEC t 4 2017
CITY RECORDER
ATTEST:
~ City RBCOrder
3
CITY:
Salt Lake City Corporation, a Utah municipal
corporation
By Q::r&f/1:/:~
STATE OF UTAH
:ss
COUNTY OF SALT LAKE )
GARDEN LOFTS HOLDINGS, LP, a Utah limited
partnership
By: Garden Lofts GP , LLC, a Utah limited
liability company
its General Partner
The foregoing instrument was duly acknowledged before me this ] 4~ day of
December, 2017, by Jeffrey S. Nielson, Manager of Garden Lofts GP, LLC , a Utah limited
liability company that is the General Partner for Garden Lofts Holdings LP, a Utah limited
partnership .
•
ARNAE BALLANTYNE
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COMMISSION# 680146
COMM, EXP. 01·18-2019
Salt Lak e County, Utah
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ACKNOWLEDGEMENT OF RECEIPT OF COPY OF TERMS,
COVENANTS AND CONDITIONS TO LOAN AGREEMENT
COMES NOW the Undersigned, hereinafter referred to as the "Borrower ," and
acknowledges receipt of a copy of Ex hibit A, "Terms , Covenants and Conditions," and Exh ibit B,
"Use of Proceeds" to Loan Agreement and acknowledges that he has read the same, and
acknowledges his agreement t o accept them as legal and binding parts of the Loan Agreement.
DATED this / 4ft day of December, 2017.
GARDEN LOFTS HOLDINGS, LP, a Utah li m ited
partnership
By: Garden Lofts GP, LLC, a Utah lim ited
liability company
its General Partner
Jeffrey S Nielson
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SALT LAKE CITY CORPORATION
EXHIBIT "A"
TO LOAN AGREEMENT
TERMS, COVENANTS AND CONDITIONS
It is expressly agreed by the parties that this Exhibit is incorporated in and a part of that
certain Loan Agreement by and between Salt Lake City Corporation (the "City") and Garden
Lofts Holdings, LP, a Utah limited partnership, (the "Borrower"), and that all of the terms,
conditions and provisions set forth below are to apply to that Agreement and are made a part of
that Agreement as though they were expressly rewritten , incorporated and included therein.
ARTICLE II
REPRESENTATIONS AND WARRANTIES
The Borrower Represents and Covenants the Following:
SECTION 2.01: DULY AUTHORIZED
The making and performance by the Borrower of this Agreement, and the execution and
delivery of the Note, and any security agreements and Instruments have been duly authorized
by all necessary action, including but not limited to company, partnership or individual action,
and will not violate any law, rule, regulation, order, writ, judgment, decree, determination or
award presently in effect having applicability to the Borrower or any provision of the Borrower's
Partnership Agreement, dated ___________ (the "Partnership Agreement"), or
result in a breach of or constitute a default under any indenture or bank loan or credit agreement
or any other agreement or instrument to which the Borrower is a party or by which it or its
property may be bound or affected.
SECTION 2.02: LEGALLY BINDING INSTRUMENTS
When this Agreement is executed by the Borrower and the City, and when the Note is
executed and delivered by the Borrower for value , each such instrument shall constitute the
legal, valid, and binding obligation of the Borrower in accordance with its terms. Any security
agreements and instruments, financing statements, mortgages, trust deeds, and other liens on
collateral or real estate with respect to the Loan shall constitute legal, valid and binding liens.
The City acknowledges it is subordinating its Loan and the collateral for such Loan as set forth
in the Subordination Agreement to certain senior financing previously disclosed to the City and
will share second priority with the lien in favor of the Olene Walker Housing Loan Fund (the
"Olene Walker Loan")
SECTION 2.03: NO LEGAL SUITS
There are no legal actions, suits , or proceedings pending or, to the knowledge of the
Borrower, threatened against the Borrower before any court or administrative agency, whi c h, if
determined adversely to the Borrower, would have a material adverse effect on the financial
condition or business of the Borrower.
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SECTION 2.04: NO LEGAL AUTHORIZATION NEEDED
No authorization, consent or approval, or any formal exemption of any Governmental
body, regulatory authorities (Federal, State or Local) or mortgagee, creditor or third party is or
was necessary to the valid execution and delivery by the Borrower of this Agreement, the Note,
any security agreement, financing statement or the Trust Deed.
SECTION 2.05: NOT IN DEFAULT
The Borrower is not in default of any obligation , covenant, or condition contained in any
bond, debenture, note or other evidence of indebtedness or any mortgage or collateral
instrument securing the same.
SECTION 2.06. TAXES ARE PAID
The Borrower ha s filed all tax returns which are required and has paid or made provision
for the payment of all taxes which have or may become due pursuant to said returns or pursuant
to any assessments levied against the Borrower or its personal or real property by any ta xing
agency, federal, state or local. No tax liability has been asserted by the Internal Revenue
Service or other taxing agency, federal, state or local for taxes materially in excess of those
already provided for the Borrower knows of no basis for any such deficiency assessment.
SECTION 2.07: NO ADVERSE CHANGE
The Borrower certifies th at there has been no adverse change since the date of loan
application in the financial condition , organization, operation, business prospects, fi xed
properties, or personnel of the Borrower.
ARTICLE Ill
CONDITIONS OF LENDING
The obligation of the City to make the Loan shall be subject to the fulfillment at the t ime of
funding of each of the following conditions:
SECTION 3 .01 : EX ECUTION OF AUTHORIZATION
The Borrower shall have executed and delivered to the City the loan commitmen t, if
applicable.
SECTION 3.02: EXECUTION AND DELIVERY OF NOTE AND LOAN AGREEMENT
The Borrower shall have executed and delivered to the City this Loan Agreement and
the Note in a form satisfactory to the City and its counsel.
SECTION 3.03: EX ECUTION AND DELIVERY OF SECURITY AGREEMENT AND
MORTGAGE
If required by the City, the Borrower shall have executed and delivered to the City a
security ag reement and financing statements in a form satisfactory to the City, giving the City
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security in all of the collateral and personal property acquired with the Loan proceeds, and/or
the Borrower shall have executed and delivered to the City, the Trust Deed on the real estate .
Said security agreement (the "Security Agreement"), financing statements (the "Financing
Statements") and Trust Deed shall be free and clear of all prior liens and encumbrances, except
as provided for Section 2.02 herein . The Security Agreement, Financing Statements and Trust
Deed are to secure payment of the principal of the Note, the interest thereon, and any other
sums payable by the Borrower hereunder.
SECTION 3.04: EXECUTION AND CERTIFICATION OF RESOLUTION OF BOARD OF
DIRECTORS OR CERTIFICATE OF PARTNERSHIP
If required by the City, the Borrower shall have executed and delivered to the City a duly
certified copy of a Resolution of the Manager of the General Partner of the Borrower authorizing
the execution and delivery by the Borrower of this Agreement, the Note, and Security
Agreement and Trust Deed.
SECTION 3.05: CORPORATE OR PARTNERSHIP PAPERS
The Borrower shall have delivered to the City if requested , copies of the Borrower's
Partnership Agreement, Certificate of Limited Partnership, W-9.
SECTION 3.06 : TITLE INSURANCE
Borrower shall provide to Lender a current title commitment for City's review, At Closing,
the Borrower shall have secured lenders title insurance in the form and issued by companies
satisfactory to the City, in the amount of the Loan, insuring the City's lien under the Trust Deed ,
subject only to exceptions approved by the City if no loan commitment is issued. The title policy
shall show no delinquent taxes or assessments affecting the real property or any part thereof on
the date of closing except as approved by the City.
SECTION 3.07 : GOVERNMENTAL APPROVAL
The Borrower shall have secured all necessary approvals or consents, if required, of
Governmental bodies having jurisdiction with respect to its business .. If this Loan is to be used
for construction , Borrower shall have obtained all required building and other applicable permits
and approvals .
SECTION 3.08 : APPROVAL OF OTHERS
The Borrower shall have secured all necessary approvals or consents required with
respect to this transaction by any mortgagor, creditor or other party having any financial interest
in the Borrower. The Borrower will provide evidence of all funding commitments and executed
tax credit investor agreement.
ARTICLE IV
AFFIRMATIVE COVENANTS OF THE BORROWER
The Borrower agrees to comply with the following covenants from the date hereof until
the City has bee n fully repaid with interest, unless the City or its a ssigns sh all otherwise consent
in writing:
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SECTION 4.01: PAYMENT OF THE LOAN
The Borrower agrees to pay punctually the principal and interest on the Note according
to its terms and conditions and to pay punctually any other amounts that may become due and
payable to the City under or pursuant to the terms of this Agreement or Note.
In the event City or its agent or assignee accepts a late payment after the date on which such
payment is due, the Borrower agrees to pay a late payment charge equal to five percent of the
late amount or ONE HUNDRED and NO/100THS DOLLARS ($100.00), whichever is greater, as
compensation for additional collection efforts.
Subject to any provisions to the contrary in the Senior Loan document or Subordination
Agreement, the Borrower reserves the right to prepay at any time all or any part of the principal
amount of the Note without the payment of penalties or premiums. All payments on this Note
shall be applied first to late charges, if any, then to the interest due on the Note, and then to the
principal due on the Note.
SECTION 4.02: PAYMENT OF OTHER INDEBTEDNESS
The Borrower agrees to pay punctually the principal and interest due on any other
indebtedness now or hereafter at any time owing by the Borrower to the City or any other entity.
SECTION 4 .03: MAINTAIN AND INSURE PROPERTY
The Borrower agrees at all times to maintain the property provided as security for this
Loan in such condition and repair that the City's security interest therein will be adequately
protected.
If the security is real property, the Borrower also agrees to maintain during the term of
the Loan adequate hazard insurance policies covering fire and extended coverage and such
other hazards as may be deemed appropriate in amounts and form sufficient to prevent the
Borrower from becoming a co-insurer and issued by companies satisfactory to the City with
acceptable loss payee clauses in favor of the City. The Borrower further agrees, if at any time
during the life of the Loan the Borrower's property is declared to be within a flood hazard area,
to purchase Federal Flood Insurance, if available. Such insurance shall be in an amount equal
to the lesser of: i) the amount of the Loan; ii) the insurable value of the property; or iii) the
maximum limit of coverage available.
Subject to any provisions to the contrary in the Senior Loan document or Subordination
Agreement, and notwithstanding anything to the contrary contained in the Loan Documents, City
agrees to apply all insurance proceeds resulting from casualty to or damage of the real property,
including improvements, securing the loan {the "Project") and all payments or awards resulting
from a taking for any public or quasi-public purpose by any lawful power or authority by exercise
of the power of condemnation or eminent domain toward the restoration , replacement or
rebuilding of the Project, or any part thereof, as nearly as possib,le to its value, condition and
operational character immediately prior to any such damage, destruction or taking
("Restoration"), provided sufficient funds are available from all sources to complete such
Restoration .
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The Borrower agrees to obtain and maintain during the entire term of this Loan a
comprehensive general liability policy of insurance with minimum coverage amounts as required
by City from time to time, but for the present, a minimum of $2,000,000 per occurrence and
$3,000,000 aggregate. Said insurance shall provide for a minimum of thirty (30) day's prior
written notice of cancellation to the City, but cancellation shall not relieve Borrower of this
obligation to provide insurance. On all such coverage, City shall be named as an additional
insured. Borrower shall furnish to City appropriate certificates of insurance verifying such
present and continued coverage, concurrently with the execution hereof. Borrower also agrees
to provide additional certificates as changes occur in policies or coverage during the term of this
Loan. All policies of insurance provided shall be issued by insurance companies qualified to do
business in the State of Utah and listed on the United States Treasury Department's current
Department of Treasury Fiscal Services List 4 70, or having a general policyholder's rating of not
less than "A-" in the most current available A.M. Best Co., lnc.'s, Best Insurance Report.
Upon request, Borrower shall provide satisfactory evidence of appropriate insurance
coverage.
SECTION 4.04: PAY ALL TAXES
The Borrower agrees to duly pay and discharge all taxes, assessments, and
governmental charges upon it or against its properties prior to the date on which the penalties
attach thereto, except that the Borrower shall not be required to pay any such tax, assessment,
or governmental charge which is being contested by it in good faith and by appropriate
proceedings.
SECTION 4.05: PROVIDE AFFORDABLE HOUSING
The loan funds at issue are being provided on the specific condition that no less than
one hundred percent (100%) of the total units to be built in the development will be offered and
leased under terms affordable to households at or below 60% of area median income, as
defined for purposes of administration of the federal Low Income Housing Tax Credit program
for a period of not less than fifty-five (55) years from the date the units are first placed into
service. The Borrower agrees that any variance from that condition will constitute a breach the
conditions of the loan and all loan amounts and interest owing thereon shall immediately
become due and payable. The Borrower will provide documentation to the City at initial lease up
and through annual reports demonstrating compliance with the affordability restrictions.
SECTION 4.06: MAINTAIN LEGAL EXISTENCE
The Borrower agrees to maintain its existence, rights , privilege, and franchises within the
State of Utah, and remain qualified to do business in each jurisdiction in which its present or
future operations or its ownership of property require such qualification.
SECTION 4.07: PROVIDE FINANCIAL AND PROJECT INFORMATION
The Borrower agrees to maintain adequate records and books of account, in which
complete entries will be made reflecting all of its business and financial transactions, such
entries to be made in accordance with generally accepted principles of good accounting practice
consistently applied in the case of financial transactions.
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In addition, the Borrower agrees to deliver to the City financial statements, certified by an
authorized officer of the Borrower to be true and accurate copies, upo n request. Borrower shall
have completed and deliver to City an annual aud it within 30 days of completion.
The Bo rrower further agrees to provide written notice to the City of any public hearing or
meeting before any administrative or other public agency that may, in any manner, affect the
collateral, personal property or real estate securing the Loan (the "Collate ral").
The Borrower agrees to prov ide the City the following notifications and documentation:
1) quarterly progress reports post-closing through project completion; 2) notification of material
changes to project financing sources or costs (defined as a change greater than 5%); 3)
notification of project lease up; 4) notification of project completion; 5) project certificate of
occupancy; 6) final cost certification; 7) property management agent contact information and
management agreement.
SECTION 4.08: RIGHT TO INSPECTION
The Borrower agrees to grant the City, until the Note has been fully repaid with interest,
the right during normal business hours to inspect the Collateral used to secure the Loan; and
the Borrower further agrees to provide the City free access to the Borrowe r's premises for the
purpose of such inspection to determine the condition of the Collateral provided such entry and
inspection shall not unreasonably interfere with the construction or operation of the Collateral.
SECTION 4.09: NULL AND VOID COVENANTS
The Borrower agrees that in the event any provision of this Loan Agreement or any other
instrument executed at closing, or the application thereof to any person or circumstances, shall
be declared null and void, invalid, or held for any reason to be unenforceable by a Court of
competent jurisdiction, the remainder of such agreement shall ne ve rth e less remain in full force
and effect, and to this end, the provisions of all covenants, conditions, and agreements
described herein are deemed separate.
SECTION 4.10: EXPENSES AND CLOSING COSTS
If required by the City, the Borrower agrees to pay all fees and charges incurred with
respect to the Loan, or its making, or transfer to the City in any way connected therewith ,
including, but not limited to, the fees and out-of-pocket expenses of local counsel employed by
the City, title insurance and survey costs , recording and filing fees, mortgage taxes,
documentary stamp, and any other assessments, fees and expenses payable in connection with
this transaction and with the enforcement of this Loan Agreement a nd Note. In the event the
processing of the Loan is terminated, for whatever reason, or the Loan is not funded , for
whatever reason, Borrower agrees to pay all fees of legal counsel employed by City to assist
Borrower at the rate of $100.00 per hour, plus out-of-pocket expenses, and the fees of the
representative of City at the rate of $150.00 per hour, plus out-of-pocket expenses, within thirty
(30) days after billing . Interest shall accrue on unpaid fees at the rate of eighteen percent (18%)
per annum compounded monthly.
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SECTION 4.11: NOTICE OF DEFAULT
The Borrower agrees to give written notice to the City of any event, within ten (10) days
of the event, which constitutes an Event of Default under this Loan Agreement as described in
Article VI herein, or that would, with notice or lapse of time or both, constitute an Event of
Default under this Loan Agreement.
SECTION 4.12: INDEMNIFICATION
Borrower agrees and covenants to hold the City harmless, indemnify and defend it and
its officers and agents of and from any and all claims of loss, damages or injury sustained by
any person or damage to property and all expenses, including reasonable attorneys' fees ,
incurred or thereby arising from Borrower's performance under this agreement, including but not
limited to any event of default under Article VI herein by the Borrower's principals, staff, agents,
contractors or employees. Nothing herein shall be construed to require the Borrower to
indemnify the City against the City's negligence or willful misconduct.
If any of the following events of default referred to in the subsections listed below ("Event
of Default") shall occur and be continuing at the time of such demand, the entire unpaid principal
balance of the Note, and the interest then accrued thereon, shall become and be immediately
due and payable upon demand, without presentment or protest, if not cured within the
applicable cure period following written notice from the City as set forth in this Article VI. The
Loan shall be in default whether it is voluntary or involuntary, with or without limitation, it
occurred or was brought about by operation of law or pursuant to or in compliance with any
judgment, decree or order of any court or any order, rules or regulation of any administrative
governmental body, provided, however, that such sum shall not be then payable if Borrower's
payments have been waived or the time for making the Borrower's payments has been
extended by the City.
SECTION 4.13: EXPENSES OF COLLECTION OR ENFORCEMENT
The Borrower agrees, if at any time the Borrower defaults on any provision of this Loan
Agreement, to pay the City or its assigns, in addition to any other amounts that may be due from
the Borrower, an amount equal to the reasonable costs and expenses of collection, enforcement
or correction or waiver of the default incurred by the City or its assigns in such collection,
enforcement, correction, or waiver of default, including reasonable attorneys' fees actually
incurred .
SECTION 4.14: OTHER CONDITIONS
The Borrower agrees to identify City funding on construction signage and in any public
project descriptions.
ARTICLE V
NEGATIVE COVENANTS OF THE BORROWER
The Borrower covenants and agrees that, from the date hereof until payment in full of
the Note, unless the City or its assigns shall otherwise consent in writing, it will not enter into
any agreement or other commitme nt the performance of which would constitute a breach of any
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of the covenants contained in this Loan Agreement, including, but not limited to, the following
covenants:
SECTION 5.01: ENCUMBER THE COLLATERAL
The Borrower shall neither create nor suffer to exist any mortgage, pledge, lien, charge
or encumbrance, including liens arising from judgments on the Collateral except as of record or
disclosed to the City in writing prior to the making of the loan hereunder.
SECTION 5.02: SELL THE COLLATERAL
The Borrower shall not sell, convey, or suffer to be conveyed, lease, assign, transfer, or
otherwise dispose of the Collateral unless approved in writing by the City; provided however,
that nothing herein shall preclude the lease of individual residential dwelling units.
SECTION 5.03: CHANGE OWNERSHIP
Except as otherwise stated in the senior loan documents and the restated limited liability
partnership agreement, Borrower shall not permit any material change in the ownership
structure, control, or operation of the general partner of the Borrower without the written
permission of the City, which permission shall not be unreasonably withheld, conditioned, or
delayed.
ARTICLE VI
EVENTS OF DEFAULT
If any of the following events of default referred to in the subsections listed below ("Event
of Default") shall occur and be continuing at the time of such demand, the entire unpaid principal
balance of the Note, and the interest then accrued thereon, shall become and be immediately
due and payable upon demand, without presentment or protest, if not cured within the
applicable cure period following written notice from the City as set forth in this Article VI. The
Loan shall be in default whether it is voluntary or involuntary, with or without limitation, it
occurred or was brought about by operation of law or pursuant to or in compliance with any
judgment, decree or order of any court or any order, rules or regulation of any administrative
governmental body, provided, however, that such sum shall not be then payable if Borrower's
payments have been waived or the time for making the Borrower's payments has been
extended by the City.
SECTION 6.01: NON-PAYMENT OF LOAN
If the Borrower shall fail to make payment when due of any installment of principal on the
Note, or interest accrued thereon and if the default shall remain unremedied for fifteen (15) days
after written notice from the City to Borrower.
SECTION 6 .02 : NON-PAYMENT OF OTHER INDEBTEDNESS
If default shall be made in the payment when due of any installment of principal or of
interest accrued on any of the Borrower's other indebtedness secured by any or all of the
collateral securing this Loan, including, but not limited to, the Trust Deed of any other lender on
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this Project or transaction, and if such default shall remain unremedied for thirty (30) days after
written notice from the City to Borrower or within any longer applicable cure period.
SECTION 6.03: INCORRECT REPRESENTATION OR WARRANTY
Any representation or warranty contained in, or made in connection with the execution
and delivery of this Loan Agreement, or in any certificate furnished pursuant hereto, shall prove
to have been incorrect when made in any material respect and such misrepresentation or
warranty has a material adverse effect on the enforceability of the Loan Documents or the value
of the Collateral.
SECTION 6 .04: DEFAULT IN COVENANTS
The Borrower shall default in the performance of any other term, covenant, or agreement
contained in this Loan Agreement, and such default shall continue unremedied for thirty (30)
days after written notice thereof shall have been given to the Borrower by the City unless the
same cannot reasonably be cured within the 30 days in which case the period for cure will be 90
days.
SECTION 6.05: VOLUNTARY INSOLVENCY
If the Borrower shall become insolvent or shall cease to pay its debts as they mature or
shall voluntarily file a petition seeking reorganization of, or the appointment of a receiver,
trustee, or liquidation for it or a substantial portion of its assets or to effect a plan or other
arrangement with creditors, or shall be adjudicated bankrupt, or shall make a voluntary
assignment for the benefit of creditors.
SECTION 6.06: INVOLUNTARY INSOLVENCY
If an involuntary petition shall be filed against the Borrower under any bankruptcy,
insolvency, or similar law or seeking the re-organization of or the appointment of any receiver,
trustee, or liquidator for the Borrower, or of a substantial party of the property of the Borrower, or
a writ or warrant of attachment or similar process shall be issued against a substantial part of
the property of the Borrower, and such petition shall not be dismissed , or such writ or warrant of
attachment or similar process shall not be released or bonded within ninety (90) days after filing
or levy.
SECTION 6.07: JUDGMENTS
If any final judgment for the payment of money that is not fully covered by liability
insurance and is in excess of $100,000.00 shall be rendered against the Borrower, and within
thirty (30) days, shall not be discharged, or an appeal therefrom taken and execution thereon
effectively stayed pending such appeal, and, if such judgment be affirmed on such appeal, the
same shall not be discharged within thirty (30) days.
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ARTICLE VII
MISCELLANEOUS
SECTION 7.01: WAIVER OF NOTICE
No failure or delay on the part of the City in exercising any right, power, or remedy
hereunder shall operate as a waiver thereof, nor shall any single or partial exercise of any such
right, power, or remedy preclude any other or further exercise thereof or the exercise of any
other right, power or remedy hereunder. No modification or waiver of any provision of this Loan
Agreement or of the Note , nor any consent to any department by the Borrower therefrom, shall
in any event be effective unless the same shall be in writing, and then such waiver or consent
shall be effective only in the specific instance and for the specific purpose for which given. No
notice to or demand on the Borrower in any case shall entitle the Borrower to any other or
further notice or demand in similar or other circumstances.
SECTION 7.02: AMENDMENTS; MISCELLANEOUS
The Borrower and the City or its assigns, with the concurrence of the City, hereby
expressly reserve all rights to amend any provisions of this Agreement, to consent to or waive
any departure from the provisions of this Loan Agreement, to amend or consent to or waive
departure from the provisions of the Note, and to release or otherwise deal with any collateral
security for payment of the Note, provided, however, all such amendments shall be in writing
and executed by the City or its assigns and the Borrower.
City agrees that the Loan Documents will not be considered to be in default until the
expiration of all contracted notice and cure periods provided to the Borrower.
The terms of this Agreement shall be binding upon and shall inure to the benefit of the
parties hereto and their respective successors and assigns. City agrees to deliver a copy of this
Agreement to any transferee of its interests in the Loan Documents.
If any provision of this Agreement is determined to be unenforceable for any reason , it
shall be adjusted rather than voided, to the greatest extent possible, to achieve the intent of the
parties. All of the other provisions shall be deemed valid and enforceable to the greatest extent
possible.
SECTION 7.03: NOTICES
All notices, consents, requests, demands, and other communications hereunder shall be
in writing and shall be deemed to have been duly given to a party hereto if mailed by certified
mail , prepaid, to the City at its address set forth below, and to the Borrower at the address set
forth below or at such other addresses as any party may have designated in writing to an y other
party hereto:
CITY: Director
Housing and Neighborhood Development
PO Box 145488
451 South State Street, Room 406
Salt Lake City, Utah 84114-5488
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BORROWER: Garden Lofts Holdings, LP
620 South State Street
Salt Lake City, UT 84111
Attention: Jeffrey Nielson
INVESTOR LIMITED PARTNER:
SECTION 7.04: PAYMENTS
GSB LIHTC Investor LLC
Urban Investment Group
c/o Goldman Sachs Bank USA
200 West Street
New York, New York 10282
Attention: Urban Investment Group Portfolio
Manager
Email: gs-uig-docs@gs.com
gs-uig-portfo li o-ma nager@gs.co m
with a copy to:
GSB LIHTC Investor LLC
Urban Investment Group
c/o Goldman Sachs Bank USA
200 West Street
New York, NY 10282
Attention: Michael Lohr
Email: michael.l ohr@gs.com
with a copy to:
Jones Day
100 High Street
Boston, MA 0211 O
Attention: John D. Kelley
Telephone No.: (617) 449-6939
Email: jkelley@jonesday.co m
The Borrower shall make payments to the City in accordance with the terms, conditions
and instructions contained in the Note.
SECTION 7.05: SURVIVAL OF REPRESENTATIONS AND WARRANTIES
All agreements, representations, and warranties made by the Borrower here in, or any
other document or certificate delivered to the City in connection with the transactions
contemplated by this Loan Agreement, shall survive the delivery of this Agreement, the Note ,
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Trust Deed and the Security Agreements hereunder, and shall continue in full force and effect
so long as the Note is outstanding.
SECTION 7.06: SUCCESSORS AND ASSIGNS
This Loan Agreement shall be binding upon the Borrower, its successors and assigns,
except that the Borrower may not assign or transfer its rights without City's prior written consent.
This Agreement shall inure to the benefit of the City, its successors and assigns, and , except as
otherwise expressly provided in particular provisions hereof, all subsequent holders of the Note.
SECTION 7.07: COUNTERPARTS
This Loan Agreement may be executed in any number of counterparts, each of which
shall be deemed an original, but all of which together shall constitute one and the same
instrument.
SECTION 7.08: GOVERNING LAW
This Loan Agreement and the Note and Security Agreements, Financing Statements
and/or Trust Deed shall be deemed contracts made in the State of Utah and , for all purposes,
shall be construed in accordance with Utah Law.
SECTION 7 .09: ARTICLE AND SECTION HEADINGS
Article and Section headings used in this Agreement are for convenience only and shall
not affect the construction of this Agreement.
SECTION 7 .10: BORROWER DEFINED/USE OF PRONOUNS
The word "Borrower'' shall be deemed and taken to mean the party identified as such in
the Preamble to this Agreement. The use of the neuter singular pronoun to refer to Borrower or
City shall be deemed a proper reference even though Borrower or City may be an individual, a
partnership, a corporation, or a group of two or more individuals or corporations . The necessary
grammatical changes required to make the provisions of this Loan Agreement apply in the plural
sense where there is more than one Borrower and the corporations, associations, partnerships,
or individuals, males or females , shall in all instances be assumed as though in each fully
e x pressed .
SECTION 7.11 : NON-RECOURSE TO BORROWER
Notwithstanding anything contained herein or in the Trust Deed to the contrary, it is
understood and agreed that the liability of the Borrower for the repayment of the indebtedness
evidence by this Note and the performance of the obligations secured by the Trust Deed (the
"Secured Obligations") shall be limited solely to the Collateral , and that the City waives any right
to seek or obta in a deficiency judgment against the Borrower, Borrower's partners, and the
officers, directors, members, pa rtners, shareholders, or employees of Borrower's partners , and
agrees that it will look solely to the Collateral for, and that no other property or assets of the
Borrower shall be subject to, levy, execution or other enforcement procedure for the satisfaction
of the remedies of the City, or for any paym ent required to be made under this Note or for the
performance of any of the Secure d Obligations; provided that the foreg o ing no n-recourse
provisions (i) shall not constitute a release, forgiveness , waiver or remiss ion of the Secured
17
Obligations, but rather evidence City's agreement not to sue Borrower for any deficiency with
respect to the Secured Obligations that may remain unpaid after City's realizati on upon the
Collateral, and (ii) shall not limit the right of the City to name the Borrower as a party in any
action or suit for foreclosure and sale under the Trust Deed or any other document executed in
connection herewith to the extent necessary for foreclosure judgments or other realization upon
the Collateral.
Notwithstanding the foregoing provisions of this Section 7 .11, Borrower shall be
personally liable and shall not be exculpated for any deficiency, loss or damage suffered by
City, including City's reasonable attorney's fees and costs, resulting from Borrower's (a) fraud,
intentional misrepresentation or gross negligence in connection with the transactions
contemplated by the Loan Agreement; (b) waste or deterioration of the Collateral prior to an
event of default hereunder; (c) misappropriation of any insurance proceeds payable to City
under the Trust Deed; or (d) failure to pay any ta xes, assessments or other charges which could
create liens on any of the Collateral which are or could become senior to the liens of the City, or
any other liens arising from the consensual acts of Borrower directly, but not otherwise, which
are or could become senior to the liens of City in such Collateral, excluding any such
consensual liens appearing in City's title insurance policy issued in connection herewith.
Nothing herein shall be construed to impose any liability on the Investment Member with respect
to the Secured Obligations.
SECTION 7.12: REPRESENTATION REGARDING ETHICAL STANDARDS FOR CITY
OFFICERS AND EMPLOYEES AND FORMER CITY OFFICERS AND EMPLOYEES
Borrower represents as to itself that it has not: ( 1) provided an illegal gift or payoff to a City
officer or employee or former City officer or employee, or his or her relative or business entity;
(2) retained any person to solicit or secure this contract upon an agreement or understanding for
a commission, percentage, or brokerage or contingent fee, other than bona fide employees or
bona fide commercial selling agencies for the purpose of securing business; (3) knowingly
breached any of the ethical standards set forth in City's conflict of interest ordinance, Chapter
2.44, Salt Lake City Code; or (4) knowingly influenced, and hereby promises that it will not
knowingly influence, a City officer or employee or former City officer or employee to brea ch any
of the ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake
City Code .
18
EXHIBIT "B"
TO LOAN AGREEMENT
USE OF PROCEEDS
Borrower will use the proceeds of the $1,000,000 loan it receives from Salt Lake City
Corporation's Housing Trust Fund for the development of the Garden Lofts Apartment Project
located at 154 West 600 South in Salt Lake City, Utah as follows:
ITEM AMOUNT
Development of multi-family apartment units 1,000,000
TOTAL $1,000,000
19
Exhibit 6
Recorded Deed of Trust
Budget Discussion
FY 21 -22
Source: Salt Lake City Finance Department
FY21-22 Budget Priorities
Equitable growth
Making the City more environmentally resilient
Bolstering communities with inclusive investment
Supporting employees’ physical and mental well being
FY20 -21 Projection
General Fund
Revenue
Overview
Major Category
FY20-21 Amended
Budget
FY20-21 Revenue
Projection Variance
Property Taxes 112,927,349 112,927,349 -
Sales and Use Taxes 67,999,593 71,485,000 3,485,407
FOF Sales Tax 32,797,506 35,000,000 2,202,494
Franchise Taxes 26,812,125 26,989,038 176,913
Licenses and Permits 28,601,482 32,072,973 3,471,491
Intergovernmental Revenue 4,444,400 4,146,157 (298,243)
Charges, Fees, and Rentals 4,428,069 4,372,890 (55,179)
Fines 3,938,848 2,621,993 (1,316,855)
Parking Meter Collections 3,432,962 1,749,259 (1,683,703)
Interest Income 1,900,682 1,700,000 (200,682)
Miscellaneous Revenue 4,014,037 3,453,032 (561,005)
Interfund Reimbursement 20,281,706 20,281,706 -
Transfers 9,507,812 9,507,812 -
321,086,571 326,307,209 5,220,638
FY21 -22 Budget
General Fund
Revenue
Overview Major Category
FY21 Adopted
Budget
FY22
Recommended
Budget Change
Property Taxes 112,927,349 115,204,224 2,276,875
Sales and Use Taxes 100,797,099 109,556,477 8,759,378
Franchise Taxes 26,812,125 27,702,125 890,000
Licenses and Permits 28,601,482 29,750,132 1,148,650
Intergovernmental Revenue 4,444,400 4,644,018 199,618
Charges, Fees, and Rentals 4,428,069 3,934,568 (493,501)
Fines 3,938,848 3,474,457 (464,391)
Parking Meter Collections 3,347,986 2,693,554 (654,432)
Interest Income 1,900,682 1,271,154 (629,528)
Miscellaneous Revenue 4,014,037 3,372,266 (641,771)
Interfund Reimbursement 20,281,706 22,032,894 1,751,188
Transfers 9,750,600 17,902,686 8,152,086
Use of Cash Reserves 4,885,620 8,200,000 3,314,380
326,130,003 349,738,555 12,316,629
Property Taxes ,
115,204,224
Sales and Use Taxes,
109,556,477
Franchise Taxes ,
27,702,125
Licenses and
Permits,
29,750,132
All Other Revenue,
67,525,597
FY22 Recommended Budget
FY21 -22
Budget
General Fund
Revenue Changes
Property Tax increase $2,276,875
Sales and Use Tax increase $5,956,884
½% Sales Tax Option increase $2,805,494
Franchise Tax increase $890,000
Permits increase $2,638,398
Business License decrease $(1,489,749)
Charges for Services decrease $(518,238)
Fines decrease $(464,391)
Parking Meter decrease $(660,000)
Interest Income decrease $(629,528)
Miscellaneous Revenue decrease $(641,771)
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
$110,000,000
$120,000,000
Budget Actual Budget Actual Budget Actuals Budget Actual Budget Actuals Budget
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
History of Property Tax
By Minor Category
Real Property Tax Real Property Prior Personal Property
Motor Vehicle Fees Judgment Levy RDA Funding Recognition
GIS Value by Council DistrictResidential Property
-
1,000
2,000
3,000
4,000
5,000
6,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
ML
L
I
O
N
S
District 1
District 2
District 3
District 4
District 5
District 6
District 7
GIS Value by Council DistrictCommercial Property
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
M
L
L
I
O
N
S
District 1
District 2
District 3
District 4
District 5
District 6
District 7
History of Sales Tax Revenue
35,000,000
42,000,000
49,000,000
56,000,000
63,000,000
70,000,000
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
Budget Actuals
Projected
Gross Point of Sales Tax Receipts
0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000 45,000,000
Ag, Forest, Fish, Hunting
Special Events
Public Administration
Mgmt of CO's and Enterprises
Mine, Quarry, Oil, Gas Extraction
Health Care and Social Assistance
Educational Services
Arts, Entertainment, and Recreation
Transportation and Warehousing
Finance and Insurance
Motor Vehicle
Construction
Prof, Scientific and Tech Services
Utilities
Other Services (except PA)
Admin, Waste Mgmt and Remediation
Real Estate and Rental and Leasing
Information
Noncategorized
Accommodation and Food Services
Manufacturing
Wholesale Trade
Retail Trade
2021 etimate 2020
FY21 -22 Budget
Total Expense Overview
Fund Type
FY20 Adopted
Budget
FY21 Adopted
Budget
FY22 Recommended
Budget
General Fund 330,424,037 326,130,003 349,738,555
Airport Enterprise Fund 1,042,908,153 302,311,600 706,792,500
Public Utilities Enterprise Fund 298,107,775 362,313,149 420,450,027
Other Enterprise Funds 103,976,087 102,480,970 108,474,125
Internal Service Funds 91,855,909 91,763,186 108,266,465
Capital Improvement Fund 17,719,147 25,093,221 26,257,457
All Other Funds 58,551,583 66,803,246 69,297,011
TOTAL 1,943,542,691 1,276,895,375 1,789,276,140
3.5 % increase in insurance costs.
◦GF -$763,660
◦All Funds -$1,268,424
Merit Increases
◦GF -$1,663,625
◦All Funds -$2,316,040
1% Salary Increase
◦GF -$1,727,863
◦All Funds -$2,758,227
Union Negotiations are still ongoing
All Funds –Personnel
Expenses
FY21-22
Expense
Major
Changes
New System Cost
◦$2.75 million Fiscal Years 22 & 23
◦$1.2 million on-going (offset)
Employees
◦General Fund
◦Finance -Deputy Director of Finance
◦Finance -Business Analyst
◦Human Resources –HR ERP Analyst
◦IMS
◦ERP Conversion Manager
◦ARP Grant
◦Grant Administrator
All Funds –Enterprise
Resource Planning (ERP)
FY21-22
Expense
Major
Changes
General Fund
◦42.85 FTEs
Public Utilities
◦17 FTEs
IMS
◦15 FTEs
Risk Management & Governmental Immunity
◦1.85 FTEs
All Funds –New Employees
FY21-22
Expense
Major
Changes
Housing
◦Move funding from the Housing Trust Fund to the General
Fund
Transportation
◦On-Demand Ride Services
◦Service for Routes 2,9,21
Infrastructure
◦Concrete Road Maintenance Initiative
◦Streets Replacement Equipment
◦2.3 MM for Infrastructure Projects
Public Safety
◦$4 Million funding for Fire Apparatus
◦Emergency Management Phase II
◦6 Month Funding for 8 New Dispatchers for the 32 Hour Work
Week
◦6 Co responders for Police Department
General Fund
Funding our Future
FY21-22
Expense
Major
Changes
FY21-22 General Fund
Fund Balance Projection
TOTAL FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 79,814,009 6,625,050 82,617,126 89,242,176 7,018,483 48,931,619 55,950,102 Budgeted Change in Fund Balance (1,510,094) 2,924,682 (7,810,302) (4,885,620) (750,000) (8,715,000) (9,465,000) Prior Year Encumbrances (9,671,834) (3,733,743) (6,165,453) (9,899,196) - - - Estimated Beginning Fund Balance 68,632,081 5,815,989 68,641,371 74,457,360 6,268,483 40,216,619 46,485,102
Beginning Fund Balance Percent 20.35%16.62%23.32%22.61%17.24%12.83%13.29%Year End CAFR AdjustmentsRevenue Changes - - - - - - - Expense Changes (Prepaids, Receivable, Etc.) (4,127,838) - (5,676,583) (5,676,583) 750,000 3,300,000 4,050,000 Fund Balance w/ CAFR Changes 64,504,243 5,815,989 62,964,788 68,780,777 7,018,483 43,516,619 50,535,102
Final Fund Balance Percent 19.13%16.62%21.39%20.88%19.31%13.89%14.45%Budget Amendment Use of Fund Balance (15,370,734) BA#1 Revenue Adjustment - - - - - - BA#1 Expense Adjustment - - - - - - BA#2 Revenue Adjustment - - - - - - BA#2 Expense Adjustment - (288,488) (288,488) - - - BA#3 Revenue Adjustment - - - - - - BA#3 Expense Adjustment - (6,239,940) (6,239,940) - - - BA#4 Revenue Adjustment - - - - - - BA#4 Expense Adjustment - - - - - - BA#5 Revenue Adjustment - (242,788) (242,788) - - - BA#5 Expense Adjustment - (2,783,685) (2,783,685) - - - BA#6 Revenue Adjustment - - - - - - BA#6 Expense Adjustment - (63,673) (63,673) - - - BA#7 Revenue Adjustment - 540,744 540,744 - - - BA#7 Expense Adjustment - (6,582,824) (6,582,824) - - - BA#8 Revenue Adjustment - - - - - - BA#8 Expense Adjustment (1,000,000) (1,000,000) (2,000,000) - - - BA#9 Revenue Adjustment - 439,809 439,809 - - - BA#9 Expense Adjustment - (830,468) (830,468) - - - Change in Revenue 6,827,370 2,202,494 3,018,144 5,220,638 - - - Fund Balance Budgeted Increase 900,000 - - - - - - Adjusted Fund Balance 56,860,879 7,018,483 48,931,619 55,950,102 7,018,483 43,516,619 50,535,102
Adjusted Fund Balance Percent 16.86%20.05%16.62%16.99%19.31%13.89%14.45%
Projected Revenue 337,251,407 35,000,000 294,345,168 329,345,168 36,350,000 313,388,555 349,738,555
2021 Projection2020 2022 Projection
FY21 -22 Budget
MAYOR AND COUNCIL MESSAGES
MAYOR’S MESSAGE 10
SALT LAKE CITY PROFILE
SALT LAKE CITY CORPORATION ORGANIZATION A-1
SALT LAKE CITY AT A GLANCE A-3
SALT LAKE COMMUNITY PROFILE A-4
SALT LAKE CITY BUDGET-IN-BRIEF A-5
MAYOR'S RECOMMENDED BUDGET
BUDGET SUMMARY AND RECOMMENDATIONS B-1
FY 2021-22 CAPITAL AND OPERATING BUDGET B-6
GENERAL FUND KEY CHANGES B-17
OTHER FUND KEY CHANGES B-32
LBA KEY CHANGES B-50
RDA KEY CHANGES B-51
Multi-Agency Drug Task Force Key Changes B-63
FINANCIAL POLICIES
DEBT POLICIES C-1
DEBT STRUCTURE C-4
REVENUE C-5
FY 2020-21 LEGISLATIVE INTENTS C-22
CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT OVERVIEW D-1
CAPITAL IMPROVEMENT FY 2021-22 PROJECTS LIST D-2
DEPARTMENT BUDGETS
OFFICE OF THE CITY COUNCIL E-1
OFFICE OF THE MAYOR E-5
911 COMMUNICATIONS BUREAU E-9
DEPARTMENT OF AIRPORTS E-13
OFFICE OF THE CITY ATTORNEY E-17
DEPARTMENT OF COMMUNITY AND NEIGHBORHOOD DEVELOPMENT E-23
DEPARTMENT OF ECONOMIC DEVELOPMENT E-29
DEPARTMENT OF FINANCE E-35
FIRE DEPARTMENT E-41
DEPARTMENT OF HUMAN RESOURCES E-45
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES E-51
JUSTICE COURT E-57
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 TABLE OF CONTENTS
POLICE DEPARTMENT E-63
DEPARTMENT OF PUBLIC LANDS E-69
DEPARTMENT OF PUBLIC SERVICES E-75
DEPARTMENT OF PUBLIC UTILITIES E-83
REDEVELOPMENT AGENCY E-87
DEPARTMENT OF SUSTAINABILITY E-91
NON-DEPARTMENTAL E-95
STAFFING DOCUMENT
STAFFING DOCUMENT INTRODUCTION F-1
STAFFING DOCUMENT SUMMARY F-3
STAFFING DOCUMENT DETAIL F-4
APPENDIX
APPENDIX A: LIBRARY G-1
APPENDIX B: HEALTH INSURANCE PREMIUMS & RETIREMENT CONTRIBUTIONS G-21
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 TABLE OF CONTENTS
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Dear Salt Lake City,
Going into our next fiscal year, Salt Lake City Corporation finds itself in a relatively strong financial
position, despite the serious budgetary implications brought on by all that 2020 entailed.
Because we were conservative and judicious last year, we will not be making any staffing or service cuts
in the coming year, and any funding gaps we are facing due to revenue shortfalls will be filled through
our fund balance, also known as our City’s rainy day fund.
This year’s General Fund budget is just under $350 million and represents our commitment to providing
you with clean drinking water, repaired roads, waste and recycling collection, parks and public lands,
emergency services and so much more at our current or expanded staffing levels.
This budget is unique because, in addition to our usual funding streams, we’ve also received federal
investments through President Biden’s American Rescue Plan, and we have an increased bond capacity.
This means we have an unprecedented opportunity, one born of historic challenges and fiscal
responsibility, to make once-in-a-generation investments in our City and its people.
We will continue to focus our budget priorities on four areas that have the potential to transform our
City:
•Prioritizing growth that equitably benefits ALL city residents
•Making our city more environmentally resilient and sustainable
•Bolstering our communities with inclusive and equitable opportunities for all
•Supporting City employees’ physical, mental and economic well being, because our City team is
what makes everything possible.
This budget is based on thousands of comments we’ve received in the last year from constituents about
what they value, and we’ve worked hard to make sure those good ideas were honored.
I want to give special thanks to this year’s budget committee. Public Services Director Lorna Vogt, Fire
Chief Karl Lieb, Human Resources Director Debra Alexander, and IMS Director Aaron Bentley each
brought expertise and passion for our City to this work. Thank you so much for your dedication and
commitment to this budget process.
Strategic management and fiscal responsibility are paving the way to a brighter, more prosperous future
for all of us in Salt Lake City.
Mayor Erin Mendenhall
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S MESSAGE
10
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S MESSAGE
11
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SALT LAKE CITY ELECTED OFFICIALS
Fiscal Year 2021-22
Mayor
Erin Mendenhall
City Council
James Rogers (Vice-Chair)
District 1
Vacant
District 2
Chris Wharton
District 3
Ana ValdemorosDistrict 4 Darin ManoDistrict 5 Dan DuganDistrict 6 Amy Fowler (Chair)District 7
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 SALT LAKE CITY PROFILE
A-1
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 SALT LAKE CITY PROFILE
A-2
Salt Lake City at a Glance
DATE FOUNDEDJuly 24, 1847 AVE. ANNUAL SNOWFALL16.5 in. (419mm)
DATE INCORPORATEDJanuary 19, 1851 AVE. ANNUAL RAINFALL58.5 in. (1,486mm)
FORM OF GOVERNMENTMayor/Council since 1980 AVE. DAILY TEMPS52.1 F. (11.2 C) Mean28.2 F. (-1.6 C) January77.0 F. (25.0 C) July
TOTAL CITY AREA111.1 Sq. Mi.AVE. ELEVATION4,327 ft. (1,319 m.)
2019 EST. POPULATION200,567
COUNCIL DISTRICTS
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 SALT LAKE CITY PROFILE
A-3
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 SALT LAKE CITY PROFILE
A-4
CITYWIDE EXPENDITURES
Fund Type
FY 2020 Adopted Budget
FY 2021 Adopted Budget
FY 2022 Mayor's Rec Budget Increase/ (Decrease)Percent Change
General Fund 330,424,037 326,130,003 349,738,555 23,608,552 7.24 %
Airport Enterprise Fund 1,042,908,153 302,311,600 706,792,500 404,480,900 133.80 %
Public Utilities Enterprise Funds 298,107,775 362,313,148.5 420,480,027 58,166,879 16.05 %
Other Enterprise Funds 103,976,087 102,480,970 108,467,025 5,986,055 5.84 %
Internal Service Funds 91,855,909 91,763,186 108,385,522 16,622,336 18.11 %
Capital Improvement Program (CIP) Funds 17,719,147 25,093,221 26,257,457 1,164,236 4.64 %
All Other Funds 58,551,583 64,093,994 66,961,126 2,867,132 4.47 %
Total 1,943,542,691 1,274,186,122.5 1,787,082,213 512,896,089.5
FY 2020 and 2021 Adopted Budgets and FY 2022 Recommended Budget
FY 2020 Adopted Budget FY 2021 Adopted Budget FY 2022 Mayor's Rec Budget
Ge neral Fu
n
d
Ai rport En
t
e
r
p
r
i
s
e
F
u
n
d
Pu blic Utilit
i
e
s
E
n
t
e
r
p
r
i
s
…
Ot her Ente
r
p
r
i
s
e
F
u
n
d
s
*
In ternal S
e
r
v
i
c
e
F
u
n
d
s
Ca pital Imp
r
o
v
e
m
e
n
t
P
r
…
Al l Other
F
u
n
d
s
0 100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 600,000,000 700,000,000 800,000,000 900,000,000 1,000,000,000 1,100,000,000
* Redevelopment Agency Included in the Other Enterprise Fund Amount. salt Lake City’s budget is comprised of several different types of funds, including General Fund,
Enterprise Funds, and Internal Service Funds. Enterprise funds, unlike the General Fund, are not
supported by property or sales taxes. Revenues in these funds come primarily from fees charged for
services provided. For instance, the Airport derives a large portion of its revenues from landing fees. It is
worth noting that the Airport expenditures have increased dramatically due to the Terminal
Redevelopment Program.
The City also has a number of internal service funds such as Fleet and Information Management Services.
Internal service funds exist to account for the financing of goods and services provided by one City
agency or department to another.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
A-5
General Fund Expenditures
General Fund Departments FY 20 Adopted Budget FY 21 Adopted Budget FY 22 Rec'd Budget Increase/ Decrease Percentage Change
Economic Development 2,185,424 2,388,562 2,514,914.68 126,352.68 5.29 %
Human Resources 2,800,540 2,629,008 3,267,669 638,661 24.29 %
Mayor's Office 3,760,985 3,883,065 4,761,780 878,715 22.63 %
Council Office 4,403,611 4,226,075 4,551,159 325,084 7.69 %
Justice Courts 4,667,126 4,726,866 4,850,906 124,040 2.62 %
Attorney's Office 7,117,830 7,123,638 8,133,002 1,009,364 14.17 %
Finance Department 8,253,528 8,387,673 8,727,757 340,084 4.05 %
911 Communications Bureau
8,271,454 8,260,571 8,888,505 627,934 7.60 %
Public Lands — — 18,828,718 NA NA
Community & Neighborhoods 25,130,072 24,318,570 23,615,117 (703,453) (2.89) %
Fire Department 42,552,583 42,737,520 45,587,400 2,849,880 6.67 %
Public Services 46,548,274 46,655,226 34,341,928 (12,313,298) (26.39) %
Police Department 82,235,729 79,097,332 83,370,502 4,273,170 5.40 %
Non Departmental 92,496,881 91,695,897 98,299,196 6,603,299 7.20 %
Total 330,424,037 326,130,003 349,738,555 4,779,833 78.34 %
General Fund Expenditures
Economic Development Human Resources
Mayor's Office Council Office
Justice Courts Attorney's Office
Finance Department 911 Communications Bureau
Public Lands Community & Neighborhoods
Fire Department Public Services
Police Department Non Departmental
FY 21 Adopted Budget
FY 22 Rec'd Budget
—20,000,000 40,000,000 60,000,000 80,000,000 100,000,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 SALT LAKE CITY PROFILE / BUDGET-IN-BRIEF
A-6
General Fund Revenues by Type - 2015-2022
FY 2015 Actuals FY 2016 Actuals FY 2017 Actuals FY 2018 Actuals FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Rec'd
Property Taxes w/ PILOT 79,844,219 85,025,403 89,071,896 90,414,308 94,654,243 99,342,715 99,417,103 99,545,540
Sales and Use Taxes 57,873,242 59,927,247 62,776,248 67,940,454 99,403,846 116,199,002 100,797,099 109,556,477
Franchise Taxes 28,132,535 27,972,665 28,418,423 28,418,423 27,238,435 26,863,146 26,812,125 27,702,125
Licenses & Permits 24,271,698 28,689,152 35,004,151 30,608,768 36,960,240 32,637,293 28,601,482 29,750,132
Fines & Forfeitures 7,482,483 6,477,606 6,728,836 5,567,814 3,316,215 2,567,145 3,938,848 3,474,457
Intergovernmental 5,732,098 5,453,584 6,855,998 5,791,774 6,066,496 5,086,254 4,444,400 4,644,018
Charges & Fees 5,562,367 4,063,532 5,358,872 5,671,710 5,573,679 4,283,760 4,428,069 3,934,568
Parking 3,155,436 3,324,616 3,436,592 3,404,582 3,509,898 2,771,331 3,347,986 2,693,554
Other Revenue 24,736,731 44,399,610 36,270,649 39,643,865 38,231,125 35,993,002 54,342,891 68,437,684
Total Operating Revenue 236,790,809 265,333,415 273,921,665 277,461,698 314,954,177 325,743,648 326,130,003 349,738,555
Th
ou
s
a
n
d
s
Other Revenue
Parking
Charges & Fees
Intergovernmental
Fines & Forfeitures
Licenses & Permits
Franchise Taxes
Sales and Use Taxes
Property Taxes w/ PILOT
FY 20
1
5
A
c
t
u
a
l
s
FY 20
1
6
A
c
t
u
a
l
s
FY 20
1
7
A
c
t
u
a
l
s
FY 20
1
8
A
c
t
u
a
l
s
FY 20
1
9
A
c
t
u
a
l
s
FY 20
2
0
A
c
t
u
a
l
s
FY 20
2
1
B
u
d
g
e
t
FY 20
2
2
R
e
c
'
d
$0
$25,000
$50,000
$75,000
$100,000
$125,000
$150,000
$175,000
$200,000
$225,000
$250,000
$275,000
$300,000
$325,000
$350,000
$375,000
This stacked bar graph depicts the various types of revenue collected for the Salt Lake City General Fund
and how some of these revenues have fluctuated over the years. In FY 2016, the Other Revenues
increased primarily because of a new requirement that RDA-related property tax be passed through the
City’s General Fund. It is also worth noting that sales tax revenues have increased markedly starting in FY
2019 due to the recently implemented Funding Our Future 0.5% increase in Salt Lake City’s sales tax rate.
The Other Revenue category has also been impacted by anticipated American Recover Act grant funds.
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GENERAL FUND REVENUE - FY 2021 Adopted V. 2022 Rec'd Budgets
General Fund Revenue
FY 2021 Adopted Budget FY 2022 Rec'd Budget Increase/ Decrease Percentage Change
Property Tax 97,908,209 99,545,540 1,637,331 1.64 %
RDA Related Property Tax 13,510,246 14,096,642 586,396 4.16 %
Sales and Use Tax 100,797,099 109,556,477 8,759,378 8.00 %
Franchise Tax 26,812,125 27,702,125 890,000 3.21 %
Payment in Lieu of Taxes 1,508,894 1,562,042 53,148 3.40 %
Intergovernmental Revenue 4,444,400 4,644,018 199,618 4.30 %
Charges for Services 4,428,069 3,934,568 (493,501) (12.54) %
Other Revenue 51,553,635 58,464,249 6,910,614 11.82 %
Interfund Transfers In 20,281,706 22,032,894 1,751,188 7.95 %
Available Fund Balance/Cash Reserves 4,885,620 8,200,000 3,314,380 40.42 %
Total 326,130,003 349,738,555 23,608,552 7.24 %
FY 2022 GF Revenue
Property Tax
99,545,540
28.5%
RDA Related Property Tax
14,096,642
4.0%
Sales and Use Tax
109,556,477
31.3%
Franchise Tax
27,702,125
7.9%
Intergovernmental Revenue
4,644,018
1.3%
Charges for Services
3,934,568
1.1%
Other Revenue
58,464,249
16.7%
Interfund Transfers In
22,032,894
6.3%
Available Fund Balance/Cash Reserves
8,200,000
2.3%
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General Operations
Interest & Sinking Fund Library Total
FY 2010 0.003261 —0.000702 0.003963
FY 2011 0.00337 0.001076 0.000766 0.005212
FY 2012 0.003451 0.001124 0.000783 0.005358
FY 2013 0.003574 0.001097 0.000846 0.005517
FY 2014 0.003465 0.001064 0.00082 0.005349
FY 2015 0.003787 0.001066 0.000783 0.005636
FY 2016 0.003619 0.000989 0.000747 0.005355
FY 2017 0.003617 0.000941 0.000705 0.005263
FY 2018 0.003482 0.000772 0.00083 0.005084
FY 2019 0.003285 0.000692 0.000791 0.004768
FY 2020 0.003205 0.000648 0.000741 0.004594
FY 2021 0.002942 0.000713 0.000015 0.00367
History of Total Property Tax Rate
2010-2021
FY
20
1
1
FY
20
1
2
FY
20
1
3
FY
20
1
4
FY
20
1
5
FY
20
1
6
FY
20
1
7
FY
20
1
8
FY
20
1
9
FY
20
2
0
FY
20
2
1
0.0030
0.0035
0.0040
0.0045
0.0050
0.0055
0.0060
Property Tax Rates
in Salt Lake City
According to Utah State Code, municipalities cannot assess properties for more property tax revenue
than was generated in the previous year, with the exception of new growth. As property values generally
increase or decrease, property tax rates fluctuate accordingly. The accompanying graph (above)
demonstrates how the boom in property values in the City affected the property tax rates that were
assessed during the earlier years shown on the table above. It is also apparent in recent years as well.
Sales Tax Revenues in Salt Lake City
The table shown below demonstrates a steady increase in sales tax revenues in Salt Lake City over the
past several years. A sharp increase came with the implementation of the additional one-half-percent
sales tax increase that is used for funding our future. The anticipated drop in revenue from FY2020 to
FY2021 was the result of the economic downturn brought on by the COVID 19 pandemic. In FY2022, the
City anticipates sales and use tax revenues to increase to nearly the FY 2020 amount as the economy
recovers.
Fiscal Year Sales & Use Tax Receipts
FY 2013 Actual 53,775,978 8.34 %
FY 2014 Actual 55,380,938 2.98 %
FY 2015 Actual 57,873,243 4.50 %
FY 2016 Actual 59,927,247 3.55 %
FY 2017 Actual 62,776,248 4.75 %
FY 2018 Actual 67,940,454 8.23 %
FY 2019 Actual 99,403,846 46.31 %
FY 2020 Actual 110,652,000 11.32 %
FY 2021 Budget 100,797,099 (8.91) %
FY 2022 Budget 109,556,447 8.00 %
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FY 2021-22 Related Ordinance Changes and Other
Budgetary Actions
Revenue Related Ordinances
Consolidated Fee Schedule Adoption and Changes – An ordinance amending the Salt Lake City
Consolidated Fee Schedule to modify various fees included therein in accordance with the changes
presented in the budget. The changes include adjustments to the CPI; Water, Sewer and Storm Water
rates; and a change in the work of public way fees.
Budget Ordinances
Budget Adoption – An ordinance adopting the City budget, excluding the budget for the Library Fund
which is separately adopted, and the employment staffing document of Salt Lake City for Fiscal Year
2021-22.
Budget Adoption of the Salt Lake City Library – An ordinance adopting the budget and staffing
document for the Library Fund of Salt Lake City for Fiscal Year 2021-22.
Tax Rate of Salt Lake City and the City Library, including the Judgement Levy – An ordinance
adopting the rate of tax levy, including the levy for the Library Fund, upon all real and personal property
within Salt Lake City made taxable by law for Fiscal Year 2021-22.
Adopting the Mayor’s Recommended Budget as the Tentative Budget of Salt Lake City – An
ordinance adopting the Tentative Budgets of Salt Lake City, including the Tentative Budget of the Library
Fund, for Fiscal Year 2021-22.
Budget Resolutions
Budget Adoption of the Local Building Authority (LBA) - A resolution adopting the final budget for the
Capital Projects Fund of the Local Building Authority of Salt Lake City for Fiscal Year 2021-22.
Adopting the Mayor’s Recommended Budget as the Tentative Budget of the Local Building
Authority – A resolution adopting the Tentative Budgets for the Capital Projects Fund of the Local
Building Authority of Salt Lake City, for Fiscal Year 2021-22.
Budget Adoption of the Redevelopment Agency (RDA) - A resolution adopting the final budget for the
Redevelopment Agency of Salt Lake City for Fiscal Year 2021-22.
Adopting the Mayor’s Recommended Budget as the Tentative Budget of the Redevelopment
Agency of Salt Lake City – A resolution adopting the Tentative Budgets of the Redevelopment Agency of
Salt Lake City, for Fiscal Year 2021-22.
Human Resources Issues
Compensation Plan Ordinances – Ordinances adopting the compensation plan as ordinance for all
appointed and non-represented employees of Salt Lake City.
Memorandum of Understanding (MOU) Adoption Ordinance(s) – Ordinance(s) approving the
Memorandum of Understanding(s) and wage agreements between Salt Lake City Corporation and the
American Federation of State, County, and Municipal Employees, Local 1004; the International Police
Association’s Local 75; and the International Association of Firefighters Local 81.
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Other Policy Issues
Public Lands Department Creation - Ordinance to create the Department of Public Lands
Engineers Report To the Director of Public Services - Ordinance removing Engineers from reporting to
Community and Neighborhoods and having them report to the Director of Public Lands.
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Budget Summary
The last year was an especially challenging year. For Salt Lake City, the challenges were felt by residents,
businesses and the employees who work for the City. In spite of those challenges, Salt Lake City was able
to overcome and come out strong and ready to move forward. Fiscal year 2022 represents the first step
in recovery for the City. While many areas struggled, the City was able to maintain a healthy sales tax
base and had better than expected revenues from permits carrying us through the challenges of FY2021.
For fiscal year 2022, the City enacted a budget committee to help the Mayor in budget decision making.
The Budget Committee consisted of 6 Department Directors, the Mayor’s Chief of Staff and the Budget
Director. The committee was present as each Department presented their budget initiatives to the
Mayor. The committee then met multiple times to weigh the many options presented and provide
recommendations to the Mayor. The committee and the Mayor collaborated to compile a balanced
budget that would provide the City with a plan to move forward and break out of the challenges from the
previous year.
In Preparation for the budget Mayor Mendenhall listed four areas as her priorities. Those were:
• Our Growth: Harnessing our growth for the good of all residents:
• Our Environment: Leading the way on environmental resilience and stewardship;
• Our Communities: Creating inclusive and equitable opportunities for all: and
• Our City Family: Supporting employees’ physical, mental, and economic well-being.
The Mayor and committee considered these priorities as they made budgetary decisions. Another
component that was considered was the possibilities of the American Rescue Plan (ARP) available to the
City. With available funding from the American Rescue Plan, Salt Lake City has the opportunity to initiate
generational change. The Mayor and the budget committee considered options to help lead that
transformation. Mayor Mendenhall considered programs and positions that could help the City move
forward and meet the needs of residents and businesses now and into the future.
This budget reflects the promise extended by the American Rescue Plan and a continuation of the
positive revenues the City carried through the current fiscal year. The budget provides for an expansion
of services to carry Salt Lake City forward to a bright future.
REVENUES
Salt Lake City revenue across all funds for fiscal year 2022 are $1,334,241,569. This represents an
increase of 9.4% over fiscal year 2021 budgeted revenues. The increase is the result of additional revenue
from rate increases at public utilities and the recognition of a portion of anticipated revenues from the
American Rescue Plan. The largest contributors to City revenues are the Airport, Public Utilities and
General Fund. Airport revenues are budgeted at $260.0 million while Public Utilities total revenue across
all funds is $421.2 million. The General Fund FY2022 budget is $349.7 million including use of fund
balance.
The City uses conservative projections and maintains adequate reserves in each fund to insure long-term
financial stability. For the general fund, Salt Lake City creates its annual budget based on historical trend
average of on-going revenues. From these averages the City then projects future growth, one-time
revenues and potential new revenues to establish a final revenue projection. This projection becomes the
basis of the budget for the Mayor and administration to create a balanced budget.
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GENERAL FUND REVENUE
For fiscal year 2022, total general fund revenue increased by 3.75%. The increase is associated with
projected increases in sales tax and revenue from the ARP. For FY2022 the City projected significant
increases in sales tax, permits and interfund reimbursements. The City also budgeted $2.2 million in
additional revenue to be considered with policy and ordinance changes including a proposal to budget
property tax revenues at FY2021 projected levels.
To help the City through the Covid-19 recovery phase the City used fund balance reserves to cover
projected deficits. While fund balance reserves were used the amount used still allowed the City to
maintain a projected 15% fund balance for fiscal year 2022.
Sales Tax is budgeted to increase by $8.8 million bringing the projected amount in line with revenue the
City saw in fiscal year 2020. Other notable increases in revenue were building permits that are budgeted
to increase by $4.7 million, Franchises taxes are up almost one million dollars due to increased rates
within Public Utilities, and interfund reimbursement is up $1.4 million from a letter of agreement
between the Airport and the Fire Department.
Noteworthy decreases in revenue are business licenses are projected to be $1.6 million lower than fiscal
year 2021 budget, interest expense is budgeted $660,000 below last fiscal year while the City continues to
see decreases in parking meter and parking fines from decreased traffic in the City.
Lastly, the budget also includes a one-time transfer to the General Fund of $915,195 from the Insurance
and Risk Internal Service Fund due to a single health insurance premium holiday.
EXPENSES
Total expense for Salt Lake City is budgeted at $1,789,303,140 across all funds. This represents an
increase of $512.4 million from last fiscal year, or a 28.6% increase. Total Airport budget is set at just over
$706.5 million due to anticipated costs for the airport expansion, while Public Utilities is budgeted at
$420.5 million and the General Fund at $349.7 million.
The budget includes the addition of 75.7 full-time positions (FTEs) across all funds. The largest increases
are in the General Fund (42.85), Public Utilities (17) and IMS (15).
GENERAL FUND EXPENSE
General Fund expense increased by $23.6 million an increase of 6.75% from FY2021. Major changes to
expense include salary, pension and benefit changes totaling $4.2 million. The budget also includes the
addition of 42.85 FTEs at an anticipated cost of approximately $3.7 million.
The General Fund budget introduces some organizational shifts. The reorganization described below is
one step forward to building a “one city” approach. Along with the formal organizational structures, city
leadership is putting in place informal but essential work teams that bring together talent across
departments for coordinated project and planning work. For example, the Development Review Team
was created several years ago to give developers a one-stop shop so they are not surprised as they
design a project. The ERP software implementation team is another example that brings employees
together to implement a very large, multi-year, city-wide system.
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The budget creates the Public Lands Department. COVID made obvious what we have always known; our
open spaces, parks, trails, and golf courses are not a luxury, they are essential. Salt Lake City residents
know that our access to parks, open space and public lands are one of the benefits of living here.
This is the vital role that our parks and natural spaces play in Salt Lake City. They are one of our most
foundational civic assets, providing environmental, social and economic benefits. Investing in public lands
through improved infrastructure, community engagement and place-based strategies can also address
long-standing social and economic divides. Increased walk ability and urban connectivity will put more
residents in close proximity to our parks.
Youth & Family is moving from Department of Public Services to Department of Community &
Neighborhoods. One of CAN’s core functions is community services. There is no division in the city whose
core function is closer to the community than Youth & Family. Serving the youth of our city in out of
school, and after school programs, Youth & Family fills an essential gap in services – often in our most
vulnerable and at-risk communities. They will be integral to CAN’s focus on stabilizing the community
through equitable investment, partnerships, and programs.
Engineering is moving from Community and Neighborhoods to Public Services. Engineering serves all city
departments, other than the Airport, as they plan for and maintain city infrastructure. While that will
continue, the proposed reorganization will bring general fund asset development and management
together under one leadership structure. Additionally, the Capital Asset Development Manager will move
from the Capital Asset Real Estate Services team to Engineering. Greater efficiencies and coordination will
be the expected outcome.
Emergency Management is moving to Fire. The events of 2020 provided the best justification possible for
the city to make a strong investment in our ability to respond to all emergencies. This restructuring will
bolster Salt Lake City’s highly skilled and dedicated Emergency Management Division with additional staff
who are dedicated to the Emergency Management Mission to prepare for, mitigate and recover from
natural and man-made disasters that impact Salt Lake City. This team will not only address the needs of
our internal customers (City departments and employees) but also those of the greater SLC community. It
is vital that we address the separate, yet equally critical, needs of these two distinct audiences to best
prepare ourselves and our community to respond in the event of an emergency.
We are re-titling the Office of Human Rights to the Office of Equity and Inclusion in the Mayor’s Office.
Starting with the hiring of a new Chief Equity Officer and two positions in Mayor's Office, we will bolster
this team with two FTE’s that currently reside in CAN and a Consumer Protection position that currently
sits in Finance. By adding this team to our already dynamic and diverse employees in the Mayor’s Office,
we stand poised to take on the implementation of the highly anticipated Citywide Equity Plan.
The budget also includes recommendations from the City’s new Racial Equity in Policing Commission. The
Commission on Racial Equity in Policing was formed by the Mayor and City Council in July 2020 to
examine SLCPD’s policies, culture, and budget and any City policies that influence SLCPD’s culture or
policies. The Commission is composed of individuals who represent a broad and diverse range of
communities of color, expertise, and viewpoints in Salt Lake City. The Commission’s six core members
were selected by the Mayor and City Council to lead in the structure of the Commission, invite others to
participate, and to create the space for productive and inclusive discourse with the broad group of
Commissioners and the diversity of opinions therein. The Commission now includes 21 members.
The Commission has formed three subcommittees: police training, policies and practices, and school
safety. These subcommittees are creating community-informed recommendations, that will be delivered
to the Mayor and City Council Department for further action. An independent facilitator assists this
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Commission in its work, which is also supported by staff from the Mayor’s Office and the City Council
Office.
Current Commission initiatives reflected in the Mayor’s Recommended FY21-22 Budget include:
• Funding for the Peer Court Program, a restorative justice program working to combat the
disproportionate involvement of marginalized youth in the juvenile justice system by providing
accountability outside of the criminal justice system.
• New Senior Advisor position in the Mayor’s Office to focus on equity in education.
• Additional ongoing funding for Crisis Intervention Training for all SLCPD officers.
• Funding for 6 full-time social workers to fully staff the SLCPD’s co-responder program.
Other notable changes include budget considerations for the implementation of a new enterprise
resource planning (ERP) system, funding for the purchase of fire apparatus at $4.0 million dollars and a
contribution to CIP of $17.7 million.
Salary, Benefit and Compensation Costs
The largest portion of the general fund budget is personnel costs. The total cost for compensation
included in the budget is $215.9 million. This represents a 5.3% increase over FY2021. Budgeted salary,
pension and benefit increases totaled $4.1 million for general fund employees.
The budget includes honoring merit increases scheduled for award throughout FY2022 to all represented
employees (AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500
series employees) at estimated cost of $1.6 million to the general fund (2.3 million for all funds).
Additionally, although negotiations will be ongoing at the time the FY2019-20 budget is submitted to the
City Council, the Administration has included in the budget an amount equivalent to at least 1% of the
base salaries for represented employees. The distribution of actual employee pay increases is subject to
negotiations resulting in a tentative agreement and ratification according to the Collective Bargaining
Resolution. Non-Represented employees, (000, 300, 600, 800 and 900 series) will receive a 1% general
increase to their base salary.
As recommended by the Citizens’ Compensation Advisory Committee, the budget includes market
adjustments for certain benchmarked employee groups in the city who lag significantly behind market
pay rates by more than 5%. The projected costs for market adjustments are approximately $154,700 for
the general fund ($499K for all funds).
The City continues to operate a single high deductible health plan. The Utah Retirement Systems (URS)
requires the city’s medical plan reserve be maintained at a level to cover claims for a minimum of 55 days
and a maximum of 100 days of premiums. This year the budget includes a premium increase of 3.5% to
the Summit STAR plan. The needed increase is to continue to keep up with trend, as identified by PEHP’s
Actuary, from year to year. The cost of the insurance changes and enhancements is $764 thousand for
the general fund ($1.3 million for all funds).
Capital Improvement Program
The Capital Improvement Fund is used for payment of sales tax bond debt service and other
infrastructure improvements including streets, sidewalks, city buildings, curb, gutter, street lighting,
parks, open space, trails and bicycle facilities. More information on the specific projects funded this year
is available in the Capital Improvement Section of this Book. Detailed information will be provided in the
Mayor’s recommended CIP Book that will be published soon.
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The budget includes a General Fund contribution to the Capital Improvement Fund of $17.7 million
including funding from the Funding Our Future sales tax. The contribution for new projects is at $7.04
million for fiscal year 2022. This amount will be added to potential bond funding and other funding to
continue to enhance the capital assets of the City.
The total FY2021 CIP exceeds $703.1 million with the inclusion of various projects funded by the
Redevelopment Agency of Salt Lake City, the Department of Airports, Public Utilities, Golf, federal and
state partnerships, Class “C” Funds, Impact Fees and the General Fund. Most of this funding is from
construction of the new Airport ($390.9 million) and Public Utility improvements ($276.5 million).
Funding Our Future Sales Tax
To maintain our commitment to transparency, we have once again separated the Funding Our Future
budget—nearly $36.5 million dollars—to show use in the priority areas of housing, transit, streets, and
public safety including . Funding supports a total of 105 FTE’s as well as setting aside funding for CIP.
Housing - The budget allocates $5.2 million toward affordable housing through land discounts and
financing, incentivized rent assistance and service to the most vulnerable.
Transit –$4.5 million is budgeted for the first three lines of the frequent transit network (FTN), with an
additional $1.1 million in funding for additional routes. $1.1 million in funding is also provided for an on-
demand ride service to help residents reach transit networks.
Streets - The budget includes continuing funding for the new streets team funded last year and additional
equipment to expand the reach of that team. Additionally, the budget includes $2.3 million for new
infrastructure CIP projects.
Public Safety – The budget allocates funding for 50 police officers over the past two years to improve the
safety of our communities, including City parks. The budget also includes funding for additional
dispatchers as well as a contribution for fire apparatus.
Other Notable Expenses
The budget transfers the small business loan administrator from the HAND division to Economic
Development. This will help the Department of Economic Development meet the challenges with the new
loan programs associated with the current pandemic. The budget also transfers the Gallivan employees
to the RDA. These positions are funded through the Gallivan Utah Center Owner’s Association.
The budget includes an increase for Emergency Management to purchase Web EOC and to support
increases to the City’s citywide radio system. Funding is also transferred from each department to IMS to
purchase Adobe Enterprises for all City Departments.
CONCLUSION
The FY 2021-2022 budget will allow Salt Lake City to rise above the challenges of the last fiscal year. The
budget will establish the base for generational change and will set a course for both economic and
cultural recovery. The budget supports the core values and services of the City and will allow City
residents to continue to enjoy a safe, healthy, and vibrant Salt Lake City.
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Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
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Revenue and Other Sources
GENERAL FUND (FC 10):
Property Taxes 98,064,182 97,908,209 99,545,466
RDA Related Property Tax 13,245,339 13,510,246 14,096,716
Sale and Use Taxes 116,199,002 100,797,099 109,556,477
Franchise Taxes 26,863,146 26,812,125 27,702,125
Payment in Lieu of Taxes 1,278,532 1,508,894 1,562,042
TOTAL TAXES 255,650,201 240,536,573 252,462,826
Intergovernmental Revenue 5,086,254 4,444,400 4,644,018
Charges for Services 3,523,747 4,428,069 3,934,568
Other Revenue 54,240,359 51,553,635 58,464,249
Interfund Transfers In 20,574,064 20,281,706 22,032,894
TOTAL OTHER REVENUES 83,424,424 80,707,810 89,075,729
SUBTOTAL GENERAL FUND REVENUES 339,074,625 321,244,383 341,538,555
Fund Balance/Cash Reserves Used — 4,885,620 8,200,000
TOTAL GENERAL FUND SOURCES 339,074,625 326,130,003 349,738,555
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
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Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
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CAPITAL PROJECTS FUND (FC 83, 84 & 86):
Intergovernmental Revenue 8,484,754 3,154,706 3,492,211
Sale of Land 405,921 200,000 200,000
Other Revenue 2,918,915 224,554 5,122,554
Bond Proceeds 20,200,935 — —
Interfund Transfers In 11,359,150 15,782,971 9,166,589
Interfund Transfers In-Impact fees — 5,058,011 8,276,103
Impact fees 12,712,664 — —
TOTAL CAPITAL PROJECTS FUND REVENUES 56,082,339 24,420,242 26,257,457
Fund Balance/Cash Reserves Used — 672,979
TOTAL CAPITAL PROJECTS FUND 56,082,339 25,093,221 26,257,457
ENTERPRISE FUNDS:
AIRPORT (FC 54, 55 & 56)
Intergovernmental Revenue 31,124,710 3,945,500 2,950,500
Charges for Services 209,772,021 239,123,500 244,960,200
Other Revenue 25,636,529 31,823,000 10,078,899
TOTAL AIRPORT FUND REVENUES 266,533,260 274,892,000 257,989,599
Fund Balance/Cash Reserves Used 601,373,856 27,419,600 448,802,901
TOTAL AIRPORT FUND SOURCES 867,907,116 302,311,600 706,792,500
GOLF (FC 59)
Charges for Services 6,514,371 7,425,389 7,761,704
Other Revenue 64,825 400 768,500
Interfund Transfers In 1,191,078 1,613,567 1,869,909
TOTAL GOLF FUND REVENUES 7,770,274 9,039,356 10,400,113
Fund Balance/Cash Reserves Used — — —
TOTAL GOLF FUND SOURCES 7,770,274 9,039,356 10,400,113
RDA (FC 92)
Charges for Services 30,954,894 1,557,335 1,458,035
Other Revenue 45,355,312 36,157,249 39,517,586
Interfund Transfers In 15,835,339 16,518,035 16,966,582
TOTAL RDA FUND REVENUES 92,145,545 54,232,619 57,942,203
Fund Balance/Cash Reserves Used — — —
TOTAL RDA FUND SOURCES 92,145,545 54,232,619 57,942,203
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
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Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
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REFUSE COLLECTION (FC 57)
Charges for Services 12,084,784 11,793,195 12,940,410
Other Revenue 1,816,813 808,099 7,277,904
TOTAL REFUSE COLLECTION FUND REVENUES 13,901,597 12,601,294 20,218,315
Fund Balance/Cash Reserves Used — 3,914,143 4,495,190
TOTAL REFUSE COLLECTION FUND SOURCES 13,901,597 16,515,437 24,713,505
SEWER UTILITY (FC 52)
Charges for Services 45,383,441 50,321,000 58,128,437
Other Revenue 8,282,856 148,909,301 220,599,323
TOTAL SEWER UTILITY FUND REVENUES 53,666,297 199,230,301 278,727,760
Fund Balance/Cash Reserves Used 39,067,152 13,408,098 —
TOTAL SEWER UTILITY FUND SOURCES 92,733,449 212,638,399 278,727,760
STORM WATER UTILITY (FC 53)
Charges for Services 10,794,137 9,743,500 10,716,550
Other Revenue 820,521 1,002,670 7,082,200
TOTAL STORM WATER UTILITY FUND REVENUES 11,614,658 10,746,170 17,798,750
Fund Balance/Cash Reserves Used 930,755 7,215,690 1,402,263
TOTAL STORM WATER UTILITY FUND SOURCES 12,545,413 17,961,860 19,201,013
WATER UTILITY (FC 51)
Charges for Services 83,655,585 71,012,328 86,838,106
Other Revenue 3,834,354 49,645,304 33,709,402
TOTAL WATER UTILITY FUND REVENUES 87,489,939 120,657,632 120,547,508
Fund Balance/Cash Reserves Used 2,602,186 5,675,561 6,818,047
TOTAL WATER UTILITY FUND SOURCES 90,092,125 126,333,193 127,365,555
STREET LIGHTING DISTRICT (FC 48)
Charges for Services 4,258,690 4,230,298 4,101,769
Other Revenue 119,716 56,500 89,000
TOTAL STREET LIGHTING DISTRICT FUND REVENUES 4,378,406 4,286,798 4,190,769
Fund Balance/Cash Reserves Used 475,729 1,092,899 1,508,894
TOTAL STREET LIGHTING DISTRICT FUND SOURCES 4,854,135 5,379,697 5,699,663
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-8
HOUSING LOANS & TRUST (FC 78)
Intergovernmental Revenue — 500,000 890,000
Charges for Services 1,132,239 4,000 4,000
Other Revenue 2,597,385 13,195,000 10,985,000
Interfund Transfers In 16,463,021 6,640,000 1,250,000
TOTAL HOUSING LOANS & TRUST FUND REVENUES 20,192,645 20,339,000 13,129,000
Fund Balance/Cash Reserves Used — 2,909,016 2,992,000
TOTAL HOUSING LOANS & TRUST FUND SOURCES 20,192,645 23,248,016 16,121,000
INTERNAL SERVICE FUNDS:
FLEET MANAGEMENT (FC 61)
Charges for Services 12,240,437 12,816,053 2,400
Other Revenue 3,943,070 1,261,940 17,665,894
Interfund Transfers In 11,893,100 5,000,000 10,269,716
TOTAL FLEET MANAGEMENT FUND REVENUES 28,076,607 19,077,993 27,938,007
Fund Balance/Cash Reserves Used — 131,278 152,568
TOTAL FLEET MANAGEMENT FUND SOURCES 28,076,607 19,209,271 28,090,575
GOVERNMENTAL IMMUNITY (FC 85)
Other Revenue 233,497 20,000 20,000
Interfund Transfers In 2,767,963 2,767,963 2,767,963
TOTAL GOVERNMENTAL IMMUNITY FUND REVENUES 3,001,460 2,787,963 2,787,963
Fund Balance/Cash Reserves Used — 67,240 145,950
TOTAL GOVERNMENTAL IMMUNITY FUND SOURCES 3,001,460 2,855,203 2,933,913
INFORMATION MANAGEMENT SERVICES (FC 65)
Charges for Services 17,125,146 17,345,710 24,250,240
Other Revenue 1,680,869 — —
Interfund Transfers In — — —
TOTAL INFORMATION MGMT. FUND REVENUES 18,806,015 17,345,710 24,250,240
Fund Balance/Cash Reserves Used — 943,977 52,247
TOTAL INFORMATION MGMT. FUND SOURCES 18,806,015 18,289,687 24,302,487
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-9
INSURANCE & RISK MANAGEMENT (FC 87)
Charges for Services 46,361,295 48,144,566 51,305,318
Other Revenue 200,071 288,057 200,000
TOTAL INSURANCE AND RISK MGMT. FUND REVENUES 46,561,366 48,432,623 51,505,318
Fund Balance/Cash Reserves Used 1,785,271 2,976,402 1,434,171
TOTAL INSURANCE AND RISK MGMT. FUND SOURCES 48,346,637 51,409,025 52,939,489
SPECIAL ASSESSMENT FUNDS:
CURB/GUTTER (FC 20)
Special Assessment Taxes 13,844 3,000 3,000
Other Revenue 26,713 — —
TOTAL CURB /GUTTER S.A. FUND REVENUES 40,557 3,000 3,000
Fund Balance/Cash Reserves Used 155,174 — —
TOTAL CURB /GUTTER S.A. FUND SOURCES 195,731 3,000 3,000
SPECIAL REVENUE FUNDS:
CDBG OPERATING (FC 71)
Intergovernmental Revenue — 3,509,164 5,341,332
Interfund Transfers In 4,700,000 — —
TOTAL CDBG FUND REVENUES 4,700,000 3,509,164 5,341,332
Fund Balance/Cash Reserves Used — —
TOTAL CDBG FUND SOURCES 4,700,000 3,509,164 5,341,332
EMERGENCY 911 DISPATCH (FC 60)
E911 Telephone Surcharges 4,579,264 3,850,000 3,850,000
Other Revenue 57,715 75,000 75,000
TOTAL E911 FUND REVENUES 4,636,979 3,925,000 3,925,000
Fund Balance/Cash Reserves Used — — 131,856
TOTAL E911 FUND SOURCES 4,636,979 3,925,000 4,056,856
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-10
MISC. GRANTS OPERATING (FC 72)
Intergovernmental Revenue 5,248,752 2,655,028 16,517,971
Other Revenue 1,224,690 5,606,016 420,000
Interfund Transfers In 350,000 — —
TOTAL MISC. GRANTS OPERATING FUND REVENUES 6,823,442 8,261,044 16,937,971
Fund Balance/Cash Reserves Used 10,588,785 — —
TOTAL MISC. GRANTS OPERATING FUND SOURCES 17,412,227 8,261,044 16,937,971
MISC. SPEC. SERV. DISTRICTS (FC 46)
Special Assessment Taxes 532,337 1,550,000 1,550,000
Other Revenue 7,423 — —
Interfund Transfers In — — —
TOTAL MISC. SPEC. SERV. DISTRICTS FUND REVENUES 539,760 1,550,000 1,550,000
Fund Balance/Cash Reserves Used 605,585 — —
TOTAL MISC. SPEC. SERV. DISTRICTS FUND SOURCES 1,145,345 1,550,000 1,550,000
OTHER SPECIAL REVENUE FUNDS (FC 73)
Special Assessment Taxes — — —
Charges for Services 99,423 — —
Other Revenue 265,782 — 273,797
Interfund Transfers In — — —
TOTAL OTHER SPECIAL REVENUE FUND REVENUES 365,205 — 273,797
Fund Balance/Cash Reserves Used — — —
TOTAL OTHER SPECIAL REVENUE FUND SOURCES 365,205 — 273,797
SALT LAKE CITY DONATION FUND (FC 77)
Contributions 552,901 500,000 527,000
Other Revenue 2,147,589 1,880,172 2,225,565
Interfund Transfers In — — —
TOTAL DONATION FUND REVENUES 2,700,490 2,380,172 2,752,565
Fund Balance/Cash Reserves Used — — —
TOTAL DONATION FUND SOURCES 2,700,490 2,380,172 2,752,565
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-11
QUARTER CENT SALES TAX FOR TRANSPORTATION (FC 69)
Transfer from Salt Lake County — — —
Other Revenue 4,700,000 4,467,000 7,700,000
TOTAL QUARTER CENT REVENUES 4,700,000 4,467,000 7,700,000
Fund Balance/Cash Reserves Used — 3,104,945 —
TOTAL QUARTER CENT SOURCES 4,700,000 7,571,945 7,700,000
DEBT SERVICE FUNDS:
DEBT SERVICE (FC 81)
Property Taxes 17,362,742 21,196,660 17,315,863
Intergovernmental Revenue 4,082,326 2,419,710 2,463,923
Bond proceeds 82,470 — —
Other Revenue (253,288) — —
Interfund Transfers In 11,972,534 11,502,213 10,335,637
TOTAL DEBT SERVICE FUND REVENUES 33,246,784 35,118,583 30,115,423
Fund Balance/Cash Reserves Used 13,909,576 2,400,818 735,000
TOTAL DEBT SERVICE FUND SOURCES 47,156,360 37,519,401 30,850,423
TOTAL REVENUE BUDGET 1,102,348,250 1,194,081,047 1,323,820,645.28
TOTAL USE OF FUND BALANCE 671,494,069 73,713,321 476,871,087
GRAND TOTAL OF SOURCES 1,773,842,319 1,267,794,368 1,800,691,732
Expenses and Other Uses
GENERAL FUND RESERVES
CITY COUNCIL OFFICE
General Fund 4,099,447 4,516,175 4,551,159
CITY COUNCIL OFFICE TOTAL EXPENDITURES 4,099,447 4,516,175 4,551,159
OFFICE OF THE MAYOR
General Fund 3,885,212 3,883,065 4,761,780
OFFICE OF THE MAYOR TOTAL EXPENDITURES 3,885,212 3,883,065 4,761,780
DEPARTMENT OF AIRPORTS
Airport Fund 266,533,260 302,311,600 706,792,500
Increase Fund Balance/Cash Reserves — — —
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-12
DEPARTMENT OF AIRPORTS TOTAL EXPENDITURES 266,533,260 302,311,600 706,792,500
SALT LAKE CITY ATTORNEY
General Fund 6,933,580 7,123,638 8,133,002
Governmental Immunity Internal Svc. Fund (967,398) 2,855,203 2,933,913
Increase Fund Balance/Cash Reserves 3,968,858 — —
Insurance & Risk Mgmt. Internal Svc. Fund 3,835,426 4,113,406
Increase Fund Balance/Cash Reserves — — —
SALT LAKE CITY ATTORNEY TOTAL EXPENDITURES 9,339,434 13,814,267 15,180,321
DEPT OF COMMUNITY AND NEIGHBORHOODS
General Fund 24,497,495 24,318,570 23,615,117
Quarter Cent Sales Tax for Transportation 273,914 7,571,945 5,307,142
Increase Fund Balance/Cash Reserves 4,426,086 — 2,392,858
DEPT OF COMMUNITY AND NEIGHBORHOODS TOTAL EXPENDITURES 24,771,409 31,890,515 28,922,259
DEPARTMENT OF ECONOMIC DEVELOPMENT
General Fund 2,010,905 2,388,562 2,514,915
Redevelopment Agency Fund 41,290,827 54,232,619 —
Increase Fund Balance/Cash Reserves 50,854,627 — —
DEPARTMENT OF ECONOMIC DEVELOPMENT TOTAL EXPENDITURES 43,301,732 56,621,181 2,514,914.68
DEPARTMENT OF FINANCE
General Fund 8,391,680 8,387,673 8,727,757
IMS - IFAS 1,466,680 5,086,937
Increase Fund Balance/Cash Reserves — — —
Risk 35,562 35,562
Increase Fund Balance/Cash Reserves — — —
DEPARTMENT OF FINANCE TOTAL EXPENDITURES 9,021,647 9,889,915 13,850,256
FIRE DEPARTMENT
General Fund 42,269,607 42,737,520 45,587,400
FIRE DEPARTMENT TOTAL EXPENDITURES 42,269,607 42,737,520 45,587,400
HUMAN RESOURCES
General Fund 2,675,240 2,629,008 3,267,669
Insurance & Risk Mgmt. Internal Svc. Fund 44,937,823 47,538,037 48,790,521
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-13
Increase Fund Balance/Cash Reserves — — —
HUMAN RESOURCES TOTAL EXPENDITURES 47,613,063 50,167,045 52,058,190
INFORMATION MANAGEMENT SERVICES
Information Management Service Fund 14,240,960 16,823,007 19,215,550
Increase Fund Balance/Cash Reserves 3,970,650 — —
INFO. MGMT. SERVICES INTERNAL SERVICES FUND TOTAL EXPENDITURES 16,823,007 19,215,550
JUSTICE COURT
General Fund 4,405,308 4,726,866 4,850,906
JUSTICE COURT TOTAL EXPENDITURES 4,405,308 4,726,866 4,850,906
POLICE DEPARTMENT
General Fund 82,744,714 79,097,332 83,370,502
POLICE DEPARTMENT TOTAL EXPENDITURES 82,744,714 79,097,332 83,370,502
PUBLIC LANDS
General Fund — — 18,828,718
Golf Enterprise Fund — — 9,697,417
Increase Fund Balance/Cash Reserves — — 702,696
PUBLIC LANDS TOTAL EXPENDITURES — — 28,526,135
PUBLIC SERVICES DEPARTMENT
General Fund 46,334,048 46,655,226 34,341,928
Golf Enterprise Fund 7,858,889 8,484,897 —
Increase Fund Balance/Cash Reserves 483,438 554,459 —
Fleet Management Internal Service Fund 24,279,893 19,209,271 28,090,574
Increase Fund Balance/Cash Reserves 3,796,714 — —
PUBLIC SERVICES DEPARTMENT TOTAL EXPENDITURES 70,613,941 65,864,497 62,432,502
911 COMMUNICATION BUREAU
General Fund 8,204,000 8,260,571 8,888,505
911 COMMUNICATIONS BUREAU TOTAL EXPENDITURES 8,204,000 8,260,571 8,888,505
PUBLIC UTILITIES DEPARTMENT
Sewer Utility Enterprise Fund 92,733,449 212,638,399 268,213,796
Increase Fund Balance/Cash Reserves — — 10,513,964
Storm Water Utility Enterprise Fund 12,545,413 17,961,860 19,201,013
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-14
Increase Fund Balance/Cash Reserves — — —
Water Utility Enterprise Fund 90,092,125 126,333,193 127,365,555
Increase Fund Balance/Cash Reserves — — —
Street Lighting Enterprise Funds 4,854,135 5,379,697 5,699,663
Increase Fund Balance/Cash Reserves — — —
PUBLIC UTILITIES DEPARTMENT TOTAL EXPENDITURES 200,225,122 362,313,149 420,480,027
SUSTAINABILITY DEPARTMENT
Refuse Fund 13,180,361 16,515,437 24,713,505
Increase Fund Balance/Cash Reserves 721,236 — —
SUSTAINABILITY DEPARTMENT TOTAL EXPENDITURES 13,180,361 16,515,437 24,713,505
REDEVELOPMENT AGENCY
Redevelopment Agency Fund — — 57,942,203
Increase Fund Balance/Cash Reserves — — —
REDEVELOPMENT AGENCY TOTAL EXPENDITURES — — 57,942,203
NON DEPARTMENTAL
General Fund 40,194,845 91,405,797 98,299,196
Curb/Gutter Special Assessment Fund 195,731 3,000 3,000
Increase Fund Balance/Cash Reserves — — —
Street Lighting Special Assessment Fund — — —
Increase Fund Balance/Cash Reserves — — —
CDBG Operating Special Revenue Fund 273,914 3,509,164 5,341,332
Increase Fund Balance/Cash Reserves 4,426,086 — —
Emergency 911 Dispatch Special Rev. Fund 4,033,127 3,789,270 4,056,856
Increase Fund Balance/Cash Reserves 603,852 135,730 —
Housing Loans & Trust Special Rev. Fund 6,252,692 23,248,016 16,121,000
Increase Fund Balance/Cash Reserves 13,939,953 — —
Misc. Grants Operating Special Rev. Fund 17,412,227 8,261,044 16,937,971
Increase Fund Balance/Cash Reserves — — —
Misc. Spec. Svc. Districts Special Rev. Fund 1,145,345 1,550,000 1,550,000
Increase Fund Balance/Cash Reserves — — —
Other Special Revenue Funds 331,086 — 273,797
Increase Fund Balance/Cash Reserves 34,119 — —
Salt Lake City Donation Fund 2,231,410 2,380,172 2,752,565
Increase Fund Balance/Cash Reserves 469,080 — —
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-15
Debt Service Funds 47,156,360 37,519,401 30,850,423
Increase Fund Balance/Cash Reserves — — —
Capital Projects Fund 33,933,282 25,093,221 26,257,457
Increase Fund Balance/Cash Reserves 21,852,047 — —
NON DEPARTMENTAL TOTAL EXPENDITURES 153,160,019 196,759,085 202,443,597
GEN FUND BAL/CASH RESERVES
TOTAL EXPENSE BUDGET 956,044,495 1,211,958,607 1,787,082,213
TOTAL INC TO FUND BALANCE 53,782,595 135,730 13,609,518
GRAND TOTAL OF USES 1,009,827,090 1,212,094,337 1,800,691,731
NET CHANGE TO FUND BALANCE (617,711,474) (73,577,591) (463,261,569)
Governmental Fund Type:
TOTAL GENERAL FUND: 276,646,081 326,130,003 349,738,555
CITY COUNCIL OFFICE 4,099,447 4,516,175 4,551,159
OFFICE OF THE MAYOR 3,885,212 3,883,065 4,761,780
SALT LAKE CITY ATTORNEY 6,933,580 7,123,638 8,133,002
COMMUNITY AND NEIGHBORHOODS 24,497,495 24,318,570 23,615,117
DEPT OF ECONOMIC DEVELOPMENT 2,010,905 2,388,562 2,514,915
DEPARTMENT OF FINANCE 8,391,680 8,387,673 8,727,757
FIRE DEPARTMENT 42,269,607 42,737,520 45,587,400
HUMAN RESOURCES 2,675,240 2,629,008 3,267,669
JUSTICE COURTS 4,405,308 4,726,866 4,850,906
POLICE DEPARTMENT 82,744,714 79,097,332 83,370,502
PUBLIC LANDS — — 18,828,718
PUBLIC SERVICES DEPARTMENT 46,334,048 46,655,226 34,341,928
911 COMMUNICATIONS BUREAU 8,204,000 8,260,571 8,888,505
NON DEPARTMENTAL 40,194,845 91,405,797 98,299,196
TOTAL SPECIAL REVENUE FUNDS 25,427,109 27,061,595 36,219,663
TOTAL DEBT SERVICE FUNDS 47,352,091 37,522,401 30,853,423
TOTAL CAPITAL PROJECTS FUNDS 33,933,282 25,093,221 26,257,457
Proprietary Fund Type:
TOTAL INTERNAL SERVICE FUNDS 86,494,497 91,763,186 108,266,463
TOTAL ENTERPRISE FUNDS 486,191,435 704,388,202 1,235,746,652
TOTAL EXPENSE BUDGET 956,044,495 1,211,958,607 1,787,082,213
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2021-22
MAYOR'S
ADOPTED RECOMMENDED
ACTUAL BUDGET BUDGET
FY 2019-20 FY 2020-21 FY 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-16
Revenue and Other Sources 293,332,497 32,797,506 326,130,003
Changes to FY21 Base Revenue
Sales and Use Tax 5,956,884
Sales Tax Option (1/2 Percent) 2,802,494
RDA Property Tax 594,707
Property Tax Adjustment (628,442)
Franchise Tax 890,000
PILOT (Payment in Lieu of Taxes) 53,148
Business/Regulatory Licenses (1,600,684)
Permits 4,702,006
Intergovernmental revenue 199,618
Charges for Service (518,238)
Fines and Forfeitures (464,391)
Parking Meter revenue (660,000)
Interest income (629,528)
Miscellaneous revenue (641,771)
Interfund reimbursement 1,409,938
Transfers 365,000
CPI Adjustment 377,633
Inland Port Tax Increment 983,242
Inland Port Tax Increment - Contra Revenue (983,242)
Convention Hotel Tax Increment 10,116
Convention Hotel Tax Increment - Contra Revenue (10,116)
Total Base Changes 9,405,880 2,802,494 12,208,374
Proposed Changes in Revenue Resulting from Policy and Ordinance Changes
Judgment Levy (66,835)
Estimated Property Tax for New Growth 1,324,297
Property Tax Stabilization 1,000,000
Total Revenue Changes from Policy and Ordinance Changes
2,257,462 2,257,462
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-17
One-Time Revenues
Remove Airport Building Permits (2,300,000)
Remove Health Insurance Premium Holiday (1,830,389)
Remove CDBG Transfer for CARES/Misc Grants (423,332)
Remove Transfer from Debt Service for North Temple Viaduct
(996,159)
Remove Transfer from CIP (City Daycare Project) (250,000)
Remove Transfer from CIP (Recapture Completed Projects) (422,979)
Remove Airport Reimbursement for Body Cameras
(129,000)
Remove Budgeted Use of Fund Balance (4,885,620)
ARA Revenue Loss 10,000,000
One-time Use of Fund Balance 4,900,000
REP Funding from FY2021 (remaining) 2,300,000
One Time Use of Fund Balance from Underserved Neighborhood Holding Account
1,000,000
Fire Reimbursement for Deployments 515,000
Reallocated prior year Housing Plan funding 750,000
Health Insurance Premium Holiday 915,195
Total One-Time Revenue 8,392,716 750,000 9,142,716
Grand Total Revenue Changes 20,056,058 3,552,494 23,608,552
Grand Total Revenue 313,388,555 36,350,000 349,738,555
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-18
Expenses and Other Uses
City Council:
FY21 Beginning Balance 4,226,075 35.00
FY22 Base personal services projection less FY21 budget 243,979
Restore 6 Months Vacancy Savings 35,759
Insurance rate changes 13,172
Living Wage Adjustment 910
Salary Proposal 31,264
Total City Council 4,551,159 35.00 0 0.00 4,551,159 35.00
Legislative Non-Departmental
FY21 Beginning Balance 290,100 0.00 0 0.00
No Changes
Total City Council 290,100 0.00 0 0.00 290,100 0.00
Mayor:
FY21 Beginning Balance 3,799,755 25.00 83,310 1.00
FY22 Base personal services projection less FY21 budget 283,148
Restore 6 Months Vacancy Savings 166,145
Insurance rate changes 8,744
Living Wage Adjustment 3,795
Salary Proposal 30,241
Reclassify Census Coordinator to Citywide Volunteer Coordinator
83,310 1.00 (83,310) (1.00)
Transfer ADA & Equity Coordinator positions from CAN
288,576 2.00
Transfer Consumer Protection Analyst position from Finance 83,216 1.00
REP Commission Senior Staff Position (Funding is in Non Departmental)
1.00
Sponsorship Awards 5,000
Cultural Ambassador pilot program 9,850
Total Mayor 4,761,780 30.00 0 0.00 4,761,780 30.00
Attorneys Office:
FY21 Beginning Balance 7,123,638 50.25
FY22 Base personal services projection less FY21 budget 66,603
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-19
Restore 6 Months Vacancy Savings 31,843
Insurance rate changes 19,984
Salary Proposal 55,480
BA#5 - New - Sr City Attorney 173,978 1.00
BA#5 - New - Sr City Attorney 173,978 1.00
BA#5 - New - Legal Secretary 87,748 1.00
BA#5 - New - Assistant City Recorder 97,612 1.00
Social Media Retention 15,588
Office Victim Advocate - Grant Funding Match 18,500
Assistant City Prosecutor (10 Months) 268,050 3.00
Total Attorney 8,133,002 57.25 0 0.00 8,133,002 57.25
Community and Neighborhoods
FY21 Beginning Balance 23,242,118 197.00 1,076,452 7.00
FY22 Base personal services projection less FY21 budget (101,089)
Restore 6 Months Vacancy Savings 658,084
Insurance rate changes 77,552
CCAC Adjustments [10 Months] 107,553
Merit Changes 58,448
Salary Proposal 179,963
BA#6 - Transfer to IMS - Civic Engagement Mgr (105,920) (1.00)
BA#6 - Transfer to IMS - Civic Engagement Specialist (80,054) (1.00)
BA#6 - Transfer to IMS - Civic Engagement Specialist (83,930) (1.00)
BA#6 - Transfer to IMS - Civic Engagement Specialist (90,916) (1.00)
BA#6 - Transfer to IMS - Innovations Team Support Budget
(53,400)
BA#7 - Transfer to IMS - GIS Programmer Analyst (106,458) (1.00)
BA#7 - Transfer to IMS - GIS Programmer Analyst (108,646) (1.00)
Transfer ADA & Equity Coordinator positions to Mayor's Office
(288,576) (2.00)
Transfer Youth and Family Division to Community and Neighborhoods Department (Personnel Costs)
1,812,153 18.00
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-20
Transfer Youth and Family Division to Community and Neighborhoods Department (Operational Costs)
251,345
Transfer Engineering Division from Community and Neighborhoods Department (Personnel Costs)
(4,864,910) (44.00)
Transfer Engineering Division from Community and Neighborhoods Department (Operational Costs)
(178,402)
CAN Deputy Director of Community Services [10 Months]
158,750 1.00
HAND Office Facilitator [Revenue Offset] 79,836 1.00
HAND Operational Costs [Revenue Offset] 40,164
Homeless Services
Homeless Cut #1 - CCC/Green Team Reductions (6 Months) (115,000)
Sales Tax Option - Transit
No change in CAN (see Non- Departmental)
Sales Tax Option - Housing Plan
Build A More Equitable City (from Non-Departmental) 388,000
Expanded Housing Opportunity Program - Landlord Insurance (from Non-Departmental)
53,000
Incentivized Rent Assistance (from Non-Departmental) 671,620
Mortgage Assistance (from Non-Departmental) 50,000
Housing Plan - Marketing home ownership programs (from Non-Departmental $300,000)
300,000
Housing Plan - Service Models for most vulnerable (from Non-Departmental $535,380)
525,380
Shared Housing 62,000
Total Community and Neighborhood 20,568,719 166.00 3,046,398 6.00 23,615,117 172.00
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-21
Economic Development
FY21 Beginning Balance 2,388,562 18.00
FY22 Base personal services projection less FY21 budget (8,383)
Restore 6 Months Vacancy Savings 104,634
Insurance rate changes 6,812
Merit Changes 5,792
Salary Proposal 17,498
Total Economic Development 2,514,915 18.00 0 0.00 2,514,915 18.00
Finance:
FY21 Beginning Balance 8,387,673 69.70
FY22 Base personal services projection less FY21 budget (29,493)
Restore 6 Months Vacancy Savings 62,676
Insurance rate changes 29,916
Merit Changes 17,138
Salary Proposal 64,316
BA#5 - New - Consumer Protection Analyst 45,644 1.00
Transfer Consumer Protection Analyst position to Mayor's Office
(83,216) (1.00)
Deputy Director [10 Months] 143,603 1.00
Business Analyst 89,500 1.00
Total Finance 8,727,757 71.70 0 0.00 8,727,757 71.70
Fire:
FY21 Beginning Balance 42,737,520 366.00
FY22 Base personal services projection less FY21 budget (306,333)
Restore 6 Months Vacancy Savings 272,562
Insurance rate changes 164,636
Plan A Payout [One-Time] 161,243
Merit Changes 346,049
Salary Proposal 340,686
BA#7 - Transfer from PD - Battalion Chief (Changed from EM Manager)
142,920 1.00
BA#7 - New - Fire Captain 124,776 1.00
BA#7 - Transfer from PD - EM Training Program Specialist 114,849 1.00
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-22
BA#7 - Transfer from PD - EM Community Preparedness Coordinator
88,924 1.00
BA#7 - Transfer from PD - EM Multi Language Media Coordinator
98,918 1.00
BA#7 - Transfer from PD - EM Critical Infrastructure Liaison 89,608 1.00
BA#7 - Transfer to Fire - EM Operational Costs 107,294
Airport Rescue Firefighting Expenses (ARFF) 352,300
Fire Department Deployment Expense Reimbursement [One-Time]
515,000
Emergency Management Phase 2 236,448 2.00
Total Fire 45,350,952 372.00 236,448 2.00 45,587,400 374.00
Human Resources
FY21 Beginning Balance 2,629,008 21.20
FY22 Base personal services projection less FY21 budget 33,586
Restore 6 Months Vacancy Savings 97,183
Insurance rate changes 10,088
CCAC Adjustments [10 Months] 3,502
Salary Proposal 25,266
BA#4 - New - Deputy HR Director (.85) 147,991 0.85
Human Resources Analyst - ERP 111,075 1.00
HR Supervisor - Recruitment [10 Months] 101,020 1.00
Human Resources Technician [10 Months] 108,950 2.00
Total Human Resources 3,267,669 26.05 — 0.00 3,267,669 26.05
Justice Courts
FY21 Beginning Balance 4,726,866 42.00
FY22 Base personal services projection less FY21 budget (14,055)
Restore 6 Months Vacancy Savings 73,500
Insurance rate changes 16,876
Merit Changes 12,292
Salary Proposal 35,427
Total Justice Courts 4,850,906 42.00 — 0.00 4,850,906 42.00
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-23
Police:
FY21 Beginning Balance 70,347,769 648.00 8,749,563 63.00
FY22 Base personal services projection less FY21 budget (1,745,264)
Restore 6 Months Vacancy Savings 270,501
Insurance rate changes 253,328
CCAC Adjustments [10 Months] 43,645
Merit Changes 865,184
Salary Proposal 657,270
BA#7 - Transfer to Fire - Emergency Manager (134,122) (1.00)
BA#7 - Transfer to Fire - EM Training Program Specialist (114,849) (1.00)
BA#7 - Transfer to Fire - EM Community Preparedness Coordinator
(88,924) (1.00)
BA#7 - Transfer to Fire - EM Multi Language Media Coordinator
(98,918) (1.00)
BA#7 - Transfer to Fire - EM Critical Infrastructure Liaison (89,608) (1.00)
BA#7 - Transfer to Fire - EM Operational Costs (107,294)
BA#7 - Social Worker Change 841,997
BA#7 - Encampment Cleanup 650,000
Versaterm contractual changes 39,391
Legislated Action Requiring Budget [10 Months] 60,833 1.00
Police Officer Mental Health Responder [10 Months] 100,000 1.00
Increased Public Mental Health Responders (Funding in Non- Departmental) [3@10 Months and 3@6 Months]
6.00
Street Racing Initiative 70,000
Police Staffing from the 2021 Holding Account (from Non- Departmental)
2,800,000
Total Police 74,620,939 645.00 8,749,563 69.00 83,370,502 714.00
Public Lands:
FY21 Beginning Balance — —
Living Wage Adjustment 21,230
Transfer Public Lands Division from Public Services Department (Personnel Costs)
10,956,781 110.35
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-24
Transfer Public Lands Division from Public Services Department (Operational Costs)
6,415,644
Public Lands Department Development [Ongoing] 536,583 4.00
Public Lands Department Development [One Time] 14,400
North Temple Grounds Keeper — 1.00
Public Lands New Properties/Amenities [Ongoing] 338,413 1.00
New Recreational Trail System [Ongoing] 304,167 2.00
Contractual Increases 79,000
Utilities Increases 162,500
Total Public Lands 18,828,718 118.35 — 0.00 18,828,718 118.35
Public Services:
FY21 Beginning Balance 44,302,195 310.35 2,353,031 19.00
FY22 Base personal services projection less FY21 budget (57,548)
Restore 6 Months Vacancy Savings 808,235
Insurance rate changes 124,784
Living Wage Adjustment 1,290
Merit Changes 260,156
Salary Proposal 228,013
BA#6 - Transfer to IMS - Deputy Director (176,436) (1.00)
BA#6 - Transfer to IMS - Strategy and Special Projects Manager
(100,714) (1.00)
BA#6 - Transfer to IMS - Innovations Team Support Budget
(30,200)
Transfer Public Lands Division to Public Lands Department (Personnel Costs)
(10,956,781) (110.35)
Transfer Public Lands Division to Public Lands Department (Operational Costs)
(6,415,644)
Transfer Youth and Family Division to Community and Neighborhoods Department (Personnel Costs)
(1,812,153) (18.00)
Transfer Youth and Family Division to Community and Neighborhoods Department (Operational Costs)
(251,345)
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-25
Transfer Engineering Division from Community and Neighborhoods Department (Personnel Costs)
4,864,910 44.00
Transfer Engineering Division from Community and Neighborhoods Department (Operational Costs)
178,402
Engineer [9 Months] 92,255 1.00
Landscape Architect [9 Months] 169,833 2.00
Licensed Architect [9 Months] 88,477 1.00
Engineering Information and Records Specialist [9 Months] 42,375 1.00
Engineering New Position Increases 9,593
Contractual Increases 115,100
Utilities Increases 128,500
Budget and Management Analysis [Ongoing] 52,800
Concrete Road Maintenance Initiative [Ongoing] 80,000
Concrete Road Maintenance Initiative [One-Time] 69,500
Streets Response Team FTE [Ongoing] 53,300 1.00
Increase 1/2 Asphalt Budget [Ongoing] 120,000
Total Public Services 31,666,097 229.00 2,675,831 20.00 34,341,928 249.00
911 Communications Bureau
FY21 Beginning Balance 8,260,571 100.00
FY22 Base personal services projection less FY21 budget 104,461
Restore 6 Months Vacancy Savings 171,250
Insurance rate changes 37,768
Merit Changes 98,566
Salary Proposal 62,439
32 Hour Work Week Pilot Program [6 Months] 153,450 8.00
Total 911 Dispatch Bureau 8,735,055 100.00 153,450 8.00 8,888,505 108.00
Non Departmental: Original Budget Proposed Changes Original Budget Proposed Changes TOTAL PROPOSED
FY21 Beginning Balance
Governmental Transactions
Airport Trail Reimbursement 103,887 103,887
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-26
Non Departmental:Original Budget Proposed Changes Original Budget Proposed Changes TOTAL PROPOSED
Fire SCBA 197,000 197,000
Police Body Cameras and Vehicle Integration 780,422 512,578 1,293,000
City Resident Bus Pass (HIVE) 1,260,000 1,260,000
Contract for Animal Services [BA#5 Contractual Adjustment $44,192]
1,866,295 44,192.00 1,910,487
Demographic Contract 50,000 50,000
Interest Expense for TRANS Bonding/Note 350,000 350,000
Jazz Festival 0
Jordan River Commission (Membership) 14,000 14,000
Municipal Elections 275,000.00 275,000
Retirement Payouts 635,000 61,000.00 696,000
Sorenson Center with County 1,014,800 1,014,800
Tuition Aid program 300,000 300,000
Washington D. C. Lobbyist 75,000 75,000
Inter-Governmental Transfers
Capital Improvement Fund:
Debt Service Fund
Debt Service on Bonds 8,731,712 (1,089,332) 7,642,380
Debt Service on ESCO and Crime Lab Lease 877,105 19,395 896,500
Bond for ESCO Debt (55,399) 55,399
Debt Service Transfer to LBA for Fire Station Debt Service
Ongoing Commitments
Transfer to CIP for ongoing commitments 498,133 1,027,474 1,525,607
Facilities Capital Replacement 350,000 350,000
Parks Capital Replacement 250,000 250,000
New Projects 3,907,824 (446,842) 3,460,982
Capital Maintenance Fund (TBD)
Capital Improvement Projects Fund (TBD)
CIP Projects (TBD) 1,380,000 (100,000)1,280,000
Infrastructure Projects (TBD) 2,400,000 (100,000)2,300,000
Transit Plan - FTN Improvements (TBD) 1,100,000 (1,100,000)
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-27
Non Departmental:Original Budget Proposed Changes Original Budget Proposed Changes TOTAL PROPOSED
Council Identified - Underserved Neighborhoods & Communities of Color [Remove One-Time]
1,669,138 (1,669,138)
Triggered CIP from new growth
Fleet Fund:
Fleet - Replacement Fund 5,165,600 (65,600) 5,100,000
Streets Fleet Equipment Replacement 950,916 950,916
Fire Apparatus Replacement 4,000,000 4,000,000
Fire Emergency Management Vehicles 105,000 105,000
Public Service Concrete Maintenance Equipment 58,000 58,000
Public Services Engineering Position Increases Vehicles (2) 55,800 55,800
Fleet - Centralized Fleet Maintenance 6,303,103 315,600 138,500 6,757,203
Golf Fund:
Golf (Living Wage and CCAC Salary Adjustments Transfer) 246,000 124,100 370,100
Golf ESCO Payment Transfer [One-Time] FY2021 460,585 (460,585)
Golf ESCO Payment Transfer [One-Time] FY2022 484,000 484,000
Golf ESCO Bonding Savings (34,601) 34,601
Golf Admin Fee Transfer 306,582 9,197 315,779
Golf IMS Fee Transfer 200,000 200,000
Golf Fund Balance Deficit Transfer [One-Time] 500,000 500,000
Governmental Immunity Fund 2,767,963 2,767,963
Information Management Services Fund:
IMS Services 11,396,867 11,396,867
Budget Amendment Changes 715,729 80,054 795,783
Contractual Changes 577,803 577,803
Technical & Inflationary Increases 152,392 152,392
Initiatives 1,030,250 350,000 1,380,250
New positions 467,652 467,652
Insurance and Risk Management Fund 2,164,883 82,734 2,247,617
Public Utilities Funds:
Public Utilities (HIVE - Pass through expense) 61,000 61,000
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-28
Non Departmental:Original Budget Proposed Changes Original Budget Proposed Changes TOTAL PROPOSED
Public Utilities - Land Swap payment 200,000 200,000
GF Costs for Street lighting 50,000 50,000
GF Costs for Street Lighting in Enhanced Service Areas 54,420 54,420
SAA Street Lighting 20,000 20,000
Redevelopment Agency Fund 13,501,935 594,707 14,096,642
Municipal Contributions & Civic Support
Mayor - Receptions/Employee Appreciation 20,000 20,000
ACE Fund 200,000 200,000
Board and Commissions honoraria [FY2021 REP Fund Balance]
26,000 26,000
Diversity Outreach (CoCs, etc.) 3,000 3,000
Fair Park Public Market from Underserved Neighborhoods Holding Account
1,000,000 1,000,000
Housing Authority Transitional Housing 85,000 85,000
Legal Defenders 1,292,774 1,292,774
Local Business Marketing Grants 20,000 20,000
Local First 20,000 20,000
Music Licensing Fees 7,000 7,000
National League of Cities and Towns 11,535 11,535
Rape Recovery Center 30,000 30,000
Sister Cities 10,000 10,000
Salary Contingency 1,613,986 1,613,986
Salt Lake City Arts Council (transferred to ED for PT Employees)
612,500 612,500
Salt Lake City Foundation 3,000 3,000
SL Area Chamber of Commerce 50,000 50,000
Sugar House Park Authority 218,891 5,904 224,795
Tracy Aviary 674,922 674,922
US Conference of Mayors Membership 12,242 12,242
Utah Economic Development Corporation (Remove $30,000 Study [One-Time])
108,000 108,000
Utah Foundation Membership 10,000 10,000
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-29
Non Departmental:Original Budget Proposed Changes Original Budget Proposed Changes TOTAL PROPOSED
Utah League of Cities and Towns Membership 160,684 160,684
World Trade Center Membership [BA#7 Addition] 50,000 50,000
YWCA - FJC Wrap around services 45,000 45,000
Inn Between [One-Time] [Remove in FY2022] 30,000 (30,000) 0
Police Department and Racial Equity In Policing Funding
Police Officer Training [One-Time $150,400] 322,800 (117,400) 205,400
Social Worker Program [BA#7 - Correct Accounting Error] 2,411,727 (1,589,008) 139,390 962,109
Increased Mental Health Responders (Funding in Non- Departmental) [3@10 Months and 3@6 Months]
450,000 450,000
Racial Equity in Policing [moved to Police Department $] 2,800,000 (2,800,000) 0
Commission of Racial Equity & Policing 100,000 20,000 120,000
REP Commission Senior Staff Position [FY2021 REP Fund Balance]
190,000 190,000
REP Commission Peer Court Support [FY2021 REP Fund Balance]
20,000 20,000
REP FY2021 Holding Account [FY2021 REP Fund Balance] 1,970,000 1,970,000
Sales Tax Option - Housing Plan
Housing Plan - Build a more equitable City (move to CAN-HAND $388,000)
300,000 (300,000)0
Housing Plan - Community Land Trust (Eliminated) 500,000 (500,000)0
Housing Plan - Expanded Housing Opportunity Program - Landlord Insurance (move to CAN-HAND $53,000)
350,000 (350,000)0
Housing Plan - Incentivized Rent Assistance (move to CAN-HAND $671,620)
900,000 (900,000)0
Housing Plan - Mortgage Assistance (move to CAN-HAND $50,000)
500,000 (500,000)0
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-30
Non Departmental:Original Budget Proposed Changes Original Budget Proposed Changes TOTAL PROPOSED
Housing Plan - Land Discounts and Financing (transfer to RDA) 2,590,000 2,590,000
Housing Plan - Marketing home ownership programs (move to CAN_HAND $300,000)
300,000 (300,000)0
Housing Plan - Service Models for most vulnerable (move to CAN-HAND $525,380)
200,000 (200,000)0
Sales Tax Option - Transit Plan
Transit Plan - Key Routes 4,700,000 (200,000)4,500,000
Transit Plan - On Demand Ride Services (Smaller Service Area) 1,100,000 1,100,000
Transit Plan - Bus Service Mobilization for 1000 North bus route
1,101,319 1,101,319
Transit Plan - UTA Outreach 100,000 100,000
Total Non Departmental 75,295,329 3,063,010 16,110,468 3,540,289 98,009,096
TOTAL GENERAL FUND General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
General Fund Total Expenses and Other Uses Budget 315,226,108 1,910.35 34,512,447 105.00 349,738,555 1,897.00
GENERAL FUND KEY CHANGES
ISSUE General Fund Sales Tax Option TOTAL FY2022 Budget
Amount FTE Amount FTE Amount FTE
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-31
CIP Fund (FC 83)
Revenue and Other Sources
FY21 Beginning Balance 24,420,242
Eliminate FY2021 GF funding (Including Funding Our Future, less Debt Service and LBA Transfer)
(15,782,971)
Eliminate FY2021 Class C funding (3,000,000)
Eliminate FY2021 Impact fee funding (5,058,011)
Eliminate FY2021 funding from additional sources (579,260)
FY2022 GF Funding (Excluding transfer directly to Debt Service)14,125,469
FY2022 General Fund Funding our Future 3,580,000
FY2022 Less amount transferred directly to debt service including LBA (8,538,880)
FY2022 Class C Funding (Excluding transfer directly to Debt Service)3,021,706
FY2022 Impact Fee Funding (Excluding transfer directly to LBA Debt Service)8,276,103
FY2022 ¼¢ Sales Tax Funding 4,900,000
FY2022 Community Development Block Grant 322,000
FY2022 Funding from additional sources 571,059
Total Revenues and Other Sources Budget 1,837,215 26,257,457
Expenses and Other Uses
FY21 Beginning Balance 25,093,221
Eliminate FY2021 Ongoing Commitment Funding (1,522,687)
Eliminate FY2021 Maintenance Funding (2,948,507)
Eliminate FY2021 Capital Projects Funding (11,472,697)
Eliminate FY2021 Class C Funding (2,046,329)
Eliminate FY2021 Streets Impact Fee Funding (4,177,733)
Eliminate FY2021 Cost Overrun and Percent for Art (263,634)
Eliminate FY2021 Transfer to Debt Service (154,706)
Eliminate FY2021 Transfer to Debt Service - Class C (953,671)
Eliminate FY2021 Transfer to Debt Service/LBA - Impact Fees Fire (880,278)
Eliminate FY2021 Transfer to General Fund (Completed CIP Project Funding)(422,979)
Eliminate FY2021 Transfer Out from City Daycare Project to GF (250,000)
FY2022 Ongoing Commitment Funding 1,583,423
FY2022 Maintenance Funding GF, Funding our Future 300,000
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-32
FY2022 Maintenance Funding ¼¢ Sales Tax 400,000
FY2022 Capital Projects Funding 7,425,520
FY2022 Class C Funding 2,046,329
FY2022 Streets Impact Fees Funding 491,520
FY2022 Parks Impact Fees Funding 6,800,450
FY2022 ¼¢ Sales Tax Funding 4,500,000
FY2022 Community Development Block Grant 322,000
Cost Overrun and Percent for art 280,200
Transfer to Debt Service - General Fund 148,505
Transfer to Debt Service - Class C 975,377
Transfer to Debt Service/LBA Impact Fees Fire 984,133
Total Expenditures and Other Uses Budget 1,164,236 26,257,457
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Curb and Gutter (FC 20)
Revenue and Other Sources
FY21 Beginning Balance 3,000
Change in Special Assessment Fees 0
Total Revenues and Other Sources Budget 0 3,000
Expenses and Other Uses
FY21 Beginning Balance 3,000
Total Expenditures and Other Uses Budget 0 3,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Misc. Special Service Districts (FC 46)
Revenue and Other Sources
FY21 Beginning Balance 1,550,000
Change in revenue from New Assessment 0
Total Revenues and Other Sources Budget 0 1,550,000
Expenses and Other Uses
FY21 Beginning Balance 1,550,000
Change in expense from New Assessment 0
Total Expenditures and Other Uses Budget 0 1,550,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-33
Street Lighting Enterprise Fund (FC 48)
Revenue and Other Sources
FY21 Beginning Balance-base lighting 4,286,798
Street lighting fees (126,729)
Reduction in interest income 32,500
Reduction in other revenues (1,800)
Total Revenues and Other Sources Budget (96,029)4,190,769
Expenses and Other Uses
FY21 Beginning Balance-base lighting 5,379,697 1.52
Personnel services 1.20 133,223
Charges for service 185,040
Debt services 1,703
Total Expenditures and Other Uses Budget 2.72 319,966 5,699,663
Budgeted revenues and other sources over
(under) expenditures and other uses (1,508,894)
Water Utility (FC 51)
Revenue and Other Sources
FY21 Beginning Balance 120,657,632
Metered water sales 15,850,038
Interest income (317,896)
Other revenue (36,486)
Impact fees 600,000
Aid to construction from development (22,020)
Sale of equipment (94,760)
Bond proceeds (16,089,000)
Total Revenues and Other Sources Budget (110,124)120,547,508
Expenses and Other Uses
FY21 Beginning Balance 126,333,193 270.22
Personnel services 6.51 2,753,856
Operating & maintenance 50,128
Charges for service 3,770,278
Capital outlay 906,945
Capital improvements (8,330,000)
Cost of bond issuance (89,000)
Debt services 1,970,155
Total Expenditures and Other Uses Budget 276.73 1,032,362 127,365,555
Budgeted revenues and other sources over (6,818,047)
(under) expenditures and other uses
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-34
Sewer (FC 52)
Revenue and Other Sources
FY21 Beginning Balance 199,230,301
Sewer utility service revenue 7,819,937
Interest income (821,301)
Other revenues 0
Impact fees 0
Aid to construction from development (583,177)
Other sources 0
WIFIA Loan 680,000
Bond Proceeds 72,402,000
Total Revenues and Other Sources Budget 79,497,459 278,727,760
Expenses and Other Uses
FY21 Beginning Balance 212,638,399 122.01
Personnel services 4.54 209,462
Operating & maintenance 76,074
Charges for service 1,072,403
Capital outlay 655,164
Capital improvements 49,793,413
Cost of bond issuance 402,000
Debt services 3,366,881
Total Expenditures and Other Uses Budget 126.55 55,575,397 268,213,796
Budgeted revenues and other sources over
(under) expenditures and other uses 10,513,964
Storm Water Utility (FC 53)
Revenue and Other Sources
FY21 Beginning Balance 10,746,170
Stormwater utility service revenue 974,050
Interest income (80,470)
Other operating revenues 3,000
Sale of equipment (4,000)
Bond Proceeds 6,160,000
Total Revenues and Other Sources Budget 7,052,580 17,798,750
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-35
Storm Water Utility (FC 53)(Continued)
Expenses and Other Uses
FY21 Beginning Balance 17,961,860 34.82
Personnel services 4.75 586,853
Operating & maintenance 3,600
Charges for service (59,570)
Capital outlay (164,000)
Capital improvements 587,500
Cost of bond issuance 34,200
Debt Service 250,570
Total Expenditures and Other Uses Budget 39.57 1,239,153 19,201,013
Budgeted revenues and other sources over
(under) expenditures and other uses (1,402,263)
Airport Fund (FC 54,55,56)
Revenue and Other Sources
FY21 Beginning Balance 274,891,999
Change in operating revenues 1,506,500
Change in passenger facility charges 0
Change in grants and reimbursements (377,000)
Change in customer facility charges (618,000)
Change in airport general revenue bonds 0
Change in interest income (17,413,900)
Total Revenues and Other Sources Budget (16,902,400)257,989,599
Expenses and Other Uses
FY21 Beginning Balance 302,311,600 610.80
Increase in operating expenses 24,361,800
Decrease in Passenger Incentive Rebate (5,702,200)
Increase in interest expense 12,244,600
Increase in capital equipment 4,093,700
Increase in capital improvements projects 369,483,000
Total Expenditures and Other Uses Budget 610.80 404,480,900 706,792,500
Budgeted revenues and other sources over
(under) expenditures and other uses (448,802,901)
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-36
Refuse (FC 57)
Revenue and Other Sources
FY21 Beginning Balance 12,601,294
Refuse Collection Revenues 0
Other Misc. Revenues (6,484)
Recycling Proceeds 0
Landfill (SLVSWMF) dividends (42,500)
Sale of equipment and vehicles 85,000
Principal & Interest for CIK Loan Repayment 0
Finance Proceeds for Equip Purchases (see corresponding expense)5,676,289
FY22 Waste & Recycling Can Collection 8% Fee Increase 1,189,716
FY22 Transfer from GF to Refuse Fund E&E to cover revenue shortfall 440,000
FY22 C-REP Multiple Anchor Community Participation Contribution Funds 275,000
Total Revenues and Other Sources Budget 7,617,021 20,218,315
Expenses and Other Uses
FY21 Beginning Balance 16,515,438 63.00
Financed vehicle purchases (see corresponding revenue)5,708,289
Lease payments for equipment purchases 826,383
Fleet maintenance 246,000
Fleet fuel (5,000)
Tipping fees (482,288)
Personal services base to base changes 92,151
Personal services salary increase 54,530
Personal services insurance, pension changes 34,152
Personal services overtime/other 4,092
IMS Network & Admin Costs 232,530
PUBS Billing Allocation Costs 52,124
Misc operational expenses 337,432
Remove FY21 One-time Sustainability Projects Budget (175,000)
FY22 C-REP SLC Anchor City Contractual Participation Expense 275,000
FY22 Sustainability Projects New Requests 655,000
FY22 Waste & Recycling Call-to-Haul Program Enhancement 30,000
FY22 Waste & Recycling Delong Yard Facility Improvements (Asphalt $85K, Modular Dock $210K)
295,000
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-37
FY22 Sustainability Ongoing Hourly Position 1040 Hours 17,672
Total Expenditures and Other Uses Budget 63.00 8,198,067 24,713,505
Budgeted revenues and other sources over
(under) expenditures and other uses (4,495,190)
Golf Fund - Operations (FC 59)
Revenue and Other Sources
FY21 Beginning Balance 8,307,092
Green Fees 213,562
Driving Range 4,780
Cart Rental 5,300
Retail Sales (33,455)
Other 15,708
General Fund Transfer (IMS, Admin Fees)205,693
Debt Proceeds - Lease Capital 768,000
Total Revenues and Other Sources Budget 1,179,588 9,486,680
Expenses and Other Uses
FY21 Beginning Balance 7,687,696 34.65
Eliminate Assistant Professional Position (1.00)(74,720)
Personal Services adjustments from organizational changes 3,127
Personal Services (COLA, Living Wage Increases)170,932
Retail Merchandise 6,088
Operating Supplies 36,180
Increase for Utilities 62,950
Charges and Services 106,680
City Charges (IMS, Admin Fees)16,593
Debt Service Payments (Carts)(58,153)
Operating Equipment Cash Purchases 257,575
Equipment Lease Capital 768,000
Total Expenditures and Other Uses Budget 33.65 1,295,252 8,982,948
Budgeted revenues and other sources over
(under) expenditures and other uses 503,732
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-38
Golf Fund - CIP Dedicated (FC 59)
Revenue and Other Sources
FY21 Beginning Balance 732,264
Green Fees 5,720
Green Fees ($1 per 9 hole increase)124,800
Transfer from GF for ESCO 50,649
Total Revenues and Other Sources Budget 181,169 913,433
Expenses and Other Uses
FY21 Beginning Balance 797,201
Debt Service Payments (ESCO)50,649
Capital Expenditures (133,381)
Total Expenditures and Other Uses Budget 0.00 (82,732)714,469
Budgeted revenues and other sources over
(under) expenditures and other uses 198,964
Emergency 911 (FC 60)
Revenue and Other Sources
FY21 Beginning Balance 3,925,000
No Change 0
Total Revenues and Other Sources Budget 0 3,925,000
Expenses and Other Uses
FY21 Beginning Balance 3,789,270
Remove CAD-to-CAD One-Time Funding from FY2021 (117,145)
Remove Emergency Notifications System One-Time Funding for FY2021 (22,125)
CAD-to-CAD Sharing 85,010
Versaterm Data Sharing Hub 26,200
NICE Radio Logger Upgrade - Vesta 30,765
Motorola NICE Redundant GP Server 63,218
APCO IntelliComm Software 201,663
Total Expenditures and Other Uses Budget 267,586 4,056,856
Budgeted revenues and other sources over
(under) expenditures and other uses (131,856)
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-39
Fleet Management (FC 61) - Maintenance
Revenue and Other Sources
FY21 Beginning Balance 12,616,184
Car Wash billing increase 6,000
Fuel revenue impact 100,382
Work Order billings 501,183
Loaner pool budget moved to Maintenance budget 2,400
Other revenue - now must pay to discard recycled oil and adj scrap metal sales (41,411)
Adding back operational cut 246,580
Total Revenues and Other Sources Budget 815,134 13,431,318
Expenses and Other Uses
FY21 Beginning Balance 12,596,994 45.00
FY21 Base personal service adjustments (101,061)
Salary Increase and Merit changes 37,825
Increase in health insurance 49,676
Annual fuel calibrations on fuel dispensing equipment 7,500
Annual fuel upgrades 50,000
Fuel impact 108,282
Increase for IMS charges 99,125
Increase for utilities 10,185
Increase in City charges (IMS, Admin Fees)15,134
Loaner pool budget moved from Replacement budget 27,069
Miscellaneous (41,490)
Moved GPS expense to Fleet from GF 179,600
Parts 3% increase 133,467
Adding back operational cut 246,580
Total Expenses and Other Uses Budget 45.00 821,892 13,418,886
Budgeted revenues and other sources over
(under) expenditures and other uses 12,432
Fleet Management (FC 61) - Replacement
Revenue and Other Sources
FY21 Beginning Balance 6,461,809
Increased leased purchases to stay under $4M debt service cap 2,000,000
Transfer from GF for Debt Service (292,654)
Transfer from GF for Replacement of Vehicles 5,504,370
Streets Funding our Future purchases 58,000
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-40
Vehicle sales at auctions 212,975
Estimated VW Grant Revenue & Expense 564,589
Loaner pool moved to Fleet Maintenance (2,400)
Total Revenues and Other Sources Budget 8,044,880 14,506,689
Expenses and Other Uses
FY21 Beginning Balance 6,612,277
Capital outlay with cash, including UC cars 599,696
Debt Service - Current year lease purchases reduced $2.3M to stay under $4M debt service limit
250,139
Debt Service - Prior Years (542,792)
New vehicle prep, parts, outsourced labor & admin 205,934
Funding our Future - Public Safety vehicles 4,000,000
Funding our Future - Streets vehicles 950,916
Streets Funding our Future purchases 58,000
Increased leased purchases to stay under $4M debt service cap 2,000,000
Estimated VW Grant Revenue & Expense 564,589
Loaner pool moved to Fleet Maintenance fund (27,069)
Total Expenditures and Other Uses Budget 0.00 8,059,413 14,671,690
Budgeted revenues and other sources over
(under) expenditures and other uses (165,001)
Information Management Services (FC 65)
Revenue and Other Sources
FY21 Beginning Balance 17,345,710
Change in Transfer from General Fund 3,373,880
Change in Transfer from Transportation 215,869
Change in Transfer from Public Utilities 1,251,699
Change in Transfer from Airport Fund 2,295,374
Change in Payment from Redevelopment Agency 25,839
Change in Transfer from Sustainability Fund 223,554
Change in Transfer from Golf Fund (195,967)
Change in Transfer from Fleet Fund 139,161
Change in Transfer from Risk Fund (33,506)
Change in Transfer from Govt Immunity Fund 3,511
Change in Payment from Library (340,884)
One-Time Fund Balance Transfer from GF (54,000)
Total Revenues and Other Sources Budget 6,904,530 24,250,240
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-41
Information Management Services (FC 65)(Continued)
Expenses and Other Uses
FY21 Beginning Balance 18,289,687 69.00
Change in Personnel Expense 206,788
Budget Amendment Changes
BA#6 - Transfer to IMS - Civic Engagement Mgr 1.00 105,920
BA#6 - Transfer to IMS - Civic Engagement Specialist 1.00 80,054
BA#6 - Transfer to IMS - Civic Engagement Specialist 1.00 83,930
BA#6 - Transfer to IMS - Civic Engagement Specialist 1.00 90,916
BA#6 - Transfer to IMS - Deputy Director 1.00 176,436
BA#6 - Transfer to IMS - Strategy and Special Projects Manager 1.00 100,714
BA#6 - Transfer to IMS - Strategy and Special Projects Manager 1.00 100,714
BA#6 - Transfer to IMS - Innovations Team Support Budget 30,200
BA#6 - Transfer to IMS - Innovations Team Support Budget 53,400
BA#7 - Transfer to IMS - GIS Programmer Analyst 1.00 106,458
BA#7 - Transfer to IMS - GIS Programmer Analyst 1.00 108,646
Contractual Changes
- ERP Software Subscription 750,000
- Microsoft Additional Licensing 54,855
- Various Software Contracts 324,536
Technical & Inflationary Increases
- Administrative Fees 95,000
- Software Support Services 24,449
- ESRI Advantage Program 65,000
- Penetration Testing 50,000
Initiatives
- ERP Software Implementation 2,000,000
- Website Enhancements 125,000
- Server Infrastructure 180,000
- PSB Network Infrastructure (FOF)350,000
New Positions
- ERP Conversion Manager 1.00 164,756
- Network Engineer - Cyber Security 1.00 122,236
- Network Engineer - Unified Communications [10 Months]1.00 122,236
- Software Services - Data Engineer [9 Months]1.00 127,404
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-42
- Network Engineer - Enterprise Backup and Wireless [10 Months]1.00 122,236
- Civic Engagement Specialist 1.00 90,916
Total Expenditures and Other Uses Budget 84.00 6,012,800 24,302,487
Budgeted revenues and other sources over
(under) expenditures and other uses (52,247)
County Quarter Cent Sales Tax for Transportation (FC69)
Revenue and Other Sources
FY21 Beginning Balance 7,571,945
Remove Appropriation of Fund Balance (3,104,945)
Change in revenue 1,033,000
County local option sales tax from State FY21 1,100,000
County local option sales tax from State FY22 1,100,000
Total Revenues and Other Sources Budget 128,055 7,700,000
Expenses and Other Uses
FY21 Beginning Balance 7,571,945
Personnel Changes 7,142
Remove Appropriation of Fund Balance (3,104,945)
Remove FY2021 One Time Project Funding (4,067,000)
Transfer to CIP 4,900,000
Total Expenditures and Other Uses Budget (2,264,803)5,307,142
Budgeted revenues and other sources over
(under) expenditures and other uses 2,392,858
CDBG Operating (FC 71)
Revenue and Other Sources
FY21 Beginning Balance 3,509,164
Change in Federal Funds 1,832,168
Total Revenues and Other Sources Budget 1,832,168 5,341,332
Expenses and Other Uses
FY21 Beginning Balance 3,509,164
Change in Federal Funds 582,168
Transfer to Housing 1,250,000
Total Expenditures and Other Uses Budget 1,832,168 5,341,332
Budgeted revenues and other sources over
(under) expenditures and other uses 0
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-43
Misc. Grants Operating (FC 72)
Revenue and Other Sources
FY21 Beginning Balance 8,261,044
Change in Federal Grant Revenue (21,851)
Change in Program Income
Change in Appropriation of Cash (5,186,016)
American Rescue Plan 13,884,794
Total Revenues and Other Sources Budget 8,676,927 16,937,971
Expenses and Other Uses
FY21 Beginning Balance 8,261,044
Change in Approved Grant Expenditures (5,207,867)
American Rescue Plan Grant
- Revenue Replacement [Transfer to General Fund] 10,000,000
- Special Projects Assistant for Community Commitment Program (CAN)
1.00 93,829
- Associate Planners (CAN)3.00 235,000
- Transportation Right of Way Utilization Manager (CAN)
1.00 160,000
- Youth & Family Community and Program Manager (from BA#2) (CAN)1.00 90,633
- Youth & Family COVID Programming Continuation (CAN)
711,350
- Arts Council Staffing & Operational Costs (ED)3.00 350,000
- Business & Cultural Districts (ED)1.00 150,000
- Economic Development Strategic Plan (ED)50,000
- Economic Development Staff (ED)2.00 290,000
- Tech Lake City (ED)45,000
- Construction Mitigation (ED)200,000
- American Express Card Merchant Fees (Finance)40,000
- Grant Administrator (Finance)1.00 101,020
- Grant Manager (Finance)1.00 95,000
- Business Analyst (Finance)1.00 89,500
- Apprenticeship Program (All Departments)1,000,000
- MRT Expansion [6 Months] (Fire)4.00 136,762
- MRT Expansion [One-Time $46,700] (Fire)46,700
- Forest Preservation and Growth Program 1.00 219,000
- Forest Preservation and Growth [One-Time]95,000
Total Expenditures and Other Uses Budget 8,676,927 16,937,971
Budgeted revenues and other sources over
(under) expenditures and other uses 0
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-44
Other Special Revenue Fund (FC73)
Revenue and Other Sources
FY21 Beginning Balance 0
Appropriation of Cash 273,797
Total Revenues and Other Sources Budget 273,797 273,797
Expenses and Other Uses
FY21 Beginning Balance 0
Change in Expenditures 273,797
Total Expenditures and Other Uses Budget 273,797 273,797
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Donation Fund (FC 77)
Revenue and Other Sources
FY21 Beginning Balance 2,380,172
Change in Revenue 500,000
Change in Revenue from GUCOA (127,607)
Total Revenues and Other Sources Budget 372,393 2,752,565
Expenses and Other Uses
FY21 Beginning Balance 2,380,172
Change in Transfer to GF 500,000
Change in GUCOA Expense (127,607)
Total Expenditures and Other Uses Budget 372,393 2,752,565
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Housing (FC 78)
Revenue and Other Sources
FY21 Beginning Balance 20,339,000
Change in Transfer from GF 0
Change in Transfer from GF for FOF (5,640,000)
Change in Transfer from CDBG 250,000
Change in Federal Grant Income 0
Change in Program Income 390,000
Change in Interest Income (616,700)
Change in Miscellaneous Income/Sale of Property 42,000
Change in Appropriation of Cash (479,300)
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-45
Change in Loan Principal and Escrow Payments (1,156,000)
Total Revenues and Other Sources Budget (7,210,000)13,129,000
Expenses and Other Uses
FY21 Beginning Balance 23,248,016
Change in Loan Disbursements and Associated Expenses (5,996,016)
Change in Funding Our Futures Expenses (5,640,000)
Change in Other Expenses (100,000)
Change in Interest Expense (40,000)
Change in Note Payable & T&I Payments 59,000
Change in Transfer to General Fund 750,000
Change in Transfer to RDA Fund 2,590,000
Change in Transfer to CDBG Fund 1,250,000
Total Expenditures and Other Uses Budget (7,127,016)16,121,000
Budgeted revenues and other sources over
(under) expenditures and other uses (2,992,000)
Debt Service (FC 81)
Revenue and Other Sources
FY21 Beginning Balance 35,118,583
Change in G. O Property Tax (3,880,797)
Change in Debt Service from RDA 44,213
Change in Debt Service from Internal Transfers
Change in Transfer from General Fund (1,011,168)
Change in Transfer from CIP (154,750)
Change in Transfer from Refuse (340)
Change in Transfer from Fleet (318)
Total Revenues and Other Sources Budget (5,003,160)30,115,423
Expenses and Other Uses
FY21 Beginning Balance 37,519,401
Change in Debt Service Payments and related expenses (6,668,978)
Total Expenditures and Other Uses Budget (6,668,978)30,850,423
Budgeted revenues and other sources over
(under) expenditures and other uses (735,000)
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-46
Government Immunity (FC 85)
Revenue and Other Sources
FY21 Beginning Balance 2,787,963
Change in transfers in
Total Revenues and Other Sources Budget 2,787,963
Expenses and Other Uses
FY21 Beginning Balance 2,855,203 8.50 78,710
Change in Personnel Expense 0.50
Change in Other Expense
Total Expenditures and Other Uses Budget 9.00 78,710 2,933,913
Budgeted revenues and other sources over
(under) expenditures and other uses (145,950)
Insurance and Risk Management (FC 87)
Revenue and Other Sources
FY21 Beginning Balance 48,432,623
Change in transfers in 416,347
Insurance Changes 2,573,614
Change in transfer from the General Fund 82,734
Total Revenues and Other Sources Budget 3,072,695 51,505,318
Expenses and Other Uses
FY21 Beginning Balance 51,409,025 6.10
Change in Personnel Expense 20,716
BA#4 HR Director (.15)0.15 26,615
HR Supervisor - Insurance [10 months]1.00 108,950
Claims/Admin Assistant [10 Months]0.50 61,987
Change in Health Insurance 2,573,614
Change in Property Insurance Premium & Excess Premium 166,280
Change in Brokerage Fee 25,000
Change in Comm Crime Bonds & Cyber Liability 18,927
Change in SDI Admin Fee 5,124
Change in Overhead Expenses (38,724)
Remove Fund Balance Transfer for FY2021 (2,876,049)
Transfer out of Fund Balance for Premium Holiday FY2022 1,438,025
Total Expenditures and Other Uses Budget 7.75 1,530,464 52,939,489
Budgeted revenues and other sources over (1,434,171)
(under) expenditures and other uses
OTHER FUND KEY CHANGES
ISSUE
FY2021 Adopted Budget
Full Time Equivalent Changes from FY2021 Budget
FY2022 Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-47
LBA KEY CHANGES
ISSUE FY2020 Adopted Budget Full Time Equivalent Changes from FY2020 Budget FY2021 Budget
Local Building Authority (FC66)
Revenue and Other Sources
FY20 Beginning Balance 2,219,250
Change in Building Lease Revenue 3,975
Change in Transfers In 295,997
Appropriation of Cash (298,297)
Total Revenues and Other Sources Budget 1,675 2,220,925
Expenses and Other Uses
FY20 Beginning Balance 2,219,250
Change in Debt Service (1,125)
Change in Project Costs 2,800
Total Expenditures and Other Uses Budget 1,675 2,220,925
Budgeted revenues and other sources over
(under) expenditures and other uses —
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-48
Central Business District
Revenue and Other Sources
Tax Increment 25,066,500 2,506,650 27,573,150
Interest Income 300,000 50,000 350,000
Total Revenues and Other Sources Budget 25,366,500 2,556,650 27,923,150
Expenses and Other Uses
Taxing Entity Payment (60%)15,039,900 1,503,990 16,543,890
Eccles Debt Service Block 70 RDA Match 2,638,112 469,628 3,107,740
Transfer to Administration 2,506,650 250,665 2,757,315
Commercial Development Loan Program 250,000 (250,000) 0
Miscellaneous Property Expense 800,000 175,000 975,000
TI Reimbursement Jazz Arena 700,000 107,710 807,710
Gallivan Maintenance 528,543 (5,405) 523,138
TI Reimbursement 222 South Main 500,000 169,688 669,688
Gallivan Programming 200,000 200,000
Gallivan Administration 351,492 (11,010) 340,482
Eccles Debt Service Reserve 1,537,449 262,551 1,800,000
Parking Ramp Leases 64,355 64,355
Capital Expenditures - Japantown -{Holding Account}- 250,000 (250,000)
Capital Expenditures - Storefront Revitalization -{Holding Account}-
133,832 133,832
Total Expenditures and Other Uses Budget 25,366,500 2,556,650 27,923,150
Budgeted revenues and other sources over
(under) expenditures and other uses
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-49
West Capitol Hill
Revenue and Other Sources
Interest Income 100,000 50,000 150,000
Total Revenues and Other Sources Budget 100,000 50,000 150,000
Expenses and Other Uses
Transfer to Administration 100,000 50,000 150,000
Total Expenditures and Other Uses Budget 100,000 50,000 150,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
West Temple Gateway
Revenue and Other Sources
Interest Income 50,000 50,000
Total Revenues and Other Sources Budget 50,000 50,000
Transfer to Administration 50,000 50,000
Total Expenditures and Other Uses Budget 50,000 50,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Depot District
Revenue and Other Sources
Tax Increment 3,844,278 76,886 3,921,164
Interest Income 180,000 20,000 200,000
Total Revenues and Other Sources Budget 4,024,278 96,886 4,121,164
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-50
Depot District (Continued)
Expenses and Other Uses
TI Reimbursement Gateway 1,200,000 65,520 1,265,520
Primary Housing Fund 768,856 15,377 784,233
Capital Expenditures - 100 S Utilities -{Holding Account}-388,981 (388,981) 0
Capital Expenditures - Station Center Infrastructure -{Holding Account}-
0 332,179 332,179
Transfer to Administration 576,642 11,533 588,175
Grant Tower Debt Service 275,800 (200) 275,600
TI Reimbursement Alta Gateway 260,000 119,960 379,960
TI Reimbursement Homewood Suites 110,000 (4,064) 105,936
Miscellaneous Property Expense 100,000 20,000 120,000
TI Reimbursement Cowboy Partners Liberty Gateway 94,000 (24,439) 69,561
TI Reimbursement Cicero 50,000 (50,000) 0
Capital Expenditures - Environmental Remediation Sites 3 & 4 -{Holding Account}-
200,000 200,000
Total Expenditures and Other Uses Budget 4,024,278 96,885 4,121,163
Budgeted revenues and other sources over
(under) expenditures and other uses —
Granary District
Revenue and Other Sources
Tax Increment 608,945 12,179 621,124
Interest Income 40,000 5,000 45,000
Total Revenues and Other Sources Budget 648,945 17,179 666,124
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-51
Granary District (Continued)
Expenses and Other Uses
Adaptive Reuse loan program -{Holding Account}- 396,814 (396,814) 0
Capital Expenditures - Community/Cultural Initiative -{Holding Account}-
443,731 443,731
Primary Housing Fund 121,789 2,436 124,225
Transfer to Administration 91,342 1,827 93,169
TI Reimbursement Artspace Commons 34,000 (34,000) 0
Miscellaneous Property Expense 5,000 5,000
Total Expenditures and Other Uses Budget 648,945 17,180 666,124
Budgeted revenues and other sources over
(under) expenditures and other uses —
North Temple
Revenue and Other Sources
Tax Increment 426,810 8,536 435,346
Interest Income 14,000 1,000 15,000
Total Revenues and Other Sources Budget 440,810 9,536 450,346
Expenses and Other Uses
Capital Expenditures - Catalytic Project -{Holding Account}-
270,086 19,182 289,268
Primary Housing Fund 85,362 1,707 87,069
Capital Expenditures - 10% School Construction Fund -{Holding Account}-
42,681 (12,207) 30,474
Transfer to Administration 42,681 854 43,535
Total Expenditures and Other Uses Budget 440,810 9,536 450,346
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 MAYOR'S RECOMMENDED BUDGET
B-52
Block 70
Revenue and Other Sources
Private Fundraising 800,000 (800,000) 0
Transfer From CBD Taxing Entity Payments 4,043,171 66,029 4,109,200
Transfer From CBD Eccles Debt Service RDA match 2,638,112 469,628 3,107,740
Transfer from CBD Eccles Debt Service Reserve Account 1,537,449 262,551 1,800,000
Tax Increment 1,884,631 37,693 1,922,323
Interest Income 50,000 (50,000) 0
Total Revenues and Other Sources Budget 10,953,363 (14,099) 10,939,263
Expenses and Other Uses
Eccles Theater Debt Service 8,070,927 (2,718) 8,068,209
Reserve for Eccles Debt Service 480,959 (390,342) 90,617
Regent Street Bond Debt Service 981,087 467,653 1,448,740
Taxing Entity Payments (30%) 565,390 11,307 576,697
Fundraising Fulfillment 150,000 -50,000 100,000
Eccles Theater- Operating Reserve for Ancillary Spaces 475,000 0 475,000
Property and Liability Insurance 50,000 (50,000) 0
Regent Street Parking Structure Capital Reserves -{Holding Account}-
100,000 0 100,000
Regent Street Maintenance 80,000 0 80,000
Total Expenditures and Other Uses Budget 10,953,363 (14,100) 10,939,263
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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North Temple Viaduct
Revenue and Other Sources
Tax Increment 1,158,313 23,166 1,181,479
Interest Income 1,500 6,000 7,500
Total Revenues and Other Sources Budget 1,159,813 29,166 1,188,979
Expenses and Other Uses
Debt Service Payment to Salt Lake City 1,142,438 28,819 1,171,257
Transfer to Admin 17,375 347 17,722
Total Expenditures and Other Uses Budget 1,159,813 29,166 1,188,979
Budgeted revenues and other sources over
(under) expenditures and other uses —
Northwest Quadrant
Revenue and Other Sources
Tax Increment 0 1,500,000 1,500,000
Interest Income 0 0 0
Total Revenues and Other Sources Budget 0 1,500,000 1,500,000
Expenses and Other Uses
TI Reimbursement NWQ Phase I 0 500,000 500,000
Transfer to Secondary Housing 0 350,000 350,000
Shared Costs -{Holding Account}-0 350,000 350,000
Transfer to Primary Housing 0 150,000 150,000
Transfer to Admin 0 150,000 150,000
Total Expenditures and Other Uses Budget 0 1,500,000 1,500,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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Stadler Rail
Revenue and Other Sources
Tax Increment 0 71,000 71,000
Interest Income 0 0 0
Total Revenues and Other Sources Budget 0 71,000 71,000
Expenses and Other Uses
TI Reimbursement 0 56,800 56,800
Transfer to Primary Housing 0 7,100 7,100
Transfer to Admin 0 7,100 7,100
Total Expenditures and Other Uses Budget 0 71,000 71,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Revolving Loan Fund
Revenue and Other Sources
FY17 Beginning Balance
Interest on Investment 470,000 0 470,000
Principal Payments 275,000 (220,000) 55,000
Interest on Loans 107,000 (82,000) 25,000
Total Revenues and Other Sources Budget 852,000 (302,000) 550,000
Expenses and Other Uses
Available to Lend 852,000 (302,000) 550,000
Total Expenditures and Other Uses Budget 852,000 (302,000) 550,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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Program Income Fund
Revenue and Other Sources
Parking Structure Income 1,242,335 1,242,335
Rents 315,000 (99,300) 215,700
Interest Income 250,000 0 250,000
Loan Repayments 88,000 (60,000) 28,000
Interest on Loans 10,500 (4,000) 6,500
Total Revenues and Other Sources Budget 1,905,835 (163,300) 1,742,535
Expenses and Other Uses
Capital Expenditures - Commercial Revitalization Program -{Holding Account}-
0 667,535 667,535
Professional Services 299,009 991 300,000
Miscellaneous Property Expense 300,000 300,000
Capital Expenditures - Sustainability Technical Assistance Program -{Holding Account}-
0 200,000 200,000
Transfer to Administration 176,611 (176,611) 0
Marketing and Sales 25,000 0 25,000
Project Area Seed Funds 505,215 (505,215) 0
Capital Expenditures - Gallivan Repairs -{Holding Account}-
250,000 0 250,000
Capital Expenditures - Project Area Art -{Holding Account}-
250,000 (250,000) 0
Project Area Creation 100,000 (100,000) 0
Total Expenditures and Other Uses Budget 1,905,835 (163,300) 1,742,535
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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Secondary Housing Fund (formerly Project Area Housing Fund)
Revenue and Other Sources
Interest Income 44,000 0 44,000
Transfer from NWQ 0 350,000 350,000
Total Revenues and Other Sources Budget 44,000 350,000 394,000
Expenses and Other Uses
Capital Expenditures - Housing Development Loan Program -{Holding Account}-
394,000
Infill Housing Development 44,000 (44,000) 0
Total Expenditures and Other Uses Budget 44,000 (44,000) 394,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Primary Housing Fund (formerly Citywide Housing Fund)
Revenue and Other Sources
Transfer from Depot 768,856 15,377 784,233
Interest Income 225,000 0 225,000
Transfer from NWQ 0 0 150,000
Transfer from Granary 121,789 2,436 124,225
Loan Repayments 82,547 (31,547) 51,000
Interest on Loans 80,225 -10,225 70,000
Transfer from Stadler Rail 0 7,100 7,100
Transfer from North Temple 85,362 1,707 87,069
Total Revenues and Other Sources Budget 1,363,779 (15,152) 1,498,627
Expenses and Other Uses
Housing NOFA 1,363,779 (1,363,779) 0
Housing Development Loan Program -{Holding Account}-
0 498,627 498,627
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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Strategic Site Acquisition -{Holding Account}-0 1,000,000 1,000,000
Total Expenditures and Other Uses Budget 1,363,779 134,848 1,498,627
Budgeted revenues and other sources over
(under) expenditures and other uses —
NWQ Housing Fund
Revenue and Other Sources
UIPA Housing Allocation 0 250,000 250,000
Total Revenues and Other Sources Budget 0 250,000 250,000
Expenses and Other Uses
Housing Development Loan Program -{Holding Account}-
0 250,000 250,000
Total Expenditures and Other Uses Budget 0 250,000 250,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Housing Development Fund
Revenue and Other Sources
Funding Our Future Land Discounts and Financing 2,590,000 0 2,590,000
Total Revenues and Other Sources Budget 2,590,000 0 2,590,000
Expenses and Other Uses
Housing Development Loan Program -{Holding Account}-
2,590,000 0 2,590,000
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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Total Expenditures and Other Uses Budget 2,590,000 0 2,590,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Administration
Revenue and Other Sources
Transfer from Central Business District 2,506,650 250,665 2,757,315
Transfer from Depot District 576,642 11,533 588,175
Transfer from West Capitol Hill 100,000 50,000 150,000
Transfer from Granary District 91,342 1,827 93,169
Transfer from West Temple Gateway 50,000 0 50,000
Transfer from North Temple 42,681 854 43,535
Transfer From Program Income Fund 176,610 (176,610) 0
Transfer from North Temple Viaduct 17,375 347 17,722
Transfer from Northwest Quadrant 0 150,000 150,000
Transfer from Stadler Rail 0 7,100 7,100
Transfer from FC77 1,171,996 (1,171,996) 0
Total Revenues and Other Sources Budget 4,733,296 (876,281) 3,857,015
Expenses and Other Uses
RDA Personnel 2,100,484 19.0 154,148 2,254,632
Gallivan Personnel 1,171,996 13.0 (1,171,996) 0
Administrative Fees 800,000 139,683 939,683
Operating & Maintenance 308,116 51,884 360,000
Charges and Services 202,700 0 202,700
Furniture, Fixtures and Equipment 150,000 (50,000) 100,000
Total Expenditures and Other Uses Budget 4,733,296 32.0 (876,281) 3,857,015
Budgeted revenues and other sources over
(under) expenditures and other uses —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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GRAND TOTALS
TOTAL Revenue 54,232,619 57,942,203
TOTAL Expense 54,232,619 57,942,203
CIP Allocations detailed on Cap Projects tab 4,738,562 7,729,646
Appropriation of Fund Balance — —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2021 Adopted Budget Full Time Equivalent Changes from FY2021 Budget
FY2022 Recommended Budget
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MULTI-AGENCY DRUG TASK FORCE KEY CHANGES
ISSUE FY2020 Adopted Budget Full Time Equivalent Changes from FY2020 Budget FY2021 Budget
Multi-Agency Drug Task Force (FC41)
Revenue and Other Sources
FY20 Beginning Balance 1,763,746
Remove FY2021 Funding (1,763,746)
Appropriation of Cash Balance from Forfeiture 1,567,118
Appropriation of Cash Balance from Restitution 466,455
Total Revenues and Other Sources Budget 269,827 2,033,573
Expenses and Other Uses
FY20 Beginning Balance 1,763,746
Remove FY2021 Expense (1,763,746)
Change in Operating Expense 2,033,573
Total Expenditures and Other Uses Budget 269,827 2,033,573
Budgeted revenues and other sources over
(under) expenditures and other uses —
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DEBT POLICIES
The City's debt policy is defined by State statute to maintain the City's "Aaa/AAA" general obligation bond
ratings, as rated by Moody's and Fitch, respectively, or other rating agencies. Accordingly, the City will
continually monitor all outstanding debt issues and trends in key economic, demographic, and financial
data, including a periodic review of important debt ratios and debt indicators. The City will make all debt
service payments in a timely and accurate manner. The City will fully comply with all IRS arbitrage rebate
requirements and the bonds' post-issuance compliance regulations. In the preparation of official
statements or other bond-related documents, the City will follow a policy of complete disclosure of its
financial and legal conditions.
The City's practice is to also adhere to the following guidelines:
1.State law limits general obligation bonded debt use for general purposes to 4 percent of the
adjusted fair market value of the City's taxable property.
2.State law also limits general obligation bonded debt for water, sewer, and lighting purposes to 4
percent of the adjusted fair market value of the property plus any unused portion of the amount
available for general purposes.
3.The City combines a pay-as-you-go strategy with long-term financing to keep the debt burden
sufficiently low to merit the “Aaa/AAA” general obligation bond ratings and to provide sufficient
available debt capacity in an emergency.
4.The City limits debt to projects that cannot be reasonably funded in a single year and to terms
that are consistent with the useful life of the project being undertaken.
5.The City seeks the least costly financing available. All debt commitments are reviewed centrally by
the City Treasurer who looks for opportunities to combine issues or for alternative methods that
will achieve the lowest possible interest rates and other borrowing costs.
6.The City will continually analyze whether it would be advantageous to refund bond issues based
on market and budgetary conditions.
7.The City will issue Tax and Revenue Anticipation Notes only to meet short-term cash flow liquidity
needs. To exempt the notes from the arbitrage rebate, the sizing of the notes and the timing of
cash flows will meet the “safe harbor” provisions of the Federal Tax Code.
8.The City will invest bond and note proceeds as well as all funds that are pledged or dedicated to
the payment of debt service on those bonds or notes by following the terms of the borrowing
instruments or if silent or less restrictive, then according to the terms and conditions of the Utah
State Money Management Act and Rules of the State Money Management Council.
9.The City will maintain outstanding debt at a level such that revenues are equal to or greater than
200% of the maximum annual debt service.
10.The City currently has $106,525,000 of outstanding general obligation debt. This is well below the
4 percent (of fair market value) statutory limits, which places the City’s general obligation
borrowing limit at $1,671,333,777. The City currently does not use general obligation debt for
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water, sewer, or lighting purposes. However, the full 8% may be used for water, sewer, and
electric purposes but if it is so used, then no general obligation bonds may be issued in excess of
8% for any purpose.
Computation of Legal Debt Margin (in millions, as of June 30, 2020)
Legal Debt Margin General Purposes4%
Water, Sewer, and Lighting4%Total8%
General Obligation Debt Limit 1,671 1,671 3,343
Less Outstanding General Obligation Bonds (107) — (107)
Legal Debt Margin 1,565 1,671 3,236
2019 Fair market value of property -- $41,783,344,419
Source: Utah State Property Tax Division
SIGNIFICANT FUTURE DEBT PLANS
Lease Revenue Bonds, Sales and Excise Tax Revenue Bonds
The City administration continuously evaluates the City’s funding of its Capital Improvement Program,
and proceeds of lease revenue bonds and additional bonds will be considered as one of the sources for
funding the City’s capital infrastructure.
The City is currently considering issuing sales tax revenue bonds for the purpose of refunding the Sales
Tax Revenue Bonds Series 2012A, Sales Tax Revenue Bonds Series 2013B, Lease Revenue Bonds Series
2013A, and Lease Revenue Bonds Series 2014A, as wells as funding various projects within the City.
Special Assessment Area (SAA)
The City has no short-term plans to issue assessment area bonds.
General Obligation Bonds
A special bond election held on November 6, 2018, gave voter authorization to the City to issue up to $87
million in general obligation bonds to fund all or a portion of the costs of improving various streets and
roads throughout the City and related infrastructure improvements. The first block of $20 million of the
authorization was issued in October 2019. The second block of $17.745 million of the authorization was
issued in September 2020. An additional issuance of approximately $23 million may take place in the
calendar year 2021.
Major Programs and Future Debt Considerations
The City will issue approximately $1.15 billion in additional general airport revenue bonds in the future to
complete the $4.45 billion “New SLC,” formerly known as the Airport Redevelopment Program. The
program is currently expected to be completed by 2025.
Public Utilities revenue bonds of approximately $503 million are expected to be issued over the next
seven years to fund the Department of Public Utilities capital improvement program. A major focus of
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the Department’s budget is the rehabilitation and replacement of aging infrastructure. The largest
planned projects are the new water reclamation facility to meet regulatory requirements, improvements
to three water treatment plants, phased construction of a new water conveyance line to expand service
and provide redundancy, water, sewer, and stormwater utility infrastructure work necessitated by street
improvements projects pursuant to the City’s passage of the general obligation bond for that purpose.
The Department will also be utilizing proceeds from a $348,635,000 Water Infrastructure Finance and
Innovation Act (WIFIA) loan secured to finance the construction of the water reclamation facility. The loan
will be drawn through 2024.
The City has applied to obtain a $7,000,000 loan from the Utah State Infrastructure Bank (SIB) to finance a
neighborhood parking structure, a 926-stall garage, located between 400 and 500 West and 600 and 700
South in Salt Lake City. If approved, a loan will bear an interest rate at or above the market interest rate.
The loan term will not exceed 15 years. The City may pledge all or a portion of sales tax revenue as a
revenue source to the repay of the loan.
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DEBT STRUCTURE
Salt Lake City Outstanding Debt Issues
(RDA bond information has been excluded from this list)
(as of June 30, 2021)
Amount of Final Principal
Original Issue Maturity Date Outstanding
GENERAL OBLIGATION DEBT
Series 2010B (Public Safety Facilities) 100,000,000 6/15/2031 54,650,000
Series 2013A (Refunded a portion of Series 2004A) 6,395,000 6/15/2024 2,115,000
Series 2015A (Refund 2013B Sports Complex) 14,615,000 6/15/2028 7,825,000
Series 2015B (Refund 2009A, 2011, 2013C Open Space) 4,095,000 6/15/2023 630,000
Series 2017B (Refund Portion of 2010A) 12,920,000 6/15/2030 11,875,000
Series 2019 (Streets) (Refund Series 2017A) 22,840,000 6/15/2039 16,300,000
Series 2020 (Streets) 17,745,000 6/15/2040 13,130,000
TOTAL: 106,525,000
PUBLIC UTILITIES REVENUE BONDS
Series 2009 (Taxable) 6,300,000 2/1/2031 3,150,000
Series 2010 Revenue Bonds 12,000,000 2/1/2031 6,545,000
Series 2011 Revenue Bonds 8,000,000 2/1/2027 3,300,000
Series 2012 Improvement and Refunding '04 Bonds 28,565,000 2/1/2027 8,865,000
Series 2017 Public Utilities Revenue and Refunding (2008) 72,185,000 2/1/2037 66,145,000
Series 2020 Revenue Bonds 157,390,000 2/1/2050 157,390,000
TOTAL: 245,395,000
SALES AND EXCISE TAX REVENUE BONDS
Series 2012A (North Temple Projects) 15,855,000 10/1/2032 10,845,000
Series 2013B (Streetcar/Greenway Projects) 7,315,000 10/1/2033 5,470,000
Series 2014B (CIP Projects) 10,935,000 10/1/2034 8,430,000
Series 2016A (Refund 2009A) 21,715,000 10/1/2028 17,910,000
Series 2019A (Refund 2007A) 2,620,000 4/1/2027 2,095,000
Series 2019B (Refund 2013A) (Federally Taxable) 58,540,000 4/1/2038 57,740,000
TOTAL: 102,490,000
MOTOR FUEL EXCISE TAX REVENUE BONDS
Series 2014 (1300 S & 1700 S Streets) 8,800,000 4/1/2024 2,820,000
LOCAL BUILDING AUTHORITY LEASE REVENUE BONDS
Series 2013A (Glendale Library) 7,180,000 10/15/2034 5,505,000
Series 2014A (Marmalade Library) 7,095,000 4/15/2035 5,530,000
Series 2016A (Fire Station #14) 6,755,000 4/15/2037 5,755,000
Series 2017A (Fire Station #3) 8,115,000 4/15/2038 7,555,000
TOTAL: 24,345,000
AIRPORT REVENUE BONDS
Series 2017A 826,210,000 7/1/2047 826,210,000
Series 2017B 173,790,000 7/1/2047 173,790,000
Series 2018A 753,855,000 7/1/2048 753,855,000
Series 2018B 96,695,000 7/1/2048 96,695,000
TOTAL: 1,850,550,000
_______________________________________
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FY 2021-22 REVENUE
This section includes a general discussion of the Salt Lake City's major revenue sources. The City has eight
major funds which include: General Fund, Golf Fund, Refuse Fund, Water Fund, Sewer Fund, Storm Water
Fund, Street Lighting Fund, Airport Fund and the Redevelopment Agency (RDA) Fund. These funds and
their major revenue sources are discussed below.
REVENUE POLICIES
1.The City projects its annual revenue through analytical processes and adopts its budget using
conservative estimates and long-term forecasting.
2.The City minimizes the use of one-time revenue to fund programs incurring ongoing costs.
3.Once taxes and fees are assessed, the City aggressively collects all revenues due.
4.The City pursues abatement programs and other ways to reduce the effect of taxes and fees on
those least able to pay.
5.To the extent that the City’s revenue base is insufficient to fund current services, the City will
explore all potential options to reduce the cost of government services; examine the effect of
reducing the level of government services; and finally, consider new user fees or increases in
existing fees. Should these three alternatives fail to offer a suitable solution, the City may increase
tax rates as a last resort.
6.The City reviews the budget for those programs that can be reasonably funded by user fees. This
review results in a policy that defines cost, specifies a percentage of the cost to be offset by a fee,
and establishes a rationale for the percentage. When establishing these programs, the City
considers:
•Market pricing;
•Increased costs associated with rate changes;
•The ability of users to pay;
•The ability of individuals to make choices between using the service and paying the fee, or
not using the service;
•Other policy considerations. (For example, setting fines high enough to serve as a
deterrent; or pricing fees to even out demand for services.)
7. The City adjusts user fee rates annually based on an analysis of the criteria established in policy six
above. The City pursues frequent small increases as opposed to infrequent large increases.
8. The City considers revenue initiatives consistent with the following:
•Finding alternatives that address service demands created by the City's large daytime
population;
•Finding alternatives that allocate an equitable portion of service costs to tax-exempt
institutions;
•Finding alternatives to formulas which use residential population to distribute key revenues
such as sales tax and gasoline tax; and
•Pursuing opportunities for citizen volunteerism and public/private partnerships.
FORECASTING METHODOLOGY
Salt Lake City revenue forecasts are compiled using historical, time-series, trend, and simulation models.
These models focus primarily on past experiences and trends, but modifications are made based upon
simulations reflecting anticipated economic activities and proposed initiatives. The projected revenues
using these models are based upon anticipated economic growth, anticipated fee or tax increases, as well
as any new initiatives being proposed.
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The City has several financial auditors that regularly track and report on revenue collections and
projections. Projections are monitored for precision and revisions are made throughout the year. This
information is used to help forecast the upcoming year’s revenue.
As part of the City’s modeling efforts, year-to-date cumulative revenue collections are monitored and
compared to previous years to identify changes in revenue streams that may indicate areas of concern.
GENERAL FUND
The General Fund is the principal fund of the City and is used to account for resources traditionally
associated with governments which are not required to be accounted for in another fund. The General
Fund accounts for the normal activities of the City such as Police, Fire, Public Works, Parks and
Community Development. These activities are funded through taxes, fees, fines and charges for services.
The majority of the City’s General Fund revenue comes from three sources - property taxes $101,183,084
(28.93%), sales taxes $109,556,477 (31.33%), and franchise taxes $27,702,125 (7.92%). These sources are
impacted by local and national economic trends and activities. Major increases or decreases in any one
of these three taxes can have a significant impact on City operations.
PROPERTY TAX
Property tax revenue is Salt Lake City's principal source of General Fund revenue, providing 28.93% of
total projected revenue in FY 2021-22. Property tax revenue is projected to increase in FY 2021-22.
Salt Lake County calculates the Certified Tax Rate and expected revenue for each taxing entity. State Tax
Code requires taxing entities to adopt the county’s property tax revenue forecast as their own, unless
they go through the truth-in-taxation process and raise the rate above the certified rate.
SALES TAX
Sales tax revenue is Salt Lake City's is a significant source of General Fund revenue, providing 31.33% of
total projected revenue in FY 2021-22. Sales tax revenue is projected to increase in FY 2021-22 as a result
of robust retail spending. Sales tax revenue is forecast using time-series and trend analysis in
conjunction with various modeling scenarios which anticipate economic events that may impact the City.
The forecast includes comparing the State of Utah’s projections with City’s projections to determine if the
City’s projections are reasonable.
FRANCHISE TAX
Franchise tax revenue is another major source of General Fund revenue, comprising 7.92% of projected
General Fund revenue in FY 2021-22. Franchise tax revenue is expected to increase in FY 2021-22, due to
a proposed increase in water rates. Franchise tax revenue is forecast using time-series and trend
analysis, as well as input from utility company representatives.
OTHER GENERAL FUND REVENUE
The remaining General Fund revenues make up 31.82% of the total and are comprised of:
•Licenses and Permits
•Intergovernmental Revenue
•Charges, Fees and Rentals
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•Fines
•Parking Meter Collections
•Interest Income
•Miscellaneous Revenue, Transfers and Interfund Reimbursements.
The following table summarizes total General Fund Revenue by major category.
GENERAL FUND REVENUE SUMMARY
ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 BudgetFY20-21 BudgetFY21-22
Property Taxes 86,037,385 84,530,904 91,020,673 94,654,243 99,342,715 99,417,103 101,183,084
Sales and Use Taxes 59,927,248 60,883,816 64,512,732 99,599,360 116,199,002 100,797,099 109,556,477
Franchise Taxes 27,972,665 29,051,786 30,301,186 27,042,921 26,863,146 26,812,125 27,702,125
Licenses and Permits 28,692,096 29,643,527 28,651,754 36,960,240 32,637,293 28,601,482 29,750,132
Intergovernmental Revenue 5,453,586 6,189,654 6,049,454 6,006,496 5,086,254 4,444,400 4,644,018
Charges, Fees, and Rentals 5,202,170 5,188,415 5,252,494 5,573,679 4,283,760 4,428,069 3,934,568
Fines 6,477,608 7,558,329 7,251,705 5,140,777 3,753,706 3,938,848 3,474,457
Parking Meter Collections 3,324,615 2,991,246 3,549,584 3,509,898 2,771,331 3,347,986 2,693,554
Interest Income 754,322 1,200,000 1,290,000 3,904,270 2,910,778 1,900,682 1,271,154
Miscellaneous Revenue 5,292,440 5,370,694 5,255,384 5,256,974 4,521,107 4,014,037 3,372,266
Interfund Reimbursement 11,051,278 10,275,747 11,054,188 16,363,850 20,574,064 20,281,706 22,032,894
General Fund Revenue 240,185,413 242,884,118 254,189,154 304,012,708 318,943,156 297,983,537 309,614,729
Other Financing Sources:
Transfers 7,867,962 5,393,053 6,954,179 7,564,418 6,800,493 9,750,600 17,902,686
Proceeds from Sale of Property 405,396 353,121 — — —
Revenue and Financing Sources 248,458,771 248,630,292 261,143,333 311,577,126 325,743,648 307,734,137 327,517,415
Property Tax for RDA* 11,317,136 10,284,464 13,245,339 13,510,246 14,021,140
Available Fund Balance/Cash Reserves
387,868 380,025 1,510,094 4,885,620 8,200,000
Total General Fund 272,848,337 322,241,615 340,499,081 326,130,003 349,738,555
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 7
Period Ending
$
(M
i
l
l
i
o
n
s
)
General Fund Major Revenue Sources
Property Taxes
Sales and Use Taxes
Franchise Taxes
Licenses and Permits
Intergovernmental Revenue
Charges, Fees, and Rentals
Fines
Parking Meter Collections
Interest Income
Miscellaneous Revenue
Interfund Reimbursement
Ac
tua
l
FY15
-
1
6 Ac
tua
l
FY16
-
1
7 Ac
tua
l
FY17
-
1
8 Ac
tua
l
FY18
-
1
9 Ac
tua
l
FY19
-
2
0
Bu
dg
e
t
FY20
-
2
1
Bu
dg
e
t
FY21
-
2
2
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
Golf Enterprise Fund
The Golf Enterprise Fund accounts for the operations at six public golf course locations; Bonneville,
Forest Dale, Glendale, Mountain Dell, Nibley Park and Rose Park.
The City’s golf courses are operated as an enterprise fund where revenue collected at the golf course
through user fees supports operational and maintenance expenses, capital improvement costs and any
debt that may be incurred by the golf courses.
Revenue in this fund is generated by user fees including green fees, CIP $1 fees, cart rental fees, range
ball fees, merchandise purchases, lessons, concessionaire rental fees, etc. Revenue is projected based on
historical patterns and forecasts of trends in the local market area.
The FY 2021-22 Golf Fund budget for revenue and expense follows closely with 5 year historical averages.
In addition, strategic price increases are being implemented that will have an impact on revenues for FY
2021-22. Golfers are charged an additional $1 per 9-hole round fee with the listed green fee to be placed
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 8
in the Golf CIP Fund to be used toward golf course improvements. It is proposed for FY2021-22 to
increase the Golf CIP Fund fee to $2 per 9-hole round beginning in January 2022.
GOLF FUND REVENUE SUMMARY
ActualFY 15-16 ActualFY 16-17 ActualFY 17-18 ActualFY 18-19 ActualFY 19-20 BudgetFY 20-21 BudgetFY 21-22
Golf Revenue
Green Fees 3,985,988 3,523,614 3,603,022 3,569,078 4,259,235 3,836,821 4,050,383
Golf Car Rental 1,399,370 1,339,722 1,509,488 1,461,066 1,471,019 1,527,525 1,532,825
Driving Range Fees 322,728 281,448 287,606 322,722 223,848 335,651 340,431
Retail Merchandise Sales 768,412 717,439 719,688 781,478 646,749 775,000 741,545
CIP Fee on rounds, passes 317,918 298,424 310,524 298,724 324,383 306,280 436,800
Miscellaneous 809,505 737,118 1,150,279 1,038,407 1,417,090 2,258,079 3,298,129
Total Golf Fund 7,603,921 6,897,765 7,580,607 7,471,475 8,342,324 9,039,356 10,400,113
Period Ending
$
(M
i
l
l
i
o
n
s
)
Golf Fund Revenue Summary
Golf Revenue
Green Fees
Golf Car Rental
Driving Range Fees
Retail Merchandise Sales
CIP Fee on rounds, passes
Miscellaneous
Actua
l
FY 15
-
1
6
Ac tua
l
FY 16
-
1
7
Ac
tua
l
FY 17
-
1
8
Actua
l
FY 18
-
1
9
Actua
l
FY 19
-
2
0
Bu
dg
e
t
FY 20
-
2
1
Bu
dg
e
t
FY 21
-
2
2
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 9
Refuse Enterprise Fund
The Refuse Enterprise Fund Class consists of two funds:
•Operations Fund
•Environmental & Energy Fund
Revenue for the Operations Fund comes from refuse collection fees, inter-fund reimbursements and
miscellaneous revenue. City residents are charged refuse collection fees based on the type and size of an
individual resident’s refuse can(s). These fees are calculated to recover the fund’s operational costs when
combined with the other sources of revenue described above. The Operations Fund revenue is
forecasted based on known factors such as the number of refuse cans in service, along with scheduled
events such as equipment replacement and changes in contractual agreements.
Voluntary residential curbside glass recycling services, which were introduced in FY12-13, continues to be
offered. Those using this service are charged a separate monthly fee; no fee increase is proposed for this
service in FY 2021-22.
The Environmental & Energy Fund receives a dividend from the Landfill (Salt Lake Valley Solid Waste
Management Facility / SLVSWMF) on an ongoing basis. This is the primary source of revenue for this fund.
As the Landfill garbage tonnage has decreased in recent years, so has the related dividend to its partners.
Revenues from recycling proceeds have been another source of revenue in the past for this fund.
Recycling proceeds have been eliminated over the last couple of years due to the volatility and
regulations in global recycling markets. The Department does not expect to receive any recycling
proceeds for the FY 2021-22 budget year due to the Chinese recycling market regulation changes and the
global recycling market prices. One-time sustainability project costs related to air quality, energy
efficiency, and sustainable food have been funded in the past by the $5,500,000 portion of the $7,000,000
one-time distribution from the Landfill which was received during FY10-11. These funds have now been
fully obligated, any new projects will be funded by the Environmental & Energy Fund balance. The FY
2021-22 budget request includes funding from General Fund to subsidize reduced funding sources.
REFUSE FUND REVENUE SUMMARY
ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 BudgetFY20-21 BudgetFY21-22
Refuse Revenue
Landfill / SLVSWMF Dividends 713,799 638,210 710,483 681,152 557,041 557,500 515,000
Refuse Collection Fees 11,344,725 11,345,341 11,118,760 11,397,708 11,223,400 11,235,694 12,425,411
Interfund Reimb & Misc 710,195 1,031,192 829,324 1,766,089 1,235,243 808,099 1,601,615
Total Refuse Fund 12,768,718 13,014,743 12,658,567 13,844,949 13,015,684 12,601,294 14,542,026
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 10
Period Ending
$
(M
i
l
l
i
o
n
s
)
Refuse Fund Revenue
Refuse Revenue
Landfill / SLVSWMF Dividends
Refuse Collection Fees
Interfund Reimb & Misc
Actua
l
FY15-
1
6
Actua
l
FY16-
1
7
Actua
l
FY17-
1
8
Actua
l
FY18-
1
9 Actua
l
FY19-
2
0
Budge
t
FY20-
2
1
Budge
t
FY21-
2
2
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
Water Utility Fund
The Water Utility Fund operates as an enterprise fund. The Water Utility exists to provide treated water to
current city residents, maintain the City’s water infrastructure, and to engage in conservation activities
related to the City’s water supply for future generations. The service area of the fund covers a total of 141
square miles and includes more than 350,000 residents. The service area includes the geographic area
within the Salt Lake City boundaries, as well as the east bench of the Salt Lake Valley outside Salt Lake
City boundaries, including to portions of the cities of Mill Creek, Holladay, Cottonwood Heights, South Salt
Lake, Murray, and Midvale. The Water Utility also has jurisdictional responsibilities to protect about 190
square miles of source water area in the headwaters of the Wasatch Mountains. The Water Utility
provides administrative utility billing services for the Sewer Utility, the Stormwater Utility, the Street
Lighting Utility, the Refuse Fund, and the Hive Program.
Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to
fund the operations of the utility. Independent rate studies are conducted every several years to gather
public input and to structure rates in accordance with industry standards and community values.
Forecasted FY 2021-22 revenues reflect a proposed rate increase of 8%. The rate increase is applied to
the current four-tiered, inclining block rate structure.
Revenue received from metered water usage is the Water Utility’s main source of operating revenue
(94%). Other revenue categories include interest income, miscellaneous revenue, impact fees, and inter-
fund reimbursements.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 11
WATER FUND REVENUE SUMMARY
ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 BudgetFY20-21 BudgetFY21-22
Water Revenue
Water Sales and Service 65,042,979 72,840,335 73,199,176 75,103,958 81,995,776 71,012,328 86,838,106
Interest Income 430,178 385,558 725,120 1,424,203 970,343 715,896 398,000
Permits, Fines & Other 684,794 340,075 453,482 523,688 480,673 343,460 460,970
Interfund Billing Services 1,920,289 2,185,655 2,267,207 2,394,985 2,370,157 2,921,828 2,966,142
Total Water Fund 68,078,239 75,751,624 76,644,985 79,446,834 85,816,949 74,993,512 90,663,218
Period Ending
$
(M
i
l
l
i
o
n
s
)
Water Fund Revenue Summary
Water Revenue
Water Sales and Service
Interest Income
Permits, Fines & Other
Interfund Billing Services
Actua
l
FY15-
1
6
Actua
l
FY16-
1
7
Actua
l
FY17-
1
8
Actua
l
FY18-
1
9
Actua
l
FY19-
2
0
Budge
t
FY20-
2
1
Budge
t
FY21-
2
2
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 12
Sewer Utility Fund
The Sewer Utility Fund operates as an enterprise fund. The Sewer Utility exists to manage the collection
and treatment of wastewater within Salt Lake City’s corporate boundaries. The Sewer Utility is increasing
capacity and expanding service of the sewer collection system to meet growth requirements related to
the new State Correctional Facility, the Airport expansion, and new development anticipated in the
Northwest Quadrant of Salt Lake City. The Sewer Utility operates the City’s sewer collection and sewer
treatment infrastructure which includes 655 miles of pipeline, several pump stations and a water
reclamation facility. The water reclamation facility is being rebuilt in order to meet new environmental
regulations, and construction is occurring in phases to be completed by the regulatory compliance
deadline of January 1, 2025. The first phase of construction began in FY 2019-20, and design work for
future phases is ongoing.
Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to
fund the operations of the utility. The Sewer Utility charges customers based on average winter water use
volume and strength of produced waste. Independent rate studies are made every several years to
gather public input and to structure rates in accordance with industry standards and community values.
Forecasted FY 2021-22 revenues reflect the anticipated impacts of water use patterns in differing
customer classes and proposed 18% rate increase. The rate increase is distributed within a seven-tiered
block rate structure and is necessitated by the construction of the water reclamation facility.
In FY 2021-22 the main source of operating revenue for the sewer utility fund will be charges for sewer
services (99%). Other revenue categories include fines, interest income, survey permits, and
miscellaneous revenue.
SEWER FUND REVENUE SUMMARY
ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 BudgetFY20-21 BudgetFY21-22
Sewer Revenue
Sewer Services 21,827,387 24,733,019 33,735,176 39,687,904 45,142,610 50,321,000 58,128,437
Interest Income 152,711 756,830 1,387,613 2,161,835 1,035,061 992,301 171,000
Permits, Fines, and Other 153,033 197,242 545,939 298,228 285,917 282,000 328,500
Total Sewer Fund 22,133,131 25,687,091 35,668,727 42,147,967 46,463,588 51,595,301 58,627,937
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 13
Period Ending
$
(M
i
l
l
i
o
n
s
)
Sewer Fund Revenue
Sewer Revenue
Sewer Services
Interest Income
Permits, Fines, and Other
Actua
l
FY15-
1
6
Actua
l
FY16-
1
7
Actua
l
FY17-
1
8
Actua
l
FY18-
1
9
Actua
l
FY19-
2
0
Budge
t
FY20-
2
1
Budge
t
FY21-
2
2
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
Storm Water Utility Fund
The Stormwater Utility operates as an enterprise fund. It exists to convey runoff and stormwater, and to
maintain the quality of stormwater discharge within Salt Lake City boundaries. It is also responsible for
mitigating flooding caused by stormwater runoff. The Stormwater Utility operates stormwater collection
infrastructure system which includes 350 miles of drainage pipe and 27 lift stations.
Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the
operations of the utility. The Utility charges costumers for these services based on units calculated as
equivalent residential units (ERU), or ¼ acre determined by area of the customer’s property that is
impervious. A previously planned 10% rate increase was deferred last year due to economic uncertainty
surrounding the COVID-19 pandemic. The FY 2021-22 budget includes the 10% rate increase or
approximately $0.55 per equivalent residential (ERU) per month.
Revenues received from stormwater fees are the Utility’s main source of operating revenue (98%). Other
revenue categories include interest income and miscellaneous revenue.
STORM WATER FUND REVENUE SUMMARY
ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 BudgetFY20-21 BudgetFY21-22
Storm Water Revenue
Storm Water Services 8,218,844 8,423,972 8,510,707 9,555,773 10,720,158 9,743,500 10,716,550
Interest Income 39,491 79,254 115,773 184,128 129,047 199,670 119,200
Permits, Fines, & Other 32,425 16,933 47,327 50,687 85,397 50,000 62,000
Total Storm Water Fund 8,290,760 8,520,159 8,673,807 9,790,589 10,934,602 9,993,170 10,897,750
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 14
Period Ending
$
(M
i
l
l
i
o
n
s
)
Storm Water Fund Revenue
Storm Water Revenue
Storm Water Services
Interest Income
Permits, Fines, & Other
Actua
l
FY15-
1
6
Actua
l
FY16-
1
7
Actua
l
FY17-
1
8
Actua
l
FY18-
1
9
Actua
l
FY19-
2
0
Budge
t
FY20-
2
1
Budge
t
FY21-
2
2
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Street Lighting Fund
The Street Lighting Utility operates as an enterprise fund. It exists to manage the City’s street lighting
infrastructure facilitating safer vehicle and pedestrian travel at night. Streetlights are provided at each
intersection on long blocks and as needed on mid blocks. SLCDPU provides base level street lighting
service on a city-wide basis and enhanced street lighting services for decorative lighting to two residential
neighborhoods and to one commercial area. Total system conversion to high efficiency lighting remains a
high priority of this Utility.
Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the
operations of the utility. Street lighting fees are based on units calculated as an equivalent residential unit
(ERU) which is determined by front footage of property. The base lighting rates were established in 2013
at $3.73 per month per ERU. The average Salt Lake City residence is one ERU, while commercial,
institutional, and industrial properties vary. (ERU). Rates were also established in 2015 for each enhanced
lighting service areas. No rate changes are proposed in the FY 2021-22 budget or forecast in the
immediate future. A rate study is planned for FY 2022.
Revenue received from street lighting fees are the Utility’s main source of revenue (99%). Other revenue
categories include interest income and miscellaneous revenue.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 15
STREET LIGHTING FUND REVENUE SUMMARY
ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 BudgetFY20-21 BudgetFY21-22
Street Lighting Services 3,263,790 4,222,564 4,207,007 4,301,424 4,258,440 4,230,298 4,101,769
Interest Income 14,753 48,352 88,339 147,727 119,716 8,000 40,500
Other 74,499 7,786 180,558 300 250 659 659
Total Street Lighting Fund 3,353,043 4,278,702 4,475,905 4,449,450 4,378,406 4,238,957 4,142,928
Period Ending
$
(M
i
l
l
i
o
n
s
)
Street Lighting Fund Revenue
Street Lighting Services
Interest Income
Other
Actua
l
FY15-
1
6
Actua
l
FY16-
1
7
Actua
l
FY17-
1
8
Actua
l
FY18-
1
9
Actua
l
FY19-
2
0
Budge
t
FY20-
2
1
Budge
t
FY21-
2
2
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 16
Airport Enterprise Fund
The Salt Lake City Department of Airports manages Salt Lake City International Airport (SLCIA), Tooele
Valley Airport and South Valley Regional Airport (SRVA).
The Airport served 20 million passengers in FY2020 which was down approximately 23% due to sudden
drop in passenger traffic due to Covid-19. Salt Lake City International Airport serves a multi-state region
and consists of three air carrier runways and a general aviation runway and is classified as a large hub
airport. In September of 2021, the Airport opened portions of phase one of the new airport, which
included a new terminal, the gateway center, concourse A west and a new parking garage. A portion of
concourse B west was opened in October of 2020. By the end of April of 2021, the old Airport facilities
were demolished to make way for Phase two of the new airport. Phase two of the new airport is
scheduled to bring on new gates to concourse A east as soon as the spring of 2023 and will be completed
once concourse B east is finished in the fall of 2025.
Tooele Valley Airport is a general aviation reliever airport to SLCIA. It has one runway and support
services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It
also has one runway and is a base for a Utah National Guard military helicopter unit.
The Department of Airports is an enterprise fund. It is not supported by property taxes, general funds of
local governments or special district taxes. Capital funding requirements for FY 2021-22 are met from
earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBs),
Federal Aviation Administration grants under the Airport Improvement Program, and State grants.
MAJOR SOURCES OF AIRPORT FUND REVENUE
Revenues are forecast by reviewing and analyzing lease agreements, operating costs, capital projects,
product inflation and passenger levels. Revenues for FY 2021 have been impacted by the COVID-19
pandemic. However, projected revenues for FY 2021-22 are higher as passenger traffic begins to recover.
A major source of revenue (63%) is generated from the airlines. Air carriers pay on a cost-of-service basis
for the services they receive. Rates are set annually based on direct operating cost, cost of capital, and an
amortization on asset investment. The formula used for this system is considered a hybrid structure in
the aviation industry and is based on the ten-year airline use agreement (AUA) that went into effective on
July 1, 2014. It provides $1 per enplaned passenger revenue sharing, not to exceed 30% of net remaining
revenue, and is credited to the air carriers on a monthly basis. Enplaned passengers decreased 22.9% in
FY2020 when compared to FY2019 and are projected to decrease 28.9% for FY2021 due to decreased
passenger traffic because of Covid-19. The projected budget for FY 2021-22 shows a 60.3% increase in
enplaned passengers as passenger traffic begins to recover from the Covid-19 pandemic.
The second major source of revenue (30%) is generated from the Airport concessions. This includes
revenue from food and retail concessions as well as car rental and parking fees. Retail concessions, and
food and beverage are projected to increase compared to FY2021 due to more concessions opening and
more passengers traveling through the Airport. Parking revenue is also projected to increase as more
people start traveling once they have been fully vaccinated. While business travel is projected to return
in FY 2021-22, it may take several years for the majority of business travel to return which accounts for a
large percentage of the Airport parking revenue. Remaining revenues are generated through cost
recovery of ground transportation costs, and lease contracts on buildings, office space and hangars. The
Airport also receives a portion of the State aviation fuel tax.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 17
In FY2012, the Airport began collecting customer facility charges (CFC) to fund a new rental car facility.
These charges increased from $4 to $5 in FY2013 and will remain at $5 for FY2022. The customer facility
charges will meet the financial requirements to build the rental car service and quick turnaround
facilities, plus the portion of the garage related to rental cars. The rental car service and quick turnaround
facilities were completed in FY2016 but the Airport will continue to collect CFCs for the portion of the
garage related to rental cars.
SALT LAKE CITY DEPARTMENT OF AIRPORTS
OPERATING REVENUE COMPARISON
Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Actual FY 2020 Budget FY 2021 Budget FY 2022
Operating Revenue:
Concession 74,623,000 82,528,100 87,274,206 92,910,800 75,372,000 69,052,500 74,786,600
Airline 62,454,000 66,639,100 70,571,102 75,636,600 77,312,000 160,209,700 158,154,100
Other Rental 14,896,800 17,808,100 20,708,160 18,992,400 18,739,000 21,270,400 19,098,400
Total Operating Revenue
151,973,800 166,975,300 178,553,468 187,539,800 171,423,000 250,532,600 252,039,100
Period Ending
$
(M
i
l
l
i
o
n
s
)
Airport Operating Revenue
Concession
Airline
Other Rental
Ac tual
F
Y
2
0
1
6
Ac tual
F
Y
2
0
1
7
Ac tual
F
Y
2
0
1
8
Ac tual
F
Y
2
0
1
9
Ac tual
F
Y
2
0
2
0
Bu dget
F
Y
2
0
2
1
Bu dget
F
Y
2
0
2
2
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 18
RDA Fund
The primary revenue source for the RDA’s redevelopment efforts is tax increment. Tax increment is the
increase (or “increment”) in the property taxes generated within a project area over and above the
baseline value of property taxes that were in place at the time a project area was established. Property
values increase as an area is revitalized through investment, thereby creating tax increment. When an
RDA project area is established, the RDA and the participating taxing entities enter into agreements that
determine the amount of tax increment that will continue to flow to the taxing entities, and the portion
that will be reinvested by the RDA into the project area for a defined period of time. The participating
taxing entities continue to receive the baseline property tax during the life of a project area.
The establishment of a project area and the collection of tax increment funds must be approved by the
RDA Board of Directors and any participating local taxing entities (e.g. Salt Lake City, Salt Lake County, Salt
Lake City School District, Metro Water District, Central Utah Water Project, Salt Lake Mosquito Abatement,
and Salt Lake City Library). Not all taxing entities participate in every project area.
Per Utah State Statute, tax increment proceeds must be spent within the project area where they
originated or be found by the RDA Board of Directors to directly impact that project area.
In addition to tax increment revenues from its various project areas, the RDA also has the following
revenue sources:
1.Interest Income. The RDA receives interest on cash balances.
2.Temporary Property Income. The RDA receives lease revenues from various rentals, including
several parking garages in the Central Business District Project Area.
3.RDA Loan Interest Income. The RDA receives interest generated from loans it administers. The
amount of interest received varies depending on the number of outstanding loans at any given
time.
4.Land Sale Proceeds. The RDA routinely sells property as part of its redevelopment efforts.
RDA revenues are forecast for each project area by analyzing previous years’ tax increment received and
adjusting conservatively based on current real estate market conditions. Other income from interest,
lease revenues, and RDA loan interest is also considered.
The FY 2021-22 forecasted RDA Fund revenue budget is $43,565,621.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FINANCIAL POLICIES
C- 19
REDEVELOPMENT AGENCY REVENUE SUMMARY
ActualFY14-15 ActualFY15-16 ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 BudgetFY20-21 BudgetFY21-22
Redevelopment Agency Revenue
Block 70 13,003,385 7,574,160 3,895,176 1,892,423 2,159,178 3,161,881 2,195,823 1,922,323
Central Business District
9,739,854 26,711,741 26,874,661 23,135,282 25,461,421 32,681,146 31,460,698 27,923,150
West Capitol Hill
311,973 475,397 562,604 548,155 1,547,706 153,711 626,903 150,000
West Temple Gateway
550,052 570,622 11,626 703,224 60,753 59,685 50,000 50,000
Depot District 3,940,782 4,141,737 3,616,380 3,806,559 3,895,569 5,533,602 5,555,538 4,121,164
Granary District 328,437 350,220 426,686 530,373 625,878 781,648 966,661 666,124
Housing Development Trust Fund
— — — — — 2,590,000 2,590,000 2,590,000
North Temple 252,238 359,509 195,081 294,575 425,243 543,258 647,123 450,346
North Temple Viaduct
— — 343,699 542,952 1,123,104 1,558,258 2,102,028 1,188,979
Sugar House 1,648,175 2,096,804 2,397,460 3,593 1,126 — — —
Program Income 1,424,647 1,572,846 1,589,699 2,142,572 2,441,059 1,721,281 1,905,835 1,742,535
Northwest Quadrant — — — — — 198 1,684,441 1,500,000
Stadler Rail — — — — — 70,419 101,927 71,000
NWQ Housing Fund (UIPA)
— — — — — — — 250,000
Primary Housing Fund (Citywide Housing)
43,933 89,379 662,815 454,620 350,096 356,658 387,772 346,000
Secondary Housing Fund (Project Area Housing)
22,995 546,094 22,484 30,782 45,303 43,617 44,000 44,000
Revolving Loan 527,990 266,713 386,599 3,855,771 761,162 819,332 852,000 550,000
Total Redevelopment Agency Revenue
31,794,461 44,755,222 40,984,970 37,940,881 38,897,598 50,074,694 51,170,749 43,565,621
FY 2017 Revolving Loan Fund includes Budget adopted through April 11, 2017, all other funds include budget adopted through March 31, 2017.
Citywide Housing Fund and Project Area Housing Fund includes interest and land sale proceeds only. Revolving loan fund includes interest only.
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Period Ending
$
(M
i
l
l
i
o
n
s
)
Redevelopment Agency Revenue Summary
Redevelopment Agency Revenue
Block 70
Central Business District
West Capitol Hill
West Temple Gateway
Depot District
Granary District
Housing Development Trust Fund
North Temple
North Temple Viaduct
Sugar House
Actu
a
l
FY
14
-
1
5
Actu
a
l
FY
15
-
1
6
Actu
a
l
FY
16
-
1
7
Actu
a
l
FY
17
-
1
8
Actu
a
l
FY
18
-
1
9
Actu
a
l
FY
19
-
2
0
Bu
dg
e
t
FY
20
-
2
1
Bu
dg
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FY
21
-
2
2
-20,000,000
0
20,000,000
40,000,000
60,000,000
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C- 21
FY21 Legislative Intents
Revised October 21, 2020
FY 2021 Legislative Intents
a. Police Department Role. It is the intent of the Council to re-evaluate the role the City asks the
Police Department to play, and the budget to fulfill that role, and ask the Administration to evaluate
moving certain programs out of the Police Department, like park rangers and social workers, and
potentially add a function to the Human Resources Department to enhance the independence of the
Internal Affairs unit.
Administration Response:
•Park Rangers: The Police Department has established a bike squad assigned to park patrols and
is working closely with parks staff to identify the most effective use of these park patrol units. The
Administration is also looking at other models around the country with the goal of enhancing the
work these squads do with additional resources focused on customer service. Ideally, these
additional resources would provide a combination of education and compliance of park rules,
environmental services, and historical and cultural interpretation. Utilizing this model would not
eliminate the need for the park patrol bike squads – whose focus is to enforce state and local laws
and provide quick response in our public spaces when called.
•Social Workers: The Social Workers are working with officers assigned to the Crisis Intervention
Team in a Co-responder model. The social workers have expressed concerns regarding a potential
shift in this model, because they often respond to dangerous situations that ultimately require a
police officer. The Department and the Administration are committed to continuing to evaluate
the co-responder model to ensure that City residents are getting the best and most helpful
response to calls for service, and that social workers and officers remain safe on the job.
•Internal Affairs Unit: The Police Department is actively working with Human Resources to
enhance the oversight of the Internal Affairs Unit and is in the process of hiring a Civilian Director.
A Civilian Director will ensure that the IA unit operates professionally and with the continuity and
experience that is required to best serve the Department and the City’s residents.
b. Police Department Zero-based Budget Exercise. It is the intent of the Council to hire an
independent auditor to evaluate each line item in the Police Department budget with the goal of
conducting a zero-based budget exercise, which takes the budget apart and builds it back in a way that
aligns with the policy goals of the Council, Mayor and public. A report back to the Council would happen
in September, or sooner if possible.
Administration Response: The Council hired an auditor to evaluate the Police Department Budget and
the presentation to Council by Matrix was scheduled on 4/20/2021.
c. CARES Act Funding. The Council intends to use forthcoming CARES act funding to prioritize the
community needs consistent with the equity principles being discussed.
Administration Response: Budgeted use of CARES Act fund was prioritized according to the
requirements of this intent.
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d. Ban Military Equipment. The Council intends to work with the Attorney’s Office to create an
ordinance that prohibits the City from accepting grant awards for federal military equipment. The
ordinance may include any foreseeable exceptions for the Council’s consideration.
Administration Response: In the fall of 2020, the City Attorney’s Office worked with the Council to draft
an ordinance banning acceptance of military equipment. This ordinance was passed on October 6, 2020
at Ordinance No. 46 of 2020.
e. Police Department Reporting Ordinance. The Council intends to work with the Attorney’s Office
to create an ordinance that establishes reporting requirements for internal information collected by and
related to the Police Department.
Administration Response: While the first step of this reporting and transparency goal was the adoption
of the body camera ordinance in 2020, the Attorney’s Office looks forward to engaging with the Council
on additional reporting requirements for internal information collected by and related to the Police
Department.
f. Tuition Reimbursement and Police Officer Education. It is the intent of the Council to
encourage the Administration to assure that the City’s tuition reimbursement program is accessible to
Police Department staff members and that the Police Department has a system to provide the flexibility
necessary for staff to seek degrees, particularly in fields that relate to public safety, human relations,
communications, community building, criminal justice, psychology and other areas that add value to their
work. Further, the Council encourages the Administration to include strong advanced education
requirements in their promotion and hiring process.
Administration Response: On January 12, 2021, the Council received a briefing from Debra Alexander,
CHRO, about tuition reimbursement in the Police Department. Records maintained in Human Resources
reveal four hundred forty-one (441) employees in the Police Department had utilized the tuition
reimbursement program in the years 2015 through 2020. On average, for those years, about sixty-three
(63) employees each year received tuition reimbursement. However, in years 2019 and 2020, about
eighty (80) employees utilized the program - an increase of about 25%. The increased utilization may due,
in part, to enhanced reimbursement limits and an increasing emphasis on formal education in public
safety. Consistent with Internal Revenue requirements, an employee may receive up to four thousand
dollars ($4,000) in reimbursement. The program reimburses an employee for amounts s/he spends on
tuition, fees and books. The Police Department has continued to place an emphasis on educational
attainment, when applicable, during its recruitment and promotion processes.
g. CIP and County Transportation Funds. It is the intent of the Council that future years Quarter-
Cent County Transportation Funds go through a process that involves community input and considers
other CIP needs, potentially combined with a redefined CIP process.
Administration Response: The Quarter-Cent County Transportation Funds are now included as a
funding source in the Capital Improvement Program Process that involves the Community Development
and Capital Improvement Program (CDCIP) Board and Mayor’s recommendations based on CIP needs
and available funds.
h. Communicating Impact of Budget Reductions. It is the intent of the Council that the
Administration return with a communication strategy to inform the public about the likelihood of
reduced service levels in City parks and public lands due to budget reductions.
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Administration Response: In response to the Council’s Legislative Intent request, the City’s Parks and
Public Lands division created a communication plan that entailed several means of outreach to the
public. These include:
•A newsletter: The division will include/has included the Key Messaging in monthly newsletters.
These newsletters are sent to approximately 2,500 people during the last week of each month.
•Social Media: Social media posts with the Key Messaging have been and will continue to be made
on Public Lands’ account. As of November 2020, Public Lands had 1,878 followers on Facebook,
2,434 followers in Instagram, and 1,024 followers on Twitter.
•Website: Since the coronavirus pandemic began, Public Lands has been regularly updating a
COVID-19 webpage with information specific to our operations and the use of related properties:
bit.ly/slcpplcovid19
•Community Councils: Emails have been and will continue to be sent to all Salt Lake City community
councils that includes our Key Messaging.
•Stakeholders: Public Lands has been and will continue to send out Key Messaging by email to a list
of approximately 150 stakeholders.
•Public Lands Staff: The Key Messaging has been and will continue to be shared in an email and
printed memo to all Public Lands staff members.
This messaging has been tailored to both the Summer/Fall 2020 and the Winter 2020/Spring 2021 time
periods.
Note: A more comprehensive document detailing the efforts Parks and Public Lands has made in
response to this Legislative intent will be provided as backup documentation accompanying this
response.
i. Golf CIP Fund Plan. It is the intent of the Council that the Administration clarify the long-term plan
for the Golf Enterprise Fund’s CIP fund.
Administration Response: Public Lands and the Golf Division is very interested in the prospect of
developing a long-term plan for the Golf Enterprise Fund’s CIP fund. At this time however, with the
instability and uncertainty of the ability of Golf revenues to cover operational expenses, a short-term plan
is proposed.
Note: A more comprehensive short-term Golf CIP Fund Plan will be provided as backup documentation
accompanying this response.
j. Historic Park Design Guidelines. It is the intent of the Council that a briefing with the
Administration be scheduled in order to discuss the steps and funding necessary to create design
guidelines for the City's historic parks. Next steps would be identified pending the briefing discussion.
Administration Response: In response to this Legislative Intent, the Parks and Public Lands division has
created a report that provides detail of:
•The background of the City’s cultural landscapes
•The purpose and need of placing high value on preserving these landscapes
•Recommendations for moving forward on specific sites
•Efforts that are a work in progress
•Details on departmental coordination
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•Next steps, and
•A comprehensive list of parks/cultural landscapes with recommendation for consultant services
and cost estimates.
Note: The full report in response to the Legislative Intent will be provided as backup documentation
accompanying this response.
k. 4th Avenue Well Noise Reduction. It is the intent of the Council that the Department of Public
Utilities continues to consider additional noise-reducing options for the new 4th Avenue Well project.
Administration Response: The noise impact of the 4th Avenue Well Project is a priority issue for Public
Utilities in the design and construction of the project. Below are key points related to this issue:
•The department’s architects and engineers have incorporated noise reduction into the building
design to reduce the noise to meet County requirements;
•A consultant has been hired to advise on noise reduction;
•County requirements will at least be met, and it is anticipated that any noise generated by the well
will be below the County’s requirements.
•The anticipated noise output upon completion of the well project won’t be greater than current
ambient measurements.
•The well project is predicted to be in the low 30s dBA, while the measured nighttime ambient is 50
dBA.
•Further details are in a report from Spectrum Engineering who will also perform post construction
sound level measurements to confirm the noise reduction efforts. The direct link to the Spectrum
Engineering report on our 4th Avenue Well project site is
https://0dc33739-402d-4038-9f7a-52ebc40e00aa.filesusr.com/
ugd/3a2d4f_4a35d2c0f8d84d168150b70c2b88c20c.pdf.
l. Fund Balance Floor Goal. The Council intends to continue the legislative intent from last year
setting a minimum fund balance “floor” at 14%.
Administration Response: The General Fund fund balance currently stands at more than 15%.
m. Transfer Housing Trust Fund Development Loans and Payments. The Council intends to
transfer the Housing Trust Fund’s housing development-loan-related balances and payments to be
overseen by the RDA. During FY20, HAND and the RDA developed a detailed “housing framework” for
consideration by the RDA Board and the Council. These bodies may wish to schedule time once the FY21
budget is complete to finalize this work, which may include changes to City ordinances and/or board
policies.
Administration Response: HAND continues to work with the RDA, the Attorneys, and Finance regarding
the transfer of the Housing Trust Fund or HTF (aka HDTF) portfolio. The portfolio resides in HAND’s loan
management system (N4F), and HAND continues to maintain the loans. The key component of
transferring the portfolio requires ordinance modifications regarding the current Housing Trust Fund
Ordinance that includes process for the HTF Advisory Board. For example, the HTFAB does not currently
have the authority to make a recommendation to the RDA Board, only to the Mayor and City Council.
Clarification from Council/Board on moving forward with the proposed structure from RDA staff will
guide future process for the HTFAB and would assist in proposed modifications. HAND will continue to
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work with CAN Leadership, the RDA, the Attorneys, and Finance on proposed code modifications and
identifying appropriate fund classes and cost centers to enable the transfer.
n. Calculate RDA Legislation Impacts. It is the intent of the Council that the Finance Department
and the RDA work together to calculate the impact on City resources of changes proposed in 2019 and
2020 to State RDA legislation.
Administration Response: The approved RDA legislation provides the City with the option to establish a
new CRA tax rate to provide an ongoing funding source that enables the Agency to continue carrying out
its work in supporting the City’s short and long-term needs. If the option was taken, the City Council/RDA
Board would have significant control over key factors to be memorialized with an Interlocal Agreement
between the City and Agency. These include adoption of an implementation plan to set priorities and
guide investment, determination of the amount of revenue the Agency could collect through the tax rate
and any earmark or allocation of funds to specific initiatives.
The legislation does not decrease the City’s current revenue. The direct impact to the City’s General Fund
is not realizing the increase in revenue that is typically expected when RDA project areas expire. As each
area expires, the City and CRA tax rates would be incrementally adjusted in a way that reallocates the
City’s participating share of increment from that project area to the RDA as ongoing revenue, with the
intention of maintaining overall tax neutrality. Once the CRA tax rate is established, both the City and RDA
would realize future new growth at the same rate, as both entities would share the entire City as its tax
base.
When it comes to the City’s current capacity to utilize the revenue created by new growth in RDA project
areas to mitigate the impact of sudden emergencies such as COVID-19, the main factor is how the City
budgets the new growth. If the City does not intentionally earmark the new revenue for specific initiatives
or a rainy-day fund, it will likely be absorbed into the General Fund and applied toward one-time or
ongoing expenses. Another important consideration is that if the timing doesn’t align with a project area
expiring in the same year as the significant event, the new revenue would not be available for use at that
time.
If the City Council established a new CRA tax rate, it would essentially redirect the revenue created by
new growth in the RDA project areas to the Agency as a separate taxing entity that has the flexibility to
support the entire City in times of crisis. RDA staff worked with the Finance Department to draft an
overall analysis on the legislation which includes the calculation of the tax rate and recommendations
from Finance on how to maintain tax neutrality. The amendments included in the final version of the
legislation would not impact the analysis or tax rate calculation.
o. Decriminalization Review of City Code. It is the intent of the Council that an in-depth review be
conducted of the City Code to consider items that could be decriminalized. Council staff could work with
Council Members and the City Attorney’s Office to draft a scope and come back with a report on the
timeline.
Administration Response: The City Attorney’s Office has two clerks from the University of Utah Law
School starting in May 2021 and we are excited to engage them in this analysis and process. The clerks’
work product will be a chart that can be shared with both the Council and Administration so both
branches can prioritize sections of City Code to potentially decriminalize.
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Capital Improvement Program Overview
Salt Lake City’s Capital Improvement Program (CIP) is a multi-year planning program of capital
expenditures needed to replace or expand the City’s public infrastructure. Two elements guide the City in
determining the annual schedule of infrastructure improvements and budgets. This includes the current
fiscal year's capital budget.
Salt Lake City’s FY 2021-22 budget appropriates $703,068,753 for CIP, utilizing General Funds, Class “C”
Funds, Impact Fee Funds, Redevelopment Agency Funds, Enterprise Funds, and other public and private
funds. The Salt Lake City Council considers their input in determining which projects will be
recommended for funding in this budget. The Enterprise Fund recommendations are consistent with
each respective business plan. These plans were developed in cooperation with the respective advisory
boards and endorsed by the Administration. The Redevelopment Agency of Salt Lake City fund
recommendations are consistent with Board policy. All grant-related CIP recommendations are
consistent with applicable federal guidelines and endorsed by the Administration.
Capital Improvement Program Book (CIP Book)
Salt Lake City’s FY2021-22 budget presents all CIP projects in its own document, the CIP book. By creating
and providing City Council a CIP book the City believes it will provide more clarity and transparency
regarding the recommended capital improvement projects. Major General Fund projects Transportation
Infrastructure, Local Street Reconstruction, ADA Improvements and Sidewalk Rehabilitation for the
reconstruction, rehabilitation, and capital improvement of deteriorated streets city-wide, total
appropriation of $11,090,091 is proposed. Of this amount the budget appropriates $3,732,742 general
fund, $2,046,329 of Class “C” fund, and $7,291,970 of Impact Fee funds. Projects include traffic signal
upgrades, transportation safety improvements, and pedestrian and neighborhood byway enhancements.
Parks, Trails and Open Space Parks, Trails, and Open Space capital improvement proposed budget
includes a total appropriation of $7,786,889 from various funding sources. Projects include various
improvements in Jordan Park, Pioneer Park, RAC, Poplar Park, Three Creeks, Sugar House, Glendale Water
park, Foothills trails, and Allen Park. Liberty Park, Pioneer Park, Warm Springs Park, Memory Grove Park,
Poplar Park, Taufer Park, Cottonwood Park, Foothills trails, and Allen Park.
Public Facilities Public Facilities' capital improvement proposed budget includes a total appropriation of
$1,252,230 is for improvements a Facilities Capital Asset Replacement Program to retire deferred capital
replacement projects that are long overdue.
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Fiscal Year 2021-22 CAPITAL IMPROVEMENT PROGRAM
D-1
De
b
t
S
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v
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Debt Service Projects
Sales Tax Series 2012A Bond 333,514 333,514
Sales Tax Series 2013B Bond 530,801 530,801
Sales Tax Series 2014B Bond 744,951 744,951
Sales Tax Series 2016A Bond 2,009,296 2,009,296
Sales Tax Series 2019 A Bond 366,151 366,151
Sales Tax Series 2022 Bond 3,657,667 3,657,667
B & C Roads Series 2014 975,377 975,377
ESCO Debt Service to Bond 896,500 896,500
ESCO Steiner Debt Service 0
ESCO Parks Debt Service 0
Fire Station #3 483,233 483,233
Fire Station #14 500,900 500,900
Debt Service Projects Total 8,538,880 0 975,377 984,133 0 0 10,498,390
On
g
o
i
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Ongoing Projects
Crime Lab 560,869 560,869
Facilities Maintenance 350,000 350,000
Parks Maintenance 250,000 250,000
Ongoing Projects Total 1,160,869 0 0 0 0 0 1,160,869
Ot
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r
O
n
g
o
i
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g
Other Ongoing
Community and Neighborhoods - Surplus Land RES 200,000 200,000
Public Services- Smiths Ballfield 154,000 154,000
Public Services- ESCO County Steiner 148,505 148,505
Public Services - Memorial House 68,554 68,554
Other Ongoing 0 0 0 0 0 571,059 571,059
Maintenance Funded Projects
Ma
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t
e
n
a
n
c
e
Multimodal Street Maintenance 200,000 200,000
Bridge Preservation 2021/2022 21,429 278,571 300,000
Trails Maintenance 200,000 200,000
0
Maintenance Funded Projects Total 21,429 278,571 0 0 400,000 0 700,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2022
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
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C
I
P
New/Maintenance Projects Total
Kensington Byway Ballpark 500,000 500,000
400 South Viaduct Trail 310,000 90,000 500,000 900,000
1700 South Corridor Transformation 317,792 35,300 353,092
A Place for Everyone: Emerald Ribbon Master Plan 416,667 416,667
Glendale Waterpark Master Plan & Landscape Rehabilitation & Active Recreation Component 3,200,000 3,200,000
Transportation Safety Improvements 44,400 400,000 444,400
Public Way Concrete 2021/2022 75,000 675,000 750,000
Highland High Crosswalk Enhancements 85,000 85,000
Training Tower Fire Prop Upgrade 6,223 312,056 318,279
Three Creeks West Bank New Park 150,736 150,736
900 South 9Line RR Crossing 28,000 172,000 200,000
Pavement Conditions Survey 3,571 171,429 175,000
Replace Poplar Grove Tennis with new Sportcourt 349,026 84,307 433,333
Urban Trails 6,500 1,038,500 1,045,000
Three Creeks West Bank Trailway 484,146 484,146
Area Studies 201,000 201,000
Single Family/Fire Behavior Prop 374,864 374,864
200 South Transit Complete Street Supplement 37,422 415,800 453,222
Local Link Construction 50,000 450,000 500,000
Sugar House Park Fabian Lake Pavilion Remove and Replace 183,834 183,834
Liberty Park Cultural Landscape Report and Master Plan 354,167 354,167
Liberty Park Basketball Court 99,680 99,680
Neighborhood Byways 104,500 940,500 1,045,000
Rail Adjacent Pavement Improvements 2021/2022 70,000 70,000
700 South Westside Road Configuration 223,450 291,000 514,450
900 South Signal Improvements 96,500 233,500 70,000 100,000 500,000
Multimodal Intersections & Signals 0
Corridor Transformations 25,398 282,200 307,598
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2022
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S
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Fiscal Year 2021-22 CAPITAL IMPROVEMENT PROGRAM
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P
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(
C
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e
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)
SLC Foothills Land Acquisitions 425,000 425,000
Jordan Park Pedestrian Pathways 510,000 510,000
SLC Foothills Trailhead Development 1,304,682 1,304,682
Odyssey House Annex Facility Renovation 300,000 300,000
Downtown Green Loop Implementation: Design for 200 East linear Park 610,000 610,000
Street Improvements 2021/2022 2,046,329 2,046,329
Tracy Aviary Historic Structure Renovations 51,700 104,378 156,078
Historic Structure Renovation & Activation at Allen Park 420,000 420,000
Capital Asset Replacement Program 1,252,230 1,252,230
RAC Playground with Shade Sails 180,032 180,032
New Projects Total 4,249,391 3,176,129 2,046,329 7,291,970 4,500,000 0 21,263,819
Cost Overrun 88,514 71,600 160,114
Percent for Art 66,386 53,700 120,086
Total General Fund/Other Fund/Class C Fund/Impact Fee Fund/CDBG Fund/Surplus Land Fund CIP Projects.
14,125,469 3,580,000 3,021,706 8,276,103 4,900,000 571,059 34,474,337
Other Capital Improvement Programs
CD
B
G
City Infrastructure Projects ( CIP Engineering/Transportation)
SLC Transportation-route 4 Frequent Transit Route 322,000 322,000
Total CDBG 322,000 322,000
Ai
r
p
o
r
t
Airport CIP Projects
Pump House #5 Renovations 928,000 928,000
Pump Station & Diversion Valve 1,300,000 1,300,000
Gate 39 Reconstruction 165,000 165,000
North Cargo Apron Development 25,605,000 25,605,000
Taxiway F Reconstruction 580,000 580,000
Taxiway P, N, & H3 Pavement 1,620,000 1,620,000
Taxiway Q Pavement Rehabilitation 1,646,000 1,646,000
Bureau of Land Management Access Road 1,660,000 1,660,000
Bureau of Land Management Apron 2,731,000 2,731,000
Landside Lighting Wire Replacement 1,566,000 1,566,000
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2022
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S
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Fiscal Year 2021-22 CAPITAL IMPROVEMENT PROGRAM
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Ai
r
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C
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)
Electric Vehicle Charging Stations 219,500 219,500
Roadway Entrance feature and Landscape 250,000 250,000
GA Zone 3 Corporate Hangar Site Develop 1,205,000 1,205,000
Terminal Redevelopment Program 164,849,000 164,849,000
North Concourse Program 186,614,000 186,614,000
Total Airport CIP Projects 390,938,500 390,938,500
Go
l
f
Golf CIP Projects
Maintenance Equipment 257,575 257,575
Range Improvements 177,836 177,836
Tee Box Leveling 60,000 60,000
Total Golf CIP Projects 495,411 495,411
Pu
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Public Utilities CIP Projects
Water Main Replacements 18,019,000 18,019,000
Treatment Plant Improvements 7,350,000 7,350,000
Deep Pump Wells 1,630,000 1,630,000
Meter Chang-Out Programs 2,500,000 2,500,000
Water Service Connections 2,950,000 2,950,000
Reservoirs 1,650,000 1,650,000
Pumping Plants and Pump Houses 1,550,000 1,550,000
Culverts, Flumes & Bridges 1,533,000 1,533,000
Distribution Reservoirs 2,350,000 2,350,000
Landscaping 68,000 68,000
Treatment Plants 191,045,826 191,045,826
Collection Lines 32,405,000 32,405,000
Lift Stations 2,685,000 2,685,000
Storm Drain Lines 7,362,500 7,362,500
Riparian Corridor Improvements 250,000 250,000
Detention Basins 50,000 50,000
Landscaping 168,000 168,000
Storm Water Lift Stations 700,000 700,000
Street Lighting Projects 2,240,000 2,240,000
Total Public Utilities CIP Projects 276,506,326 276,506,326
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2022
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 CAPITAL IMPROVEMENT PROGRAM
D-5
RD
A
Redevelopment Agency (RDA) CIP Projects
Station Center Infrastructure 332,179 332,179
Total RDA CIP Projects 332,179 332,179
Su
s
t
a
i
n
a
bi
l
i
t
y
Total Sustainability CIP Projects
No Projects 0
Total Sustainability CIP Projects 0 0
Total Enterprise and Other Fund CIP 668,594,416 668,272,416
GRAND TOTAL 14,125,469 3,580,000 3,021,706 8,276,103 4,900,000 669,165,475 702,746,753
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2022
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 CAPITAL IMPROVEMENT PROGRAM
D-6
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OFFICE OF THE CITY COUNCIL
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF THE CITY COUNCIL
E-1
Office of the City Council
Cindy Gust-Jenson, Executive Director
FY 2019-20 Actuals FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 3,266,228 3,671,914 4,000,958
O & M 13,560 58,800 58,800
Charges & Services 621,558 783,461 779,501
Capital Expenditures 6,392 2,000 2,000
Total Office of the City Council 3,907,738 4,516,175 4,841,259
DIVISION BUDGETS
Community Affairs 3,767,738 4,226,075 4,551,159 35.00
Legislative Non-Departmental 140,000 290,100 290,100
Total Office of the City Council 3,907,738 4,516,175 4,841,259
FUNDING SOURCES
General Fund 3,907,738 4,516,175 4,841,259 35.00
Total Office of the City Council 3,907,738 4,516,175 4,841,259
FTE by Fiscal Year 35.00 35.00 35.00
FY 2022 Department Budget
Personal Services
4,000,958
O & M
58,800
Charges & Services
779,501
Capital Expenditures
2,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF THE CITY COUNCIL
E-2
Office of the City Council
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes 243,979
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 13,172
This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book.
Restore 6 Months Vacancy Savings 35,759
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Living Wage Adjustment 910
The Citizens’ Compensation Advisory Committee (CCAC) reviewed new living wage estimates released through the Massachusetts Institute of Technology’s living wage calculator that increased the 2020 living wage to $15.11 per hour. The Mayor has proposed moving to the new living wage rate over a period of two years. This funding represents the Council Office portion of that change.
Salary Proposal 31,264
This increase reflects the City Council Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF THE CITY COUNCIL
E-3
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF THE CITY COUNCIL
E-4
OFFICE OF THE MAYOR
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF MAYOR
E-5
Office of the Mayor
Erin Mendenhall, Mayor of Salt Lake City
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 3,264,371 3,150,762 4,006,865
O & M 170,997 87,585 84,703
Charges & Services 432,984 644,218 669,712
Capital Expenditures 6,870 500 500
Total Office of the Mayor 3,875,222 3,883,065 4,761,780
DIVISION BUDGETS
Community Affairs 35,023 76,025 734,111
Legislative Non-Departmental 3,840,200 3,807,040 4,027,669 30.00
Total Office of the Mayor 3,875,222 3,883,065 4,761,780
FUNDING SOURCES
General Fund 3,875,222 3,883,065 4,761,780 30.00
Total Office of the Mayor 3,875,222 3,883,065 4,761,780
FTE by Fiscal Year 24.00 25.00 30.00
FY 2022 Department Budget
Personal Services
84.1%
O & M
1.8%
Charges & Serv…
14.1%
Capital Expenditures
0.0%
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF MAYOR
E-6
Office of the Mayor
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes 283,148
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 8,744
This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book.
Restore 6 Months Vacancy Savings 166,145
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated, and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Living Wage Adjustment 3,795
The Citizens’ Compensation Advisory Committee (CCAC) reviewed new living wage estimates released through the Massachusetts Institute of Technology’s living wage calculator that increased the 2020 living wage to $15.11 per hour. The Mayor has proposed moving to the new living wage rate over a period of two years. This funding represents the Mayor's Office portion of that change.
Salary Proposal 30,241
This increase reflects the Mayor's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
Policy Issues
Reclassify Census Coordinator to Citywide Volunteer Coordinator 0
The Mayor is proposing to shift funding for the new Citywide Volunteer Coordinator, formerly the Census Coordinator, out of Funding Our Future funding.
Transfer ADA & Equity Coordinator Position from CAN 288,576
In the FY20 budget two positions were added to Community and Neighborhoods to address equity issues. Those positions are proposed to be transferred into the Mayor's Office to support the Chief Equity Officer and provide staff to meet equity initiatives.
Transfer Consumer Protection Analyst Position from Finance 83,216
In BA#5 funding was increased in the Finance department to bring the Consumer Protection Analyst position to full-time. This position is proposed to be transferred into the Mayor's Office to support the Chief Equity Officer and provide staff to meet equity initiatives.
REP Commission Senior Staff Position (Funding is in Non-Departmental)0
The REP Commission Senior Staff position will provide assistance to the Racial Equity in Policing Commission. The position will help facilitate the goals of the commission. The position will be housed in the Mayor's Office, but finding will be in Non-Departmental.
Sponsorship Awards 5,000
Funding is proposed to cover sponsorships for non-profits at small events, such as sponsorship tables.
Cultural Ambassador Pilot Program 9,850
The Community Ambassadors program will increase access to city government for diverse communities. Young adults will serve as ambassadors and help develop points of access to local government for community members who may not currently have the knowledge, language skills, or cultural confidence to navigate city systems.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF MAYOR
E-7
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF MAYOR
E-8
911 COMMUNICATIONS BUREAU
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 911 COMMUNICATION BUREAU
E-9
911 Dispatch Bureau
Department Vision Statement
We will strive to form a partnership with our officers and firefighters to create a safe and healthy
community where our citizens can work and live.
Department Mission Statement
Salt Lake City 911 will maintain a high state of readiness to provide a caring and committed link between
our officers, firefighters, and citizens of Salt Lake City.
Department Overview
The 911 Communications Bureau provides dispatch services for Salt Lake City and Sandy City residents.
They process all emergent and non-emergent calls in both municipalities. The dispatchers work
cooperatively with the Fire Departments and Police Departments that they serve and Sandy Animal
Services to address the needs of the public.
The 911 Bureau is managed by an at-will director that reports to the Office of the Mayor. The total FTEs
for the 911 Communications Bureau stands at 108.0 The majority of these FTEs answer calls 24 hours a
day, 365 days a year, and answered over 780,000 calls last year. These specialized dispatchers require
rigorous training each year and are held to high standards of quality response.
911 Communications Bureau Performance Measures
Performance Measures 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Answer phones within 15 seconds at least 95.24% of thetime
94.05%97.79%98.03%95.24%95.24%
Answer phones within 40 seconds at least 98.47% of thetime
97.60%99.26%99.33%98.47%98.47%
*911 Comm gathers performance measurement information on a calendar year basis. Actuals for FY 19 are forthcoming.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 911 COMMUNICATION BUREAU
E-10
Salt Lake City 911 Communications Bureau
Elyse Haggerty, Acting Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 7,548,229 7,297,731 7,926,661
O & M 59,011 42,400 42,400
Charges & Services 245,819 860,440 859,444
Capital Expenditures 102,640 60,000 60,000
Total 911 Communications Bureau 7,955,699 8,260,571 8,888,505
DIVISION BUDGETS
City Administration 7,955,699 8,260,571 8,888,505 108.00
Total 911 Communications Bureau 7,955,699 8,260,571 8,888,505
FUNDING SOURCES
General Fund 7,955,699 8,260,571 8,888,505 108.00
Total 911 Communications Bureau 7,955,699 8,260,571 8,888,505
FTE by Fiscal Year 100.00 100.00 108.00
FY 2022 Department Budget
Personal Services
7,926,661
O & M
42,400
Charges & Services
859,444
Capital Expenditures
60,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 911 COMMUNICATION BUREAU
E-11
911 Communications Bureau
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes 104,461
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 37,768
This increase reflects a change in insurance costs for the 911 Communication Bureau as described in the Budget Summary section of the Budget Book.
Merit Changes 98,566
The 911 Communication Bureau FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Restore 6 Months Vacancy Savings 171,250
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Salary Proposal 62,439
This increase reflects the 911 Communication Bureaus portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
Policy Issues
Sales Tax Option: 32 Hour Work Week Pilot Program (6 Months)153,450
All Public Safety Dispatchers schedules will change and they will only be required to work 32-hours a week while earning the same annual salary. In addition, all leave time (Vacation, PL, Holidays) will be cut in half. Even with those time off reductions, the employees will still net an additional 52 days off per year.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 911 COMMUNICATION BUREAU
E-12
DEPARTMENT OF AIRPORTS
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF AIRPORTS
E-13
Department of Airports
Airport Overview
The Salt Lake City Department of Airports manages Salt Lake City International Airport (SLCIA), Tooele
Valley Airport, and South Valley Regional Airport (SRVA). Salt Lake City International Airport serves a
multi-state region and consists of three air carrier runways and a general aviation runway and is
classified as a large hub airport. The Airport served 20 million passengers in FY2020 which is down
approximately 23% due to sudden drop in passenger traffic due to Covid-19. In September of 2020, the
Airport opened portions of phase one of the new airport, which included a new new terminal, the
gateway center, concourse A west and a new parking garage. A portion of concourse B west was opened
in October of 2020. By the end of April of 2021, the old Airport facilities were completely demolished to
make way for phase two of the new airport. Phase two of the new airport is scheduled to bring on new
gates to concourse A east as soon as the Spring of 2023, and will be completed once concourse B east is
finished in the fall of 2025.
Tooele Valley Airport is a general aviation reliever airport to SLCIA. It has one runway and support
services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It
also has one runway and is a base for a Utah National Guard military helicopter unit.
The Department of Airports is an Enterprise Fund. It is not supported by property taxes, General Funds of
local governments or special district taxes. Capital funding requirements for FY2022 are met from
earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBs),
Federal Aviation Administration grants under the Airport Improvement Program, and State grants.
Mission and Vision Statement
The mission of the Salt Lake City Department of Airports is to develop and manage a system of airports,
owned by Salt Lake City, which provides quality transportation facilities and services to optimize
convenience, safety, and efficiency for aviation customers. The vision is to achieve excellence and
unprecedented customer service in making Salt Lake City among the most convenient and efficient air
transportation centers in the world.
Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Pass the Transportation Security Administration's annual security inspection, TSR 1542 Security Regulations
Passed Passed Passed Pass Pass
Pass the annual certification by the FAA per Regulation 139 Passed Passed Passed Pass Pass
Maintain airfield runway operating capacity rate of not less than 95%>95%>95%>95%>95%>95%
The Airport Enterprise Fund will maintain adequate cash reserves of 25% of their operating expenditures >25%>25%>25%>25%>25%
Target cost per enplaned passenger of not greater than $7.00 $3.83 $3.90 5.41 $11.07*$11.56*
*Reflects impacts of COVID-19
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF AIRPORTS
E-14
Salt Lake City Department of Airports
William W. Wyatt, Department Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 49,378,080 50,326,582 55,030,100
O & M 12,375,788 15,828,800 14,898,000
Charges & Services 59,063,711 78,786,200 93,673,000
Interest & Bond Expenses 85,497,741 133,500,000 145,744,600
Capital Expenditures 758,406,547 23,720,018 397,296,800
Transfers Out — 150,000 150,000
Total Department of Airports 964,721,866 302,311,600 706,792,500
DIVISION BUDGETS
Office of the Director 1,496,570 1,474,149 1,957,882 6.00
Finance & Accounting 847,528,604 179,438,443 546,122,886 16.50
Operation 28,553,223 35,324,474 48,453,663 196.80
Commercial Services 3,508,802 5,920,613 7,749,320 16.00
Maintenance 62,148,110 62,650,446 73,664,874 294.50
Planning and Environmental 1,424,392 1,673,617 1,926,509 9.00
Engineering 3,099,929 3,781,775 3,850,577 31.00
Information Technology 7,629,328 10,353,415 12,844,706 37.00
Public Relations and Marketing 970,002 1,667,467 1,673,083 4.00
Airport Police 8,362,907 27,201 8,549,000
Total Department of Airports 964,721,866 302,311,600 706,792,500
FUNDING SOURCES
Airport Fund 227,348,218 280,636,600 315,634,500 610.80
Airport Terminal Redevelopment 737,373,648 21,675,000 391,158,000
Total Department of Airports 964,721,866 302,311,600 706,792,500
FTE by Fiscal Year 563.80 610.80 610.80
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF AIRPORTS
E-15
FY 2022 Department Budget
Personal Services
55,030,100
O & M
14,898,000 Charges & Services
93,673,000
Interest & Bond Expenses
145,744,600
Capital Expenditures
397,296,800
Transfers Out
150,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF AIRPORTS
E-16
OFFICE OF THE CITY ATTORNEY
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 OFFICE OF THE CITY ATTORNEY
E-17
Office of the Salt Lake City Attorney
Department Vision Statement
Our goal is to be valued and trusted partners, recognized and relied upon for our expertise, creativity,
and commitment to advancing the City’s goals.
Department Mission Statement
The City Attorney’s Office’s mission is to provide high-quality, timely legal advice to the City and be relied
upon as a trusted, productive, and positive City team member.
Department Overview
The Office of the Salt Lake City Attorney includes a section responsible for civil matters and
administration, a section responsible for risk management, and a section responsible for prosecutions or
criminal matters and the Office of the City Recorder.
The Office of the Salt Lake City Attorney strives to supervise and coordinate efforts of its four Divisions.
From an administrative perspective, the Office closely coordinates with Risk Management on litigation
matters and claims submitted against the City. The City Attorney also works with the Prosecutor’s Office
on budgetary and administrative matters and works with the Recorder’s Office to serve the City’s goals of
transparency and compliance with the law.
Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actuals 2021 Projected
Maintain an hourly rate for services provided by the City
Attorney's Office (CAO) to less than 50% of the average
rates the City pays for outside counsel
40%50%50%50%
Maintain the number of open litigation holds to less than a
10% increase from year to year 7% Decrease 3% Decrease 1% increase
Maintain the number of open litigation cases to less than a
10% increase from year to year 11% Increase 11% Decrease 1% increase
Maintain a disposition rate of 85% or higher.90%90%80%85%
Have City Council Minutes approved and available to the
public within 30 days at least 95% of the time.90%95%70%95%
Number of GRAMA requests received by the City annually 10,393 14,899 14,929 15,500
Annual percentage increase in GRAMA requests (27)%36%.2%
Process, activate, and digitize all contracts entered into on
behalf of Salt Lake City within three working days 100% of
the time
100%100%90%100%
Number of workers’ compensation claims filed, based on
date of injury 279 275 571 570
Number of property damage claims filed, based on date of
loss.215 241 172 209
Number of bodily injury claims filed, based on date of loss 41 30 31 34
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 OFFICE OF THE CITY ATTORNEY
E-18
Salt Lake City Attorney's Office
Katherine Lewis, City Attorney
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 6,855,512 7,222,400 8,360,964
O & M 57,925 84,758 98,845
Charges & Services 5,162,826 6,476,269 6,689,672
Capital Expenditures 2,482 30,840 30,840
Total Attorney's Office 12,078,746 13,814,267 15,180,321
DIVISION BUDGETS
City Attorney's Office (Civil Division) 3,993,987 5,739,430 6,390,080 14.00
City Recorder 714,112 757,487 831,105 7.75
Risk Management 4,040,775 3,835,426 4,113,406 2.50
Prosecutor's Office 3,329,872 3,481,924 3,845,730 35.50
Total Attorney's Office 12,078,746 13,814,267 15,180,321
FUNDING SOURCES
General Fund 6,806,712 7,123,638 8,133,002 57.25
Governmental Immunity Fund 1,898,782 2,855,203 2,933,913 9.00
Risk Fund 3,373,252 3,835,426 4,113,406 2.50
Total Attorney's Office 12,078,746 13,814,267 15,180,321
FTE by Fiscal Year 60.75 60.75 68.75
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 OFFICE OF THE CITY ATTORNEY
E-19
FY 2022 Department Budget
Personal Services, 8,360,964
O & M, 98,845.44
Charges and Services, 6,689,671.…
Capital Expenditures, 30,840
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 OFFICE OF THE CITY ATTORNEY
E-20
Office of the Salt Lake City Attorney
Changes discussed below represent adjustments to the FY 2020-21 adopted General Fund budget.
Personal Services Base to Base Changes 66,603
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 19,984
This increase reflects a change in the cost of insurance for the Attorneys’ Office as described in the Budget Summary section of the Budget Book.
Restore 6 Months Vacancy Savings 31,843
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Salary Proposal 55,480
This increase reflects the Attorney's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
BA #5: Senior City Attorney 173,978
The budget includes continuing funding for a new Senior City Attorney position to address increased workload the attorney's office has seen over the past few years. This position will deal with litigation and help with police matters, giving the current employee relief as he manages both the Deputy City Attorney and Chief Counsel to Police Department positions.
BA #5: Senior City Attorney 173,978
During budget amendment #5 the Attorney's Office received funding for an additional Senior City Attorney to meet increased demands. The budget includes ongoing funding for this position.
BA #5: Legal Secretary 87,748
During budget amendment #5 the Attorney's Office received funding for an additional Legal Secretary to assist the attorneys with their increased demands. The budget includes ongoing funding for this position.
BA #5: Assistant City Recorder 97,612
During budget amendment #5 the Attorney's Office received funding for an additional Assistant City Recorder due to the increased demands of running the office in a virtual world. The budget includes ongoing funding for this position.
Policy Issues
Social Media Retention 15,588
The retention of social media accounts is currently completed through the software service Archive Social. Due to the urgency of addressing the retention of social media posts/comments, the cost of this software has been paid with vacancy savings. There is a plan to complete an RFP process to procure an equitable solution for the City's social media retention needs.
Office Victim Advocate - Grant Funding Match 18,500
The City has applied for funding for a Victim Advocate through a grant, the budget provides funding for the required match the grant.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 OFFICE OF THE CITY ATTORNEY
E-21
Three Assistant City Prosecutors (10 Months) 268,050
The budget proposes funding an additional three Assistant City Prosecutor positions. These additional positions will help maintain current service levels for the Salt Lake City Community. Additional defense attorneys were funded by the Indigent Defense Commission, which allows one defense attorney to be assigned in the Salt Lake City Justice Court arraignment courtroom. The additional defense presence has changed the dynamic in the courtroom to the extent that additional prosecutors will help facilitate the due process benefit sought from the placement of defense attorneys to talk to defendants at first appearance.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 OFFICE OF THE CITY ATTORNEY
E-22
DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
E-23
Department of Community & Neighborhoods
DEPARTMENT OVERVIEW
1 CAN Administration
2 Building Services
3 Housing and Neighborhood Development
4 Planning
5 Transportation
6 Youth and Family
Mission Statement
The Community and Neighborhood Department of Salt Lake City provides leadership, policies, and
programming that promotes a culturally vibrant, diverse, economically vital community through livable
growth and development practices, and strong community partnerships.
1.DRIVE INNOVATION: We generate and implement innovative ideas to make Salt Lake City “A Great
American City” known for responsible growth, sustainability, and livability.
2.COMMUNICATE: We continuously develop and share information with employees, stakeholders,
partners, and City leaders to foster input and empower decision-making.
3.SUPPORT OUR LEADERSHIP: We will support the Mayor and City Council by providing them
recommendations and input based on best professional practices on how to accomplish their
objectives.
4.OPERATE RESPONSIBLY: We responsively and proactively manage the on-going functions and
resources of our Department while encouraging, driving, and leading appropriate change and growth.
Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Building Services Number of building safety and code compliance inspections completed 43,443 50,068 50077 50,000 50,000
Transportation Number of Annual Service Requests (stop signs, speeding, signal timing, parking, etc.) 817 723 724 650 700
Planning Number of Planning Applications received annually 1,062 1,122 1097 1,050 950
HAND Residents Assisted - Federal Direct 5,005 7,330 4733 23450 23450
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
E-24
Salt Lake City Department of Community & Neighborhoods
Blake Thomas, Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 20,183,002 20,951,254 18,737,743
O & M 485,220 291,464 (336,596)
Charges & Services 3,073,148 10,647,797 5,438,755
Capital Expenditures 1,790 — 182,357
Transfers Out — — 4,900,000
Total Community and Neighborhoods 23,743,160 31,890,515 28,922,259
DIVISION BUDGETS
Building Services 6,916,166 6,829,984 6,394,224 59.00
Office of the Director 1,826,173 2,082,132 1,858,219 12.00
Engineering 5,026,456 5,049,187 — —
Housing & Neighborhood Development 3,802,582 4,344,767 6,267,401 22.00
Planning 3,209,657 3,321,084 4,196,225 37.00
Transportation 2,962,125 10,263,361 8,034,077 26.00
Total Community and Neighborhoods 23,743,160 31,890,515 28,922,259
FUNDING SOURCES
General Fund 23,469,246 24,318,570 23,615,117 172.00
Transportation Fund 273,914 7,571,945 5,307,142 3.00
Total Community and Neighborhoods 23,743,160 31,890,515 28,922,259
FTE by Fiscal Year 207.00 207.00 175.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
E-25
FY 2022 Department Budget
Personal Services
18,737,743
Charges & Services
5,438,755
Capital Expenditures
182,357
Transfers Out
4,900,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
E-26
Department of Community and Neighborhoods
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes -101,089
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 77,552
This increase reflects a change in the cost of insurance for the Department of Community and Neighborhoods as described in the Budget Summary section of the Budget Book.
Merit Changes 58,448
The Department of Community and Neighborhoods FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Restore 6 Months Vacancy Savings 658,084
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
CCAC Adjustments (10 Months)107,553
This budget includes market adjustments for positions determined to be severely lagging behind market as determined by the Citizen’s Compensation Advisory Committee (CCAC).
Salary Proposal 179,963
This increase reflects the Department of Community and Neighborhoods portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
BA #6: Civic Engagement and Innovations Team Transfers to IMS -414,220
A number of positions and resources were moved from the Mayor's Office, Public Services, IMS and Community and Neighborhoods in Budget Amendment #6 of FY 2021. The Administration was looking to take transformational steps with regards to enterprise technologies and improved business practices. It was determined that an Innovations Team was required. This team will take on larger enterprise projects like the new Enterprise Resource Planning (ERP) effort. This reduction represents the reduction of costs associated with the positions and resources moved from Community and Neighborhoods.
BA #7: GIS Position Transfers to IMS -215,104
Two GIS positions were transferred from Community and Neighborhoods to IMS in Budget Amendment #7 of FY 2021. The move was done because the two positions work directly in the GIS function for the City which resides in IMS.
Policy Issues
Transfer ADA & Equity Coordinator Positions to Mayor's Office -288,576
The budget recommends moving the ADA and Equity Coordinator positions to the Mayor's Office.
Transfer Youth and Family Division to Community and Neighborhoods Department 2,063,498
Public Services Department transfer of personnel and operational costs of Youth and Family Services to Community and Neighborhoods Department.
Transfer Engineering Division to Public Services Department -5,043,312
Community and Neighborhoods Department transfer of personnel and operational costs of the Engineering Division to Public Services.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
E-27
CAN Deputy Director of Community Services (10 Months)158,750
The budget recommends funding for a CAN Deputy Director of Community Services. This deputy will oversee Housing and Neighborhood Development (HAND) and Youth and Family in close coordination with the Deputy Director of Development Services. The Deputy will implement cross-departmental working groups that are focused on the well being and upward mobility of all City residents. The Deputy will also work closely with community partners to ensure the preservation of naturally occurring affordable housing in addition to implementing a resident displacement and mitigation plan.
Homeless Services Cut - CCC/Green Team Reduction (6 Months)-115,000
Advantage Services and Wasatch Community Gardens Green Team farm area will time out in the near future. Based on the limited number of successful graduates of the program and feedback from Advantage Services on overhead and program implementation challenges, eliminating the program after December of 2021 is recommended.
Sales Tax Option: Build a More Equitable City (From Non-Departmental)388,000
Funding is being recommended for the Build a More Equitable City program funded through Funding Our Future dollars. It is recommended that this be moved from the Non-Departmental budget to Community and Neighborhoods.
Sales Tax Option: Expanded Housing Opportunity Program - Landlord Insurance (From Non-Departmental 53,000
The budget includes a recommendation of funding for the Expanded Housing Opportunity program - Landlord Insurance. This program will be funded with Funding Our Future dollars. It is recommended that this be moved from the Non-Departmental budget to Community and Neighborhoods.
Sales Tax Option: Incentivize Rent Assistance (From Non-Departmental)671,620
The budget includes funding for the Incentivized Rent Assistance program funded through Funding Our Future dollars. It is recommended that this be moved from the Non-Departmental budget to Community and Neighborhoods.
Sales Tax Option: Mortgage Assistance (From Non-Departmental)50,000
The budget includes funding for the Mortgage Assistance program funded through Funding Our Future dollars. It is recommended that this be moved from the Non-Departmental budget to Community and Neighborhoods.
Sales Tax Option: Housing Plan - Marketing Home Ownership Programs (Move to CAN-HAND) 300,000
Funding is being recommended for the Marketing Home Ownership programs funded through Funding Our Future dollars. It is recommended that this be moved from the Non-Departmental budget to Community and Neighborhoods.
Sales Tax Option: Housing Plan - Service Models for Most Vulnerable (Move to CAN-HAND)525,380
The budget includes a recommendation of funding for the Housing Plan - Service for Most Vulnerable program that is funded with Funding Our Future dollars. It is recommended that this be moved from the Non-Departmental budget to Community and Neighborhoods.
Sales Tax Option: Shared Housing 62,000
Funding is being recommended for the Shared Housing programs funded through Funding Our Future dollars. It is recommended that this be moved from the Non-Departmental budget to Community and Neighborhoods.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2020-21 DEPARTMENT OF COMMUNITY & NEIGHBORHOODS
E-28
DEPARTMENT OF ECONOMIC DEVELOPMENT
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF ECONOMIC DEVELOPMENT
E-29
Department of Economic Development
Department Vision Statement
Salt Lake City, the capital city of Utah, seeks to serve as a regional leader for commerce, culture and
recreation, research and innovation, sustainability, and inclusiveness.
Department Mission Statement
The Department of Economic Development’s (Department) mission is to build Salt Lake City as a vibrant,
beautiful, prosperous, diverse, and authentic place. We do this as a professional organization through
partnerships, business development, arts and culture, place-making, revitalization, and redevelopment,
while promoting the City’s many attributes.
Department Overview
The Salt Lake City Department of Economic Development is working hard to make Salt Lake City a better
place to not only build a business, but also build a life. Along with overseeing Economic Development
initiatives, the Department focuses on Business Development and growing the arts through the Salt Lake
City Arts Council (Arts Council). These teams have aligned resources and streamlined processes to grow
and nurture a city that fosters gainful job creation, thriving business districts and neighborhoods, and a
diverse arts and culture scene.
The Department of Economic Development has established a building services liaison for businesses/
developers to provide guidance on design review and submittal processes throughout the city. The
Department has grown partnerships with key players in the Utah Economic Development ecosystem.
Notably, the Economic Development Corporation of Utah (EDCUtah), Governor's Office of Economic
Development (GOED), Visit Salt Lake and Salt Lake County. Also, the Department has developed local
partnerships with entities that include, Salt Lake City Arts Foundation, the Downtown Alliance, Suazo
Business Center, the Salt Lake Chamber and the Diverse Chambers of Commerce in the Salt Lake City
Area.
*Department Performance Measurements
Business Development Performance Measure 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Site Visits to Prospective & Local Businesses 242 317 189 >225 >225
New Leads Generated 331 322 211 >300 >300
New Opportunities Created from Leads 128 159 147 >110 >110
WINs (Written Impact Narrative) co-published investment successes with companies
17 13 11 >15 >15
*Note: It is important to recognize that during the COVID-19 Pandemic, it has been difficult to perform
some of the activities that are part of the work of the Economic Development Team. The Department
created several programs related to the pandemic and these programs impacted our regular metrics.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF ECONOMIC DEVELOPMENT
E-30
Arts Council Mission Statement
The mission of the Salt Lake City Arts Council is to promote, present, and support artists and arts
organizations in order to facilitate the development of the arts and expand awareness, access, and
engagement.
FY20-21 HIGHLIGHTS
•The Arts Council launched two new grant opportunities this year.
◦Artist Career Empowerment grants awarded 38 artists support to help stimulate, advance,
and empower their creative interests and commercial enterprises. Grant awards ranged
from $500 to $2,000 and a total of $41,050 in awards was approved by the Arts Council
Board.
◦The Racial Equity and Inclusion grants was designed to cultivate greater and more
consistent efforts and outputs related to racial equity, justice, inclusion, and liberation for
nonprofits in our arts and culture sector. Five organizations were funded with awards
ranging from $1,000 to $3,500 and $10,000 in total awards was approved by the Arts
Council Board.
•The City Council approved the 1.5% for art ordinance revision for CIP public art funds. With this
change, Salt Lake City has become leaders in the state as the only city in Utah to support public art
at this level. This percent for art increase comes on the heels of the RDA also approving their 1.5%
Art Policy for RDA related projects.
•With the cancellation of the in-person 2020 Twilight Concert Series, the Arts Council launched the
Light Up Locals Musician Fund and digital benefit concert. This fund awarded $500 is support to
fifty-six Salt Lake City based working musicians.
•The Arts Council participated in the Open Streets program and scheduled artists who have
previously participated in the Living Traditions Festival, Brown Bag Concert Series, and Twilight
Concert Series.
•As the Cultural Core Contract Manager, the Arts Council met monthly with the Cultural Core
Budget Committee who approved new bylaws as well as cohesive plans for artist selection
processes and an inclusion draft plan. Salt Lake County also approved that they had restored full
annual funding for 2021 after a temporary pause due to financial concerns related to COVID-19.
•During this fiscal year, the Arts Council launched the Living Legacy program. This video series
engages diverse Living Traditions community in showcasing a collaborative narrative on how these
various communities keep their traditions and legacies alive today. A total of 11 videos have been
created so far with several more in the works to be published over the next few months.
•Over the last year the Arts Council has worked hard to increase diversity & equity of Boards &
Staff. The Arts Council Oversees 3 boards all of which have 40-50% composition of BIPOC and
multi-racial identities, as well as other underrepresented groups such as the LGBTQ, veteran, and
differently abled community. The Arts Council Staff identifies as 40% multi-racial/BIPOC
•During the last year of adapting due to COVID-19 precautionary measures, the Finch Lane Gallery
was able to implement several new gallery offerings which we plan to continue including virtual-
walk through of galleries, and online artwork sales. Additionally, at the Art Barn we hosted a
participatory work in partnership with Sugarspace that was an outdoor interactive pop-up
monument reflecting on anti-racism.
Arts Council Performance Measure 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Attendees 82,029 49,444 35,771.00 35,000 40,000.00
Artists Served 1,446 1,839 843 1,500 1,500
Total Grants Awarded 94 109 116 110 150
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF ECONOMIC DEVELOPMENT
E-31
Department of Economic Development
Ben Kolendar, Department Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 1,614,341 1,935,663 2,059,032
O & M 28,938 64,800 43,800
Charges & Services 338,607 388,099 412,083
Capital Expenditures 4,165 — —
Total Economic Development 1,986,051 2,388,562 2,514,915
DIVISION BUDGETS
Economic Development 1,221,364 1,543,203 1,638,170 12.00
Arts Council 564,440 595,359 626,745 6.00
Cultural Core 200,247 250,000 250,000
Total Economic Development 1,986,051 2,388,562 2,514,915
FUNDING SOURCES
General Fund 1,986,051 2,388,562 2,514,915 18.00
Total Economic Development 1,986,051 2,388,562 2,514,915
FTE by Fiscal Year 16.00 18.00 18.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF ECONOMIC DEVELOPMENT
E-32
FY 2022 Department Budget
Personal Services
2,059,032O & M
43,799.88
Charges and Services
412,082.8
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF ECONOMIC DEVELOPMENT
E-33
Department of Economic Development
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes (8,383)
Base to base changes compares personal services costs adopted as part of the FY 2019-20 budget to actual personal services costs paid during the first pay period of the calendar year 2020. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 6,812
This increase reflects a change in the cost of insurance for the Department of Economic Development as described in the Budget Summary section of the Budget Book.
Merit Changes 5,792
The Department of Economic Development FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 17,498
This increase reflects the Department of Economic Development's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
Restore 6 Months Vacancy Savings 104,634
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Policy Issues
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF ECONOMIC DEVELOPMENT
E-34
DEPARTMENT OF FINANCE
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF FINANCE
E-35
Finance Department
Department Vision Statement
As stewards of public resources, we continually strive to excel in providing accurate, clear, relevant,
complete and timely information through the development and implementation of innovative programs
and processes.
Department Mission Statement
In the spirit of service and dedication, the Finance Department develops efficient and sustainable
solutions to manage and safeguard Salt Lake City’s financial resources.
Department Overview
The Finance Department consists of six divisions: the Treasurer’s Office, Purchasing and Contracts,
Accounting and Financial Reporting, Internal Audit and Financial Analysis, Revenues and Collections, and
Policy and Budget. Grants Acquisition and Management is also housed within the department. Each
division is vital to Salt Lake City’s financial health and functionality.
•Accounting and Financial Reporting is responsible overall for payroll, payments and financial
reporting required by state law.
•Policy and Budget primarily focuses on ushering anything budget-related within the City’s
financial functions through all the required steps in the budgeting and budget amendment
process.
•Purchasing and Contracts Management staff are responsible for researching, developing,
procuring, and contracting for operational supplies and services required for each City
department to function within its defined scope.
•Internal Audit and Financial Analysis functions entail auditing internal processes, investigating
fraud, waste and abuse, performing cost analysis and data analysis.
•Revenue and Collections functions entail helping all departments collect on all past-due
revenues and ensure that revenues are coming into the City in a timely manner.
•The Treasurer’s Office has the primary responsibility of ensuring the City’s fiduciary
responsibilities relating to the collection, management, and disbursement of public funds are
handled responsibly.
Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Maintain a General Fund Balance between 15% and 18%12.19%14.60%21.36%>15%>15%
Maintain the City’s prestigious AAA rating AAA AAA AAA AAA AAA
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF FINANCE
E-36
Salt Lake City Department of Finance
Mary Beth Thompson, Chief Financial Officer
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 6,895,704 7,314,031 7,522,703
O & M 231,786 688,674 689,174
Charges & Services 1,367,941 1,839,210 4,485,379
Capital Expenditures 591 48,000 1,153,000
Total Department of Finance 8,496,022 9,889,915 13,850,256
DIVISION BUDGETS
Accounting & Financial Reporting 2,076,438 2,300,087 2,517,068 18.00
Policy & Budget 625,223 472,416 559,958 3.00
Purchasing & Contracts 921,027 1,010,666 1,011,626 10.00
Revenue & Collections 1,856,122 1,989,817 2,004,412 26.00
Internal Audit & Financial Analysis 833,896 924,172 936,046 6.00
Treasurer's Office 1,588,911 1,726,077 1,734,209 9.00
OneSolution Maintenance 594,405 1,466,680 5,086,937
Total Department of Finance 8,496,022 9,889,915 13,850,256
FUNDING SOURCES
General Fund 7,866,055 8,387,673 8,727,757 71.70
IMS Fund 594,405 1,466,680 5,086,937
Risk Fund 35,562 35,562 35,562 0.30
Total Department of Finance 8,496,022 9,889,915 13,850,256
FTE by Fiscal Year 70.00 70.00 72.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF FINANCE
E-37
FY 2022 Department Budget
Personal Services
7,314,031
O & M
688,674
Charges and Services
1,839,210
Capital Expenditures
48,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF FINANCE
E-38
Department of Finance
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes (29,493)
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 29,916
This reflects an increase in the cost of insurance for the Finance Department as described in the Budget Summary section of the Budget Book.
Restore 6 Months Vacancy Savings 62,676
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated, and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Merit Changes 17,138
The Finance Department's FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 64,316
This increase reflects the Department of Finance's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
BA #5: New Consumer Protection Analyst 45,644
The budget recommends continued funding of the Consumer Protection Analyst position added in BA #5 of FY 2021. This position will assist with areas such as landlord/tenant complaints, pest control, landlord references, retaliation, and timely repairs.
Policy Issues
Transfer Consumer Protection Analyst Position to Mayor's Office (83,216)
With the newly created equity area in the Mayor's Office, the Finance Department feels moving the Consumer Protection Program and FTE to the equity area within the Mayor's Office will create a solid resource for the equity unit and the Consumer Protection Program . This program can still carry out the vision that was introduced in the Finance Department but it would be more collaborative under the Mayor's Office.Finance Department Deputy Director (10 Months) 143,603
The Mayor is recommending the addition of a Deputy Director position for the Finance Department. This position will assist with several of the department's managerial needs, including implementing the new Enterprise Resource Planning (ERP) system that is currently in process.
Business Analyst 89,500
With the increasing number and complexity of the software packages and business systems that the Finance Department uses and is implementing, there is an increasing need for additional Business System Analysts. Additional government regulations and requirements, as well as more sophisticated data needs, is creating a need for more expertise in the operating details while at the same time requiring a better understanding of how all the City information fits together - of how Finance systems and processes, and other City systems and processes, need to communicate and work together and how different data set can be combined to create meaningful information, a need that an additional Business System Analyst will help mitigate.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF FINANCE
E-39
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF FINANCE
E-40
FIRE DEPARTMENT
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FIRE DEPARTMENT
E-41
Fire Department
Department Vision Statement
The Salt Lake City Fire Department provides exceptional emergency services with progression and
efficiency.
Department Mission Statement
Prepare Effectively. Respond Professionally. Impact Positively.
Department Overview
The Salt Lake City Fire Department specializes in urban structural firefighting, emergency medical
services, and emergency management. The Department has 374 full-time equivalent positions,
divided into two battalions, serving in 14 stations covering 97 square miles.
All Firefighters hold a certification as Emergency Medical Technicians (Basic Life Support). The
Department also has firefighters trained to specialty levels of Engineer, Hazmat, Airport Rescue
Firefighter (ARFF), Swift Water Rescue (SWR) and, Heavy Rescue (HRT), improving customer service
delivery.
The Fire Administration Division comprises the Logistics, Community Relations, Fire Prevention,
Medical Services, and Technology Division. Logistics provides support for all fire apparatus the
department uses and they maintain the fire facilities' and fire equipment. Fire Prevention reviews all
buildings and proposed new construction. Medical Services overseas the Mobile Response Team, CPR
training, and Continuing Medical Education for the department. Technology oversees all radio
upkeep, station alerting, and computer programs related to the department.
Fire Operations consist of Station Operations, Airport Operations, and the Training Division.
Firefighters are trained and ready to respond, meeting our core mission of service to the public. The
department maintains four firefighters per emergency unit to operate at the most effective & efficient
level possible and to protect firefighters from dangers associated with fighting fires. Each fire unit
assigned to the Operations Division is required to perform monthly business inspections. Firefighters
assigned to the Airport are the first responders to the airfield and trained to the specialty level of
Airport Rescue Firefighter (ARFF).
Department Performance Measurements
Performance Measures 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Improved turnout times Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target
Reduce Operational Injuries Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target
Fire Prevention will complete 4,300 inspections per year 7,833 7,692 4,835 >4,300 >4,300
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FIRE DEPARTMENT
E-42
Salt Lake City Fire Department
Karl Lieb, Fire Chief
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 39,714,144 39,633,347 41,291,239
O & M 1,271,105 1,234,050 1,620,900
Charges & Services 1,301,188 1,711,923 2,517,061
Capital Expenditures 116,969 158,200 158,200
Total Fire Department 42,403,407 42,737,520 45,587,400
DIVISION BUDGETS
Fire Administrative Services 6,709,576 6,610,353 6,849,396 62.00
Fire Communications Division 81,224 — —
Fire Office of the Chief 2,025,205 2,399,143 4,168,893 9.00
Fire Operations 33,587,401 33,728,024 34,569,111 303.00
Total Fire Department 42,403,407 42,737,520 45,587,400
FUNDING SOURCES
General Fund 42,403,407 42,737,520 45,587,400 374.00
Total Fire Department 42,403,407 42,737,520 45,587,400
FTE by Fiscal Year 366.00 366.00 374.00
FY 2022 Department Budget
Personal Services: 41,291,239
O & M
1,620,900
Charges & Services
2,517,061
Capital Expenditures: 158,200
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FIRE DEPARTMENT
E-43
Fire Department
Changes discussed below represent changes to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes (306,333)
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 164,636
This reflects an increase in the cost of insurance for the Fire Department as described in the Budget Summary section of the Budget Book.
Plan A Payout [One-Time] 161,243
Funding is budgeted meet contractual obligations from previous years for payment of leave amounts.
Restore 6 Months Vacancy Savings 272,562
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated, and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Merit Changes 346,049
The Fire Department's FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Salary Proposal 340,686
This increase reflects the Fire Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
BA #7: Transfer from PD - Emergency Management Division 767,289
In Budget Amendment #7 of FY2021, the Emergency Management Division was moved from the Police Department to the Fire Department. This funding increase is associated with that move in addition to an additional FTE for a Fire Captain.
Policy Issues
Airport Rescue Firefighting Expenses (ARFF) 352,300
This expense request includes the direct costs that are incurred on behalf of the Salt Lake City Department of Airports, such as ARFF personnel uniforms, physicals, PPE, Worker's Comp claims, and staffing backfill, as well as Station 11 & 12 Expenses.
Fire Department Deployment Expense Reimbursement [One-Time] 515,000
During Fiscal Year 2021 the Fire Department deployed personnel an resources to support fires in the west. The Department received partial reimbursement for these expenses in fiscal year 2021, but anticipates receiving the remaining funds in fiscal year 2022.
Emergency Management Phase 2 236,448
The budget recommends additional for the Emergency Management Division within SLCFD. The funding includes an additional Fire Captain, a new Accountant and other costs associated with providing enhanced services to the City.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 FIRE DEPARTMENT
E-44
DEPARTMENT OF HUMAN RESOURCES
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF HUMAN RESOURCES
E-45
Human Resources
Department Vision Statement
To help Salt Lake City thrive through sustainable and effective human resource business practices,
policies and investment in the City’s greatest asset, her employees, to work collaboratively within
departments and with city leaders.
Department Mission Statement
We deliver best-in-class service and programs, add strategic value to Salt Lake City Corporation, promote
an engaged and dedicated workforce committed to the highest levels of public service. We are focused
on attracting the best talent, promoting opportunities for growth and development, and providing fair
and competitive compensation packages for all employees.
Department Overview
The Department of Human Resources is a team of 26 full-time employee and provides services for all
City employees.
· The Administrative Team establishes goals and manages the operations of the HR department.
· Benefits ensures employees have comprehensive and competitive benefits packages including medical,
dental, vision and life insurance programs, a large portfolio of voluntary benefits and an employee
health clinic.
· Compensation and Classification is responsible for ensuring that the city maintains a competitive and
equitable position with respect to pay. This is achieved by conducting numerous salary surveys each
year and recommending necessary market adjustments and general wage increases employees need to
maintain a competitive pay position.
· Employee Relations manages all disciplinary actions, and ADA compliance requests for city employees.
Members of this team are the front-line HR representatives for departments across the city. This team
also manages the City’s leave programs including FMLA, short-term and long-term disability benefits.
· Workplace Equity investigates workplace violations of the Equal Employment Opportunity Act and City
policy, ensuring that the City is a safe and enjoyable place for all to be employed.
· Employees’ University manages a robust learning and development program including new employee
orientation, supervisor boot camp, soft skill courses and access to thousands of online.
· Human Resources Information Systems (HRIS) works closely with IMS to manage the maintenance and
integration of HR’s various technology systems.
· Recruiting and Onboarding is responsible for recruiting all positions city-wide with a focus on a diverse
and well-qualified City workforce. Additionally, this team has developed a comprehensive on-boarding
and off-boarding process.
Funding for the department is provided by the general and risk funds.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF HUMAN RESOURCES
E-46
Department Performance Measurements
Performance Measures 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Improve employee knowledge and understanding of HR information through a minimum of 40 HR emails. NA ≥40 ≥40 ≥40 ≥40
Respond to all EEO complaints including conducting an investigation when appropriate in an average of 60 days or less.NA ≤60 61.7 ≤60 ≤60
Human Resource Consultants will attend a minimum of 30 departmental meetings each fiscal year. NA 30 30 30 30
Increase number of employees that have attended instructor-led training.NA 994 1016 1200 1200
Achieve a 2% increase in 457 enrollments.NA ≥2% Increase ≥2% Increase ≥2% Increase
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF HUMAN RESOURCES
E-47
Salt Lake City Department of Human Resources
Debra Alexander, Chief Human Resources Officer
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 2,975,583 2,872,558 3,664,201
O & M 32,030 65,714 67,714
Charges & Services 42,426,061 44,388,287 46,923,811
Total Human Resources 46,580,890 50,202,607 52,093,752.20
DIVISION BUDGETS
Administration 851,121 774,250 969,385 17.05
Recruiting & Onboarding 498,078 414,757 723,927 5.00
Employees University 276,610 309,350 316,298 2.00
Civilian Review Board 162,525 164,460 166,296 1.00
HR Information Systems 103,791 99,724 105,124 1.00
Employee Relations 771,008 866,467 986,639
Risk & Insurance Admin 872,777 982,442 1,099,332
Total Human Resources 46,580,890 50,202,607 52,093,752.20
FUNDING SOURCES
General Fund 2,663,132 2,629,008 3,267,669 26.05
Risk Management Fund 43,917,758 47,573,599 48,826,083 4.95
Total Human Resources 46,580,890 50,202,607 52,093,752.20
FTE by Fiscal Year 26.00 25.00 31.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF HUMAN RESOURCES
E-48
FY 2022 Department Budget
Personal Services: 3,664,201
O & M
67,714
Charges & Services: 46,923,811
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF HUMAN RESOURCES
E-49
Department of Human Resources
Changes discussed below represent adjustments to the FY 2020-21 adopted General Fund bud-
get.
Personal Services Base to Base Changes 33,586
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 10,088
This reflects an increase in the cost of insurance for the Human Resources Department as described in the Budget Summary section of the Budget Book.
Restore 6 Months Vacancy Savings 97,183
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
CCAC Adjustment (10 Months)3,502
This budget includes market adjustments for positions determined to be severely lagging behind market as determined by the Citizen’s Compensation Advisory Committee (CCAC).
Salary Proposal 25,266
This increase reflects the Department of Human Resource's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
BA #4: Deputy HR Director (.85)147,991
The HR Deputy Director position was restored in budget amendment #5 of FY 2021. Although the postion was eliminated in the FY 2021budget, it became clear thats staffing in Human Resources (HR) is significantly lower than professional staffing minimums. This position is needed to meet the existing operational requirements. The General Fund covers 85% of the position costs.
Policy Issues
Human Resources Information Systems Analyst - ERP 111,075
The budget includes funding for and HR Information Systems Analyst. This position will be devoted to the facilitation, coordination, implementation and migration of existing HRIS data into the City’s new Enterprise Resource Programs (ERP). Duties will include: acting as a strategic partner – internally and externally – to ensure ERP/HRIS functionality; troubleshooting systems and/or data maintenance errors and ensuring systems meet the City’s vision and operational need.
HR Supervisor - Recruitment (10 Months)101,020
The Mayor is also recommending the addition of an HR Supervisor - Recruiting. This position will be a working, lead supervisor with front line responsibility for recruitment functions. These duties will include: assisting departments with the administration the recruitment function, developing, and implementing innovative and proactive approaches to diverse outreach, coordinating the flow of work, assigning tasks and ensuring timely, accurate process management.
2 Human Resources Technician Positions (10 Months)108,950
The budget also includes funding for two Senior HR Technicians. These positions will provide support for employee compliance, onboarding, records management and recruitment. Duties will include: administrative support to the Civilian Review Board; processing and monitoring employee appeal hearing requests; processing/troubleshooting/entering employee information (onboarding and change maintenance) in Human Resource Information Systems (HRIS) and assisting employees and the public with personnel information, files and employment status.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF HUMAN RESOURCES
E-50
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPT OF INFORMATION MANAGEMENT SERVICES
E-51
Information Management Services
Department Vision Statement
Modernize municipal government through sustainable technology solutions.
Department Mission Statement
Our mission is to provide reliable service, tools, and support of the city’s digital assets by utilizing industry
standards to develop consistent, uniform, and accessible systems, at reasonable rates, empowering users
with the solutions they need to accomplish their goals.
Department Overview
Salt Lake City’s Information Management Services department assists Salt Lake City employees in
providing essential city services through technology. The department has five divisions:
Administration Division
The Chief Information Officer (CIO) is the Information Management Services department director and
works with department/division heads across the City and partners to deliver technology solutions that
modernize municipal government and connect the City to its constituents.
The Administrative Services and Asset Management team oversees the business and supply chain
activities within IMS. They manage the daily operations of accounts payable, budget, office management
duties, procurement, receiving, management, and disposal of all I.T. hardware and software assets for
the City.
The Enterprise Project Management team coordinates with City departments to help them navigate I.T.
systems and projects. Working with departments, they create project plans and resource allocations
necessary to accomplish the given task and see the projects and solutions through the product life-cycle.
Data Analytics and Geographic Information Systems (GIS)
Lead by the Chief Data Officer/Geographic Information Officer (CDO), a new role in the City, the division is
responsible for overseeing the City’s enterprise GIS and data analysis solutions. They assist departments
in using data to drive informed decision-making processes. The team also assists the City in its
transparency initiatives by “opening up” the City by creating and providing public accessible data sets and
solutions.
Infrastructure Technology and Security Division
Lead by the Chief Information Security Officer (CISO), the division is responsible for the vast I.T.
infrastructure across the city and ensuring that the network systems and users are secure and have
maximum uptime. The division consists of Network Engineering, Network Security, Unified
Communications, Server Administration, and Field Services. This division is responsible for network
infrastructure, network security, server installation and maintenance, unified communications
implementation and maintenance, field services, help desk services, and on-site support for all city
employees.
This division strives for continual uptime of more than 60 city-owned properties. We are continually
looking for ways to improve efficiencies, reduce power consumption, consolidate services and systems,
and exceed our customer’s expectations.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPT OF INFORMATION MANAGEMENT SERVICES
E-52
Media Services Division
Salt Lake City Media Services is the in-house simulcast, content creation, and communications consulting
division of Information Management Services. Our services are accessible to every department and
division, city-wide.
Software Services
Lead by the Chief Technology Officer (CTO), the team designs, develops, integrates, and maintains
software solutions that the City procures or develops. They also maintain City databases and create
custom reporting solutions.
The team is working with departments to reduce the software footprint and standardize enterprise
solutions. The application portfolio still sits at almost 200 applications, but several enterprise solutions
have slowed the growth, and several antiquated systems have been collapsed into new centralized
systems.
Innovations Team
This new team is lead by the new Chief Innovations Officer (CIO). They have been tasked with
modernizing the city processes and procedures to bring a new high level of efficiency and accuracy. One
of their biggest tasks is implementing a new ERP (Enterprise Resource Planning) system, which will be a
multi-year, multi-million dollar project that will help streamline and improve the finance, accounting,
asset management, and human resources systems.
IMS Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Citywide I.T. assets inventoried on an annual basis.9%21%33%75%100%
Case Closed by staff within standard response thresholds based on priority, severity, and system.89%95%89%99%99%
Objective and Key Results (OKR) and Continuous Feedback and Recognition (CFR) Program implemented in department.
—%—%33%65%100%
Projects that followed agile project management methodology.20%35%65%80%100%
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPT OF INFORMATION MANAGEMENT SERVICES
E-53
Salt Lake City Department of Information Management Services
Aaron Bentley, Chief Information Officer
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 8,140,674 8,585,059 10,339,163
O & M 329,662 207,268 250,205
Charges & Services 5,527,965 5,750,955 6,679,641
Interest & Bond Expenditures 661,990 — —
Capital Expenditures 934,696 2,279,725 1,946,541
Total IMS 15,594,986 16,823,007 19,215,550
DIVISION BUDGETS
Application Administration & Support 2,032,895 2,092,395 2,325,449
Department Leadership & Administrative Services 1,758,991 1,628,922 2,667,011 4.00
Capital Projects 82,677 86,800 161,800
Centralized Computing 200,538 1,421 —
Enterprise Software Systems 1,887,125 1,722,721 2,043,801 4.00
Information Security Systems 138,900 331,238 381,238
Infrastructure Technical Team 2,709,008 3,043,196 3,317,543 4.00
Infrastructure Technical Services 1,146,429 2,379,019 1,968,204 28.00
Software Development Services 1,642 — —
Multimedia Services SLCTV 602,437 612,007 1,116,012 10.00
PC Replacement 798,194 566,275 566,275
Software Services 4,173,987 4,358,102 4,090,633 30.00
User Support 62,165 911 —
Data Analytics and GIS 0 0 577,584 4.00
Total IMS 15,594,986 16,823,007 19,215,550
FUNDING SOURCES
IMS Fund 15,594,986 16,823,007 19,215,550 84.00
Total IMS 15,594,986 16,823,007 19,215,550
FTE by Fiscal Year 71.00 71.00 84.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPT OF INFORMATION MANAGEMENT SERVICES
E-54
FY 2022 Department Budget
Personal Service…
O & M, 250,205
Charges & Servic…
Capital
Expenditures,
1,946,541
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPT OF INFORMATION MANAGEMENT SERVICES
E-55
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Changes discussed below represent changes to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes 206,788
Base to base changes compares personal services costs adopted as part of the FY 2021 - 2022 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Contractual Increases 1,129,391
The increase for contractual changes reflects the increase from the vendors for our continuing maintenance and support.
ERP System 2,000,000
The City implements many systems used to provide software support that has been unified in recent years into single software packages created to streamline and implement better unity at organizations through a single software package. The City’s needs have outgrown the current software vendor’s capacity. Therefore a new ERP system is being reviewed and considered. This budget amount is for implementing the software alone during the FY22 fiscal year and does not reflect the total cost or the system’s annual maintenance.
Technical & Inflationary Increases 234,449
These are items that have annual contractual increases associated with their costs and needed and required new software. We have also included the cost to perform a required bi-annual penetration test of our network.
Website Enhancements 125,000
The Salt Lake City website needs a few enhancements, which will aid in the site’s stability. These enhancements are not a refresh but a new design to focus on the items that will allow virtual meetings such as the board meeting to be more reliable. We do feel that it is essential for the entire community to have access to these meetings. A stable website is the most effective way to make sure that the community at large has access to the information about what the City is doing and how to get the resources they need that we provide for them.
BA #6: City Innovations Team in IMS 822,284.00
The team will also improve coordination and resources between the Civic Engagement Team and IMS Media Services. A further step to improve engagement is to combine SLC Media Services and the Civic Engagement Team into a city-wide communications/engagement team outside of the Mayor’s Office.
BA #7: Move City GIS Personal to the IMS GIS Division 215,104.00
The Administration moved two FTE's from Community and Neighborhoods to IMS. The individuals work directly in the GIS function for the City. The amendment consolidates these two employees within IMS and the GIS division there.
Policy Issues
Staffing Increase 749,784.00
Increased staffing to accommodate the increased capacity of new and existing software, increased infrastructure, cloud management services, Telecom, and the unified command system.
PSB Network Infrastructure 350,000.00
To update and maintain the current PSB Network Infrastructure for reliability and improved connection speed.
Server Infrastructure 180,000.00
Multiple servers have been in service past their useful life. This will also assist in the city network, which concurrently assists in the ERP project implementation. This synergistic project has multiple great benefits at several levels of operation.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPT OF INFORMATION MANAGEMENT SERVICES
E-56
JUSTICE COURT
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 JUSTICE COURT
E-57
Salt Lake City Justice Court
Mission Statement
Ensure the highest standards of justice, professionalism, responsiveness, and respect for those we
serve.
Vision Statement
Creating a court that is just, equitable, and trusted by all.
Court Core Values
Excellence
Having the desire to succeed and the motivation to reach our full potential, going above and
beyond to accomplish the task at hand.
Respect
Recognize and appreciate the value of each individual and their experience and situation.
Integrity
Doing what we say we are going to do, applying honesty and accountability with openness.
Community
Bridging the gap between the Court, community and other agencies, improving access
to resources and information.
Unity
Supporting one another and fostering growth while reaching our goals and adhering to
our values.
Department Overview
The Salt Lake City Justice Court is the largest municipal court in the State of Utah with a very high volume
of misdemeanor cases. The Court is a limited jurisdiction court under the umbrella of the Utah State
Court system. We are proud to be part of the Salt Lake City portfolio of public institutions and to serve
the citizens and visitors of this great city.
The Justice Court is responsible for and processes Class B and C misdemeanor, infractions and small
claims cases; jury trials, appeals and expungements, video hearings, prisoner transports, and daily
interaction with jails throughout the State of Utah. The court monitors and tracks probation, warrants,
community service, and restitution, collections of monetary penalties, appeals, expungements, and plea-
in-abeyance cases. We also provide traffic school, coordination of language interpreter services
and any ADA needs that arise.
The Justice Court judiciary, employees, and security team are dedicated to open and transparent access
to the court, bringing justice for all, and providing a safe and civil environment for dispute resolution.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 JUSTICE COURT
E-58
Department Performance Measures
Performance Measures FY2018 Actual FY2019 Actual FY2020 Actual FY2021 YTD FY2022 Target State Average
Access & Fairness - Percent of Justice Court customers satisfied with service received.95%95%NA NA >90%NA
Time to Disposition - 95% of criminal case dispositions should meet established guidelines for Time to Disposition (6 months).
90%89%88%83%>95%81%
Age of Acting Pending Cases - 95% of all criminal cases should have a disposition within a 180-day time frame.85%83%44%44%>95%57%
Criminal Case Clearance Rate - A Clearance Rate of 100% means the court has disposed of as many cases as were filed, i.e., the court is keeping up with it's incoming caseload.
100%103%158%102%>100%95%
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 JUSTICE COURT
E-59
Salt Lake City Justice Court
Curtis Preece, Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 3,982,182 4,108,349 4,231,849
O & M 42,921 59,116 65,507
Charges & Services 425,720 549,401 543,550
Capital Expenditures — 10,000 10,000
Total Justice Court 4,450,822 4,726,866 4,850,906
DIVISION BUDGETS
Justice Court 4,450,822 4,726,866 4,850,906 42.00
Total Justice Court 4,450,822 4,726,866 4,850,906
FUNDING SOURCES
General Fund 4,450,822 4,726,866 4,850,906 42.00
Total Justice Court 4,450,822 4,726,866 4,850,906
FTE by Fiscal Year 44.00 42.00 42.00
.
FY 2022 Department Budget
Personal Services
4,231,849
O & M
65,507
Charges and Services
543,550
Capital Expenditures
10,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 JUSTICE COURT
E-60
Salt Lake City Justice Court
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes (14,055)
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 16,876
This increase reflects a change in the cost of insurance for the Justice Court as described in the Budget Summary section of the Budget Book.
Merit Changes 12,292
The Justice Court's FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees.
Restore 6 Months Vacancy Savings 73,500
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated, and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Salary Proposal 35,427
This increase reflects the Justice Court's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 JUSTICE COURT
E-61
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 JUSTICE COURT
E-62
POLICE DEPARTMENT
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 POLICE DEPARTMENT
E-63
Police Department
Department Vision Statement
“We will build upon the noble traditions of integrity and trust to foster a culture serve, respect, and compassion
toward our employees and the community we serve.”
Department Mission Statement
“We will serve as guardians of our community to preserve life, maintain human rights, protect property, and
promote individual responsibility and community commitment.”
Department Overview
The Salt Lake City Police Department serves the 200,000+ residents of Salt Lake City, and a daytime population
which exceeds 300,000, with 714 general fund FTEs in budget for Fiscal Year 2022. The Department consists of the
Office of the Chief which oversees two Bureaus–Operations Bureau and Administrative & Operational Support
Bureau.
The Police Department will continue working to ensure professional public safety and response to the community in
the future. The Department is working closely with the Mayor’s Office and the Salt Lake City Council on a proactive
approach to meet the needs of the community. The Police Department is working to review policies, increase
transparency, improve training, and enhance community involvement while upholding the Mission and Vision of the
Department, serving the community, and improving community relations.
Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actual 2021 Target 2022 Target
Response Time: Maintain a six- minute or better response time for priority 1 calls for service from time of dispatch.
6:19 6:02 5:50 6:00 6:00
Response Time: the mean average police response time for priority 1 calls for service from the time the call was received to the time the first officer was listed on scene.
10:51 10:13 11:37 <10:00 <10:00
Social Work & Homeless Outreach: 200 referrals per quarter for services, jobs, housing, education, benefits, substance abuse or mental health treatment.
1972 1751 1089 1450 1450
IA: Review all cases of Officer Involved Critical Incidents for referral to training unit for improvements in training.
100%100%100%100%100%
Crime Lab: Maintain officer wait time for priority 1 cases at 20 minutes or less.
21:42 15:41 *FY 2020 Data: 22:25 <20 Minutes <20 Minutes
Gangs: Provide gang outreach services and participate in a gang free education program monthly.
12 12 12 12 12
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 POLICE DEPARTMENT
E-64
Police Department
Mike Brown, Chief of Police
FY 2019-20 Actuals FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 77,053,418 73,033,179 77,138,057
O & M 1,152,635 2,120,089 2,255,251
Charges & Services 4,175,226 3,944,064 3,977,194
Capital Expenditures (4,204) — —
Total Police Department 82,377,074 79,097,332 83,370,502
DIVISION BUDGETS
Office of the Chief 5,656,963 3,928,611 5,971,363 21.00
Operations 49,386,319 47,049,774 49,964,121 327.00
Administration and Support Operations 26,789,623 27,371,263 27,382,796 366.00
Emergency Management 544,169 696,858 52,222 —
Total Police Department 82,377,074 79,046,506 83,370,502
FUNDING SOURCES
General Fund 82,377,074 79,097,332 83,370,502 714.00
Total Police Department 82,377,074 79,097,332 83,370,502
FTE by Fiscal Year 711.00 711.00 714.00
FY 2022 Department Budget
Personal Services
77,138,057
O & M
2,255,251
Charges & Services
3,977,194
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 POLICE DEPARTMENT
E-65
Police Department
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes -1,745,264
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 253,328
This increase reflects a change in the cost of insurance for the Police Department as described in the Budget Summary section of the Budget Book.
Merit Changes 865,184
The Police Department's FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees.
Restore 6 Months Vacancy Savings 270,501
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
CCAC Adjustments (10 Months)43,645
This budget includes market adjustments for positions determined to be severely lagging behind market as determined by the Citizen’s Compensation Advisory Committee (CCAC).
Salary Proposal 657,270
This increase reflects the Police Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
BA #7: Transfer Emergency Management to Fire -526,421
In budget amendment #7 of FY 2021, the Emergency Management division of Police was moved to the Fire Department. This funding reduction is associated with that move.
BA #7: Social Worker Change 841,997
Budget amendment #7 of FY 2021 moved funding for social workers that was mistakenly placed in Non-Departmental back to the Police Department budget.
BA #7: Encampment Cleanup 650,000
The budget includes a continuation of funding established in budget amendment #7 of FY 2021 for overtime for health department neighborhood re-establishments.
Policy Issues
Versaterm Contractual Changes 39,391
Funding is included for changes to the Versaterm contract for FY 2021.
Legislated Action Requiring Budget 60,833
The budget establishes a new civilian analyst position necessary for use of force reporting as required by legislation adopted in the 2021 legislative session. The funding is for 10 months of the position's costs.
Police Officer Mental Health Responder (10 Months)100,000
The budget includes funding to establish a mental health professional position associated with the Law Enforcement Wellness program.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 POLICE DEPARTMENT
E-66
Increased Mental Health Responders (Funding in Non-Departmental) (3 @ 10 Months and 3 @ 6 Months)0
The budget recommends funding to increase the number of mental health responders for the department. This includes for a total of six positions which will be funded through the Non-Departmental budget. Three positions will be funded for 10 months of the year, and three positions will be funded for six months of the year.
Street Racing Initiative 70,000
The Mayor is recommending funding to provide enhanced mitigation and enforcement of street racing in the City.
Police Staffing from the 2021 Holding Account (From Non-Departmental)2,800,000
The budget moves funding from the holding account in Non-Departmental to the Police Department to cover the annual costs of two classes hired at the end of fiscal year 2021. Those classes consisted of a lateral hiring class as well as a new recruit class to meet the staffing needs within the Police Department.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 POLICE DEPARTMENT
E-67
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 POLICE DEPARTMENT
E-68
DEPARTMENT OF PUBLIC LANDS
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
DEPARTMENT OF PUBLIC LANDS
E-69
Department of Public Lands
Department Vision Statement
The Department of Public Lands’ four divisions is tasked with planning, construction coordination, and
public land acquisition with a community-based approach. In coordination with our many City partners,
we protect, grow and enhance natural landscapes, trees, and outdoor green spaces for the health,
beauty, and recreational opportunities of residents and visitors to the Capital City.
Department Mission Statement
The mission of Public Lands is to make Salt Lake City more livable by improving public health, protecting
our environment, executing transformative parks and public spaces, and connecting people. We do this
by planning, building, and caring for the City’s essential infrastructure, including parks, trails, urban
forest, golf courses, cultural landscapes, recreational amenities, and natural lands.
Public Lands Department Overview
Parks Division oversees and is responsible for all City Parks, SLC Cemetery, and the Regional Athletic
Complex. The combined mission of these programs is to provide outdoor green spaces and services for
the public to enjoy by planning for future development, continued maintenance, and preservation.
Golf manages the operations of six full-service golf courses throughout the city. Golf operations include
the maintenance of all green spaces, programming of golf clinics, tournaments, leagues, instruction
programs, and managing the course retail pro shops, cafes, and driving ranges and cart fleet
maintenance and rentals.
Planning & Ecological Services oversees planning efforts, including master plans, facility improvement
plans, resource management plans, and development and implementation of Departmental initiatives
and capital projects. This includes advancing the ecological health and biodiversity of the public lands
system and improving the quality, accessibility, and equity of Department lands and resources.
Urban Forestry manages approximately 86,000 trees with 25,000 vacant planting sites (located in city
parks, on city facility properties, and along city streets and trails). Collectively the City’s trees form a vast
living infrastructure that serves to moderate urban temperatures, clean our air, buffer city noise and light
pollution, reduce energy consumption, promote healthy recreation, and increase property values.
Department Performance Measures
Performance Measure 2018 Actual 2019 Actual 2020 YTD 2021 Goal*FY22 Target
% of Foothill Trails System Completed 0.43 0.43 0.53 0.62 0.65
Ratio of trees planted to trees removed (a number greater than one indicates expansion)Na 1.23 1.48**>2 >2
Increase golf cart sales revenue by 5%NA -0.0321 0.0068 ≥2%≥2%
Ratio of maintained acres per maintenance FTE NA 12.79 17.55 10.41 12
*FY 21 are goals only.
**Numbers are goals only and do not reflect the 2020 windstorm or the 1,000 trees initiative.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
DEPARTMENT OF PUBLIC LANDS
E-70
Public Lands Department
Kristen Riker, Director (Upon Advice and Consent)
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 0 0 16,064,438
O & M 0 0 3,011,172
Charges & Services 0 0 7,495,384
Capital Expenditures 0 0 1,459,011
Bonding/Debt/Interest Charges 0 0 496,130
Total Department of Public Lands 0 0 28,526,135
DIVISION BUDGETS
Public Lands Administration 0 0 3,098,610 17.35
Parks 0 0 11,529,647 78.00
Urban Forestry 0 0 2,846,418 15.00
Trails & Natural Lands 0 0 1,354,022 8.00
Golf 0 0 9,697,417 33.65
Total Department of Public Lands 0 0 28,526,114
FUNDING SOURCES
General Fund 0 0 18,828,697 118.35
Golf 0 0 9,697,417 33.65
Total Department of Public Lands 0 0 28,526,114
FTE by Fiscal Year 0.00 0.00 152.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
DEPARTMENT OF PUBLIC LANDS
E-71
FY 2022 Department Budget
Personal Services,
16,064,438
O & M, 3,011,172
Charges & Services,
7,495,384
Capital
Expenditures,
1,459,011
Bonding/Debt/Interest
Charges, 496,130
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
DEPARTMENT OF PUBLIC LANDS
E-72
Department of Public Lands
The Department of Public Lands was created in FY 2022 by moving the Parks and Golf functions from The
Department Public Services. The Department has four divisions and is tasked with planning, construction
coordination, and public land acquisition with a community-based approach. In coordination with our
many City partners, we protect, grow and enhance natural landscapes, trees, and outdoor green spaces
for the health, beauty, and recreational opportunities of residents and visitors to the Capital City.
Changes discussed below represent adjustments to the FY 2020-21 adopted budget when the
components of the new department still resided in Public Services.
Living Wage Adjustment 21,230
The Citizens’ Compensation Advisory Committee (CCAC) reviewed new living wage estimates released through the Massachusetts Institute of Technology’s living wage calculator that increased the 2020 living wage to $15.11 per hour. The Mayor has proposed moving to the new living wage rate over a period of two years. This funding represents the Public Lands Department portion of that change.
Transfer of Public Lands Division from Public Services 17,372,425
Public Services Department transfer of personnel and operational costs of the Public Lands Division in the Public Lands Department.
Public Lands Department Creation and Development 550,983
This initiative restructures the Public Land Division to manage current and increasing administrative responsibilities and achieve the Mayor’s goals of keeping up with growth, putting the community first, and moving to environmentally sustainable infrastructure.
Public Lands New Properties/Amenities 338,413
Funding is proposed to cover ongoing maintenance of newly acquired City properties and amenities
New Recreational Trail System [Ongoing] 304,167
To create/expand two major regional trail systems that impact both west-side and east-side SLC communities, including developing a recreational 'water trail' in SLC's west-side.
Contractual Increases 79,000
CPI Adjustment for increases to contracts.
Utilities Increases 162,500
Increases to cover utility (i.e. electricity, natural gas, water, etc.) and fuel increases.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
DEPARTMENT OF PUBLIC LANDS
E-73
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
DEPARTMENT OF PUBLIC LANDS
E-74
DEPARTMENT OF PUBLIC SERVICES
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-75
The Department of Public Services
The Department of Public Services’ various divisions provide essential services to residents, businesses,
and visitors; emergency response and recovery; and internal services that support all other city functions.
The Department’s vision is to be responsive to and anticipate the needs of a growing, diverse, and vibrant
city. Public Services manages much of the ongoing stewardship of the city’s built infrastructure. Beginning
in fiscal year 2022, the Department’s asset management work will expand to include capital asset
development and implementation with the inclusion of the Engineering Division in the Department.
Strategic goals this year will be to create a life-cycle picture of capital assets from conception to renewal;
improve emergency capabilities; continue critical workforce evolution planning; optimize technology tools
for asset management and forecasting; and invest in diversity, inclusion, and equity work to support both
our employees and the public we serve.
Mission Statement
Public Services is a team of professionals who value integrity, diversity, and equity. We are committed to
providing essential municipal services and vibrant green spaces for Salt Lake City while implementing
efficiencies and environmentally conscious practices, which strive to make life better throughout the
community.
Public Services Department Overview
Administrative Services provides centralized administrative services to the divisions to fulfill the
Department mission of “making lives better.” A team of administrative professionals supports
Department programs by providing a solid and stable management infrastructure, coordinated
communications, financial analysis, technological innovation, and strategic development that support the
divisions, who in turn provide quality services to the community and other internal stakeholders.
Compliance operates the crossing guard program, pay station maintenance, parking enforcement, the
Main City Library parking garage, digital parking permits, and the customer service office.
Engineering provides capital project planning, design, and construction; surveying and mapping services;
and right-of-way permitting and inspections. Engineering is responsible for ensuring services comply with
Federal, State and City requirements.
Facilities are responsible for the stewardship of all 77 Public Services facilities and the maintenance of
the Central and Sugarhouse Business District’s public plazas, rights-of-way, and green-ways. Facilities
manage the capital asset program and implement projects to reduce building energy consumption.
Fleet procures and maintains 1,562 City vehicles and 2,774 pieces of equipment, provides fuel at 15
locations, supplies a vehicle loaner pool, operates a car wash facility, a wash bay facility, and operates an
internal parts room.
Streets performs the maintenance, repair and emergency response for asphalt roads, asphalt surface
treatments, signs and traffic signals, traffic markings and striping, street and bike lane sweeping, 50/50
sidewalk, concrete repair, sidewalk grinding and ADA ramp upgrades, snow and ice control, and after-
hour response.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-76
Department Performance Measurements
Performance Measures FY2019 Actual FY2020 Actual FY2021 Target FY2022 Target FY2023 Target
Maintain full coverage of required school crossings, with crossing guard staff during the school year.45 minutes ≤ 36 minutes ≤ 40 minutes ≤ 40 minutes ≤ 40 minutes
Maintenance Productivity: Maintain productivity of total work orders on-time at 90% or greater 87%82%≥ 90%≥ 90%≥ 90%
Fleet: Maintain mechanic productivity rate during work hours at 90% or greater 92%95%≥ 90%≥ 90%≥ 90%
Streets: Complete 155 lane miles of surface treatments 99.5 lane miles 130.84 lane miles 155 lane miles 155 lane miles 155 lane miles
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-77
Salt Lake City Department of Public Services
Lorna Vogt, Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 35,476,402 37,955,963 27,942,824
O & M 12,790,006 12,963,805 10,904,779
Charges & Services 12,458,025 15,220,837 8,593,176
Interest & Bond Expense 4,073,575 4,629,507 3,798,924
Capital Expenditures 11,429,026 3,205,967 10,897,439
Transfers Out 372,037 373,315 295,361
Total Dept of Public Services 76,599,070 74,349,394 62,432,503
DIVISION BUDGETS
Administrative Services 1,959,181 2,264,397 2,331,467 15
Gallivan and Special Events — — —
Golf 7,971,468 8,484,897 —
Youth and Family 2,024,062 1,996,086 —
Compliance 2,834,586 3,677,533 3,801,531 29.00
Facility Services 9,036,275 8,888,664 9,132,553 47.00
Fleet 24,048,018 19,209,271 28,090,575 45.00
Streets 12,388,287 13,152,368 13,759,381 110.00
Engineering — — 5,316,996 48.00
Parks 9,812,385 10,571,311 —
Public Lands Administration 2,408,645 2,047,556 —
Trails and Natural Lands 1,442,477 1,263,874 —
Urban Forestry 2,673,686 2,793,437 0
Total Dept of Public Services 76,599,070 74,349,394 62,432,503
FUNDING SOURCES
General Fund 44,579,585 46,655,226 34,341,928 249.00
Fleet Fund 24,048,018 19,209,271 28,090,575 45.00
Total Dept of Public Services 68,627,602 65,864,497 62,432,503
FTE by Fiscal Year 421.00 409.00 294.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-78
FY 2022 Department Budget
Personal Services
27,942,824
O & M
10,904,779Charges & Services
8,593,176
Interest & Bond Expense
3,798,924
Capital Expenditures
10,897,439
Transfers Out
295,361
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-79
Department of Public Services
Changes discussed below represent adjustments to the FY 2020-21 adopted budget.
Personal Services Base to Base Changes (57,548)
Base to base changes compares personal services costs adopted as part of the FY2021 budget to actual personal services costs paid during the first pay period of the calendar year 2021. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year.
Insurance Rate Changes 124,784
This increase reflects a change in the cost of insurance for the Department of Public Services as described in the Budget Summary section of the Budget Book.
Merit Changes 260,156
The Department of Public Services FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees.
Restore 6 Months Vacancy Savings 808,235
Due to the COVID-19 pandemic, the City put a soft hiring freeze in place. Projected savings for six months was calculated, and department budgets were reduced accordingly. The amount reflected replaces the FY 2021 budget reduction.
Salary Proposal 228,013
This increase reflects the Department of Public Services portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
Living Wage Adjustment 1,290
The Citizens’ Compensation Advisory Committee (CCAC) reviewed new living wage estimates released through the Massachusetts Institute of Technology’s living wage calculator that increased the 2020 living wage to $15.11 per hour. The Mayor has proposed moving to the new living wage rate over a period of two years. This funding represents the Public Services Department portion of that change.
BA #6: Transfer of Innovations Team to Information Management Services Fund (307,350)
In Budget Amendment #6 of FY2021, the Innovations Team was moved from the Public Services to the Information and Management Services Fund. This funding decrease includes 2 FTE's of support and the operation budget.
Transfer Public Lands Division to Public Lands Department (17,372,425)
Public Services Department transfer of personnel and operational costs of the Public Lands Division in the Public Lands Department.
Transfer Youth and Family Division to Community and Neighborhoods Department (2,063,498)
Public Services Department transfer of personnel and operational costs of Youth and Family Services to Community and Neighborhoods Department.
Transfer Engineering Division from Community and Neighborhoods Department 5,445,845
Community and Neighborhoods Department transfer of personnel and operational costs of the Engineering Division to Public Services. This also includes additional FTEs to assist with the increased workload of the Engineering Division.
Contractual Increases 115,100
CPI Adjustment for increases to contracts.
Utilities Increases 128,500
Increases to cover utility (i.e. electricity, natural gas, water, etc.) and fuel increases.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-80
Budget and Management Analysis [Ongoing] 52,800
Positions will be reclassified to grades that align with current city Financial Analyst and Budget Analyst positions.
Concrete Road Maintenance Initiative [Ongoing] 80,000
This initiative aims to extend the life of City’s concrete roads and would be done on a 15-yr. maintenance cycle by maintaining 11 of the city’s 170 lane miles of concrete roadways per year.
Concrete Road Maintenance Initiative [One Time] 69,500
Initiative creates a maintenance plan for the 170 concrete road lane miles within Salt Lake City. Replacing these sealants and cleaning the joints will extend the life of the City’s concrete roads.
Streets Response Team FTE [Ongoing] 53,300
FTE with provide additional resource to provide consistent and timely response times to service calls. Additional duties would be accomplished and a reduction or elimination of overtime and callbacks.
Increase 1/2 Asphalt Budget [Ongoing] 120,000
This asphalt budget increase would allow the Streets Division to have additional candidates for chip and slurry seal treatments. These surface treatments are much more sustainable and cost effective then a roadway reconstruction or an asphalt overlay.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-81
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF PUBLIC SERVICES
E-82
DEPARTMENT OF PUBLIC UTILITIES
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal year 2021-22 DEPARTMENT OF PUBLIC UTILITIES
E-83
Department of Public Utilities
Department Mission and Vision Statement
To serve our community and protect our environment by working to continuously improve water,
wastewater, stormwater, and street lighting services in a sustainable manner. We strive to uphold the
values of Service, Leadership, Integrity, Flexibility, Efficiency, and Stewardship.
Department Overview
The Salt Lake City Department of Public Utilities (SLCDPU) provides water, sewer, stormwater, and street
lighting services. SLCDPU provides sewer, stormwater, and street lighting to the approximately 200,000
residents of Salt Lake City. The service area for SLCDPU’s water utility is much larger and provides
drinking water to more than 360,000 people in Salt Lake City and portions of Mill Creek, Holladay,
Cottonwood Heights, Murray, Midvale, and South Salt Lake. SLCDPU manages the four utilities as
separate enterprise funds under one administrative management structure. SLCDPU develops and
implements fees, rates and rate structures that are approved annually by the Salt Lake City Council.
SLCDPU's work in each of its four utilities is vital to public health, environment, economy, and quality of
life. Our 452 employees are responsible to ensure the environment is protected, and that the public has
access to clean, reliable, and affordable water resources. SLCDPU is extremely accountable to the public
in its implementation of these services. In fulfilling this important responsibility, SLCDPU is regulated by
(1) federal and state agencies pursuant to the federal Safe Drinking Water Act and Clean Water Act, and
the state’s drinking water and water quality statutes and rules; (2) federal and state statutes regarding
water resources, water quality, and flood control; and (3) local health department regulations concerning
drinking water and wastewater. SLCDPU, in turn, enforces numerous regulations concerning water,
stormwater, and sewer, primarily contained in Chapter 17 of Salt Lake City’s ordinances. SLCDPU is also
responsible for regulating the Riparian Corridor Overlay Zone found in Chapter 21 of Salt Lake City’s
ordinances.
Department Performance Measurements
Measure 2018 Actual 2019 Actual 2020 Actual 2021 YTD 2022 Target
Water Quality: Water Quality Turbidity is a measure of water clarity by indicating how cloudy it is. The national benchmark is less than 0.1 Nephelometric Turbidity Units (NTU).
<0.03 NTU <0.03 NTU 0.02 NTU <0.03 NTU <0.03 NTU
Energy Use: AWWA Water-Energy Efficiency median is 6,881 thousand British thermal units per year per million gallons (Kbtu/yr./MG).
1,882 Kbtu/yr/MG 1,840 Kbtu/yr/MG 2,024 Kbtu/yr/MG 2,202 Kbtu/yr/MG 1,840 Kbtu/yr/MG
Water Use: Average Per Capita Water Use in Gallons per Capita per Day (gpcd as of 12/31).
199 gpcd 195 gpcd 172 gpcd 186 gpcd <200 gpcd
Sewer: Clean greater than 35% of the sewer collection system.46% of System 45% of System 59% of System 37% of System >35% of System
Stormwater: Linear feet (LF) of lines replaced, rehabilitated, or installed.11,039 LF 2,183 LF 13,295 LF 12,893 LF 21,700 LF*
*Target based on annual CIP planning.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal year 2021-22 DEPARTMENT OF PUBLIC UTILITIES
E-84
Salt Lake City Department of Public Utilities
Laura Briefer, Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 34,446,333 41,961,790 45,645,184
O & M 5,882,570 7,605,558 7,735,360
Charges & Services 43,818,584 55,674,279 60,642,430
Interest & Bond Expense 3,766,084 17,248,778 23,185,287
Capital Expenditures 99,831,314 239,225,139 282,674,161
Transfers Out 583,605 597,605 597,605
Dept of Public Utilities 188,328,490 362,313,149 420,480,027
DIVISION BUDGETS
Administration 765,167 1,494,211 1,509,257 36.00
Finance 15,599,479 21,498,258 23,560,363 50.00
Engineering 6,894,301 10,697,504 10,954,589 48.00
Water Quality 30,028,163 33,707,416 36,729,449 56.00
Water Reclamation 9,164,651 10,687,414 11,520,150 69.00
Water Resources 1,221,468 1,857,598 2,376,821 11.00
Maintenance 18,994,860 23,184,029 24,920,746 182.00
GIS 2,074,574 2,712,452 3,088,854
CIP and Debt Service 103,585,828 256,474,267 305,819,798
Dept of Public Utilities 188,328,490 362,313,149 420,480,027
FUNDING SOURCES
Street Lighting Fund 3,857,553 5,379,697 5,699,663 2.72
Water Fund 89,177,125 126,333,193 127,365,555 283.16
Sewer Fund 83,625,949 212,638,399 268,213,796 126.55
Storm Water Fund 11,667,863 17,961,860 19,201,013 39.57
Dept of Public Utilities 188,328,490 362,313,149 420,480,027
FTE by Fiscal Year 427.00 435.00 452.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal year 2021-22 DEPARTMENT OF PUBLIC UTILITIES
E-85
FY 2022 Department Budget
Personal Services: 45,645,184
O & M
7,735,360 Charges & Services
60,642,430
Interest & Bond Expense
23,185,287
Capital Expenditures
282,674,161
Transfers Out: 597,605
MAYOR'S
RECOMMENDED
BUDGET
Fiscal year 2021-22 DEPARTMENT OF PUBLIC UTILITIES
E-86
REDEVELOPMENT AGENCY
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 REDEVELOPMENT AGENCY
E-87
Redevelopment Agency of Salt Lake City
DEPARTMENT MISSION STATEMENT AND CORE VALUES
The mission of the Redevelopment Agency of Salt Lake City (RDA) is to revitalize neighborhoods and
business districts to improve livability, spark economic growth, and foster authentic communities, serving
as a catalyst for strategic development projects that enhance the City’s housing opportunities,
commercial vitality, public spaces, and environmental sustainability.
We foster a set of core values that collectively support the revitalization of Salt Lake City’s communities:
ECONOMIC GROWTH // We act as a responsible steward of public funds, taking a long-term view of
investment, return, and property values.
COMMUNITY IMPACT // We prioritize projects and programs that demonstrate commitment to
improving equity and quality of life for residents and businesses in Salt Lake City.
NEIGHBORHOOD VIBRANCY // We cultivate distinct and livable built environments that are contextually
sensitive, resilient, connected, and sustainable.
DEPARTMENT OVERVIEW
Since 1969, the RDA has played a pivotal role in revitalizing many areas of Salt Lake City. Under the Utah
Community Development and Renewal Agencies Act, the RDA has the charge and financial tools to
address blight and disinvestment in specific parts of the City. By working with communities and
development partners, the RDA is transforming areas suffering from social, environmental, physical, or
economic challenges into neighborhoods and commercial districts that are characterized by a variety of
useful amenities, vital housing opportunities, successful local businesses, connected public spaces,
renewed infrastructure, and public art. As owner of the Gallivan Center, the RDA also works with the
adjacent property owners to oversee the maintenance and programming of the 3.5-acre downtown
plaza.
To accomplish its goals to enhance livability and trigger economic investment, the RDA utilizes a powerful
set of financial, planning, and revitalization tools to support redevelopment within communities
throughout the City. The RDA achieves its goals through direction from its RDA Board of Directors (the
same members as the Salt Lake City Council) and is administered by its Executive Director (Salt Lake City
Mayor). Together with the Gallivan Center, the RDA has a total of 32 positions led by the Director and
Deputy Director. The staff conducts the daily operations of the RDA as well as maintenance and
operations of the Gallivan Center.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 REDEVELOPMENT AGENCY
E-88
Redevelopment Agency of Salt Lake City
Danny Walz, Director
FY 2019-20 Actuals
FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 1,815,624 2,100,484 2,254,632
O & M 2,276,649 1,108,116 1,299,683
Charges & Services 21,881,937 31,782,155 30,100,552
Interest & Bond Expense 5,150,135 13,984,334 15,962,163
Capital Expenditures — 4,085,534 8,325,173
Total RDA 31,124,345 53,060,623 57,942,203
DIVISION BUDGETS
Administration 3,454,246 3,561,300 3,857,015
Block 70 6,016,523 10,953,363 10,939,263
CBD 17,125,075 25,366,500 27,923,150
City Wide Housing — 1,363,779 1,498,627
Depot 2,233,062 4,024,278 4,121,164
Granary 35,843 648,945 666,124
Housing Trust Fund — 2,590,000 2,590,000
No Temple 33,370 440,810 450,346
No Temple Viaduct 1,526,826 1,159,813 1,188,979
NWQ — — 1,500,000
NWQ Housing — — 250,000
Program Income Fund 636,245 1,905,835 1,742,535
Project Area Housing 16,478 44,000 394,000
Revolving Loan Fund — 852,000 550,000
Stadler Rail — — 71,000
WCH 20,996 100,000 150,000
WTG 25,681 50,000 50,000
Total RDA 31,124,345 53,060,623 57,942,203
FUNDING SOURCES
Redevelopment Agency Fund 46,304,564 53,060,623 57,942,203
Total RDA 46,304,564 53,060,623 57,942,203
FTE by Fiscal Year 19.00 19.00 19.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 REDEVELOPMENT AGENCY
E-89
FY 2022 DEPT BUDGET
Personal Services
2,254,632
O & M
1,299,683
Charges & Services
30,100,552
Interest & Bon…
15,962,163
Capital Expenditures
8,325,173
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 REDEVELOPMENT AGENCY
E-90
DEPARTMENT OF SUSTAINABILITY
Organizational Structure
Fiscal Year 2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF SUSTAINABILITY
E-91
Department of Sustainability Overview
Vision Statement
The Sustainability Department supports the vision of leading the way on resilience and environmental
stewardship.
Mission Statement
The Sustainability Department develops goals and strategies to protect our natural resources, reduce
pollution, slow climate change, and establish a path toward greater equity, resiliency, and empowerment
for the community.
Department Overview
The Department of Sustainability aims to develop goals and strategies to protect our natural resources,
reduce pollution, slow climate change, and establish a path toward greater resiliency and vitality for all
aspects of our community. The Department is organized in two separate divisions: The Waste & Recycling
Division and the Environment & Energy Division. The Waste & Recycling Division is responsible for
managing the City’s regular refuse and recycling collection services and is funded by refuse collection
fees. The Environment & Energy Division develops plans and policies to preserve and improve our built
and natural environments and provide residents information on Salt Lake City's sustainability issues. This
division is funded primarily by landfill dividends and recycling proceeds when available. The Department
currently operates with 63 full-time equivalent positions (FTE’s).
Department Performance Measurement
Measure 2019 Actual 2020 Actual 2021 Target 2022 Target
Increase percent of residential waste stream diverted from the landfill through recycling and composting
38.75%39.29%≥40%≥40%
50% renewable electricity generation for municipal operations by 2023 13.70% (est.)13.00% (est.)≥13%≥13%
100% renewable electricity generation for community by 2030 14% (est.)18% (est.)≥15%≥18%
Reduce community greenhouse gas emissions 80% by 2040 4,805,478 (est.)4,498,525 (est.)4,620,000 4,620,000
SLCGreen Total social media followers (INSTAGRAM, Facebook, and Twitter) 15,954 17,624 18,250 19,250
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF SUSTAINABILITY
E-92
Salt Lake City Department of Sustainability
Vicki Bennett, Director
FY 2019-20 Actuals FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget FY 2021-22 FTE
DEPARTMENT BUDGET
Personal Services 5,065,175 5,431,882 5,664,486
O & M 199,981 301,399 308,099
Charges & Services 7,370,791 8,198,393 9,062,484
Interest & Bond Expense 2,004,922 1,952,294 2,778,676
Capital Expenditures 1,067,312 357,569 6,625,859
Transfers Out 427,354 273,900 273,900
Total Department of Sustainability 16,135,535 16,515,437 24,713,504
DIVISION BUDGETS
Environment & Energy 1,890,077 1,300,967 2,140,946 7.00
Waste & Recycling 14,245,458 15,214,470 22,572,558 56.00
Total Department of Sustainability 16,135,535 16,515,437 24,713,504
FUNDING SOURCES
Refuse Fund 16,135,535 16,515,437 24,713,504 63.00
Total Department of Sustainability 16,135,535 16,515,437 24,713,504
FTE by Fiscal Year 63.00 63.00 63.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF SUSTAINABILITY
E-93
FY 2022 Department Budget
Personal Services
5,664,486
O & M 308,099
Charges & Services
9,062,484
Interest & Bond Expense 2,778,676
Capital Expenditures
6,625,859
Transfers Out
273,900
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 DEPARTMENT OF SUSTAINABILITY
E-94
Non-Departmental
FY 2019-20 Actuals FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget
Governmental Transactions
Salt Lake City Arts Council 648,600 612,500 612,500
Retirement Payouts 645,887 635,000 696,000
Carpet and Paint for Plaza 349 135,576 0 0
Contract with U of U for Demographic Project 25,000 50,000 50,000
Sorenson Center w/ County 645,119 1,014,800 1,014,800
Jordan River Membership 14,108 14,000 14,000
Washington DC Consultant 0 75,000 75,000
Tuition Aid Program 315,578 300,000 300,000
Municipal Elections 263,533 0 275,000
Animal Services Contract 1,753,024 1,866,295 1,910,487
Annual Financial Audit 1,200 0 0
Interest Expense 0 315,000 315,000
Bonding/Note Expense 0 35,000 35,000
Jazz Festival 33,214 0 0
Annual Financial Audit 140,000 0 0
Council - Dignitary Gifts Rece 5,000 0 0
Police Department Body Cameras 0 1,200,000 1,293,000
Governmental Transactions Total 4,625,838 6,117,595 6,590,787
Inter-Governmental Transfers
Ground Transportation GF Expense 50,000 0 0
Public Utilities - Land Swap Payment 400,000 0 200,000
Capital Improvements Project Fund 10,359,150 9,885,957 8,201,851
Transfer to Debt Service Fund 11,048,864 9,553,418 9,503,618
Fire SCBA 210,000 197,000 197,000
Transfer to LBA for Fire Station Debt Service 495,701 0 0
Fleet Replacement Fund 11,893,100 5,165,600 10,269,716
Transfer to RDA 15,835,339 13,501,935 14,096,642
Transfer to Golf 181,000 246,000 0
Golf (Living Wage and CCAC Salary Adjustment Transfer 0 0 370,100
Golf Fund ESCO FY 2020 445,078 0 0
Golf Fund ESCO FY 2021 0 460,585 0
Golf Fund ESCO FY 2022 0 0 484,000
Golf ESCO Bonding Savings 0 -34,601
Golf Admin Fee Transfer 0 306,582 315,779
Golf IMS Transfer 0 200,000 200,000
Golf Fund Balance Deficit Transfer (One-time)500,000 500,000 500,000
Golf Course CCAC (One-time)65,000 0
Transfer to Water Fund (HIVE Pass Through)0 61,000 61,000
Housing Sales Tax Plan (Transfer to the Housing Fund)3,300,000 5,640,000 2,590,000
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-95
Transfer to Governmental Immunity 2,767,963 2,767,963 2,767,963
IFAS Account IMS Transfer 780,069 780,069 780,069
10 Year Plan - Airport Trail Reimbursement Required by FAA Corrective Action Plan 103,887 103,887 103,887
General Fund Costs for Streetlighting 101,386 124,420 124,420
Hive Pass Pass-Through Expense 867,240 1,260,000 1,260,000
Transit Sales Tax Plan (Transfer to the Transit Fund)0 4,800,000 0
Community Investment Priorities 0 1,669,138 1,000,000
Inter-Governmental Transfers Total 59,403,777 57,188,953 53,026,045
Interfund Charges
Information Management Services Fund 11,011,486 10,616,798 13,990,678
Risk Management Premium 2,164,702 2,164,883 2,247,617
Centralized Fleet Management 6,303,319 6,534,603 6,757,203
Interfund Charges Total 19,479,507 19,316,284 22,995,498
Municipal Contributions & Civic Support
Legal Defenders 1,615,967 1,292,774 1,292,774
SL Area Chamber of Commerce 0 50,000 50,000
Sugar House Park Authority 197,407 218,891 224,795
Diversity Outreach 0 3,000 3,000
Utah League of Cities and Towns 182,879 160,684 160,684
National League of Cities and Towns 62,107 11,535 11,535
Tracy Aviary 634,922 674,922 674,922
Sister Cities 1,853 10,000 10,000
ACE Fund (Previously Signature Events)239,666 200,000 200,000
Dignitary Gifts/Receptions/Employee Appreciation 25,657 20,000 20,000
Housing Authority Transitional Housing 84,160 85,000 85,000
Regional Economic Development Funding 108,000 108,000 108,000
US Conference of Mayors 0 12,242 12,242
Local Business Marketing Program 56,932 40,000 40,000
Utah Legislative / Local Lobby - Moved to Mayor's Office in 2020 38,314 0 0
Music Licensing Fees 0 7,000 7,000
Legislative Support - Council 16,923 0 0
Utah Foundation 10,000 10,000 10,000
Rape Recovery Center 30,000 30,000 30,000
YWCA - FJC Wrap Around Services 45,000 45,000 45,000
Homeless Res Center Refund 76,892 0 0
United Nations Conference Support 100,000 0 0
The Inn Between 0 30,000 0
Boards & Commission Honoraria 0 0 26,000
Salt Lake City Foundation 0 0 3,000
World Trade Center Membership 0 0 50,000
Municipal Contributions & Civic Support Total 3,526,678 3,009,048 3,063,952
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-96
Police Department and Racial Equity in Policing Funding
Commission on Racial Equity in Policing 0 100,000 120,000
Police Training 0 322,800 205,400
Police Department Social Worker Funding 0 2,411,727 822,719
FOF Police Department Social Worker Funding 0 139,390 589,390
Police Department Racial Equity in Policing 0 2,800,000 0
Racial Equity in Policing Commission Staff 0 0 190,000
Racial Equity in Policing Commission Peer Court 0 0 20,000
Racial Equity in Policing Holding Account 0 0 1,970,000
Police Department and Racial Equity in Policing Funding Total 0 5,773,917 3,917,509
Sales Tax Option: Housing Plan
Transit Key Routes 4,149,723 0 4,500,000
On-Demand Ride Services 0 0 1,100,000
Transit Pass Analysis 20,033 0 0
Outreach New Routes 120,635 0 100,000
Bus Service Mobilization 0 0 1,101,319
Salary Negotiation Holding Account 0 0 1,613,986
Sales Tax Option: Housing Plan Total 4,290,391 0 8,415,305
General Fund Total 91,326,192 91,405,797 98,009,096
Special Revenue Fund Accounting
CDBG Operating Funds 3,534,116 3,509,164 5,341,332
Downtown SID / CBID & Other 1,145,345 1,550,000 1,550,000
Salt Lake City Donation Fund 2,231,409 2,380,172 2,752,565
E911 Fund 4,033,127 3,789,270 4,056,856
Housing Loans and Trust 9,739,089 23,248,016 16,121,000
Miscellaneous Grants 12,661,999 8,261,044 16,937,971
Other Special Revenue 331,086 0 273,797
Total Special Revenue Fund Accounting 33,676,171 42,737,666 47,033,521
Debt Service Funds
Debt Service Funds 114,881,731 37,519,401 30,850,423
Special Improvement District Funds 195,731 3,000 3,000
Total Debt Service Funds 115,077,461 37,522,401 30,853,423
Capital Projects Funds
Capital Projects Fund 20,351,740 25,093,221 26,257,457
Impact Fees 11,359,049 0 0
Capital Projects Maintenance Fund 2,519,503 0 0
Total Capital Projects Funds 34,230,292 25,093,221 26,257,457
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-97
Funding Sources FY 2019-20 Actuals FY 2020-21 Adopted Budget
FY 2021-22 Recommended Budget
General Fund 97,714,093 91,695,897 98,009,096
Special Improvement Districts Funds 195,731 3,000 3,000
Miscellaneous Special Service District Fund 1,145,345 1,550,000 1,550,000
Emergency 911 4,033,127 3,789,270 4,056,856
CDBG Operating Fund 3,534,116 3,509,164 5,341,332
Misc Grants Operating Funds 12,661,999 8,261,044 16,937,971
Salt Lake City Donation Fund 2,231,409 2,380,172 2,752,565
Other Special Revenue Funds 331,086 0 273,797
Housing Funds 9,739,089 23,248,016 16,121,000
Debt Service Funds 114,881,731 37,519,401 30,850,423
Capital Projects Fund 20,351,740 25,093,221 26,257,457
Impact Fees Fund 11,359,049 0 0
Capital Projects Maintenance Fund 2,519,503 0 0
Non Departmental Total 280,698,018 197,049,185 202,153,497
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-98
Non-Departmental
The Non-departmental portion of the budget provides a financial reporting and budgeting section to
account for all General Fund monies transferred to other funds, grants, and other special revenue funds.
It provides accounting for funds that do not programmatically belong to any particular City department. It
includes an accounting of the City’s debt service and capital improvement programs. It is also used to
monitor disbursements of monies for civic organizations that provide a service on behalf of Salt Lake City
but are not legal entities of the City.
Policy Issues
Debt Service on Bonds -49,800
The proposed budget recommends changes to debt service including a $105,199 reduction on debt service on bonds and a $55,399 increase in ESCO debt costs.
CIP Projects -1,684,106
The proposed budget recommends a decrease of $1,684,106 in CIP projects. For more detail please refer to the CIP section of the budget book.
Contract for Animal Services 44,192
The amount required by the County for Animal Services will increase based on contract requirements.
Municipal Elections (One-Time)275,000
The budget includes one-time funding to be used to contract with Salt Lake County to conduct municipal elections in 2021.
Retirement Payouts 61,000
The budget includes additional funding toward covering an anticipated increase in the cost of retirement payouts.
Council Identified - Underserved Neighborhoods & Communities of Color (Remove One-Time)-1,669,138
One-Time funding set aside to meet potential community needs is being removed from the budget.
Fair Park International Market from Underserved Neighborhoods Holding Account 1,000,000
Funding has been set aside to assist with the Fair Park International Market to assist in the revitalization of the North Temple area.
Fleet Replacement Fund 5,104,116
Increased funding is being recommended for fleet replacement. This will an approximately $160,000 general fund increase to be used for Fire emergency vehicles. Funding Our Future sales tax option funds will be used for two vehicles for Engineering, and approximately $5,000,000 Streets equipment, Fire apparatus replacement, and concrete maintenance equipment.
Centralized Fleet Maintenance 315,600
The budget includes an increase in funding for the Fleet Divisions centralized fleet maintenance fund.
Golf Fund Transfer 191,313
An increase in funding for Golf is being recommended. This increase includes a slight adjustment to the ESCO payment transfer, living wage and CCAC salary adjustments, and an increase to the Golf admin fee transfer.
Information Management Services Fund Transfer 3,373,880
Funding is proposed to meet technology needs in the City. The funding will provide for the new City Employee Resource Planning (ERP) software as well as new support staff and increases in contractual and other supply costs.
Risk Management Fund Transfer 82,734
The budget includes an increase in the amount transferred to the Risk Management Fund.
Public Utilities Land Swap 200,000
The Public Utilities land swap payment was postponed during FY 2021. The budget reestablished the payment per the agreement the City entered into with Salt Lake County.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-99
Redevelopment Agency Fund Transfer 594,707
The amount of tax revenue attributed to the RDA is anticipated to increase over what was budgeted for FY 2021. Based on the estimates, the budget adjusts the base amount to be transferred from the General Fund to the RDA Fund. The costs are offset directly by revenue.
Boards and Commissions Honoraria 26,000
Funding is proposed to provide a stipend for those serving on Salt Lake City's boards and commissions.
Salary Contingency 1,613,986
Funding has been set aside to cover future anticipated salary items.
Salt Lake City Foundation 3,000
Funding is being recommended for overhead expenses for the Salt Lake City Foundation.
Sugar House Park Authority 5,904
The budget includes funding for inflationary increases for the Sugar House Park Authority.
World Trade Center Membership 50,000
Funding is being included for World Trade Center membership fees.
Police Officer Training -117,400
Police Department training funds were transferred to Non-Departmental in FY 2021 to allow the newly created Commission on Racial Equity in Policing an opportunity to review police training. A portion of this was one-time funding that is now being reduced.
Social Worker Program - Correcting Accounting Error -1,589,008
In the FY2021 budget funding for the Police Department Social Worker program was transferred to Non-Departmental. The transfer was doubled in error. The error was fixed in BA#7 in FY2021 and needs to be changed in the annual budget.
Sales Tax Option: Increased Funding for Mental Health Responders 450,000
This funding is recommended to increase the co-responder model that allow police officers and social workers to work together in responding to cases.
Racial Equity in Policing - Moved to Police Department -2,800,000
Funding moved from the Police department associated with the City's Racial Equity in Policing efforts is now being moved back from Non-Departmental to the Police department budget.
Commission on Racial Equity in Policing 20,000
Funding is proposed to provide an annual honoraria for those serving on the Racial Equity in Policing and for additional administrative costs of the commission.
Racial Equity in Policing Senior Staff Position 190,000
The REP Commission Senior Staff position will provide assistance to the Racial Equity in Policing Commission. The position will help facilitate the goals of the commission. The position will be housed in the Mayor's Office, but finding will be in Non Departmental.
Racial Equity in Policing Peer Court Support 20,000
Funding is being recommended to help support the non-profit Peer Court that is addressing juvenile judiciary needs in the City.
Racial Equity in Policing Holding Account 1,970,000
In the FY2021 budget $2.8 million was set aside for recommendations from the Commission on Racial Equity in Policing. The remaining funding is proposed to be held in a holding account to address additional recommendations from the commission.Sales Tax Option: Housing Plans - Moves and Reductions -3,050,000
Housing initiatives previously transferred to the Housing Trust Fund will be transferred to Community and Neighborhoods to ensure transparency and consistency with funding our future dollars.
Sales Tax Option: Transit Plan - Key Routes -200,000
The amount previously funded for bus service operational costs was determined to be too high. The service will continue uninterrupted with this reduction in funding.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-100
Sales Tax Option: Transit Plan - On-Demand Ride Services (Smaller Service Area)1,100,000
Funding for this pilot will provide on-demand service throughout the residential West Side giving residents corner-to-corner shared rides between home, neighborhood destinations, and fixed route transit stops. The service will be provided in partnership with UTA, and will be similar to UTA on Demand by Via service currently being piloted in southern Salt Lake County. The pilot could include electric vehicles in the fleet. Such a service would better serve West Side residents while also allowing for improvements in fixed route service, especially the planned 600 North / 500 East route.
Sales Tax Option: Transit Plan - Bus Service Mobilization for 1000 North Bus Route 1,101,319
The budget includes funding for the startup costs for bus service along 1000 North / South Temple planned to launch in Aug. 2022, including UTA recruitment of operators and mechanics, hiring, training, route planning and testing; initial vehicle lease payments during training and testing.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-101
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 NON-DEPARTMENTAL
E-102
This page intentionally left blank
STAFFING DOCUMENT
This section reflects the official staffing document for FY 2021-22. The staffing document inventories
individual positions and pay grade classifications within each division. It includes the total number of
authorized positions and job classifications for each department by division and fund. The total number
of all positions in the City is tallied on the initial summary page.
Any change made to the City staffing document that increased costs but did not increase the number of
positions was presented to the City Council for review. Any change in the total number of positions
requires the approval of the City Council.
The total numbers of positions are presented for the last two fiscal years (2019-20 and 2020-21), as well
as the staffing level for FY 2021-22. Changes from the previous fiscal year’s budget are noted and
explained in the column entitled Changes from FY 2020-21 to FY 2021-22.
Changes are noted as follows:
RECLASSIFICATIONS
•If a reclassification resulted in a pay grade change only, the notation would be, for example, Changed
to _________/from 29
•If a reclassification resulted in a change of title only, the notation would be, for example, Changed to
_________/from Personnel Director.
•If a reclassification resulted in a change of grade and title, the notation would be, for example,
Changed to_________/from Personnel Director (29)
REORGANIZATIONS
•If a position or part of a position has been transferred to a different part of the organization the
notation would be, for example, Transferred to_________/from Employee Services.
•If a percentage of the position were transferred, the notation would be, for example, .25 Transferred
to _________/from Employee Services.
•If a position or percentage of a position were transferred to another department, the notation would
be, for example, Transferred to Department of_________, Division of_________/from Employee Services.
•There will be offsetting notations in the receiving area of the organization to explain from where the
position or percentage of the position was transferred.
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-1
NEW POSITIONS
•A position which has been added to the official staffing document in Fiscal Year 2021-22 is noted as
New Position.
ELIMINATED POSITIONS
•A position which has been removed from the official staffing document for the FY 2021-22 is noted as
Position eliminated.
POSITION HELD VACANT
•A position which is being held vacant in the official staffing document for the fiscal year 2021-22 is
noted as Position held vacant.
POSITION TITLE ABBREVIATIONS
•H indicates an hourly position
•PT indicates a part-time position
•S indicates a seasonal position
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-2
STAFFING DOCUMENT SUMMARY
COMPARISON OF FISCAL YEARS 2019-20 THROUGH 2021-22
Budget Budget Budget FY 21-22
DEPARTMENT 2019-20 2020-21 2021-2022 Variance
GENERAL FUND
Attorney's Office 50.25 50.25 57.25 7.00
City Council 35.00 35.00 35.00 0.00
911 Communications Bureau 100.00 100.00 108.00 8.00
Community and Neighborhood 204.00 204.00 172.00 (32.00)
Economic Development 16.00 18.00 18.00 —
Department of Finance 69.70 69.70 71.70 2.00
Fire 366.00 366.00 374.00 8.00
Human Resources 22.05 21.20 26.05 4.85
Justice Courts 44.00 42.00 42.00 —
Mayor's Office 24.00 26.00 30.00 4.00
Police 711.00 711.00 714.00 3.00
Public Lands ——118.35 118.35
Public Services 341.35 329.35 249.00 (80.35)
Non-Departmental 0.00 0.00 0.00 0.00
GENERAL FUND TOTAL 1983.35 1972.50 2015.35 42.85
ENTERPRISE FUNDS
Airport 563.80 610.80 610.80 0.00
Golf 34.65 34.65 33.65 (1.00)
Public Utilities 427.00 435.00 452.00 17.00
Sustainability 63.00 63.00 63.00 0.00
ENTERPRISE FUND TOTAL 1088.45 1143.45 1159.45 16.00
INTERNAL SERVICE AND OTHER FUNDS
Information Mgmt Svcs 71.00 69.00 84.00 15.00
Fleet Management 45.00 45.00 45.00 0.00
Government Immunity 8.50 8.50 9.00 0.50
Risk Management 6.25 6.10 7.45 1.35
Transportation Fund 3.00 3.00 3.00 0.00
INTERNAL SERVICE & OTHER FUND TOTAL 133.75 131.60 148.45 16.85
REDEVELOPMENT AGENCY 19.00 32.00 32.00 0.00
TOTAL POSITIONS 3224.55 3279.55 3355.25 75.70
TOTAL GRANT FUNDED POSITIONS 0.00 1.00 27.00 26.00
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-3
OFFICE OF THE CITY COUNCIL
City Council
Council Person xxx 7.00 7.00 7.00
Executive Director 41 1.00 1.00 1.00
Deputy Director-City Council 39 1.00 1.00 1.00
Senior Advisor City Council 37 1.00 1.00 1.00
Associate Deputy Director -Council 37 1.00 1.00 1.00
Senior Public Policy Analyst 33 2.00 2.00 2.00
Operations Mgr/Mentor 31 0.00 0.00 1.00 Changed from Community Facilitator
Community Facilitator 31 1.00 1.00 0.00 Changed to Operations Mgr/Mentor
Public Policy Analyst II 31 3.00 3.00 3.00
Council Office Communication Director 31 1.00 1.00 1.00
Policy Analyst 31 1.00 1.00 1.00
Policy Analyst/Public Engagement 28 3.00 2.00 2.00
Public Engage/Comm Specialist II 28 0.00 1.00 1.00
Constituent Liaison/Public Policy Analyst 27 2.00 2.00 2.00
Public Engagement & Comm Special 26 0.00 2.00 2.00
Constituent Liaison 26 3.00 2.00 2.00
Assistant to Council Executive Director 25 1.00 1.00 1.00
Council Admin Asst 24 5.00 5.00 5.00
RPT Council Staff Asst 26 2.00 1.00 1.00
CITY COUNCIL TOTAL 35.00 35.00 35.00
OFFICE OF THE MAYOR
City Administration
Mayor xxx 1.00 1.00 1.00
Chief of Staff 41 1.00 1.00 1.00
Chief Administrative Officer 41 0.00 1.00 1.00
Deputy Chief of Staff 39 1.00 1.00 1.00
Senior Advisor 39 4.00 3.00 3.00
Communications Director 39 1.00 1.00 1.00
Communications Deputy Director 30 1.00 1.00 1.00
Policy Advisor 29 1.00 2.00 2.00
REP Commission Senior Staff Position 29 0.00 0.00 1.00 New Position
Associate Director of Community Empowerment 28 1.00 0.00 0.00
Community Liaison 26 3.00 5.00 5.00
ADA & Equity Program Coordinators 26 0.00 0.00 2.00 Transferred from Community & Neighborhood Dept.
Consumer Protection Analyst 16 0.00 0.00 1.00 Transferred from Finance Dept.
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-4
Executive Assistant 24 4.00 5.00 5.00
Office Manager Mayor's Office 24 1.00 1.00 1.00
Community Outreach Sp & E Coord 24 0.00 0.00 1.00 Changed from Census Coordinator (23)
Census Coordinator 23 1.00 1.00 0.00 Changed to Community Outreach Sp & E Coord (24)
Communication & Content Mgr 21 1.00 1.00 1.00
Administrative Assistant 19 2.00 2.00 2.00
Front Office Clerk 19 1.00 0.00 0.00
City Administration Total 24.00 26.00 30.00
OFFICE OF THE MAYOR TOTAL 24.00 26.00 30.00
911 COMMUNICATIONS BUREAU
911 Dispatch Director 38 1.00 1.00 1.00
911 Dispatch Deputy Director 29 1.00 1.00 1.00
911 Dispatch Operations Mgr 26 2.00 2.00 2.00
911 Dispatch Supervisor 24 10.00 10.00 10.00
911 Dispatch Dispatcher I-III 14-18 82.00 82.00 90.00 8 New Positions
911 Dispatch Dispatcher I-III Unfunded 14-18 3.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 1.00
911 COMMUNICATIONS BUREAU TOTAL 100.00 100.00 108.00
DEPARTMENT OF AIRPORTS
Office of the Executive Director
Executive Director 41 1.00 1.00 1.00
ORAT Director 39 1.00 1.00 1.00
Administrative Assistant -Appointed 24 1.00 1.00 1.00
Airport Construction Coordinator 18 1.00 1.00 1.00
Administrative Secretary 18 1.00 1.00 1.00
Office Technician II 15 0.00 1.00 1.00
Executive Director's Office Total 5.00 6.00 6.00
Public Relations Division
Director Airport Public Relations & Marketing 38 1.00 1.00 1.00
Air Service Development Manager 31 0.00 0.00 1.00 Changed from Senior Manager Air Services Development
Senior Manager Air Services Development 31 1.00 1.00 0.00 Changed to Air Service Development Manager
Airport Communication Manager 30 0.00 0.00 1.00 Changed from Airport Community Outreach Manager
Airport Community Outreach Manager 30 1.00 1.00 0.00 Changed to Airport Communication Manager
Airport Communication Coordinator 25 0.00 0.00 1.00 Changed from Airport Public Relations Manager
Airport Public Relations Manager 30 1.00 1.00 0.00 Changed to Airport Communication Coordinator
Public Relations Total 4.00 4.00 4.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-5
Planning and Environmental Division
Director of Airport Plan/Cap Program 39 1.00 1.00 1.00
Airport Environmental Program Manager 33 1.00 1.00 1.00
Airport Senior Planner 30 2.00 2.00 3.00 1 changed from Airport Principal Planner
Airport Principal Planner 27 1.00 1.00 0.00 Changed to Airport Senior Planner
Airport Senior Environmental Sustainability Coordinator 31 0.00 0.00 1.00 Changed from Airport Environmental Sustainability Coordinator
Airport Environmental Sustainability Coord 26 1.00 1.00 0.00 Changed to Senior Airport Environmental Sustainability Coordinator
Airport Planning Programs Coordinator 25 0.00 0.00 1.00 Changed from Associate Planner
Associate Planner 24 1.00 1.00 0.00 Changed to Airport Planning Programs Coordinator
Environmental Specialist II 26 0.00 0.00 1.00 Changed from Environmental Specialist I
Environmental Specialist I 23 1.00 1.00 0.00 Changed to Environmental Specialist II
Office Facilitator II 19 1.00 1.00 1.00
Planning & Environmental Total 9.00 9.00 9.00
Finance and Accounting Division
Director of Finance and Accounting 39 1.00 1.00 1.00
Airport Controller 37 1.00 1.00 1.00
Airport Finance Manager 37 2.00 1.00 1.00
Construction Finance Manager 33 0.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 1.00
Financial Analyst III 29 1.00 1.00 1.00
Auditor III 28 1.00 1.00 1.00
Auditor II 23 0.00 0.00 1.00 Changed from Accountant I
Warehouse Supervisor 24 1.00 0.00 0.00
Accountant III 27 5.00 5.00 5.00
Accountant II 21 3.00 3.00 3.00
Airport Procurement Specialist 21 1.00 0.00 0.00
Accountant I 18 1.00 1.00 0.00 Changed to Auditor II
Senior Warehouse Operator 15 2.00 0.00 0.00
Warehouse Sup Worker-Airport 14 2.00 0.00 0.00
Part-Time/Accounting Intern 0.50 0.50 0.50
Finance and Accounting Total 22.50 16.50 16.50
Maintenance Division
Director of Maintenance 39 1.00 1.00 1.00
Assistant Maintenance Director 36 0.00 0.00 4.00 3 changed from Airport Maintenance Superintendent, 1 changed from Technical Systems Program Mgr
Airport Maintenance Operations Superintendent 34 1.00 1.00 0.00 Changed to Assistant Maintenance Director
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-6
Airport Fleet Manager 33 1.00 1.00 1.00
Airport Maintenance Superintendent 32 2.00 2.00 0.00 Changed to Assistant Maintenance Director
Aviation Services Manager 31 1.00 1.00 2.00 1 changed from Facilities Maintenance Contract Coordinator
Airport Maintenance Ops Support Mgr 31 1.00 1.00 1.00
Airport Facilities Assets Manager 31 1.00 1.00 1.00
Airport Maintenance Manager 31 3.00 3.00 3.00
Facilities Maint Warranty/Commission Mgr 30 1.00 1.00 1.00
Technical Systems Program Mgr 29 2.00 3.00 2.00 1 changed to Assistant Maintenance Director
Tech Systems Analyst IV 28 0.00 0.00 1.00 Changed from Maintenance Electrician I (Apprentice)
Computer Maint Mgmt Systems Administrator 29 0.00 0.00 1.00 Changed from Computer Maint Systems Supervisor
Computer Maint Systems Supervisor 29 1.00 1.00 0.00 Changed to Computer Maint Mgmt Systems Administrator
Airport Fleet/Warehouse Operations Manager 27 1.00 1.00 1.00
Facility Maintenance Contract Administrator 27 1.00 1.00 1.00
Senior Facility Maint Supervisor 27 2.00 3.00 3.00
Senior Airport Grounds/Pavement Supervisor 27 4.00 4.00 4.00
Plant Coordinator Supervisor 27 1.00 1.00 0.00 Changed to Airport Maintenance Supervisor
Aviation Srvs Tech Sys Adm 27 1.00 1.00 1.00
Civil Maint Warranty 26 1.00 1.00 1.00
Facility Maintenance Manager 26 2.00 2.00 0.00 Changed to Facility Maintenance Coordinator
HVAC Specialist 25 1.00 1.00 1.00
Fleet Management Services Supervisor 25 4.00 4.00 4.00
Facility Maint Supervisor 25 21.00 21.00 13.00 8 changed to Airport Maintenance Supervisor
Airport Signs Graphic Design Supervisor 25 1.00 1.00 1.00
Facility Maintenance Coordinator 25 21.00 21.00 25.00 2 changed from Facility Maintenance Manager, 2 from Facilities Contract Compliance Specialist
Airport Maintenance Supervisor 25 0.00 1.00 10.00 8 FTE's changed from Facility Maint Supervisor, 1 from Plant Coordinator Supervisor
Electronic Security Technician 24 14.00 14.00 12.00 2 changed to Airfield Maintenance Electrician
Management Analyst 24 1.00 1.00 1.00
Warehouse Supervisor 24 0.00 1.00 1.00
Airport Grounds/Pavement Super 23 1.00 1.00 1.00
Facility Maintenance Contract Coordinator 22 1.00 1.00 0.00 Changed to Aviation Services Manager
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-7
Facility Support Coordinator 26 0.00 0.00 4.00 2 changed from Painter II, 2 changed from General Maintenance Worker
Maintenance Electrician IV 22 20.00 22.00 3.00 19 changed to Airfield Maintenance Electrician
Airfield Maintenance Electrician 25 0.00 0.00 21.00 19 changed from Maintenance Electrician IV, 2 changed from Electronic Security Technician
Airfield Electrical Supervisor 27 0.00 0.00 4.00 3 changed from Carpenter II, 1 moved from Operations - Paging Operator
HVAC Tech II 21 8.00 8.00 8.00
Airport Lead Sign Technician 21 3.00 3.00 3.00
Senior Fleet Mechanic 21 4.00 6.00 5.00 1changed to Fleet Mechanic II
Plumber II 21 1.00 1.00 0.00 Changed to Airport Budget & Special Projects
Airport Procurement Specialist 21 0.00 1.00 0.00 Changed to Senior Warehouse Operator
Airport Budget & Special Projects Coordinator 20 1.00 1.00 2.00 Changed from Plumber II
Airport Maintenance Mechanic II 20 6.00 0.00 0.00
Airfield Maint. Equip. Operator IV 20 23.00 23.00 23.00
Airport Lighting & Sign Technician 20 3.00 5.00 5.00
Carpenter II 20 7.00 9.00 6.00 3 changed to Airfield Electrical Supervisor
General Maintenance Worker 20 2.00 8.00 6.00 2 changed to Facility Support Coordinator
Fleet Body Repair and Painter 20 1.00 1.00 1.00
Fleet Mechanic I/II 20 19.00 19.00 20.00 1 changed Senior Fleet Mechanic
Painter II 20 5.00 7.00 5.00 2 changed to Facility Support Coordinator
Office Facilitator I/II 19 1.00 1.00 1.00
Facilities Contract Compliance Specialist 19 0.00 8.00 6.00 2 changed to Facility Maintenance Coordinator
Facility Maint. Contract Repair Senior Repair Technician 19 2.00 0.00 0.00
Facility Maint Contract Repair Tech II 19 3.00 0.00 0.00
Senior Florist 18 1.00 1.00 1.00
Airfield Maint. Equipment Oper III 18 61.00 66.00 66.00
Maintenance Electrician I (Apprentice)17 1.00 1.00 0.00 Changed to Tech Systems Analyst IV
Senior Warehouse Operator 15 0.00 2.00 4.00 1 changed from Warehouse Sup Worker-Airport & 1 changed from Airport Procurement Specialist
Warehouse Sup Worker-Airport 14 0.00 2.00 1.00 1 changed to Senior Warehouse Operator
Fleet Services Worker 15 1.00 1.00 1.00
Intern 0.50 0.50 0.50
Maintenance Division Total 266.50 293.50 294.50
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-8
Engineering Division
Director - Airport Engineering 39 1.00 1.00 1.00
Engineer VII 36 2.00 2.00 2.00
Airport Architect 36 1.00 1.00 1.00
Senior Engineer Project Manager 34 1.00 1.00 1.00
Airport Senior Architectural Manager 34 1.00 1.00 1.00
Engineer VI 34 2.00 2.00 2.00
Senior Architect 33 1.00 1.00 1.00
Geographic Information System Mgr 33 1.00 1.00 1.00
Engineer V 33 1.00 1.00 1.00
Airport Surveyor 30 1.00 1.00 1.00
Engineering Construction Program Manager 29 1.00 1.00 1.00
Construction Manager 27 3.00 3.00 3.00
Engineering Tech VI 27 2.00 2.00 2.00
GIS Programmer Analyst 27 2.00 2.00 2.00
Engineering Tech V 24 3.00 3.00 3.00
Architectural Associate IV 24 1.00 1.00 1.00
Engineering Tech IV 23 1.00 1.00 1.00
Airport Construction Project Coordinator 23 1.00 1.00 1.00
Project Coordinator III 22 2.00 2.00 2.00
Airport Field Technician 22 1.00 1.00 1.00
Engineering Records Program Specialist 20 1.00 1.00 1.00
Office Facilitator I 18 1.00 1.00 1.00
Engineering Division Total 31.00 31.00 31.00
Operations Division
Chief Operating Officer 39 0.00 1.00 1.00
Director of Airport Operations 39 1.00 1.00 1.00
Assistant Operations Director 38 0.00 0.00 3.00 3 changed from Airport Operations - Superintendent
Airport Operations Superintendent - Security Comm 35 1.00 1.00 0.00 Changed to Assistant Operations Director
Airport Operations Superintendent - Landside 35 1.00 1.00 0.00 Changed to Assistant Operations Director
Airport Operations Superintendent - Terminals 35 1.00 1.00 0.00 Changed to Assistant Operations Director
Airport Operations Manager - Ground Transportation 31 1.00 1.00 1.00
Airport Operations Manager / Parking 31 1.00 1.00 1.00
Airport Operations Manager - Airfield 29 16.00 16.00 14.00 1 changed to Airport Operations Manager - Terminals, 1 changed to Airport Operations Manager - Customer Service
Airport Operations Manager Airfield/FBO 29 1.00 1.00 1.00
Airport Operations Manager - Terminals 29 1.00 1.00 2.00 Changed from Airport Operations Manager - Airfield
Airport Operations Manager -Safety 29 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-9
Airport Operations Manager - Security 29 1.00 1.00 1.00
Airport Operations Manager / Communications 29 1.00 1.00 1.00
Airport Operations Manager - Customer Service 29 0.00 0.00 1.00 Changed from Airport Operations Manager - Airfield
Airport Customer Service Supervisor 23 0.00 0.00 1.00 Changed from Airport Operations Supervisor - Airfield
Airport Training Coordinator 26 0.00 1.00 1.00
Safety Program Coordinator 26 1.00 1.00 3.00 1 changed from Airport Landside Operations Supervisor, 1 changed from Airport Operations Specialist - Airfield
Airport Operations Supervisor - Airfield 25 1.00 1.00 0.00 Changed to Airport Customer Service Supervisor
Airport Landside Operations Supervisor 25 13.00 13.00 12.00 Changed to Safety Program Coordinator
Airport Operations Duty Agent Supervisor 25 0.00 1.00 1.00
Airport Operations Supervisor / Access Control 25 1.00 1.00 1.00
Airport Operations Access Control Coordinator 23 0.00 0.00 1.00 Changed from Airport Landside Operations Officer
Management Analyst 24 1.00 1.00 1.00
Office Facilitator II 19 0.00 0.00 1.00 Changed from Senior Secretary
Airport Operations Supervisor / Communications 24 5.00 5.00 5.00
Airport Operations Training Supervisor Communications 24 1.00 1.00 1.00
Engagement Coordinator 24 1.00 1.00 1.00
Airport Operations Specialists - Airfield 23 22.00 22.00 21.00 Changed to Safety Program Coordinator
Airport Operations Specialists - Terminal 23 25.00 25.00 25.00
Airport Operations Customer Service Representative 23 1.00 1.00 2.00 Changed from Senior Secretary
Airport Operations Agent - FBO 23 6.00 6.00 6.00
Airport Operations Duty Agent 23 0.00 14.00 14.00
Employment Services Coordinator 21 1.00 2.00 1.00 Changed to Airport Operations Coordinator
Airport Commercial Vehicle Ins 18 3.00 3.00 3.00
Airport Landside Operations Officer 18 37.00 37.00 36.00 Changed to Airport Operations Access Control Coord
Air Operations Security Spec 17 2.00 2.00 2.00
Airport Operations Lead Coordinator 17 4.00 4.00 4.00
Airport Operations Coordinator 16 0.00 0.00 14.00 8 changed from Airport Operations Coord II, 5 changed from Airport Operations Coord I, 1 changed from Employment Services Coordinator
Airport Operations Coord II 16 8.00 8.00 0.00 Changed to Airport Operations Coordinator
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-10
Senior Secretary 15 3.00 3.00 0.00 Changed to Office Facilitator II, Airport Operations Customer Service Rep, Part-Time Operations Intern
Access Control Specialist 15 5.00 7.00 7.00
Office Technician II 15 0.00 1.00 1.00
Airport Operations Coord I 14 5.00 5.00 0.00 Changed to Airport Operations Coordinator
Paging Operator 10 1.00 1.00 0.00 Moved to Maintenance - Airfield Electrical Sup
Part-Time Operations Technician 1.50 1.50 2.50 Changed from Senior Secretary
Part-Time Operations Intern 1.00 1.00 1.00
Regular Part-Time/Paging Operator 10 0.30 0.30 0.30
Operations Division Total 176.80 197.80 196.80
Commercial Services Division
Director Administration and Commercial Services 39 1.00 1.00 1.00
Commercial Manager Airport 35 1.00 1.00 1.00
Contracts & Procurement Manager 35 1.00 1.00 1.00
Property & Real Estate Manager 35 1.00 1.00 1.00
Business Development Manager 32 1.00 1.00 1.00
Airport Tenant Relations Coordinator 27 1.00 1.00 1.00
Airport Property Specialist II 27 1.00 1.00 3.00 1 changed from Airport Property Specialist I, 1 changed from Contracts Specialist II
Airport Contract Specialist I 27 1.00 2.00 2.00
Commercial Program Specialist 27 0.00 1.00 1.00
Airport Contracts Specialist II 26 1.00 1.00 0.00 Changed to Airport Property Specialist II
Airport Risk Manager 29 0.00 0.00 1.00 Changed from Airport Risk Management Coordinator
Airport Risk Management Coordinator 24 1.00 1.00 0.00 Changed to Airport Risk Manager
Airport Property Specialist I 24 2.00 2.00 1.00 Changed to Airport Property Specialist II
Admin Assistant / GRAMA Coord 22 1.00 1.00 1.00
Administrative Secretary II 21 0.00 0.00 1.00 Changed from Administrative Secretary
Administrative Secretary 18 1.00 1.00 0.00 Changed to Administrative Secretary II
Commercial Services Division Total 14.00 16.00 16.00
Information Technology Services Division
Airport Information Management Services Director 39 1.00 1.00 1.00
Airport Information Technology Manager 36 1.00 1.00 1.00
Airport Special Systems Manager 36 0.00 0.00 1.00 Changed from Airport Tech Systems Superintendent
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-11
Airport Tech Systems Superintendent 36 1.00 1.00 0.00 Changed to Airport Special Systems Manager
Software Engineer III 34 1.00 1.00 1.00
Network Engineering Team Manager 34 0.00 0.00 1.00 Changed from Network System Engineer II
Network System Engineer III 33 1.00 1.00 3.00 2 changed from Network System Engineer II
Network System Engineer II 31 4.00 4.00 1.00 2 changed to Network System Engineer III, 1 FTE changed to Network Engineering Team Manager
Software Support Admin II 30 1.00 1.00 1.00
Technical System Program Manager 29 3.00 3.00 3.00
Network Support Team Manager 29 1.00 1.00 1.00
Network Support Administrator III 27 8.00 8.00 7.00 Changed to Network Support Administrator II
Technical Systems Analyst IV 27 1.00 1.00 1.00
Technical Systems Analyst III 26 1.00 1.00 0.00 Changed to Technical Systems Analyst II
Network Support Administrator II 25 8.00 9.00 10.00 Changed from Network Support Administrator III
Technical Systems Analyst II 24 1.00 2.00 3.00 Changed from Technical Systems Analyst III
Network Support Administrator I 23 2.00 2.00 2.00
Information Technology Services Division Total 35.00 37.00 37.00
SLC DEPT OF AIRPORTS TOTAL 563.80 610.80 610.80
OFFICE OF THE CITY ATTORNEY
Office of City Attorney
City Attorney 42 1.00 1.00 1.00
Office Manager 21 1.00 1.00 1.00
Office of City Attorney Total 2.00 2.00 2.00
Legal Support
General Fund
Deputy City Attorney 41 1.00 1.00 1.00
Division Chief Senior City Attorney 0.00 0.00 2.00 2 changed from Senior City Attorney
Senior City Attorney 39 9.50 9.50 8.50 1 New Position BA#5, 2 changed to Division Chief Senior City Attorney
Assistant City Attorney 34 0.50 0.50 0.50
First Assistant City Prosecutor 34 2.00 2.00 2.00
Assistant City Prosecutor 29 3.00 3.00 3.00 1 changed from Associate City Prosecutor
Associate City Prosecutor 26 9.00 9.00 12.00 3 New Positions; 1 changed to Assistant City Prosecutor
Paralegal 21 4.50 4.50 4.50
Prosecutor Law Office Manager 21 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-12
Legal Secretary III 18 1.00 1.00 3.00 New Position BA#5, 1 changed from Government Immunity
Senior Prosecutor Assistant 17 3.00 3.00 6.00 3 changed from Prosecutor Assistant
Prosecutor Assistant 16 7.00 7.00 4.00 3 changed to Senior Prosecutor Assistant
Legal Support Total 41.50 41.50 47.50
City Recorder
City Recorder 33 1.00 1.00 1.00
Asst City Recorder Operations 26 1.00 1.00 0.00 1 changed to Minutes and Records Clerk
Asst City Recorder Records Spec 26 1.00 1.00 0.00 1 changed to Minutes and Records Clerk
Minutes and Records Clerk 19 0.00 0.00 2.00 1 changed from Asst City Recorder Operations; 1 changed from Asst City Recorder Records Spec.
Deputy Recorder 26 2.00 2.00 3.00 1 New Position BA#5, changed from grade 19 to 26
Senior Records Technician 18 1.00 1.00 0.00 1 changed to Associate Records Technician
Associate Records Technician 18 1.00 1 changed from Senior Records TechnicianRPT/Records Clerk 0 0.75 0.75 0.75
City Recorder Total 6.75 6.75 7.75
Risk Management Fund
Risk Manager 34 1.00 1.00 1.00
Risk Management Specialist 24 1.00 1.00 1.00
Office Facilitator I 18 0.00 0.00 0.50 New Position
Subtotal of Risk Mgmt Fund 2.00 2.00 2.50
Governmental Immunity Fund
Division Chief Senior City Attorney 0.00 0.00 1.00 Changed from Senior City Attorney
Senior City Attorney 39 3.50 3.50 3.50 1 New Position BA#5, 1 changed to Division Chief
Assistant City Attorney 34 0.50 0.50 0.50
Claims Adjuster 24 0.00 1.00 1.00
Legal Secretary III 18 1.00 1.00 0.00 1 moved to general fund
Claims Specialist 15 1.00 0.00 0.00
Paralegal 21 2.50 2.50 2.50
Office Facilitator I 18 0.00 0.00 0.50 New Position
Subtotal of Gov Imm Fund 8.50 8.50 9.00
CITY ATTORNEY TOTAL 60.75 60.75 68.75
General Fund 50.25 50.25 57.25
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-13
Risk Management Fund 2.00 2.00 2.50
Governmental Immunity Fund 8.50 8.50 9.00
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS
CAN Admin Office of the Director
CAN Admin Office of the Director
CAN Director 41 1.00 1.00 1.00
CAN Deputy Director 37 1.00 1.00 2.00 1 New Position
CAN Financial & Administrative Services Dir 34 1.00 1.00 1.00
CARES Policy and Program Manager 32 1.00 2.00 1.00 1 Transferred to Engineering
Civic Engagement Mngr, Spec, Asst 21-31 0.00 4.00 0.00 4 Transferred to IMS Innovations Team
Civic Engagement Innovations Manager 32 1.00 0.00 0.00
CARES Real Property Mngr, Agent, Spec 21-31 1.00 4.00 4.00
CIP Manager, Specialist 25-31 0.00 2.00 2.00
CARES Capital Asset Division Manager 31 1.00 0.00 0.00
Civic Engagement Manager 31 1.00 0.00 0.00
CARES Real Property Agent 26 2.00 0.00 0.00
ADA & Equity Program Coordinators 26 0.00 2.00 0.00 2 Transferred to the Mayor's Office
ADA Community Liaison 26 1.00 0.00 0.00
Cares Capital Improv Program Specialist 25 1.00 0.00 0.00
Civic Engagement Program Spec 24 2.00 0.00 0.00
Small Business Loan Officer 24 1.00 0.00 0.00
Administrative Assistant 25 1.00 1.00 1.00
Special Projects Assistant 21 1.00 0.00 0.00
CARES Office Facilitator 18-19 1.00 0.00 0.00
CAN Admin Office of Director Total 18.00 18.00 12.00
Building Services
Building Official 35 1.00 1.00 1.00
Building Serv & Licensing Manager 32 3.00 3.00 3.00
Development Review Spvr, Sr, Planner I-III 25-30 0.00 8.00 1.00 7 Transferred to Planning
Development Review Supervisor 30 2.00 0.00 0.00
Economic Dev Business Coord 29 1.00 1.00 1.00
Plans Examiner Sr, Chief, I-III 25-29 0.00 10.00 10.00
Building Inspector Sr, I-III 19-29 0.00 22.00 22.00
Civil Enforcement Spvr, Insp, Officer I-III 17-29 0.00 9.00 9.00
Housing/Zoning Specialist 29 1.00 0.00 0.00
Senior Building Inspector 29 1.00 0.00 0.00
Chief Plans Examiner 29 1.00 0.00 0.00
Senior Plans Examiner 29 1.00 0.00 0.00
Senior Housing/Zoning Inspector 27 1.00 0.00 0.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-14
Sr. Development Review Planner 27 2.00 0.00 0.00
Housing/Zoning Legal Investigator 27 1.00 1.00 1.00
Building Inspector I-III 19-27 21.00 0.00 0.00
Fire Protection Engineer 29 2.00 1.00 1.00
Development Review Planner I- II 25 4.00 0.00 0.00
Plans Examiner I-II 25 6.00 0.00 0.00
Review Processor Supervisor 21 1.00 0.00 0.00
Office Facilitator II 19 2.00 0.00 0.00
Civil Enforcement Officer I- II 17-19 8.00 0.00 0.00
Office Facilitator I 18 1.00 0.00 0.00
Permit Processor I-II 14-16 4.00 5.00 5.00
Office Facilitator I-III, Sr Secretary 15-19 0.00 5.00 5.00
Senior Secretary 15 1.00 0.00 0.00
Office Technician II 15 1.00 0.00 0.00
Building Services Total 66.00 66.00 59.00
Engineering
City Engineer 39 1.00 1.00 0.00 1 Transferred to PS
Deputy City Engineer 36 0.00 1.00 0.00 1 Transferred to PS
Engineer II-VII 27-36 13.00 12.00 0.00 12 Transferred to PS
Architect City, Sr, Mngr, III 29-36 0.00 4.00 0.00 4 Transferred to PS
GIS Mngr, Coord, Anaylst, Spec 24-33 0.00 7.00 0.00 2 Transferred to IMS, 5 Transferred to PS
Survey City, Prof Land 26-30 0.00 3.00 0.00 3 Transferred to PS
City Architect 36 1.00 0.00 0.00
GIS Manager 33 1.00 0.00 0.00
Senior Architect 33 1.00 0.00 0.00
Financial Analyst IV 32 1.00 0.00 0.00
GIS Systems Coordinator 30 1.00 0.00 0.00
City Surveyor 30 1.00 0.00 0.00
Landscape Architect III 29 2.00 0.00 0.00
Financial Analyst III 29 0.00 1.00 0.00 1 Transferred to Y&F
Engineering Const Program Project Manager 29 3.00 3.00 0.00 3 Transferred to PS
Pub Way Concrete/Pave Manager 27 1.00 0.00 0.00
Engineering Technician IV-VI 23-27 8.00 9.00 0.00 9 Transferred to PS
GIS Programmer Analyst 27 2.00 0.00 0.00
Professional Land Surveyor/GIS Specialist 26 2.00 0.00 0.00
Engineering Support Services Manager 25 1.00 1.00 0.00 1 Transferred to PS
GIS Specialist 24 2.00 0.00 0.00
Civic Engagement Program Spec 24 1.00 1.00 0.00 1 Transferred to PS
GIS Tech II 23 1.00 0.00 0.00
Office Facilitator I-II 18-19 2.00 2.00 0.00 2 Transferred to PS
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-15
Eng Info and Records Spec 20 1.00 1.00 0.00 1 Transferred to PS
Engineering Total 46.00 46.00 0.00
Housing & Neighborhood Development
Director, HAND 35 1.00 1.00 1.00
Deputy Director HAND 33 1.00 1.00 1.00
HAND Policy and Prog Manager, Spec 26-32 0.00 5.00 5.00
Housing Program Manager 29 2.00 0.00 0.00
Homeless Manager, Coord 26-29 0.00 2.00 2.00
Homeless Manager 29 1.00 0.00 0.00
HAND Project Policy 29 1.00 0.00 0.00
Accountant III 27 1.00 1.00 1.00
Principal Planner 27 1.00 1.00 1.00
Project Manager Housing 27 1.00 0.00 0.00
Homeless Strategies & Outreach 26 1.00 0.00 0.00
Housing Dev Programs Specialist 26 1.00 0.00 0.00
Community Dev Grant Admin 26 2.00 3.00 3.00
CD Programs & Grant Specialist 25 1.00 0.00 0.00
Housing Rehab Spec, Officer I-II 22-25 0.00 5.00 5.00
Housing Rehab Specialist 25 2.00 0.00 0.00
Housing & Rehab Loan Officer 24 1.00 0.00 0.00
Housing Rehab Specialist I-II 22-23 2.00 0.00 0.00
Housing Loan Administrator 21 1.00 1.00 1.00
Office Facilitator I-II 18-19 1.00 1.00 2.00 1 New Position
Housing & Neighborhood Dev Total 21.00 21.00 22.00
Planning
Planning Director 37 1.00 1.00 1.00
Assistant Planning Director 35 1.00 1.00 1.00
Planning Manager 33 3.00 3.00 3.00
Planning Programs Supervisor 31 1.00 1.00 1.00
Development Review Spvr, Sr, Planner I-III 25-30 0.00 0.00 7.00 7 Transferred from Building Services
Planner Senior, Principal, Assoc 24-28 0.00 21.00 21.00
Senior Planner 28 8.00 0.00 0.00
Urban Designer 28 1.00 0.00 0.00
Principal Planner 27 10.00 0.00 0.00
Associate Planner 24 2.00 0.00 0.00
Administrative Secretary 18 2.00 2.00 2.00
Graphic Design Tech 15 1.00 1.00 1.00
Planning Total 30.00 30.00 37.00
Transportation
Director of Transportation Planning 35 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-16
Deputy Director of Transportation 36 1.00 1.00 1.00
Engineer II-VII 36 6.00 7.00 7.00
Transportation Program Manager 33 3.00 2.00 2.00
Transit Program Planner I-III 25.28 6.00 7.00 7.00
Traffic Control Center Super, Oper I-II 23-26 0.00 2.00 2.00
Traffic Control Center Super 26 1.00 0.00 0.00
Special Projects Analyst 24 1.00 0.00 0.00
Traffic Tech I-II 23 4.00 4.00 4.00
Traffic Control Center Oper I-II 23 0.00 0.00 0.00
Traffic Control Center I 21 1.00 0.00 0.00
Office Facilitator II, Tech 15-19 1.00 2.00 2.00
Office Technician I 12 1.00 0.00 0.00
Transportation Total 26.00 26.00 26.00
Youth & Family Division
Youth & Family Div Director 35 0.00 0.00 1.00 1 Transferred from PS
Associate Director Youth City 29 0.00 0.00 2.00 2 Transferred from PS
Financial Analyst III 29 0.00 0.00 1.00 1 Transferred from Engineering
Senior Community Programs Manager 26 0.00 0.00 1.00 1 Transferred from PS
Community Programs Manager 24 0.00 0.00 7.00 7 Transferred from PS
Events Coordinator Sorenson 21 0.00 0.00 1.00 1 Transferred from PS
Office Facilitator II 19 0.00 0.00 1.00 1 Transferred from PS
Office Tech II 15 0.00 0.00 1.00 1 Transferred from PS
Program Assistant 14 0.00 0.00 4.00 4 Transferred from PS
Youth City Coordinator 10 0.00 0.00 0.00
Youth & Family Total 0.00 0.00 19.00
COMMUNITY & NEIGHBORHOOD TOTAL 207.00 207.00 175.00
General Fund 204.00 204.00 172.00
1/4 Cent Transportation Fund 3.00 3.00 3.00
ECONOMIC DEVELOPMENT
Economic Development
Economic Development Director 41 1.00 1.00 1.00
Economic Development Deputy Director 37 1.00 1.00 1.00
Technology & Innovation Strategic Ind Advisor 34 0.00 1.00 1.00 Changed from 29 to 34
Director of Business Development 32 0.00 1.00 1.00 Changed from from 29 to 32.
Economic Development Manager 29 5.00 4.00 4.00
ED Project Coordinator 25 2.00 3.00 3.00
Office Manager 21 1.00 1.00 1.00
Economic Development Total 10.00 12.00 12.00
Arts Council
Arts Council Executive Director 32 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-17
Arts Council Assistant Director 29 1.00 1.00 1.00 Changed from 27 to 29
Arts Council Program Coordinator 25 2.00 2.00 2.00
Public Art Program Manager 25 1.00 1.00 1.00
Office Facilitator I 18 1.00 1.00 1.00
Arts Council Total 6.00 6.00 6.00
ECONOMIC DEVELOPMENT TOTAL 16.00 18.00 18.00
REDEVELOPMENT AGENCY
Redevelopment Agency
Chief Operating Officer 41 1.00 1.00 1.00
Deputy Chief Operating Officer 37 1.00 1.00 1.00
Senior Project Manager 33 2.00 2.00 2.00
Financial Analyst III 29 0.00 0.00 1.00
Project Manager 29 7.00 7.00 7.00
Communications Manager 29 0.00 0.00 1.00
Communications Coordinator 27 1.00 1.00 0.00
Property Administrator 26 1.00 1.00 1.00
Project Coordinator 24 1.00 1.00 1.00
Office Manager 21 1.00 1.00 1.00
Accountant II 21 1.00 1.00 0.00
Special Projects Assistant 21 1.00 1.00 1.00
Office Facilitator II Non-Union 19 0.00 0.00 2.00
Office Facilitator I 18 2.00 2.00 0.00
Redevelopment Agency Total 19.00 19.00 19.00
Gallivan Plaza
Custodian II 11 0.00 1.00 1.00
Office Technician I 12 0.00 1.00 1.00
General Maintenance Worker II 16 0.00 5.00 5.00
Office Facilitator II Non-Union 19 0.00 1.00 1.00
Plaza Marketing/Activities Supr 23 0.00 1.00 1.00
Gallivan Event Adv/Mktg Manager 25 0.00 2.00 2.00
Facilities Maintenance Supervisor 25 0.00 1.00 0.00
Operations Manager 31 0.00 0.00 1.00
Plaza & Comm Events Div Director 32 0.00 1.00 1.00
Redevelopment Agency Total 0.00 13.00 13.00
REDEVELOPMENT AGENCY TOTAL 19 32 32
FIRE DEPARTMENT
Office of the Fire Chief
Fire Chief 41 1.00 1.00 1.00
Deputy Chief 37 1.00 1.00 1.00
Assistant Fire Chief 35 2.00 2.00 2.00
Administrative Secretary II 21 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-18
Financial & Admin Svs Manager 32 0.00 1.00 1.00
Accountant I-III 18-27 0.00 2.00 3.00 1 New Position
Office of the Fire Chief Total 5.00 8.00 9.00
Community Relations
Battalion Chief 33 1.00 0.00 0.00
Captain 30 2.00 0.00 0.00
Recruiting/Outreach Specialist 20 1.00 0.00 0.00
Fire Fighter 22-27 1.00 0.00 0.00
Public Education Specialist 24 1.00 0.00 0.00
Community Relations Total 6.00 0.00 0.00
Finance
Financial & Admin Svs Manager 32 1.00 0.00 0.00
Accountant I-III 18-27 2.00 0.00 0.00
Finance Total 3.00 0.00 0.00
Logistics
Battalion Chief 33 1.00 0.00 0.00
Captain 30 2.00 0.00 0.00
Fire Fighter 22-28 3.00 0.00 0.00
Fire Logistics Coordinator 19 1.00 0.00 0.00
Support Services Total 7.00 0.00 0.00
Communications Division
Director Emergency Communications 29 1.00 0.00 0.00
Public Safety Technology Systems Coordinator 24 1.00 0.00 0.00
Communication Tech 20 1.00 0.00 0.00
Communications Division Total 3.00 0.00 0.00
Training
Battalion Chief 33 1.00 0.00 0.00
Captain 30 3.00 0.00 0.00
Fire Fighter 22-28 1.00 0.00 0.00
Fire Logistics Coordinator 19 1.00 0.00 0.00
Office Facilitator II 19 1.00 0.00 0.00
Training Total 7.00 0.00 0.00
Operations
Battalion Chief 33 6.00 6.00 6.00
Captain 30 52.00 65.00 65.00
Fire Fighter 22-27 197.00 222.00 222.00
Fire Fighter Unfunded 22-27 10.00 10.00 10.00
Operations Total 265.00 303.00 303.00
Airport Operations
Battalion Chief 33 1.00 0.00 0.00
Captain 30 10.00 0.00 0.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-19
Fire Fighter 22-27 30.00 0.00 0.00
Operations Total 41.00 0.00 0.00
Emergency Medical
Battalion Chief 33 1.00 0.00 0.00
Captain 30 2.00 0.00 0.00
Fire Fighter 22-27 8.00 0.00 0.00
Community Health Care Paramedic 24 1.00 0.00 0.00
Office Facilitator II 19 1.00 0.00 0.00
Emergency Medical Total 13.00 0.00 0.00
Fire Prevention
Battalion Chief 33 1.00 0.00 0.00
Captain 30 3.00 0.00 0.00
Fire Fighter 22-27 7.00 0.00 0.00
Fire Prevention Specialist 17 3.00 0.00 0.00
Office Facilitator II 19 2.00 0.00 0.00
Fire Prevention Totals 16.00 0.00 0.00
Fire Administrative Services
Battalion Chief 33 0.00 6.00 7.00 1 Transferred from Police & Reclassified from Emergency Management Program Director
Captain 30 0.00 12.00 14.00 2 New Positions
Recruiting/Outreach Specialist 20 0.00 1.00 1.00
Fire Fighter 22-27 0.00 21.00 21.00
Community Health Care Paramedic 24 0.00 2.00 2.00
Public Education Specialist 24 0.00 1.00 1.00
Fire Logistics Coordinator 19 0.00 2.00 2.00
Director Emergency Communications 29 0.00 1.00 1.00
Public Safety Technology Systems Coordinator 24 0.00 1.00 1.00
Communication Tech 20 0.00 1.00 1.00
Emergency Mgt Multi-Language Media Coordinator 25 0.00 0.00 1.00 1 Transferred from Police
Emergency Mgt Training Program Specialist 24 0.00 0.00 1.00 1 Transferred from Police
Community Preparedness Coordinator 23 0.00 0.00 1.00 1 Transferred from Police
Emergency Mgt Critical Infrastructure Liaison 18 0.00 0.00 1.00 1 Transferred from Police
Office Facilitator II 19 0.00 3.00 3.00
Fire Prevention Specialist 17 0.00 3.00 3.00
Office Technician I 12 0.00 1.00 1.00
Fire Administrative Services Total 0.00 55.00 62.00
FIRE DEPARTMENT TOTAL 366.00 366.00 374.00
DEPARTMENT OF FINANCE
Accounting Total
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-20
Chief Financial Officer 41 1.00 1.00 1.00
Deputy Director 0.00 0.00 1.00 New Position
Business Sys Analyst Team Lead 33 0.00 1.00 1.00
Controller 39 1.00 1.00 1.00
Business Sys Analyst II 30 1.00 1.00 1.00
Financial Systems Admin 30 1.00 0.00 0.00
Payroll & Accounting Manager 30 1.00 1.00 1.00
Business Analyst 0.00 0.00 1.00 New Position
City Payroll Administrator 26 2.00 2.00 2.00
Grants Acq/Project Coordinator 25 2.00 2.00 2.00
Sr Payroll Specialist 23 1.00 1.00 1.00
Payroll Kronos Specialist 22 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
City A/P Coordinator 20 2.00 2.00 2.00
Accounting Total 14.00 14.00 16.00
Financial Reporting/Budget
Deputy Controller 35 1.00 1.00 1.00
Financial Analyst IV 32 1.00 2.00 2.00
Financial Analyst IV (RDA)32 1.00 1.00 1.00
Accountant IV 29 1.00 0.00 0.00
Staffing/Position Control Specialist 22 1.00 1.00 1.00
Property Control Agent 22 1.00 1.00 1.00
Financial Reporting/Budget 6.00 6.00 6.00
Internal Audit & Financial Analysis
Director Int Audit & Fin Analysis 36 1.00 1.00 1.00
Sr Financial Analyst Auditor 32 4.00 4.00 4.00
Financial Analyst I 21 1.00 1.00 1.00
Internal Audit & Financial Analysis Total 6.00 6.00 6.00
Revenue & Collections
Director Revenue & Collections 36 1.00 1.00 1.00
Collections Manager 30 1.00 1.00 1.00
City Licensing Manager 29 1.00 1.00 1.00
Financial Analyst IV 32 0.00 1.00 1.00
Financial Analyst III 29 2.00 1.00 1.00
Landlord/Tenant License Supervisor 24 1.00 1.00 1.00
Financial Analyst I 21 1.00 1.00 1.00
Lead Collections Officer 22 1.00 1.00 1.00
Collections Officer 20 4.00 4.00 4.00
Consumer Protection Analyst 0.00 0.00 0.00 New Position BA#5, transferred to Mayors Office
Business License Officer 17 2.00 3.00 3.00
Business License Processor II 16 4.00 3.00 3.00
Business License Processor I 14 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-21
Revenue & Collections Total 19.00 19.00 19.00
Civil Action Unit
Lead Hearing Officer Referee Coord.19 1.00 1.00 1.00
Hearing Officer Referee Coord II 18 2.00 2.00 2.00
Hearing Officer Referee Coord I 15 0.00 0.00 0.00
Civil Action Unit 3.00 3.00 3.00
Purchasing
Chief Procurement Officer 33 1.00 1.00 1.00
City Contracts Administrator 29 1.00 1.00 1.00
Sr Purchasing Consultant 27 1.00 1.00 1.00
Procurement Specialist II 25 1.00 0.00 0.00
Procurement Specialist I 24 1.00 2.00 2.00
Contract Development Specialist 23 3.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 1.00
Contracts Process Coordinator 17 1.00 1.00 1.00
Purchasing Total 10.00 10.00 10.00
Treasurer's Office
City Treasurer 39 1.00 1.00 1.00
Deputy Treasurer 33 1.00 1.00 1.00
Cash & Investment Manager 33 1.00 1.00 1.00
Financial Analyst IV 32 2.00 2.00 2.00
Cashier Administrator 24 1.00 1.00 1.00
Financial Analyst I 21 1.00 1.00 1.00
City Payment Processor 15 2.00 2.00 2.00
Treasurer's Office Total 9.00 9.00 9.00
Policy & Budget
City Budget Director 36 1.00 1.00 1.00
Senior Budget & Policy Analyst 32 1.00 1.00 1.00
Policy & Budget Analyst 29 1.00 1.00 1.00
Budget and Policy Total 3.00 3.00 3.00
FINANCE 70.00 70.00 72.00
General Fund 69.70 69.70 71.70
Risk Fund 0.30 0.30 0.30
DEPARTMENT OF HUMAN RESOURCES
Human Resource Administrative SupportChief Human Resource Officer 41 0.00 0.80 0.80
Human Resource Mgmt Director 41 0.80 0.00 0.00
Deputy Chief Human Resource Officer 37 0.00 0.00 0.85 Changed from Human Res Deputy Director
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-22
Human Resource Deputy Director 37 0.85 0.00 0.00 New position BA#5, changed to Deputy Chief Human Resource Officer BA#7
Civilian Review Board Investigator 35 1.00 1.00 1.00
Human Resource Program Mgr II 34 1.00 1.00 1.00
Recruiting & Onboarding Mgr 32 1.00 1.00 1.00
HRIS Business Analyst 30 0.80 0.80 0.80
Human Resources Supervisor - Recruitment 30 0.00 0.00 1.00 New Position
HRIS Business Analyst 30 0.00 0.00 1.00 New Position
Compensation and Classification Anaylst 29 0.00 1.00 1.00
Human Resources Leave Specialist 29 0.00 0.80 0.80
Senior HR Recruiter 29 0.00 1.00 1.00
Human Resource Leave Coordinator 27 0.80 0.00 0.00
Employee Marketing & Communications 25 0.80 0.80 0.00 Changed to Human Resource Business Partner II (29)
HR Office Administrator 25 1.00 1.00 1.00
Senior Benefits Analyst 27 0.00 0.00 1.00 Changed from Benefits Analyst (25)
Benefits Analyst 25 1.00 1.00 0.00 Changed to Senior Benefits Analyst (27)
HR Recruiter 25 0.00 1.00 1.00
HR Admin & Onboarding Specialist 21 2.00 2.00 0.00 Changed to Sr HR Tech (19), Assoc HR Recruiter (21)
Associate HR Recruiter 21 0.00 0.00 1.00 Changed from HR Admin & Onboarding Specialist (21)
Senior HR Technician 19 0.00 0.00 1.00 Changed from HR Admin & Onboarding Specialist (21)
Senior HR Technician 19 0.00 0.00 2.00 New positions
Administrative Support Total 11.05 13.20 17.25
Departmental Consultants
Human Resource Program Mgr II 34 0.00 0.00 0.00
Employee Relations/EEO Manager 34 0.00 1.00 1.00
Labor & Employee Relations 34 1.00 0.00 0.00
Human Resource Program Specialist 30 1.00 0.00 0.00
Human Resource Business Partner II 29 0.00 5.00 5.80 Changed from Employee Marketing & Comm (25)
Senior Human Resource Consultant 29 6.00 0.00 0.00
Human Resource Consultant 25 1.00 0.00 0.00
Human Resource Associate 22 0.00 0.00 0.00
Departmental Consultants Total 9.00 6.00 6.80
Training
Education Program Manager 32 1.00 1.00 1.00
Learning and Development Specialist 27 0.00 0.00 1.00 Changed from Training & Development Coord (24)
Training & Development Coordinator 24 1.00 1.00 0.00 Changed to Learning and Development Specialist (27)
Human Resource Management Total 2.00 2.00 2.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-23
Benefits
Chief Human Resource Officer 41 0.00 0.20 0.20
Human Resource Mgmt Director 41 0.20 0.00 0.00
Human Resource Deputy Director 37 0.15 0.00 0.15
Human Resource Program Mgr II 34 1.00 1.00 1.00
HRIS Business Analyst 30 0.20 0.20 0.20
Human Resources Supervisor - Benefits 30 0.00 0.00 1.00 New Position
Human Resource Leave Specialist 29 0.00 0.20 0.20
Human Resource Leave Coordinator 27 0.20 0.00 0.00
Human Resource Business Partner II 29 0.00 0.00 0.20 Changed from Employee Marketing & Comm (25)
Employee Marketing & Communications 25 0.20 0.20 0.00 Changed to Human Resource Business Partner II (29)
Senior Benefits Analyst 27 0.00 0.00 1.00 Changed from Benefits Analyst (25)
Benefits Analyst 25 2.00 2.00 1.00 Changed to Senior Benefits Analyst (27)
Benefits Total 3.95 3.80 4.95
Human Resources Total 26.00 25.00 31.00
General Fund 22.05 21.20 26.05
Risk Fund 3.95 3.80 4.95
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Department Leadership and Administration
Chief Information Officer 41 1.00 1.00 1.00
Financial Analyst II-III 24-29 1.00 0.00 0.00
Solution Manager 34 4.00 0.00 0.00
Executive Assistant 24 1.00 0.00 0.00
Department Leadership and Administration Totals 7.00 1.00 1.00
Financial Services
Financial Manager I 33 0.00 1.00 1.00
Financial Analyst II-III 24-29 0.00 0.00 2.00 The titles of these individuals have been renamed. This does not affect the pay of these employees.
Asset Management Administrator 26 0.00 1.00 0.00
Inventory Control Specialist 24 0.00 1.00 0.00
Purchasing and Administration Totals 0.00 3.00 3.00
Infrastructure Technology Services (ITS)Chief Information Security Officer 38 1.00 1.00 1.00
Network Engineering Team Manager 34 0.00 1.00 2.00 New Position - ERP Manager
Network Security Manager 34 3.00 0.00 0.00
Network Systems Engineer I-III 27-33 7.00 9.00 12.00 New Position - Cyber security, Unified communications, and Enterprise Backup and Wireless.
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-24
INF Technology Support Manager 32 0.00 1.00 1.00
End User Team Manager 29 1.00 0.00 0.00
Dept Info tech Operation Team Lead 31 1.00 0.00 0.00
Network Support Administrator I - III 23-27 12.00 12.00 12.00
Asset Management Administrator 26 1.00 0.00 0.00
Inventory Control Specialist 24 1.00 0.00 0.00
Infrastructure Technology Services Totals 27.00 24.00 28.00
Geographical Information Systems
Chief Data Officer 38 0.00 0.00 1.00 Transferred from CAN
GIS Programmer Analyst 30 0.00 0.00 2.00 Transferred from CAN
Geo Info Systems (GIS) Coord 30 0.00 0.00 1.00 Transferred from CAN
Geographical Information Systems Totals 0.00 0.00 4.00
Software Services
Chief Technology Officer 38 1.00 1.00 1.00
Director of Software Services 37 0.00 0.00 0.00
Software Engineer Team Lead 36 0.00 1.00 1.00
Enterprise Application Architect 37 1.00 0.00 0.00
Geo Info Systems (GIS) Coord 30 1.00 1.00 0.00 This position was moved to the GIS Team
Software Lead 34 0.00 4.00 2.00 1 moved to Tech Solution Manager and 1 moved to Software Support Admin.
Sr Software Engineer 35 2.00 1.00 1.00
Software Engineering Data Admin 36 3.00 4.00 3.00 This position was moved to the GIS Team
Software Engineer I-III 27-33 6.00 5.00 5.00
Software Engineer Team Manager 37 1.00 1.00 1.00
Software Support Team Manager 34 3.00 0.00 0.00
Software Support Admin I-III 28-32 14.00 14.00 15.00 Moved from Software Lead
Tech Solution Manager 34 0.00 0.00 1.00 Moved from Software Lead
Software Support Totals 32.00 32.00 30.00
Media and Engagement Services
Video Production Manager 3 1.00 1.00 1.00
Multimedia Production Spec I-III 23-31 4.00 4.00 4.00
Civic Engagement Program Specialist 24 0.00 0.00 5.00 1 New Position. 4 transferred from General Fund
Multimedia Production Services Totals 5.00 5.00 10.00
Enterprise Project Management
Technology Solution Team Lead 36 0.00 1.00 1.00
INF Tech Project Manager 35 0.00 1.00 1.00
Software Lead 34 0.00 2.00 2.00
Solution Management Totals 0.00 4.00 4.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-25
Innovations Team
Chief Innovations Officer 36 0.00 0.00 1.00 New Position BA#6
Innovations Team Lead 33 0.00 0.00 1.00 New Position BA#6
Senior Innovations Consultant 30 0.00 0.00 2.00 New Position BA#6
Solution Management Totals 0.00 0.00 4.00
INFORMATION MGMT SVCS TOTALS 71.00 69.00 84.00
JUSTICE COURT
Justice Court
Criminal Court Judge 37 5.00 5.00 5.00
City Courts Director 33 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 1.00
Justice Court Section Manager 26 2.00 2.00 2.00
Justice Court Supervisor 24 2.00 2.00 2.00
Accountant II 21 1.00 1.00 1.00
Justice Court Case Managers 19 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Justice Court Lead Judicial Assistant 19 1.00 1.00 1.00
City Payment Processor 15 2.00 2.00 2.00
Justice Court Judicial Assistant III 17 11.00 0.00 0.00
Justice Court Judicial Assistant II 16 7.00 0.00 0.00
Justice Court Judicial Assistant I 15 9.00 0.00 0.00
Justice Court Judicial Assistant I,II,III 15-17 0.00 25.00 25.00
Justice Court Total 44.00 42.00 42.00
POLICE DEPARTMENT
Office of the Police Chief
Chief of Police 41 1.00 1.00 1.00
Assistant Chief 39 1.00 1.00 0.00 Changed to Deputy Chief (32) / Transferred to Investigative
Lieutenant--Police 32 1.00 1.00 1.00
Financial & Admin Services Manager 32 1.00 1.00 0.00 Transferred to Administration
Sergeant Police 29 1.00 1.00 4.00 Transferred from Patrol and Administration
Police Public Relations Director 29 1.00 1.00 0.00 Changed to Communications Administrative Director (37)
Communications Administrative Director 37 0.00 0.00 1.00 Changed from Police Public Relations Director (29)
Police Officer 19-25 5.00 8.00 8.00
Mental Health Professional 37 0.00 0.00 1.00 New Position
Accountant I-III 21-27 4.00 4.00 0.00 Transferred to Administration
Grant Acquis & Proj Fin Analyst 27 0.00 1.00 0.00 Transferred to Administration
Grants Acquisition/Project Coordinator 25 1.00 0.00 0.00
Community Programs Manager 24 0.00 0.00 1.00 Transferred from Patrol Bureau
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-26
Administrative Assistant Appointed 24 1.00 1.00 0.00 Changed to Executive Assistant
Executive Assistant 24 0.00 0.00 1.00 Changed from Administrative Assistant
Administrative Secretary I-II 18-21 1.00 1.00 1.00
Police Services Coordinator 20 1.00 1.00 0.00 Transferred to Administration
Graphic Design Specialist 23 0.00 1.00 1.00
Graphic Designer 18 1.00 0.00 0.00
Office Tech I-II 44545 1.00 1.00 1.00
Office of the Police Chief Total 21.00 24.00 21.00
Administration and Operational Support Bureau
Deputy Chief--Police 37 1.00 1.00 1.00
Captain--Police 34 4.00 4.00 1.00 Transferred to Training and Investigations
Lieutenant--Police 32 5.00 5.00 1.00 Transferred to Investigative
Sergeant--Police 29 18.00 18.00 2.00 Transferred to Investigative
Financial & Admin Services Manager 32 0.00 0.00 1.00 Transferred from Office of the Chief
Accountant I-III 21-27 0.00 0.00 4.00 Transferred from Office of the Chief
Grant Acquis & Proj Fin Analyst 27 0.00 0.00 1.00 Transferred from Office of the Chief
Police Services Coordinator 20 0.00 0.00 1.00 Transferred from Office of the Chief
Records Director 26 1.00 1.00 1.00
Crime Lab/Evidence Room Manager Director 29 30 1.00 1.00 1.00 Changed from Manager (29)
Police Officer I-III 19-25 118.00 147.00 7.00 Transferred to Investigative and Patrol
Public Safety Tech Systems Coordinator 24 1.00 1.00 1.00
Crime Lab Supervisor 24 1.00 1.00 1.00
Sr Police Intel Specialist 23 0.00 2.00 0.00 Transferred to Investigative
Police Intelligence Specialist 21 5.00 3.00 0.00 Transferred to Investigative
Forensic Scientist Lab Supervisor 27 1.00 1.00 1.00
Quality Assurance Manager 27 1.00 1.00 1.00
Sr Communications Tech 23 24 1.00 1.00 1.00 Changed to 24 from 23
Information Systems Supervisor 22 5.00 5.00 5.00
Forensic Scientist 21 5.00 5.00 5.00
Grama Coordinator/Paralegal 21 1.00 1.00 1.00
Fleet Mgt Services Supervisor Coordinator 18 1.00 1.00 1.00 Changed from Supervisor
Sr Police Information Specialist 15 13.00 13.00 13.00
Technical Support Specialist 15 5.00 5.00 5.00
Office Facilitator 18-19 0.00 2.00 1.00 Transferred to Investigative
Office Tech I-II 44545 3.00 1.00 1.00
Police Information Specialist 13 16.00 16.00 16.00
Crime Lab Technician I-II 16-19 15.00 15.00 15.00
Evidence Technician I-II 16 7.00 7.00 6.00 Changed to Evidence Supervisor
Evidence Supervisor 23 1.00 Changed from Evidence Technician (16)
Victim Advocate Program Coordinator 25 1.00 1.00 0.00 Transferred to Investigative
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-27
Victim Advocate 22 2.00 2.00 0.00 Transferred to Investigative
Gang Outreach Coordinator 15 1.00 1.00 0.00 Changed to Community Programs Manager (24) Transferred to Investigative
Crime Stats & Analysis Director 27 0.00 1.00 0.00 Transferred to Investigative
Crime Statistics & Analysis Supervisor 25 1.00 0.00 0.00
Emergency Management
Emergency Mgt Program Director 31 1.00 1.00 0.00 Moved to Fire Department
Emergency Management City Wide Training & Exercise Coord 24 1.00 1.00 0.00 Moved to Fire Department
Community Preparedness Coord.23 1.00 1.00 0.00 Moved to Fire Department
Emergency Management Asst Crit Infrastructure Liaison 18 1.00 1.00 0.00 Moved to Fire Department
Outreach Program Administrator 25 1.00 1.00 0.00 Moved to Fire Department
Administration 239.00 268.00 96.00
Patrol Operations Bureau
Deputy Chief--Police 37 1.00 1.00 1.00
Captain Police 34 4.00 4.00 3.00 Changed to Deputy Chief (37) / Moved to Training
Lieutenant--Police 32 17.00 18.00 12.00 Transferred to Investigative
Sergeant--Police 29 44.00 49.00 30.00 Transferred to Investigative and Training
Police Officer 19-25 348.00 310.00 279.00 Transferred to Investigative
Authorization - Early Hire Police Officer 19-25 20.00 20.00 0.00 Transferred to Training
Social Work Director 30 0.00 1.00 0.00 Transferred to Investigative
Social Work Manager 26 1.00 0.00 0.00
Social Work Case Worker 19 5.00 5.00 0.00 Transferred to Investigative
Community Programs Manager 24 1.00 1.00 0.00 Transferred to Office of the Chief
LCSW/Mental Health Counselor 24 4.00 4.00 0.00 Transferred to Investigative
Administrative Secretary I 18 1.00 1.00 0.00 Transferred to Training and Airport Bureau
Office Facilitator I-II 18-19 0.00 2.00 1.00 Transferred to Investigative
Office Tech I-II 44545 5.00 3.00 1.00 Transferred to Training and Airport Bureau
Patrol Operations 451.00 419.00 327.00
Investigative Bureau
Deputy Chief--Police 37 0.00 0.00 1.00 Transferred from Office of the Chief
Captain Police 34 0.00 0.00 2.00 Transferred from Administration
Lieutenant--Police 32 0.00 0.00 5.00 Transferred from Patrol
Sergeant--Police 29 0.00 0.00 18.00 Transferred from Patrol and Administration
Police Officer 19-25 0.00 0.00 111.00 Transferred from Patrol and Administration
Social Work Director 30 0.00 0.00 1.00 Transferred from Patrol
Social Work Manager 26 0.00 0.00 1.00 Transferred from Administration / Changed from LCSW (24)
Social Work Case Worker 19 0.00 0.00 8.00 Transferred from Patrol / New
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-28
LCSW/Mental Health Counselor 24 0.00 0.00 6.00 Transferred from Patrol / New
Victim Advocate Program Coordinator 25 0.00 0.00 1.00 Transferred from Administration
Victim Advocate 22 0 0 2 Transferred from Administration
Community Programs Manager 24 0.00 0.00 1.00 Transferred from Patrol / Changed from Gang Outreach Coordinator (15)
Crime Stats & Analysis Director 27 0.00 0.00 1.00 Transferred from Administration
Sr Police Intel Specialist 23 0.00 0.00 3.00 Transferred from Administration / New
Police Intelligence Specialist 21 0.00 0.00 3.00 Transferred from Administration
Office Facilitator I-II 18-19 0.00 0.00 3.00 Transferred from Patrol and Administration
Investigative Bureau 0.00 0.00 167.00
Training and Airport Bureau
Deputy Chief--Police 37 0.00 0.00 1.00 Changed from Captain / Moved from Operations
Captain Police 34 0.00 0.00 2.00 Transferred from Administration
Lieutenant--Police 32 0.00 0.00 5.00 Transferred from Patrol and Administration
Sergeant--Police 29 0.00 0.00 15.00 Transferred from Patrol
Police Officer 19-25 0.00 0.00 58.00 Transferred from Patrol and Administration
Authorization - Early Hire Police Officer 19-25 0.00 0.00 20.00 Transferred from Patrol
Administrative Secretary I 18 0.00 0.00 1.00 Transferred from Patrol
Office Tech I-II 44545 0.00 0.00 1.00 Transferred from Patrol
Training and Airport Bureau 0.00 0.00 103.00
POLICE DEPARTMENT TOTAL 711.00 711.00 714.00
DEPARTMENT OF PUBLIC SERVICES
Administrative Services
Public Services Department Director 41 1.00 1.00 1.00
Admin Services Deputy Director 38 1.00 1.00 0.00 1.0 FTE moved to IMS
Operations Deputy Director 38 1.00 1.00 1.00
Financial Manager 35 1.00 1.00 1.00
Communications and Administration Manager 33 1.00 1.00 1.00
Business Systems Analyst Team Lead 33 1.00 1.00 1.00
CARES Policy & Program Manager 32 0.00 0.00 1.00 1.0 FTE from Community & Neighborhoods
Financial Analyst IV 32 0.35 0.35 0.00 Transferred to Public Lands
Safety Program Manager 31 1.00 1.00 1.00
Business Systems Analyst II 30 1.00 1.00 1.00
Strategy & Special Project Manager 28 1.00 1.00 0.00 1.0 FTE moved to IMS
Communications Coordinator 25 0.00 0.00 1.00 1.0 FTE moved from Compliance and changed from Parking Enforcement Officer (18)
Executive Assistant 24 0.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-29
Administrative Assistant Appointed 24 1.00 0.00 0.00
Financial Analyst II 24 1.00 1.00 1.00
Management Analyst 24 0.00 0.00 1.00 1.0 changed from Public Outreach and Information Liaison (21)
Financial Analyst I 21 2.00 2.00 2.00
Public Outreach and Information Liaison 21 1.00 1.00 0.00 1.0 changed to Management Analyst (24)
Office Facilitator II 19 1.00 1.00 1.00
Office of Director Total 15.35 15.35 15.00
Gallivan & Events Division
Gallivan Utah Center Program
Plaza & Comm Events Div Dir 32 0.95 0.00 0.00
Operations Manager 31 0.00 0.00 0.00
Facility Maintenance Supervisor 25 1.00 0.00 0.00
Advertising/Marketing Mgr 25 1.45 0.00 0.00
Plaza Marketing/Activities Super 23 1.00 0.00 0.00
Office Facilitator II 19 0.95 0.00 0.00
General Maint Worker I,II 16 5.00 0.00 0.00
Office Tech II 15 0.00 0.00 0.00
Office Tech I 12 1.00 0.00 0.00
Custodian II 11 1.00 0.00 0.00
Plaza & Comm Events Div Dir 32 0.05 0.00 0.00
Advertising/Marketing Mgr 25 0.55 0.00 0.00
Special Events Permit Manager 25 1.00 0.00 0.00
Special Events Permit Coordinator 21 0.00 0.00 0.00
Office Facilitator II 19 0.05 0.00 0.00
Special Events Admin Asst 18 1.00 0.00 0.00
Gallivan & Events Total 15.00 0.00 0.00
Engineering
City Engineer 39 0.00 0.00 1.00 Transferred from CAN
Deputy City Engineer 36 0.00 0.00 1.00 Transferred from CAN
Engineer VII 36 0.00 0.00 2.00 Transferred from CAN
City Architect 36 0.00 0.00 1.00 Transferred from CAN
Engineer VI 34 0.00 0.00 1.00 Transferred from CAN
Engineer V 33 0.00 0.00 3.00 Transferred from CAN
GIS Manager 33 0.00 0.00 1.00 Transferred from CAN
Senior Architect 33 0.00 0.00 2.00 Transferred from CAN
Senior Landscape Architect 33 0.00 0.00 1.00 Transferred from CAN
Engineer IV 31 0.00 0.00 6.00 Transferred from CAN
GIS Systems Coordinator 30 0.00 0.00 1.00 Transferred from CAN
Licensed Architect 30 0.00 0.00 1.00 Transferred from CAN
City Surveyor 30 0.00 0.00 1.00 Transferred from CAN
Financial Analyst III 29 0.00 0.00 0.00 Transferred from CAN
Engineer III 29 0.00 0.00 1.00 Transferred from CAN
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-30
Landscape Architect III 29 0.00 0.00 3.00 Transferred from CAN
Engineering Const Program Project Manager 29 0.00 0.00 3.00 Transferred from CAN
Pub Way Concrete/Pave Manager 27 0.00 0.00 0.00 Transferred from CAN
Engineer II 27 0.00 0.00 1.00 Transferred from CAN
Engineering Technician VI 27 0.00 0.00 3.00 Transferred from CAN
GIS Programmer Analyst 27 0.00 0.00 0.00 Transferred from CAN
Professional Land Surveyor 26 0.00 0.00 1.00 Transferred from CAN
Engineering GIS/Asset Management Specialist 26 0.00 0.00 0.00 Transferred from CAN
Engineering Procurement & Contracts Specialist 25 0.00 0.00 1.00 Transferred from CAN
Engineering Support Services Manager 25 0.00 0.00 0.00 Transferred from CAN
GIS Specialist 24 0.00 0.00 3.00 Transferred from CAN
Civic Engagement Program Spec 24 0.00 0.00 1.00 Transferred from CAN
Engineering Tech V 24 0.00 0.00 1.00 Transferred from CAN
Engineering Tech IV Union 23 0.00 0.00 4.00 Transferred from CAN
GIS Tech II 23 0.00 0.00 0.00 Transferred from CAN
Office Facilitator II 19 0.00 0.00 2.00 Transferred from CAN
Eng. Data/SID Specialist 18 0.00 0.00 0.00 Transferred from CAN
Eng. Info and Records Spec 18 0.00 0.00 2.00 Transferred from CAN
Engineering Total 0.00 0.00 48.00
Golf Division
Golf Division Director 35 1.00 1.00 0.00 Transferred to Public Lands
Associate Director 33 1.00 1.00 0.00 Transferred to Public Lands
Golf Manager 32 0.00 0.00 0.00 Transferred to Public Lands
Financial Analyst IV 32 0.65 0.65 0.00 Transferred to Public Lands
Golf Professional 30 5.00 5.00 0.00 Transferred to Public Lands
Golf Course Super 27 to 36 holes 29 1.00 1.00 0.00 Transferred to Public Lands
9-hole Golf Professional 27 2.00 0.00 0.00 Transferred to Public Lands
Golf Course Super 18 holes 27 3.00 3.00 0.00 Transferred to Public Lands
Golf Superintendent 9 Hole 25 2.00 2.00 0.00 Transferred to Public Lands
Assistant Golf Club Professional 20 7.00 7.00 0.00 Transferred to Public Lands
Assistant Golf Course Super 20 10.00 12.00 0.00 Transferred to Public Lands
Office Facilitator II 19 1.00 1.00 0.00 Transferred to Public Lands
Office Tech II 15 1.00 1.00 0.00 Transferred to Public Lands
Golf Division Total 34.65 34.65 0.00
Youth & Family Division
Youth & Family Div Director 35 1.00 1.00 0.00 Transferred to CAN
Associate Director Youth City 29 2.00 2.00 0.00 Transferred to CAN
Senior Community Programs Manager 26 1.00 1.00 0.00 Transferred to CAN
Community Programs Manager 24 7.00 7.00 0.00 Transferred to CAN
Events Coordinator Sorenson 21 1.00 1.00 0.00 Transferred to CAN
Office Facilitator II 19 1.00 1.00 0.00 Transferred to CAN
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-31
Office Tech II 15 1.00 1.00 0.00 Transferred to CAN
Program Assistant 14 4.00 4.00 0.00 Transferred to CAN
Youth City Coordinator 10 0.00 0.00 0.00 Transferred to CAN
Youth & Family Total 18.00 18.00 0.00
Compliance Division
Compliance Division Director 35 1.00 1.00 1.00
Compliance Div Field Supervisor 27 2.00 1.00 1.00
Compliance Swing-Shift Field Supervisor 25 0.00 1.00 1.00
Special Projects Assistant 21 0.00 0.00 1.00 Changed 1.0 from (19) Office Facilitator
Parking Pay Station Tech 21 1.00 1.00 1.00
Lead Compliance Enforcement Officer 20 3.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 0.00 Changed 1.0 to (21) Special Projects Assistant
Parking Enforcement Officer 18 18.00 18.00 17.00 1.0 FTE changed and moved to PS Admin Communications Coordinator (25)
Office Tech II 15 1.00 1.00 2.00 Changed 1.0 from (13) from Crossing Guard Coordinator
Crossing Guard Coordinator 13 1.00 1.00 0.00 Changed 1.0 to (15) Office Tech II
Office Tech I 12 2.00 2.00 2.00
Compliance Total 30.00 30.00 29.00
Facilities Services Division
Building Maintenance Program
Facilities Division Director 35 1.00 1.00 1.00
Operations Manager 31 0.00 1.00 1.00
Facilities Commissioning Authority 30 1.00 1.00 1.00
Business Systems Analyst I 28 1.00 1.00 1.00
Maintenance Program Manager 28 1.00 0.00 0.00
Operations Supervisor 27 0.00 1.00 1.00
Energy/Utilities Management Coordinator 26 1.00 1.00 1.00
District Supervisor 25 1.00 1.00 1.00
Facility Maintenance Supervisor 25 3.00 2.00 2.00
Maintenance Electrician IV 22 1.00 1.00 1.00
Plumber III 22 1.00 1.00 1.00
Lead HVAC Technician 22 0.00 1.00 1.00
HVAC Technician II 21 3.00 2.00 2.00
Lead Bldg Maintenance Tech 21 5.00 5.00 0.00 Changed 5.0 to (21) Maintenance Specialist III
Maintenance Specialist III 21 0.00 0.00 5.00 Changed 5.0 from (21) Lead Bldg Maintenance Tech
Carpenter II 20 1.00 1.00 1.00
Painter II 20 1.00 1.00 1.00
Sprinkler Irrigation Tech III 20 0.00 0.00 1.00 Changed 1.0 from Sprinkler Irrigation Tech I (16)
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-32
Gen Maint Worker IV 19 1.00 1.00 0.00 Changed 1.0 to General Maintenance Worker II
Office Facilitator II 19 1.00 1.00 1.00
Maintenance Specialist II 19 0.00 0.00 10.00 Changed 10.0 from (18) Building Equipment Operator II
Building Equipment Operator II 18 10.00 10.00 0.00 Changed 10.0 to (19) Maintenance Specialist II
General Maintenance Worker III 18 0.00 0.00 1.00 Changed 1.0 from General Maintenance Worker IV
Building Equipment Operator I 17 1.00 1.00 0.00 Changed 1.0 to (17) Maintenance Specialist I
Maintenance Specialist I 17 0.00 0.00 1.00 Changed 1.0 from (17) Building Equipment Operator I
Equipment Operator 17 2.00 2.00 2.00
General Maintenance Worker III 16 2.00 2.00 0.00 Changed to General Maintenance Worker I (16)
General Maintenance Worker I 16 0.00 0.00 2.00 Changed from General Maintenance Worker III (17)
Senior Facilities Landscaper 16 2.00 2.00 2.00
Sprinkler Irrigation Tech 16 1.00 1.00 0.00 Changed 1.0 to Sprinkler Irrigation Tech III (20)
Office Technician II 15 1.00 1.00 1.00
Beautification Maintenance Worker II 13 3.00 3.00 3.00
Beautification Maintenance Worker I 12 2.00 2.00 2.00
Facilities Services Total 47.00 47.00 47.00
Fleet Management Division
Fleet Mgmt Division Director 35 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 1.00
Operations Manager 31 0.00 1.00 1.00
Fleet Operations Manager 28 1.00 0.00 0.00
Fleet Daily Operations Leader 27 0.00 0.00 0.00
Fleet Asset Manager 27 1.00 1.00 1.00
Fleet Mgmt Service Supervisor 25 2.00 2.00 2.00
Fleet Warehouse Super 24 1.00 1.00 1.00
Fleet Metal Fabrication Tech 22 1.00 1.00 1.00
Fleet Customer Service Advisor Lead 21 1.00 1.00 1.00
Fleet Senior Mechanic 21 3.00 3.00 3.00
Fleet Mechanic 20 23.00 24.00 25.00 1 Changed from Fleet Mechanic Trainee (16)
Fleet Customer Service Advisor 19 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Fleet Mechanic Trainee 16 3.00 2.00 1.00 1 Changed to Fleet Mechanic (20)
Fleet Senior Warehouse Operator 15 1.00 1.00 1.00
Fleet Parts Warehouse Support Worker 14 3.00 3.00 3.00
Fleet Maintenance Scheduler 12 0.00 0.00 0.00
Fleet Parts Delivery Driver 11 1.00 1.00 1.00
Fleet Management Total 45.00 45.00 45.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-33
Streets Division
Streets Division Director 35 1.00 1.00 1.00
Operations Manager 31 0.00 3.00 3.00
Business Systems Analyst II 30 1.00 1.00 1.00
Maintenance Program Mgr 28 3.00 0.00 0.00
Operations Supervisor 27 0.00 1.00 2.00 1 Changed from Maintenance Supervisor (25)
Streets Construction & Maintenance Supervisor 27 1.00 0.00 0.00
Streets Operations Maintenance Supervisor 27 1.00 1.00 1.00
Streets Response Team Field Supervisor 24 0.00 0.00 1.00 1.0 Changed from (21) Response Team Leader
Maintenance Supervisor 25 5.00 5.00 4.00 1 Changed to Operations Supervisor (27)
Traffic Signal Lead 24 1.00 1.00 1.00
Traffic Signal Tech II 23 2.00 3.00 3.00
Response Team Leader 21 1.00 1.00 0.00 1.0 Changed to (24) SRT Field Supervisor
Streets Maintenance Lead 21 6.00 6.00 6.00
Traffic Maintenance Lead 21 2.00 2.00 2.00
Traffic Signal Tech I 21 2.00 1.00 1.00
Concrete Finisher 20 10.00 10.00 10.00
Senior Asphalt Equipment Oper 20 12.00 12.00 12.00
Lead Equipment Operator 20 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Streets Response Team Member II 19 1.00 0.00 1.00 New position
Asphalt Equipment Oper II 18 38.00 38.00 38.00
Concrete Saw & Grinder Oper 18 2.00 2.00 2.00
Streets Response Team Member I 18 1.00 2.00 2.00
Traffic Maintenance Operator II 18 8.00 7.00 7.00
Communication and GIS Coordinator 18 0.00 1.00 1.00
Equipment Operator 17 5.00 5.00 5.00
Traffic Maintenance Operator I 16 2.00 3.00 3.00
Office Tech II 15 1.00 1.00 1.00
Senior Communications Coordinator 15 1.00 0.00 0.00
Streets Total 109.00 109.00 110.00
PUBLIC LANDS
Public Lands Administration
Public Lands Deputy Director 38 1.00 1.00 0.00
Associate Director Public Lands 33 0.00 0.00 0.00
Business Systems Analyst II 30 1.00 1.00 0.00
Landscape Architect III 29 1.00 1.00 0.00
Comm/Events & Marketing Mgr 29 0.00 1.00 0.00
PPL Project Manager 28 1.00 1.00 0.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-34
Program Support Coordinator 26 0.00 0.00 0.00
Warehouse Supervisor 24 1.00 1.00 0.00
Public Relations Coordinator 24 1.00 0.00 0.00
Parks Usage Coordinator 21 1.00 1.00 0.00
Office Facilitator II 19 1.00 1.00 0.00
Office Tech II 15 1.00 1.00 0.00
Senior Warehouse Operator 15 1.00 1.00 0.00
Public Lands Administration Total 10.00 10.00 0.00
Parks Division
Parks Division Director 35 1.00 1.00 0.00
Operations Manager 31 0.00 2.00 0.00
Regional Athletic Complex Manager 29 1.00 1.00 0.00
City Sexton 28 1.00 1.00 0.00
Maintenance Program Manager 28 2.00 0.00 0.00
Operations Supervisor 27 0.00 1.00 0.00
District Supervisor 25 7.00 8.00 0.00
Maintenance Supervisor 25 2.00 1.00 0.00
Advertising/Marketing Mgr 25 0.00 1.00 0.00
Special Events Permit Manager 25 0.00 1.00 0.00
Maintenance Electrician IV 22 1.00 1.00 0.00
Metal Fabrication Tech 22 1.00 1.00 0.00
Events Coordinator 21 1.00 1.00 0.00
Plumber II 21 3.00 3.00 0.00
Central Control Irrigation Specialist 20 2.00 2.00 0.00
Concrete Finisher 20 1.00 1.00 0.00
Sprinkler Irrigation Tech III 20 1.00 1.00 0.00
General Maintenance Worker IV 19 3.00 3.00 0.00
Special Event Permit Coordinator 18 0.00 1.00 0.00
Irrigation Technician 18 0.00 0.00 0.00
Parks Maint Worker Irrigation Specialist 18 0.00 0.00 0.00
Senior Florist 18 1.00 1.00 0.00
Sprinkler Irrigation Tech II 18 4.00 3.00 0.00
Cemetery Equipment Operators 17 4.00 4.00 0.00
Florist III 17 0.00 0.00 0.00
General Maint Worker III 16 1.00 0.00 0.00
Graffiti Response Field Tech 16 6.00 6.00 0.00
Senior Parks Groundskeeper 16 16.00 20.00 0.00
Sprinkler Irrigation Tech I 16 1.00 2.00 0.00
Office Tech II 15 3.00 3.00 0.00
Parks Groundskeeper 12 9.00 10.00 0.00
Parks Total 72.00 80.00 0.00
Trails and Natural Lands Division
Trails & Natural Lands Division Director 32 1.00 1.00 0.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-35
Open Space Lands Program Manager 29 0.00 0.00 0.00
District Supervisor 25 1.00 0.00 0.00
Natural Lands Supervisor 25 1.00 1.00 0.00
Volunteer & Outreach Coordinator 19 1.00 1.00 0.00
Senior Parks Groundskeeper 16 5.00 2.00 0.00
Parks Groundskeeper 12 1.00 0.00 0.00
Trails and Natural Lands Total 10.00 5.00 0.00
Urban Forestry Division
Urban Forestry Division Director 32 1.00 1.00 0.00
Urban Forestry Program Manager 29 0.00 0.00 0.00
Forestry Crew Supervisor 25 1.00 1.00 0.00
Forest Area Service Coordinator 22 3.00 3.00 0.00
Arborist III 21 4.00 5.00 0.00
Arborist II 19 6.00 4.00 0.00
Arborist I 18 0.00 1.00 0.00
Urban Forestry Total 15.00 15.00 0.00
PUBLIC SERVICES DEPARTMENT TOTAL 421.00 409.00 294.00
General Fund 341.35 329.35 249.00
Fleet Management Fund 45.00 45.00 45.00
Golf Fund 34.65 34.65 0.00
PUBLIC LANDS DEPARTMENT
Public Lands Administration Transferred from Public Services
Parks & Public Lands Director 41 0.00 0.00 1.00 Changed from Deputy Director Public Lands (38)
Public Lands Deputy Director 38 0.00 0.00 1.00 New FTE
Finance Manager II 34 0.00 0.00 1.00 1.0 New FTE
Financial Analyst IV 32 0.00 0.00 0.35 0.35 Transferred from Public Services Admin
Business Systems Analyst II 30 0.00 0.00 1.00
Landscape Architect III 29 0.00 0.00 0.00 Changed to Public Landscape Planner
Comm/Events & Marketing Mgr 29 0.00 0.00 1.00
PPL Project Manager 28 0.00 0.00 1.00
PPL Landscape Planner 28 0.00 0.00 2.00 Changed 1.0 from Landscape Arch III (29) ; 1.0 New FTE
PPL Asset Manager 27 0.00 0.00 1.00 Changed from Warehouse Supervisor PG24
Community & Building Partnership Coordinator 25 0.00 0.00 1.00 1.0 New FTE
Advertising/Marketing Mgr 25 0.00 0.00 1.00 Moved from Parks Division
Special Events Permit Manager 25 0.00 0.00 1.00 Moved from Parks Division
Warehouse Supervisor 24 0.00 0.00 0.00 Changed to Asset Manager PG 27
Parks Usage Coordinator 21 0.00 0.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-36
Office Facilitator II 19 0.00 0.00 1.00
Office Tech II 15 0.00 0.00 1.00
Special Event Permit Coordinator 18 0.00 0.00 1.00 Moved from Parks Division
Warehouse Specialist 18 0.00 0.00 1.00 Changed from Sr Warehouse Operator to Warehouse Specialist (PG15)
Senior Warehouse Operator 15 0.00 0.00 0.00 Changed to Warehouse Specialist
Public Lands Administration Total 0.00 0.00 17.35
Parks Division Transferred from Public Services
Parks Division Director 35 0.00 0.00 1.00
Operations Manager 31 0.00 0.00 2.00
Regional Athletic Complex Manager 29 0.00 0.00 1.00
City Sexton 28 0.00 0.00 1.00
Operations Supervisor 27 0.00 0.00 1.00
District Supervisor 25 0.00 0.00 8.00
Maintenance Supervisor 25 0.00 0.00 1.00
Advertising/Marketing Mgr 25 0.00 0.00 0.00 Moved to Public Lands Admin
Special Events Permit Manager 25 0.00 0.00 0.00 Moved to Public Lands Admin
Maintenance Electrician IV 22 0.00 0.00 1.00
Metal Fabrication Tech 22 0.00 0.00 1.00
Events Coordinator 21 0.00 0.00 1.00
Plumber II 21 0.00 0.00 3.00
General Maintenance Worker III 21 0.00 0.00 4.00 1 Changed from Concrete Finisher (20), 3 Changed from General Maintenance Worker IV (19)
Central Control Irrigation Specialist 20 0.00 0.00 2.00
Concrete Finisher 20 0.00 0.00 0.00 Changed to General Maintenance Worker III (21)
Sprinkler Irrigation Tech III 20 0.00 0.00 1.00
General Maintenance Worker IV 19 0.00 0.00 0.00 Changed to General Maintenance Worker III (21)
Special Event Permit Coordinator 18 0.00 0.00 0.00 Moved to Public Lands Administration
Senior Florist 18 0.00 0.00 1.00
Sprinkler Irrigation Tech II 18 0.00 0.00 3.00
General Maintenance Worker II 18 1.00
Cemetery Equipment Operators 17 0.00 0.00 4.00
Graffiti Response Field Tech 16 0.00 0.00 6.00
Senior Parks Groundskeeper 16 0.00 0.00 20.00 1 new FTE, 1 Changed to General Maintenance Worker II (18)
Sprinkler Irrigation Tech I 16 0.00 0.00 2.00
Office Tech II 15 0.00 0.00 3.00
Parks Groundskeeper 12 0.00 0.00 10.00
Parks Total 0.00 0.00 78.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-37
Trails and Natural Lands Division Transferred from Public Services
PPL Deputy Director Planning & Ecological Services 38 0.00 0.00 1.00 Changed from Division Director (32)
Trails & Natural Lands Division Director 32 0.00 0.00 0.00 Changed 1.0 to Deputy Director (38)
Strategy & Special Projects Manager 28 1.00 1.0 New FTE
District Supervisor 25 0.00 0.00 0.00
Natural Lands Supervisor 25 0.00 0.00 1.00
Graphic Design Specialist 23 0.00 0.00 1.00 1.0 New FTE
Stewardship and Education Coordinator 22 0.00 0.00 1.00 Changed from Volunteer Coordinator (19)
Volunteer & Outreach Coordinator 19 0.00 0.00 0.00 Changed to Stewardship and Education Outreach (22)
Sr Natural Resource Technician 16 0.00 0.00 2.00 Changed from Senior Parks Groundskeeper (16)
Senior Parks Groundskeeper 16 0.00 0.00 1.00 1 New FTE, 2 Changed to Sr Natural Resource Technician (16)
Parks Groundskeeper 12 0.00 0.00 0.00
Trails and Natural Lands Total 0.00 0.00 8.00
Urban Forestry Division Transferred from Public Services
Urban Forestry Division Director 32 0.00 0.00 1.00
Urban Forestry Program Manager 29 0.00 0.00 0.00
Forestry Crew Supervisor 25 0.00 0.00 1.00
Forest Area Service Coordinator 22 0.00 0.00 3.00
Arborist III 21 0.00 0.00 5.00
Arborist II 19 0.00 0.00 4.00
Arborist I 18 0.00 0.00 1.00
Urban Forestry Total 0.00 0.00 15.00
Golf Division
Golf Division Director 35 0.00 0.00 1.00
Associate Director 33 0.00 0.00 1.00
Financial Analyst IV 32 0.00 0.00 0.65
Golf Professional III 30 0.00 0.00 1.00 Added III to the end
Golf Course Super 27 to 36 holes 29 0.00 0.00 1.00
Golf Course Super 18 holes 27 0.00 0.00 3.00
Golf Professional II 26 0.00 0.00 2.00 Changed from 18-hole Golf Professional to Golf Professional II
Golf Superintendent 9 Hole 25 0.00 0.00 2.00
Golf Professional I 23 0.00 0.00 3.00 Changed from 9-hole Golf Professional to Golf Professional I; 2.0 changed from Assistant Golf Club Professional (20)
Player Development and Programs Mgr 21 0.00 0.00 1.00 1.0 changed from Assistant Golf Club Professional (20)
Assistant Golf Club Professional 20 0.00 0.00 4.00 2.0 changed to Golf Professional I (23); 1.0 changed to Player Development and Programs Mgr (21)
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-38
Assistant Golf Course Super 20 0.00 0.00 12.00
Office Facilitator II 19 0.00 0.00 1.00
Office Tech II 15 0.00 0.00 1.00
Golf Division Total 0.00 0.00 33.65
PUBLIC LANDS DEPARTMENT TOTAL 0.00 0.00 152.00
General Fund 0.00 0.00 118.35
Golf Fund 0.00 0.00 33.65
DEPARTMENT OF SUSTAINABILITY
Waste & Recycling Division Refuse FundWaste & Recycling Div Director 35 1.00 1.00 1.00
Financial Manager I 33 1.00 1.00 1.00
Waste & Recycling Operations Manager 31 0.00 1.00 1.00
Maintenance Program Manager 28 1.00 0.00 0.00
Special Projects Analyst and Safety Coordinator 28 0.00 1.00 1.00
W&R Operations Supervisor 27 0.00 0.00 2.00 Changed from Maintenance Supervisor to W&R Operations Supervisor (27)
Maintenance Supervisor 25 2.00 2.00 0.00 Changed from Maintenance Supervisor to W&R Operations Supervisor (27)
W & R Permit Coordinator 19 1.00 1.00 1.00
W & R Education & Permits Lead 20 1.00 1.00 0.00 Changed from W&R Education & Permits Lead to WR Program Lead (20)
WR Program Lead 20 0.00 0.00 2.00 Changed from W&R Education & Permits Lead and Office Tech II to WR Program Lead (20)
Waste & Recycling Equip Op II 18 29.00 28.00 29.00 Changed from Lead Equipment Operator to Waste & Recycling Equip Op II (18)
Senior Equipment Operator 19 4.00 4.00 4.00
Lead Equipment Operator 20 4.00 4.00 3.00 Changed from Lead Equipment Operator to Waste & Recycling Equip Op II (18)
Office Facilitator II 19 1.00 1.00 1.00
Office Tech II 15 4.00 4.00 3.00 Changed from Office Tech II to WR Program Lead (20)
W & R Education Specialist 15 5.00 5.00 5.00
Container Maintenance Worker 14 2.00 2.00 2.00
Waste & Recycling Total 56.00 56.00 56.00
Environ & Energy Division Refuse Fund
Sustainability Envir Director 41 1.00 1.00 1.00
Sustainability Deputy Director 37 1.00 1.00 1.00
Sr Energy Climate Program Mgr 35 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-39
Sustainability Program Manager 29 1.00 1.00 3.00 Changed from Sustainability Community Manager & Sustainable Business Prog Coor to Sustainability Program Manager (29)
Sustainability Community Manager 28 1.00 1.00 0.00 Changed from Sustainability Community Manager to Sustainability Program Manager (29)
Sustainable Business Prog Coor 24 1.00 1.00 0.00 Changed from Sustainable Business Prog Coor to Sustainability Program Manager (29)
Special Projects Assistant 21 0.00 0.00 1.00 Changed from Office Facilitator II to Special Projects Assistant (21)
Office Facilitator II 19 1.00 1.00 0.00 Changed from Office Facilitator II to Special Projects Assistant (21)
Environ & Energy Division Refuse Fund 7.00 7.00 7.00
SUSTAINABILITY DEPARTMENT (Refuse Fund) TOTAL 63.00 63.00 63.00
DEPARTMENT OF PUBLIC UTILITIES
Administration
Director--Public Utilities 41 1.00 1.00 1.00
Deputy Director-Public Utilities 39 1.00 2.00 2.00
Executive Assistant 24 0.00 1.00 1.00
Administrative Assistant-Appointed 24 1.00 0.00 0.00
Chief Strategy & Innovations Officer 37 0.00 0.00 1.00 New Position
GIS Info Tech Systems Admin 36 1.00 1.00 1.00
Engineer III-VII 26-36 3.00 0.00 0.00
Geographic Information Systems (GIS) Mgr 33 1.00 1.00 1.00
Safety Program Manager 31 1.00 1.00 1.00
PU Communications Engagement Manager 32 1.00 1.00 1.00
GIS Analyst II 30 0.00 0.00 1.00 1 Change from a GIS Analyst (27)
GIS Coordinator 30 0.00 0.00 0.00
PU Surveyor 30 1.00 1.00 1.00
Professional Land Surveyor/GIS Spec 30 0.00 0.00 0.00
GIS Analyst 27 3.00 4.00 3.00 1 Change to a GIS Analyst II (30)
Engineer II 27 1.00 0.00 0.00
Engineering Tech VI 27 2.00 2.00 2.00
Community & Engagement Coordinator 27 1.00 0.00 0.00
Employee Development Manager 26 1.00 0.00 0.00
Util Dev Review Coordinator 25 0.00 0.00 0.00
Utility Planner & Development Coordinator 25 1.00 1.00 1.00
Locator Manager 25 0.00 0.00 1.00 New Position
Utility Planner 24 0.00 0.00 0.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-40
GIS Specialist 24 1.00 1.00 1.00
Engineering Tech III-V 21-24 4.00 0.00 0.00
GIS Leak Detection Tech II 23 2.00 2.00 2.00
GIS Technician II 23 1.00 0.00 0.00
Public Relations Coordinator 23 0.00 1.00 1.00
Engineering Tech II 19 0.00 0.00 0.00
Util Dev Review Specialist 19 3.00 4.00 4.00
Office Technician II 15 0.00 2.00 2.00
Records Technician 15 1.00 0.00 0.00
Sr. Utilities Representative - Cont 15 1.00 0.00 0.00
Senior Utility Locator 19 8.00 8.00 8.00
Administration Total 41.00 34.00 36.00
Maintenance
Operations Maint Superintendent 36 1.00 1.00 1.00
Water Distribution System Mgr 34 1.00 1.00 1.00
Computer Operation Manager 33 1.00 1.00 1.00
Maint Support Manager 33 1.00 1.00 1.00
Storm Water Maint Manager 33 1.00 1.00 1.00
WW Collection Manager 33 1.00 1.00 1.00
Irrigation Canal Systems Manager 30 1.00 1.00 1.00
Water System Maintenance Super 27 4.00 4.00 4.00
Water System Operation Super 27 2.00 2.00 2.00
Electrical Operations Supervisor 27 1.00 1.00 1.00
Irrigation System Supervisor 27 0.00 0.00 0.00
Technical System Analyst III-IV 26-28 2.00 3.00 3.00
Water Service Coordinator 25 1.00 1.00 1.00
Waste Water Collection Supervisor 25 2.00 2.00 2.00
Lift Station Maintenance Supervisor 25 1.00 1.00 1.00
Storm Water Maintenance Supervisor 25 2.00 2.00 2.00
Water Meter Maintenance Supervisor 25 1.00 1.00 1.00
Maintenance Office Supervisor 25 1.00 1.00 1.00
Warehouse Supervisor 24 1.00 1.00 1.00
Senior Water Meter Tech 21 1.00 1.00 1.00
Fleet Maint Coord Public Util 21 1.00 1.00 1.00
Office Facilitator I 18 1.00 1.00 1.00
Warehouse Specialist 18 1.00 0.00 0.00
Sr Warehouse Operator 15 0.00 1.00 1.00
Warehouse Office Tech II 15 1.00 1.00 1.00
Sr. Utilities Rep. Office/Technical 15 2.00 2.00 2.00
Sr. Communications Coordinator-Public Util 15 6.00 6.00 6.00
Maintenance Electrician IV 22 6.00 6.00 6.00
Metal Fabrication Technician 22 3.00 3.00 3.00
Senior Water Dist System Operator 21 16.00 16.00 16.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-41
Senior Water System Maint Operator 21 16.00 16.00 16.00
Waste Water Collection Lead Maint Worker 21 6.00 6.00 6.00
WW Lift Station Lead Worker 21 0.00 0.00 4.00 3 Changed from Waste Water Lift Station Lead Wkr (20); 1 New Position
Drainage Maintenance Lead Worker 21 0.00 0.00 3.00 2 Changed from Drainage Maintenance Worker III (19), 1 New Position
General Maintenance Worker V 21 1.00 1.00 1.00 Changed to General Maintenance Worker III from a General Maintenance Worker V
Senior Pumps Maint Tech 20 1.00 1.00 1.00
Concrete Finisher 20 1.00 1.00 1.00
Senior Irrigation Operator 20 4.00 4.00 4.00
Waste Water Lift Station Lead Wkr 20 3.00 3.00 0.00 3 Changed to WW Lift Station Lead Worker (21)
Water System Maintenance Operator I-II 17-19 27.00 27.00 27.00
Water Meter Tech I-III 18-19 6.00 6.00 6.00
Waste Water Coll Maint Worker II 19 12.00 12.00 12.00
Drainage Maintenance Worker III 19 10.00 10.00 9.00 2 Changed to Drainage Maintenance Lead Worker (21), 1 New Position
Pumps Maintenance Technician 18 1.00 1.00 1.00
Senior Facility/Building Maint Wkr 18 1.00 1.00 1.00
Fleet Maintenance Coordinator 18 0.00 0.00 0.00
Waste Water Lift Station Maint Wkr 18 3.00 4.00 4.00
Irrigation Operator II 17 3.00 3.00 4.00 1 New Position
Landscape Restoration Lead Wkr 17 1.00 1.00 1.00
Facility/Building Maintenance Wkr 15 2.00 2.00 3.00 1 New Position
Water Distribution Valve Operator 15 8.00 8.00 8.00
Water Maintenance Support Wkr 14 2.00 2.00 2.00
Custodian II 11 2.00 2.00 2.00
Maintenance Total 173.00 175.00 180.00
Water Reclamation Plant
Water Reclamation Manager 36 1.00 1.00 1.00
Water Reclamation Dept Manager 35 0.00 0.00 0.00
Engineer VI 33 0.00 0.00 0.00
Water Rec Plant Operations & Maint Manager 33 1.00 1.00 1.00
Regulatory Compliance Manager 33 0.00 1.00 1.00
WRF Maintenance Manager 31 0.00 1.00 1.00
Pretreatment Program Manager 30 1.00 0.00 0.00
Laboratory Manager 29 1.00 1.00 1.00
Industrial Pretreatment Program Coordinator 29 0.00 1.00 1.00
Maintenance Project Manager 31 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-42
Pretreatment Compliance Specialist 25 1.00 0.00 0.00
Waste Water Business Manager 27 1.00 1.00 1.00
W.W. Plant Maintenance Coordinator 27 1.00 1.00 1.00
Water Reclamation Facility Process Control Analyst 27 1.00 1.00 1.00
Water Reclamation Facility Supervisor 27 0.00 0.00 0.00
Water Reclamation Safety Specialist 26 1.00 1.00 1.00
WRF Operations Supervisor 26 0.00 4.00 Changed from Water Reclamation Facility Lead Operator
Water Reclamation Facility Lead Operator 26 7.00 6.00 0.00 4 Changed to WRF Operations Supervisor; 2 Changed to WRF Operator III's (21)
Fats, Oils & Grease Program Supervisor 26 0.00 1.00 1.00
WRF FOG/Sewer Rate Program Supervisor 26 1.00 0.00 0.00
Instrumentation and Controls Technician II-IV 25-28 2.00 2.00 3.00 1 Changed from Painter II (20)
Technical Systems Analyst II-IV 24-28 0.00 0.00 0.00
Senior Laboratory Chemist 26 0.00 1.00 1.00
Senior Pretreatment Inspect/Permit Writer 25 2.00 2.00 2.00
Lab Chemist 24 3.00 2.00 2.00
Water Reclamation Planner Scheduler 23 1.00 1.00 1.00
Water Reclamation Facility Operator IV 23 0.00 0.00 4.00 Changed from WRF Operator III (21)
Waste Water Senior Operator 23 0.00 0.00 0.00
Pretreatment Inspect/Permit Writer 23 4.00 4.00 4.00
Pretreatment Sr Sampler Inspect 19 2.00 2.00 2.00
Office Facilitator II Non Union 19 1.00 1.00 1.00
Senior Warehouse Operator 15 2.00 2.00 2.00
Office Technician II 15 1.00 0.00 0.00
Sr Utilities Representative- Office /Technical 15 1.00 2.00 2.00
Maintenance Electrician IV 22 2.00 2.00 2.00
HVAC Technician II 21 1.00 1.00 1.00
Waste Water Plant Maint. Operator IV 21 8.00 8.00 8.00
Water Reclamation Facility Operator III 21 18.00 19.00 17.00 2 Changed from Water Reclamation Facility Lead Operator (26); 4 Changed to WRF Operator IV (23)
Painter II 20 1.00 1.00 0.00 Changed to Instrumentation & Cntl Tech IV (28)
Waste Water Preventative Maint Worker 19 1.00 1.00 1.00
Waste Water Plant Maint. Operator I 15 1.00 0.00 0.00
Water Reclamation Plant Total 69.00 69.00 69.00
Finance
Finance Administrator 39 1.00 1.00 1.00
Financial Manager III 35 1.00 1.00 1.00
Financial Analyst IV 32 0.00 1.00 1.00
Customer Service Manager Public Utilities 29 1.00 1.00 1.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-43
Accountant IV 29 3.00 3.00 3.00
Financial Analyst III 29 1.00 1.00 1.00
Water Metering Technologies Manager 27 1.00 1.00 1.00
Accountant III 27 2.00 2.00 2.00
Water Metering Technologies Supervisor 25 1.00 1.00 1.00
Billing Office Supervisor 25 1.00 1.00 1.00
Customer Services Supervisor 23 1.00 1.00 1.00
Customer Service Accts/Coll Invent 18 6.00 6.00 6.00
Sr. Utilities Rep. - Generalist 15 9.00 9.00 9.00
Sr. Utilities Rep. - Customer Service 15 7.00 7.00 7.00
Advanced Metering Infrastructure Tech II 19 6.00 6.00 7.00 1 Changed from Water Meter Reader II (14)
Water Meter Reader III 18 1.00 1.00 2.00 1 Changed from Water Meter Reader II (14)
Water Meter Reader II 14 7.00 7.00 5.00 1 Changed to Advanced Meter Infra Tech II (19); 1 Changed to a Meter Reader III (18)
Finance Total 49.00 50.00 50.00
Water Quality & Treatment
Water Quality & Treatment Administrator 37 1.00 1.00 1.00
Water Treatment Plant Manager 33 1.00 1.00 1.00
L&C Cross Connection Control Manager 30 0.00 0.00 1.00 Changed from Cross Connection Control Manager (26)
Regulatory Program Manager 30 1.00 1.00 1.00
Pretreatment Program Manager 30 0.00 0.00 0.00
Watershed Program Manager 30 1.00 1.00 1.00
Storm Water Quality Program Manager 30 1.00 1.00 1.00
Water Treatment Plant Assistant Manager 30 0.00 1.00 1.00
Lead and Copper Supervisor 27 0.00 0.00 1.00 New Position
Project Manager 27 0.00 0.00 1.00 New Position
Water Treatment Process Control Analyst 27 1.00 0.00 0.00
WTP Facility Manager/Supervisor 27 0.00 0.00 3.00 Change from Water Treatment Plant Lead Operator (26)
Cross Connection Control Manager 26 1.00 1.00 0.00 Changed to L&C Cross Conn. Control Manager (30)
Watershed Operations Supervisor 27 1.00 1.00 1.00
Technical System Analyst III 27 1.00 0.00 0.00
Water Treatment Plant Lead Oper 26 3.00 3.00 0.00 Change to WTP Facility Manager/Supervisor (27)
Pretreatment Compliance Specialist 25 0.00 0.00 0.00
Storm Water Compliance Specialist 25 1.00 1.00 1.00
Storm Water Quality Coordinator 23 2.00 3.00 3.00
Cross Connections Control Coord 23 1.00 1.00 1.00
Pretreatment Inspect/Permit Writer 23 0.00 0.00 0.00
Storm Water Technician II Union 22 0.00 0.00 2.00 Change from Stormwater Technician (21)
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-44
Storm Water Technician Union 21 2.00 2.00 0.00 Change to Stormwater Technician II (22)
Cross Connections Control Inspector 21 0.00 1.00 1.00
Pretreatment Sr Sampler Inspect 19 0.00 0.00 0.00
Quality Assur Sr Samp Cl Water 17 2.00 2.00 2.00
Lead Watershed Ranger 21 2.00 2.00 4.00 Change to Lead Watershed Ranger; 2 Changed from Watershed Ranger (19)
Watershed Ranger 19 5.00 5.00 4.00 2 Changed to Lead Watershed Ranger; 1 New Position
Water Plant Operator II 21 25.00 25.00 25.00
Water Quality & Treatment Admin Total 52.00 53.00 56.00
Water Resources
Water Resources Manager 33 1.00 1.00 1.00
Department Special Projects Manager 30 0.00 0.00 0.00
Utilities Water Rights, Contracts and Property Manager 30 1.00 1.00 1.00
PU Sustainability Manager 29 0.00 1.00 1.00
Sustainability Program Manager 28 1.00 0.00 0.00
Water Conservation Program Manager 30 1.00 1.00 1.00 Change to 30 from 26
Water Resources Eng/Scientist 27 2.00 2.00 2.00 Change to 27 from 26
Water Rights & Property Agent 26 0.00 1.00 1.00
Property & Water Contracts Asst 20 1.00 1.00 1.00
Hydrology Specialist Union 23 0.00 1.00 1.00
Conservation Technician 23 0.00 0.00 1.00 New Position
PU Records Prog Specialist 23 1.00 1.00 1.00
Water Rights Assistant 16 0.00 0.00 0.00
Water Resources Total 8.00 10.00 11.00
Engineering
Chief Engineer - Public Utilities 37 1.00 1.00 1.00
Engineer III-VII 29-36 12.00 16.00 23.00 Dev-2-VII,1V, 2IV, 5 New positions: 3 Engineer IV's (31) & 2 Engineer V's (33); 1 Changed from an Engineer VI (34) to and Engineer VII (36); 1 Changed from an Eng Tech VI (27); 1 Changed from an Eng Tech IV (23)
Sr Water Treatment Engineer 35 1.00 1.00 1.00
Project Control Specialist 31 1.00 1.00 1.00
Engineering Construction Program/Projects Manager 29 1.00 1.00 1.00
Engineer II 27 0.00 0.00 0.00
Engineering Tech II - VI 19-27 0.00 0.00 17.00 Combined all Engineering Techs under Engineering
Engineering Tech IV- VI 23-27 9.00 9.00 0.00 1 Changed to an Engineer IV (34), Transferred 8 to Engineering Tech II - VI
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-45
Engineering Tech III-V 21-24 0.00 5.00 0.00 1 Changed to an Engineer IV (31); 1 Transferred from Street lighting, Transferred 5 to Engineering Tech II - VI.
Eng Contracts Coord Public Util 22 1.00 1.00 2.00 Changed from Document Controls Specialist (18)
Engineering Tech III 21 2.00 2.00 0.00 2 Transferred to Engineering Tech II - VI.
Engineering Tech II 19 2.00 2.00 0.00 2 Transferred to Engineering Tech II - VI.
Document Controls Specialist 18 1.00 1.00 0.00 Changed to Engineering Contracts Coord P.U. (22)
Administrative Secretary 18 0.00 0.00 1.00 New position
Engineering Tech I 17 0.00 1.00 0.00 Transferred to Streetlighting from Engineering
Contracts Process Coordinator 17 0.00 0.00 1.00 Changed from Contracts Technician (15)
Contracts Technician 15 1.00 1.00 0.00 Changed to Contracts Process Coordinator (17)
Engineering Total 32.00 42.00 48.00
Street Lighting
Engineer V 33 1.00 1.00 1.00
Engineering Tech IV 23 1.00 1.00 0.00 Transferred to Engineering
Engineering Tech III 21 0.00 0.00 1.00 Changed from an Engineering Technician I (17)
Engineering Tech I 17 1.00 0.00 0.00 Transferred from Engineering to Streetlighting; Changed to an Engineering Technician III (21).
Street Lighting Total 3.00 2.00 2.00
PUBLIC UTILITIES DEPT TOTAL 427.00 435.00 452.00
Water Utility Fund 270.22 276.65 283.16
Sewer Utility Fund 120.63 122.01 126.55
Storm Water Utility Fund 33.65 34.82 39.57
Street Lighting Fund 2.50 1.52 2.72
CITYWIDE GRANT FUNDED POSITIONS
Attorney's Office
Victim Advocate 0.00 0.00 1.00 Application Pending
Attorney's Office Total 0.00 0.00 1.00
Community & Neighborhoods
CARES Policy and Program Manager 25-27 0.00 0.00 3.00 Expires December 2022, with possible extensions
Youth and Family Program Manager 0.00 1.00 1.00 Extend with ARP Funding
Special Projects Assistant for Community Commitment Program 0.00 0.00 1.00 Possible ARP Funding
Associate Planners 0.00 0.00 3.00 Possible ARP Funding
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-46
Transportation Right of Way Utilization Manager 0.00 0.00 1.00 Possible ARP Funding
Treasury Policy and Program Manager 25-27 0.00 0.00 2.00 Expires December 2021, with possible extensions
Community & Neighborhoods Total 0.00 1.00 11.00
Economic Development
Economic Development Manager 29 0.00 0.00 3.00 Possible ARP Funding
Project Manager 29 0.00 0.00 1.00 Possible ARP Funding
Arts Council Program Coordinator 25 0.00 0.00 2.00 Possible ARP Funding
Economic Development Total 0.00 0.00 6.00
Fire Department
Fire Fighter 22-27 0.00 0.00 4.00 Possible ARP Funding
Office Technician II 15 0.00 0.00 1.00 1 Transferred from Police - Fix the Bricks Grant
Fire Department Total 0.00 0.00 5.00
Finance Department
- Grant Administrator 0.00 0.00 1.00 Possible ARP Funding
- Grant Manager 0.00 0.00 1.00 Possible ARP Funding
- Business Analyst 0.00 0.00 1.00 Possible ARP Funding
Finance Department Total 0.00 0.00 3.00
Public Lands Department
Arborist 0.00 0.00 1.00 Possible ARP Funding
Public Lands Department Total 0.00 0.00 1.00
TOTAL GRANT FUNDED POSITIONS 0.00 1.00 27.00
Position Titles Grades 2019- 20 2020- 21 2021- 22 Changes from FY 2020-21 to FY2021-22
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
F-47
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22 STAFFING DOCUMENT
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MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-1
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-2
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-3
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-4
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-5
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-6
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-7
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-8
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-9
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-10
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-11
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-12
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-13
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-14
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-15
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-16
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-17
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-18
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-19
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX A: LIBRARY
G-20
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX B: INSURANCE PREMIUMS
G-21
MAYOR'S
RECOMMENDED
BUDGET
Fiscal Year 2021-22
APPENDIX B: INSURANCE PREMIUMS
G-22
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
www.slccouncil.com/city-budget
TO:City Council Members
FROM: Jennifer Bruno, Lehua Weaver, Ben Luedtke, Kira Luke
Allison Rowland, Sylvia Richards, Russell Weeks
Sam Owen, Libby Stockstill
DATE: May 11, 2021
RE: Fiscal Year 2021-22 Budget Overview
While the FY 2021 budget was a relatively flat budget due to the economic uncertainty facing the City in spring
2020, the FY 2022 budget proposed by the Administration reflects the cautious projections for recovery of the
local economy, and incorporates the opportunities presented by the American Rescue Plan Act (ARPA), and the
City’s healthy rainy day fund (aka “Fund Balance”).
The role of the Council is to review the Mayor’s recommended budget, consider broader policy goals and
implications of the funding strategies, receive and consider public comment on the Mayor’s recommendation,
and determine whether to make changes or adopt the proposed budget as is. In the legislative oversight role the
Council considers:
•opportunities to address previously discussed policy goals or priorities identified by elected officials and
the public,
•the extent to which the City’s budget furthers the overarching commitment to social equity,
•the extent to which the proposed budget addresses City/Department needs and service levels,
•the impacts decisions made this year would have on budgets for future years,
•potential unintended consequences that may result from budget and policy decisions,
•how these decisions align with the traditional role of City government and whether there are
duplications with other governmental entities to ensure an efficient use of taxpayer dollars,
The proposed budget includes several policy choices to balance the budget that could be viewed through
alternative policy lenses. The Council may choose to focus some discussion on these policy areas:
➢The proposed budget uses one-time money to pay for on-going needs. In addition to using one-time
revenue like fund balance and grant revenue, this includes using one time dollars to fund positions and
programs that are likely to continue beyond grant funding availability. This approach will mean that
balancing the budget in future years, when the needs are still there but the revenue is not, will be more
challenging. This concept is sometimes referred to as a “structural deficit.” See page 8 for more on the
concept of a structural deficit. The City was fortunate to have enough fund balance and significant
federal grant money to use in this way. In years where revenue and expenses are not impacted by a
severe economic downturn, policy makers do their best to avoid paying for on-going needs with one-
time funding.
Project Timeline:
Briefing: May 11, 2021
Budget Hearings: May 18, June 1
Potential Action: June 8 or 15 (TBD)
Page | 2
➢New Full-time Employees – The proposed budget includes a 1% raise for employees and adds 62.85
employees in the general fund (20 proposed to be funded with American Rescue Plan Grant dollars), 17
in Public Utilities, and 15 in Information Management Services (IMS). Because these increases are to
add people, and because some are funded with short-term grant dollars, structural deficits in future
years may be more difficult to accommodate because it could include eliminating positions (or
alternatively raising revenues/taxes).
➢Maintaining Healthy Fund Balance – The proposed budget keeps fund balance at 15%. Note that
current City policy calls for a 13% fund balance minimum target, and bond rating agencies have
recommended at least a minimum 10% fund balance level.
➢Department Reorganizations – The proposed budget restructures several departments and creates a
new Department of Public Lands. The Engineering Division is proposed to move from the Community
and Neighborhoods Department (CAN) to the Public Services Department. The Youth and Family
Division is proposed to move in the other direction from Public Services to CAN. In past department
reorganizations Council Members have asked how the change will benefit the City’s operations and the
public. For example, will the change create operational efficiencies, reduce effects of departments being
siloed, place divisions that work closely together in the same department, reduce administrative
overhead, etc. See page 13 for more detail on this proposal.
➢The proposed budget shifts some “Funding our Future” sales tax revenue towards balancing the general
fund budget, and shifts funds among categories. The Council may wish to talk about how to engage with
the community on this topic, as assurances (although not legally binding) were previously made that this
extra sales tax would be kept in the 4 focus areas – housing, street infrastructure (sidewalk-to-sidewalk),
public safety (911, fire and police), and transit.
➢The proposed budget follows City ordinance and adjusts all General Fund fees commensurate with the
Consumer Price Index (CPI), generating just under $400,000 in revenue. The Council could discuss
adjusting the ordinance given current economic conditions.
Policy Balancing
The Proposed budget...
Uses a significant amount of one-
time money to fund on-going
needs and expansion of staffing
and programs.
The City was in the fortunate
position to have fund balance and
federal grants to use in this way.
This approach adds to the structural
deficit in future budget years.
Keeps fund balance at 15% Exceeds City policy of 13% fund
balance minimum target, and bond
rating recommendation of at least a
minimum 10% fund balance level
By using fund balance money to
fund ongoing needs, this could add
to a structural deficit in future years.
Adds over 60 FTEs between
general fund and grant dollars
The City was in the fortunate
position to have fund balance and
federal grants to use in this way.
The Council may wish to discuss
whether the pandemic recovery
demands and/or potential future
City needs align with where new
employees are proposed?
Adjusts all General Fund fees
commensurate with the
Consumer Price Index (CPI)
Generates just under $400,000 in
revenue
The Council could discuss changing
the ordinance given current
economic conditions.
Projects sales tax at a level that
matches FY 2020, largely
recovering losses from the
pandemic
Preserves and enhances core city
services and functions with an
approach that is in line with
economic forecasting from the state.
If the economic rebound is not
sustained, then program/staffing
expansions could need to be re-
evaluated. Sales tax is the most
volatile of the City’s major revenues
sources
Funding our Future revenues are
projected to increase by $2.8
million for a total of $34.5
Administration has provided a line
by line detail of each program
The Council may wish to review the
distribution among the four
Page | 3
million. The proposed budget
uses some previously unused
funds to help balance the budget,
and shifts resources among
categories
(included as an attachment to the
overview staff report).
categories to confirm they align with
the Council’s priorities.
Approximately $750,000 of unspent
dollars from previous years is
recaptured. The Administration has
not been able to spend these funds
on the Community Land Trust as
intended for the past three years.
Restores ongoing funding for the
Police Budget that the Council
placed into a holding account last
year and invests in other staffing
models (social workers, medical
response team), and in other
departments of the City to
further efforts towards equity.
This will allow the police
department to have necessary staff
to respond to calls for service in a
timely manner, and moves some
initiatives forward incrementally, in
order to diversify the City’s response
to emergencies especially mental
health.
The Council could consider the
unique availability of funds as an
opportunity to more quickly change
the City’s response model (this
would mean de-prioritizing other
items in the Mayor’s Recommended
Budget).
ISSUE AT-A-GLANCE
In the Mayor’s budget presentation, she stated that the budget was built with the following policy goals:
➢Equitable growth
➢Making the City more environmentally resilient
➢Bolstering communities with inclusive investment
➢Supporting employees’ physical and mental well being
The overall FY 22 City budget of $1.33 billion represents a 9.4% increase over FY 21, largely due to anticipated
revenue from the Federal American Rescue Plan Act (ARPA), and planned rate increases in the Public Utilities
Enterprise Fund.
The FY 22 General Fund budget represents a 7.2% increase from FY 21, from $326 million to $350 million,
although approximately $18.2 million (5%) is one-time revenue (either use of fund balance or federal grants).
This year represents the fourth year that sales tax revenues exceed property tax revenues as a proportion of the
Page | 4
City budget, despite the slowdown that occurred over 2020 as a result of the pandemic. It’s important to note
that sales tax is the most volatile of the City’s major revenue streams.
*FY 2016 – state law changed to require RDA revenue “pass through” the general fund and therefore was not an increase
in new revenue for General Fund purposes.
FY 2020 Proposed budget includes $18.2 million (5%) in one-time revenues that may not be available in future years.
The Council will receive in-depth briefings on departments with significant proposed changes over the next few
weeks (see Attachment 1 for a schedule of department budget briefings), as well as hold two public hearings
(May 18th, and June 1st), to get the public’s input on the Mayor’s Recommended Budget. The purpose of this staff
report is to provide a general orientation as it relates to various Council priorities, the public interest, as a
starting point for future discussions, and to identify potential follow-up questions that can inform the Council’s
adoption.
Note: The Mayor’s budget proposal for the Salt Lake City Redevelopment Agency (RDA) will be addressed in a
separate staff report and is scheduled for discussion during a special RDA meeting on May 18th, with follow-up
discussions as needed. The RDA Budget will also have public hearings on May 18th and June 1st.
Note on budget terminology: This proposed budget is sometimes referred to as the Fiscal Year (FY) 2022
budget, meaning the budget that ends on June 30, 2022. The budget that we are in as of the date of this staff
report is the FY 2021 budget, meaning the budget that starts on July 1, 2020 and ends on June 30, 2021.
The following chart depicts how the General Fund receives revenue:
Page | 5
The following chart depicts how expenses are divided among City departments for the FY 2022 Mayor’s
Recommended Budget:
Economic
Development
1%
HR
1%
Mayor
1%
Council
1%
Justice Court
1%Attorney
2%Finance
3%
E-911
3%Public Lands
5%
Community and
Neighborhoods
7%
Fire
13%
Public Services
10%
Police
24%
Non-Departmental
28%
Page | 6
The following are highlights of the Mayor’s recommended budget (not inclusive of every change):
•Revenue Changes due to economic conditions
o Sales tax revenue is proposed to increase by about $8.8 million (about a 9% increase year
over year) from the adopted FY 21 budget. This brings sales tax levels almost to the level
budgeted in FY 19-20. The Administration continues to monitor economic data and actual sales
tax receipts. Note: sales tax receipts represent a two-month delay from actual spending. For
example, actual sales tax received in April represents actual spending in February.
o The Administration is also proposing to recognize $1.3 million in new growth property tax
revenue (based on building permits and certificates of occupancy). Staff cannot confirm that
figure from the tax commission until early June (per state law it’s due by June 8).
•If the number is lower than what is in the Mayor’s recommended budget, the Council
would either need to re-balance the budget with the lower number (cutting expenses) or
would need to increase property taxes to meet the proposed expenses in the Mayor’s
recommended budget.
•Staff note: Actual new growth since FY 2010 has varied from negative $90,000 to a
high of $2.4 million in FY 2019. The new growth formula changed in the 2016
legislative session, and as such new growth has been significantly easier to predict.
•Recognizing this revenue in the budget does not constitute a property tax increase, as
it is paid by those new buildings, and therefore does not require a Truth in Taxation
hearing.
o Building permit revenue is projected to increase by $4.7 million. This sector has
maintained a fairly healthy pace despite the economic conditions.
o Business licensing revenue is projected to decrease by $1.6 million.
o Fines and forfeitures are projected to decrease by $464,391 due to justice court delays and
reduced parking tickets.
o Parking Meter revenue is projected to decrease by $660,000 due to continued reduced
usage, although the Administration is optimistic that efforts to bring people and events back
downtown in safe ways will help with this figure.
o Interest income is projected to decrease by $629.528 due to continued low interest rates set
at the federal level. This is revenue that is received from the City investing cash balances.
o Franchise Taxes are expected to increase by $890,000. These taxes are capped by state law.
Because rates are proposed to increase in the Public Utilities budget, taxes collected off those
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
Economic
Developm
ent
HR Mayor Council Justice
Court
Attorney Finance E-911 Public
Lands
Communit
y and
Neighborh
oods
Fire Public
Services
Police Non-
Departme
ntal
FY 2019 Adopted $2,014,616 $2,663,488 $3,240,608 $3,819,250 $4,502,322 $6,718,990 $7,825,644 $7,846,945 $23,520,16 $41,153,33 $46,754,93 $70,901,61 $80,325,63
FY 2020 Adopted $2,185,424 $2,800,540 $3,760,985 $4,403,611 $4,667,126 $7,117,830 $8,253,528 $8,271,454 $25,130,07 $42,552,58 $46,548,27 $82,235,72 $92,496,88
FY 2021 Adopted $2,388,562 $2,629,008 $3,883,065 $4,226,075 $4,726,866 $7,123,638 $8,387,673 $8,260,571 $-$24,318,57 $42,737,52 $46,655,22 $79,097,33 $91,695,89
FY 2022 Proposed $2,514,914 $3,267,669 $4,761,780 $4,551,159 $4,850,906 $8,133,002 $8,727,757 $8,888,505 $18,828,71 $23,615,11 $45,587,40 $34,341,92 $83,370,50 $98,299,19
4 Year Department Budget Comparison
Page | 7
utilities will increase. Other items contributing to this budget are taxes collected on phone lines
and gas bills.
•Revenue from Policy Choices and/or New proposals
o City General Fund fees will bring in an additional $377,633 due to an inflationary Consumer
Price Index (CPI) adjustment (set by the Council in ordinance in 2014). For FY 2022 the
amount is 2.35%. These fees and permits will always have to be cost-justified, and the City
undergoes a study regularly to confirm that the City is not charging more in fees than it costs to
provide the associated service. Adjusting these fees yearly allows the City to keep pace with the
cost of doing business in small amounts each year, rather than one-time considerations of larger
fee increases. The Council could consider changing this ordinance given the unique economic
circumstances for businesses and individuals at this time.
o One-time Revenue
•Federal American Rescue Plan Act (ARPA) – Revenue loss replacement -
$10,000,000
•General Fund Balance - $4,900,000 – If adopted as proposed, the budget would still
leave the City with approximately 15% fund balance (approximately $7m above the 13%
threshold)
•Health Insurance Premium Holiday - $915,195 – due to sound fiscal management
by employees, the City and employees can forgo payment on one of the premium pay
periods to PEHP and the health insurance pool will still be at the desired level. The city
can then use these funds for general fund purposes, albeit on a onetime basis.
o Judgement Levy – the proposed budget includes a judgement levy of $66,835. A judgement
levy is a one-time, one-year property tax increase to pay the City back for prior year judgements
which result in budget shortfalls. The City will not know the final amount of the judgment levy
until June 8th, when we receive official figures from the State Tax Commission and County
Auditor. At that point the Council can decide whether to add it into the budget. The amount
cannot exceed the amount authorized by the County.
o Property tax stabilization – The Administration is proposing to adjust the City’s property
tax budget upward to match the actual property tax revenues received in the previous fiscal year.
The City has also taken this approach in FY 2009, FY 2010, FY 2016, FY 2018 and FY 2020. If
property tax revenues come in higher than budgeted for a given fiscal year, that money will in
effect become “one-time” money, unless the City undergoes a truth in taxation hearing to raise
its official property tax budget by that same amount. Raising the official property tax budget
guarantees this additional property tax revenue as ongoing in future years. In FY 2021 (the
current year), the City received approximately $1 million more in personal property tax revenue
above what was set as the property tax budget. By including this figure in the budget, it triggers
the need for a truth in taxation hearing, which will be scheduled in August. If the economy
continues to grow, only the new growth will be paying for this additional revenue. However, if
the economy experiences a downturn, the “revenue budget watermark” will have been set, and
according to truth in taxation law, overall City taxpayers would see an increase to make up for
the downturn. Council Staff can schedule additional discussions on this if Council Members
are interested.
•Expense items of note:
o New FTEs and Potential future structural deficit –The Mayor’s recommended budget
includes 42.85 new general funded FTEs, and an additional 20 FTEs proposed to be funded
through the American Rescue Plan Act (ARPA). See Attachment 2 for a breakdown of new FTEs
by funding source and department. Additionally, several of the new FTEs are proposed to be
funded for a period of less than 12 months. This can be an effective budgeting tool to help
balance the budget, since realistically it takes several months to hire an employee through the
City’s HR process. That said, it does add to the potential structural deficit for the following
budget year, once that FTE is filled. Additionally, many of the positions and some programs are
proposed to be funded through ARPA will add to this structural deficit. The Council approved
new FTEs using other federal funds in FY21 on the condition that the position sunsets (ends)
Page | 8
when the grant funds ends. The Council could explore a similar approach with the FTEs funded
by ARPA dollars. The following chart illustrates the potential future structural deficit, and how
the different smaller line items add up:
•“Structural Deficit” context: There is a certain share of structural deficit that occurs
regardless of the Council’s policy choices each year. This includes things like health
insurance premium increases, union-agreed pay adjustments, use of one-time revenues
used in the previous year, etc. Given the usage of fund balance and federal grants to balance
the budget this year, as well as the one-time savings and grant funded positions noted
above, the structural deficit for the FY 22 and following FY 23 budgets could be much larger
than in previous years. This annual conversation causes the Administration, through their
Department experts, to look for creative efficiencies in expenditures that they might not
have otherwise been willing to explore. The Administration, with their front-line employees,
are best equipped to identify opportunities for efficiency gains. If all efficiencies have been
exhausted, the “fall-back” options to address the structural deficit are service/program cuts
or tax increases because per state law the City must adopt a balance budget annually.
o Funding our Future - In 2015 the Legislature authorized the City to impose a 0.5% additional
local sales tax option as a result of the decision to relocate the State prison. The Council
Potential structural deficit
One time Revenue
American Rescue Plan (ARPA) Grant - Revenue Loss ($7m possible for FY 23)10,000,000
Appropriation from Fund Balance 4,900,000
Reimbursement for Fire Deployments 515,000
Recapture unspent prior year housing dollars (keep within FOF)750,000
Health Insurance Premium Holiday 915,195
Total 17,080,195
Ongoing Expenses funded w/ Grants or One-time savings proposed
Assistant City Prosecutor (10 months)53,610
CAN CCAC Adustments (10 months)21,511
CAN Deputy Director (10 months)31,750
Finance Deputy Director (10 months)28,721
HR CCAC Adjustments (10 months)700
HR Recruitment Supervisor (10 months)20,204
HR Technician (10 months)21,790
PD CCAC Adjustments (10 months)8,729
PD Staff for legislative changes (10 months)12,167
PD Internal Mental Health Responder (10 months)20,000
PD/Non-dept - 3 social workers (10 months)9,375
PD/Non-dept - 3 social workers (6 months)28,125
Public Services - Engineer (9 months)56,611
Public Services - 2 Landscape Architects (9 months)29,492
Public Services - Engineering records specialist (9 months)14,125
911 Comm Bureau - 8 FTEs to implement 32hr workweek (6 months)153,450
Grant-Funded Positions/Programs that could be longer term
- (1 FTE) Special Projects Assistant for Community Commitment Program (CAN)93,829
- (3 FTE) Associate Planners 235,000
- (1 FTE )Transportation Right of Way Utilization Manager 160,000
- (1 FTE) Youth & Family Community and Program Manager (from BA#2) (CAN)90,633
- Youth & Family COVID Programming Continuation (CAN)711,350
- (3 FTE) Arts Council Staffing & Operational Costs (Economic Dev elopment)350,000
- (1 FTE) Business & Cultural Districts (Economic Dev elopment)150,000
- (2 FTE) Economic Dev elopment Staff (Economic Dev elopment)290,000
- (1 FTE) Grant Administrator (Finance)101,020
- (1 FTE) Grant Manager (Finance)95,000
- (1 FTE) Business Analyst (Finance)89,500
- Apprenticeship Program (All Departments)1,000,000
- (4 FTE) MRT Expansion [6 Months] (Fire)136,762
- (1 FTE) Forest Preserv ation and Growth Program 219,000
Total 4,232,454
Total potential FY 23 structural deficit 21,312,649
Page | 9
initiated this option, and while the state enabling legislation did not restrict what the City could
do with these funds, the Council and Administration determined four critical need areas of focus
for the funds based on resident engagement and feedback: housing, public safety (911, fire and
police), transportation, and street infrastructure (sidewalk-to-sidewalk).
•The FY 22 budget anticipates $35.6 million from this revenue line item (an increase of
$2.8m), bringing it in line with the adopted FY 19-20 budget (pre-pandemic).
•The Administration’s proposed budget tracks the revenues and expenses separately to
increase transparency for the public as to how these funds are used. The public can also
visit fundingourfutureslc.com for details on the programs and projects funded from
these dollars and the voter-approved $87 million Streets Reconstruction Bond.
•The proposed budget includes several policy shifts for Funding our Future dollars that
the Council may wish to discuss further, in particular how to communicate these shifts
to the public, and whether they should be considered temporary, and how they will be
tracked.
•In particular, the Mayor’s recommended budget increases funding in the broadened
category of “Public Safety”, with expanded uses such as Fire, mental health responders,
dispatchers, and emergency management personnel. It also increases funding in the
infrastructure category, to facilitate more efficient street repair, resulting in more
potholes filled and lane-miles repaired.
•See Attachment 4 for a detailed list of Funding our Future initiatives, by category,
and how investment differs from FY 21 to the Mayor’s Recommended budget for FY 22.
•Staff will highlight this revenue tool in each of the relevant departments.
o Restored “vacancy” savings from FY 21 - the Administration is proposing to restore the
“vacancy savings” most departments included as part of the FY 21 budget ”soft hiring freeze.”
This will help with many of the service-level concerns raised during the last budget cycle.
•Other budget highlights relating to Council priorities - Staff has highlighted priorities as
evidenced by the Council’s focus in the recent year: Racial Equity in Policing, Homelessness, Affordable
Housing, Transit/Transportation, Funding for Infrastructure/Capital Projects:
o Funding for Public Safety (911, fire and police) recommendations of the Racial
Equity in Policing Commission and the Council’s financial and operations audit of
the Police Department – The proposed budget reflects the multiple ways the City keeps
people safe and could advance this multiple strategies approach across departments. One of the
major changes is expanding response options beyond police officers, and support for
community support programs. The recommended budget reflects these recommendations in a
variety of departments, which will be discussed more during each of those specific briefings, but
are summarized here:
❖Budget changes reflecting initial REP Commission Recommendations
•Funding for the Peer Court Program - $20,000 – Non-Departmental budget
•Senior Advisor Position in the Mayor’s Office to focus on Equity – Mayor’s
office budget
•Funding for 6 full-time social workers to increase the available hours for the
SLCPD’s co-responder model – $450,000 - funded from Funding our Future
Public Safety dollars (funding phased in to hire 3 in September and 3 in
January). Ongoing funding for current social worker program continues to be
budgeted in Non-Departmental
•REP Commission Senior staff –full time staff in the Mayor’s Office (funding in
Non-Departmental) to provide staff support to the REP Commission as the
work moves forward (Related, not specifically recommended by the
commission)
•(staff note: more recommendations are anticipated in the coming months, and
Council Staff is of the understanding that the FY 21 holding accounts that has
Page | 10
been carried forward can be available to advance those recommendations,
should those need funding)
❖Budget changes reflecting broadening of duties typically handled by police
•ARPA Funding to expand the Medical Response Team (MRT) to the
Ballpark/Poplar Grove area – (6 months - 4 FF - $136,762; Equipment
$46,700)
•Funding to transition work schedule for 911 dispatch, to assist with turnover – 6
months, 8 FTE - $153,450
•Permanent funding for the Community Commitment Program (CAN) to assist
with camp cleaning and resource-connections – funding spread throughout PD,
CAN and Public Services
•Replacing backlog of Fire Apparatus vehicles through funding our future public
safety category - $4 million
•More Emergency Management Staff in the Fire Department (Emergency
management relocated from the Police Department) -
•$70,000 street racing initiative in PD – for “enhanced mitigation” of street
racing in the City
❖The Council may also wish to consider the recommendations from Matrix Consulting
based on the financial and operations audit of the Police Department presented to the
Council on April 20. Staff is aware that they will be providing the requested “roadmap”
for prioritizing implementation of recommendations in the coming weeks, and it may be
available for the Police Department budget discussion scheduled on May 18.
o Homelessness – The Mayor’s proposed budget continues the consolidation of homeless
services expenses (except tangentially-related public safety and RDA affordable housing
development) into the CAN Department, managed by a coordinator that was added in mid-year
FY 2017, along with a program manager. The proposed budget moves continues parks clean up
funding in the Public Services Department and funding Police Department for the Community
Commitment program at a level that was established through this year’s budget amendments .
➢Policy Question – the Council may wish to ask the Administration for an
update on state-level efforts to address homelessness, now that the
statewide homelessness officer position overseeing the issue has been
filled.
•These various programs will be explored in more detail for the Community and
Neighborhoods Budget briefing at a later date.
o Affordable Housing – The Mayor’s proposal to dedicate more than $11 million to affordable
housing consists of the following:
Anticipated ARPA (Federal) funding 4,414,556
Funding administered by RDA (via
Funding our Future)4,732,627
Funding Our Future administered by
HAND (Sales Tax Option) 2,050,000
TOTAL $11,197,183
o
❖The Administration is proposing to continue the streamlining of housing development
into RDA ($4.7 million from funding our future), while HAND will focus on housing
programs with the remainder of the funding our future dollars.
❖Most programs are continuations of programs from previous years. It appears that the
Administration is recommending to discontinue the Community Land Trust program,
Page | 11
and is proposing to recapture the unspent $750,000 from previous years (it appears to
be repurposed in other FOF categories). This can be discussed in more detail during
the CAN briefing. The Community Land Trust was funded three years in a row, but the
dollars were not spent. The Council can also discuss funding for Housing Development
as the RDA Board during the RDA Budget discussion.
❖Background: FY 20 represented the first year of identified on-going investment in
housing in the City from this stream, as there were not previously on-going funds to
support housing directly, other than annual allocations from the RDA, which varied
over time. Salt Lake City is the only city in Utah with a non-RDA related revenue stream
dedicated to affordable housing.
o Transit/Transportation – Both the FY 2019 and FY 2020 budgets made significant progress
towards implementing the City’s transit master plan. New sales tax funding enabled a20-year
interlocal agreement with UTA to provide enhanced bus services, specifically adding more
frequent service and extended hours on key transit master plan routes. Previously City funding
was not available to enable increased/enhanced access to transit, other than the Hive Pass
program. The total amount of sales tax funding supporting transit (outside of the contract with
UTA) is as follows:
TRANSPORTATION (pages E-100, E101)
Sales Tax Option: Transit Plan - Key Routes -200,000
Sales Tax Option: Transit Plan - On-Demand Ride
Services (Smaller Service Area) 1,100,000
Sales Tax Option: Transit Plan - Bus Service
Mobilization for 1000 North Bus Route 1,101,319
TOTAL $2,001,319
The Council will have a more in-depth discussion of this initiative during the Community and
Neighborhood Department briefing.
o Funding for Infrastructure and Capital Projects – The proposed budget funds the
Capital Improvement Program (CIP) at 6% of ongoing general fund revenue (previous plans
identify 7% as a minimum level of investment, although these plans have not been updated for
some time), as well as continuing the significant investments made in infrastructure via Class C
“gas tax” funds, a second streets maintenance crew, the County quarter cent transportation sales
tax option (now reflected in the CIP budget log), and a voter-approved $87-million Streets
Reconstruction General Obligation (GO) Bond. These areas will all be discussed in further
detail in the appropriate department briefings (CAN/Transportation, CIP). See Attachment 3
for the CIP funding log summaries covering the General Fund, RDA and Enterprise Funds.
❖Forthcoming Bond Proposal – The Mayor’s budget presentation referenced an
upcoming bond request, utilizing funds freed up from a bond that was paid off this last
fiscal year. The Council has received preliminary information about this proposal, but
the Administration has not as of the printing of this report transmitted a formal
proposal. It is staff’s understanding that this proposal is forthcoming. The Mayor’s
recommended budget includes a debt service placeholder for this bond of $3.7 million.
Staff will provide this information to the Council and the public as soon as it is received
and may reference it in future budget reports, if it is available by then. The expectation
is that the Council will discuss potential projects in conjunction with specific discussion
of CIP projects in July and August.
Staff note: it is not clear what staffing or maintenance resources will be
needed as a result of any of the proposed projects in a potential bond. It is
Page | 12
likely that any facility is 2 or 3 fiscal years from opening, but given the
investment in new FTEs in this budget, the Council may wish to discuss this
with the Administration as they are considering funding in this budget and the
potential bond.
•Background on Infrastructure - Infrastructure in the City is funded several ways:
▪CIP (enhanced by Funding our Future in FY 20)– funds a variety of ongoing
infrastructure projects including sidewalks, ADA ramps, bridges, curb/gutter,
facilities and buildings, park amenities and usually local/residential
neighborhood streets. These are either funded through annual allocations on a
pay as you go basis, or larger projects are sometimes financed with debt service
(future revenue bonds such as sales tax).
▪County Quarter Cent Sales Tax for Transportation Funds (Fund Class 69 – new
in FY 20) – The Administration will be tracking both the receipt and
expenditure of these funds in a separate account to make reporting to the state
more streamlined (these funds are restricted as to use).
▪Class C (gas tax) funds in CIP – this usually funds larger scale projects and is
typically allocated in a large quantity. In recent year, the Council appropriated
these funds as a batch for street reconstruction and asphalt overlays. The
internal Roadway Selection Committee determines which specific street
segments receive improvements based on several criteria and other major
projects.
▪Streets Division Budget located in the Public Services Department – this usually
funds the more small-scale, maintenance activities such as pothole patching
and chip seal-type projects. The City does not have a concrete street
maintenance program but funding to create one is proposed in the FY22
budget. The City currently has an asphalt street maintenance program. The vast
majority of City streets are asphalt pavement.
▪Infrastructure is also addressed indirectly through Engineering, Transportation
(Community and Neighborhoods Department), and Streets (Public Services)
general fund budgets, and Public Utilities Budget (sewer, stormwater and
water).
o Overall Fiscal Health of the City – in FY 20 the Council established a goal of setting Fund
Balance at 13%. The Mayor’s recommended budget uses $4.9 million from fund balance to
balance the budget but maintains a fund balance of 15%. This is an increase from previous fund
balance levels and is due in part to sales tax overperforming the conservative budgeted amount
from the previous year, as well as anticipating some City Departments will not fully spend their
budgets in FY 21. As noted above, this budget uses one-time funds to pay for on-going expenses
and utilizes one-time savings to balance the budget. Both of these strategies will increase the
“structural deficit” for the next budget year.
ADDITIONAL KEY ELEMENTS OF THE MAYOR’S BUDGET PROPOSAL
A. Legislative Intents of the Council – The Administration has included all FY 2020 Legislative Intent
Statements and Interim Study Items adopted by the Council in the Mayor’s Recommended Budget Book,
starting on page C-22. Staff will make a note of relevant items throughout the department budget briefings
and hold a legislative intent briefing later in the budget process to confirm the list for the coming fiscal year.
B. Other Expense-related items of note – staff will be highlighting important expense changes in each
department briefing. The following is a list of noteworthy Citywide items that may be of interest to the
Council and/or the general public:
Page | 13
1.Department Overviews and Objectives and Measurements – The Mayor’s Recommended
Budget Book includes a helpful 2-3 page overview of each department starting on page E-9. This
section includes objectives and measurements where available and tracked by the department. In
addition, these department overview pages include the following information:
•Org chart of the department
•Vision statement/mission statement and overview of the purpose and functions of the
department
•Performance measures where tracked
•Comparison of actual/adopted/proposed budget by category or division
•High level description of changes from last year
Council Staff will highlight each of these as departments are briefed before the Council. The
Council may wish to provide feedback to the Administration at that time, regarding any
additional helpful measurements/outcomes that would help the Council in their budget
deliberations.
2. Department reorganization, New department proposed - The Administration’s Budget
proposes the following shifts in divisions/responsibilities:
➢Shifts the Public Lands Division out of Public Services to a new Department of Public
Lands
o See page E-70 of the budget book for the proposed departments mission, vision,
and overview
o $18.8 million budget, 118.35 FTEs
o 8 new FTEs proposed in addition to the transfer of 110.35 FTEs from Public
Services
➢Shifts the Engineering Division from CAN to Public Services
o 5 new FTEs proposed for Engineering in addition to the transfer of 44 FTEs
from CAN
o Capital Asset Development Manager will move to Engineering
➢Shifts the Youth and Family Division from Public Services to CAN
o 1 Deputy Director of Community Services to oversee functions of CAN relating
to community building
o Grant funds will pay for an FTE office facilitator in HAND
o The recommended budget is propoing American Rescue Plan funds to continue
the enhanced youth and family COVID programming, and is proposing to add 1
FTE
➢BA #7 – Shifted Emergency Management from PD to Fire
o 2 new FTEs proposed in addition to the transfer
➢Office of Equity and Inclusion in the Mayor’s Office
3. American Rescue Plan Act (ARPA) Funding
The Mayor’s Recommended Budget includes $10million in revenue and $4,198,794 of proposed
expenditures using one-time ARPA funding which is summarized in the table below. This includes
20 new FTEs and several program expansions. As noted before, in a few years when the ARPA funds
are gone other revenue would need to be identified for the new FTEs and program expansions to
continue. The Administration states proposals to use the remaining $25.8 million of first round
ARPA funding will come to the Council in budget amendments during FY22.
Page | 14
The City is expected to receive a total of $87 million under the American Rescue Plan Act which will be sent
directly from the U.S. Treasury (no pass through from another level of government). The funding will be
received in two rounds: $40 million in the first round in the coming weeks and $47 million in the second
round which must be at least 12 months after the first round. All the funds must be spent by December 31,
2024. Federal guidance is currently pending and is expected to detail allowable uses, eligibility criteria,
and how to show justification for and document expenses. The City would be in a better position by closely
following the guidance in case the Federal Government audits the City’s use of the funding and to avoid the
potential to refund any expenses.
4.Enterprise Resource Planning (ERP) Initiative – The budget includes a number of staff
positions and transfers to support the City’s general efforts to deliver and implement an Enterprise
Resource Planning Initiative. Over the next two years, this will be a key focus of the City’s
Innovations team (implemented in budget amendment #6), but will also need the support and focus
of many FTEs throughout the City in order to make it successful.
•Staff will highlight in various department briefings where additional staff is proposed to be
added to facilitate these efforts.
•Background: The City currently utilizes a number of programs to help the City manage
and track human resources and finance data. Because these systems are out of date and do
Page | 15
not cross-communicate, there are several pain points that significantly reduce the efficiency
of City employees, hampering efforts at streamlining and transparency. As has been
discovered in the recent Audit of the Police Department, current organization of the City’s
financial system also hampers analytical projects like the forthcoming zero-based budget
exercise for the Police Budget. Due to the fact that all of these systems are in need of
updating the City decided in FY 20 to embark on securing a system-wide solution known as
Enterprise Resource Planning (ERP). Other Cities are utilizing this technology to
dramatically streamline operations and increase transparency. The Administration has
convened a team with representatives from various departments to guide this process and
ensure that all stakeholder needs are met. This can be addressed in more detail in the IMS
Department budget discussion.
5. Public Utilities Funds items of note:
•Water Utility - There is an 8 percent proposed rate increase for this fund this year. Rate
increases for this utility are timed based on capital project needs and the related bonding to
finance the projects; as part of this, rates will be proposed for increase in subsequent years:
“[the utility] is planning rate increases between 10% and 15% in future years through
FY2025 in order to maintain and rehabilitate infrastructure, and meet more stringent water
quality requirements.”
▪The Water Fund anticipates fiscal year 2022 bond proceeds of $26,146,000, with
significant additional estimated debt funds through at least fiscal year 2026.
Relatively massive bond issuance activity is projected to continue through fiscal
2026 to support capital needs, for example large-scale capital needs related
to the utility’s water treatment plants totaling in the hundreds of
millions of dollars.
▪Debt service as a percent of gross operating revenue is projected this year at 5
percent and projected to rise to 8 percent through fiscal 2026.
•Sewer Utility - There is a proposed rate increase of 18 percent. Rates are also projected to
increase in subsequent fiscal years. Increases are timed based on capital project needs and
the related bonding to finance the projects; as part of this, rates also increased 18 percent
last fiscal year. Rate increases and bonding activity are related to the generational Water
Reclamation Facility construction project.
▪ The utility anticipates fiscal year 2022 bond proceeds of $123,687,000 and federal
government WIFIA loan proceeds of $93,890,000. Bond issuance activity is
projected to continue through fiscal 2024, and WIFIA loan disbursements are
projected to continue through fiscal 2026.
▪Debt service as a percent of gross operating revenue is projected to peak this year at
27 percent and taper to 24 percent through fiscal 2026.
•Stormwater Utility - There is a proposed rate increase of 10 percent this year. Previous
and current bonding activity related to infrastructure needs drives the proposed rate
increase. Much of the recent infrastructure activity in this utility has been related to the
City’s general obligation bond for streets reconstruction.
•Street Lighting Utility - This fund will not have a rate increase this year, however the
department is proposing funding for a rate study to inform potential future rate increases.
The utility will also consider implementation of its proposed Street Lighting Master Plan.
6.Golf – The Administration is proposing to continue the previous approach of using transfers from
the General Fund to help the Golf Fund into a balanced operational budget. Due to increase play this
last year, pursuing this strategy for the upcoming fiscal year will allow the Golf Fund to dedicate the
$1 per round Capital Project fee to needed capital projects (recent years this fee has been used to
offset operational losses). This year the Administration is proposing the following transfers from
Non-Departmental (Gen fund) to the Golf Fund:
•Cost of living wage for golf employees - $370,000
•ESCO debt service payment - $484,000
•Administrative Fees -- $315,779 (these will be paid back to the general fund and is done for
accounting/transparency purposes)
Page | 16
•IMS Fees - $200,000 (these will be transferred to the IMS fund)
•General transfer to assist Golf - $500,000 (this was proposed as one time initially in FY 20,
but has been in every budget since then)
The Council may wish to consider how the broader public could benefit from golf
course opens space considering the general fund subsidy of golf operations.
Given the proposed general fund subsidy for Administrative Fees currently paid by other
Enterprise funds (such as the Airport), the Council may wish to request the
Administration’s key public policy findings that support the notion of not
charging Administrative fees and supporting the debt of an enterprise fund.
7. 32 Hour Work Week Pilot Program for 911 Department Dispatchers - Over the past
five years, the 911 Department averaged 20% turnover which is greater than the City’s
average over the same period across all departments. The MRB includes a request to hire
eight additional dispatcher FTEs for a six-month pilot program. It is based on the premise
that allowing dispatchers to retain existing salary levels while working eight hours less a
week will improve employee retention and morale and decrease turnover. Dispatchers are
considered the “first first responders” and some studies have shown they experience
mental health challenges at similar rates to fire fighters and police officers.
8. Public Safety Category in Funding Our Future and Fleet Fund - The Council previously
defined the public safety category of Funding Our Future (FOF) as including the 911
Department, Fire Department and Police Department. Only the Police Department has
received FOF dollars as part of the public safety category. The MRB includes restoring $4
million of FOF for Fire Department vehicles. The $4 million from FOF was used to
purchase police sedans in FY2020 and was cut entirely in the FY2021 annual budget
because of the financial uncertainty facing the City in the early weeks of the pandemic.
Adding $4 million to the Fleet Fund dedicated to public safety vehicles helps the City’s
overall fleet because it allows other General Fund dollars to be used for vehicle
replacements that otherwise would not be available in the same fiscal year.
9.County transportation option - In 2018 the state legislature passed SB 136, which provided a
process for Counties to add a sales tax levy to pay for “regionally significant transportation projects,”
and indicated that beginning July 1, 2019, cities in those counties would receive 0.1% of the tax
(UTA also receives 0.1% and the County retains 0.05%) for this purpose. Technically this is a tax
collected by the County and remitted to the City, although it still falls under the category of a sales
and use tax. This is anticipated to generate approximately $4.9 million that will be transferred to
CIP in FY 21, per Council legislative intent. Note: the Administration is tracking this particular
revenue and expense in a separate fund, so the total is not reflected in the general fund budget from
an accounting perspective.
10.Green team - The MRB proposes ending the joint Green Team project run by Advantage Services
and Wasatch Community Gardens (-$115,000) permanently in December 2021. After several years,
the program, which aimed to help prepare women experiencing homelessness for new employment,
was unable to graduate significant numbers of participants, and overhead and implementation
challenges were great.
11.Compensation Changes - The MRB includes a 1% base salary increase for all City employees with
an estimated cost of $1,727,863. There is another $1,663,625 of merit pay increases for employees
Page | 17
represented by the three unions (AFSCME, Fire and Police) which are salary step increases that
were previously negotiated.
•Another salary increase is recommended for employees in positions that were found to be
significantly lagging the market based on salary surveys. The City’s compensation
philosophy is to pay employees in the 95%-100% of market to maintain competitive
compensation levels compared to other employers along the Wasatch Front. These market-
based salary adjustments are estimated to cost $154,700.
•It’s important to note that some City employees could receive two of the three or all three of
the above salary increases depending on what position they are in. There was no base salary
increase for all City employees in the FY2021 annual budget because of the significant
financial uncertainty facing the City during the early weeks of the pandemic. Employees did
receive either a one-time $200 internet allowance or a $1,000 hazard pay bonus. There was
also a one-time bonus of $500 to all employees except for employees in the Fire Union and
AFSCME union who received a one-time $2,000 bonus.
•The Administration is currently in negotiations with the three unions representing City
employees. Additional compensation changes for represented employees may be
recommended to the Council as part of the FY2022 annual budget based on those ongoing
negotiations.
12.Health insurance – The Administration is proposing to continue the up-front contribution to health
saving accounts (HSAs) for employees on the Summit Star High Deductible Health Plan (HDHP). This is
$750 for a single employee and $1,500 for double and family. Premiums are also proposed to increase
(3.5%) for the City’s health plan. For FY 22, the proposed budget includes a proposal to forgo payment
on one of the premium pay periods to PEHP. They have indicated that the City’s health insurance pool
is well above the recommended levels. The city can then use these funds for general fund purposes,
albeit on a onetime basis.
13.Retirement – The Utah State Retirement System (URS) indicates to the City each year how much the
City must contribute towards employees’ retirement. The past few years this line item has increased
substantially, to make up for retirement system’s anticipated funds lost during the Great Recession of
2008. As in recent years, FY 2022 increases are not as significant as previous years. Council Staff flags
this item annually as a necessary expense associated with City personnel that is not controlled by City
policymakers.
ATTACHMENTS:
•Attachment 1 - FY 2022 Department Budget briefing schedule
•Attachment 2 – FY 2022 FTE Changes by Department (including FTEs proposed to be funded by ARPA)
•Attachment 3 – FY 2022 Mayor’s Recommended CIP Funding Log Summaries
•Attachment 4 – Funding Our Future line item comparison FY 21/FY 22 Recommended
Page | 18
ATTACHMENT 1 - FY 2020 Department Budget Briefing Schedule
April 20
Work Session
•Airport
•Public Utilities
•Library
May 4
Formal Meeting
•Mayor’s Recommended Budget Presentation
May 11
Work Session
•Budget Highlights from the Mayor’s Administration, including revenue
•Council Staff Budget Overview
•Metro Water
•Governmental Immunity
•Justice Court
•Attorney's Office
May 18
Redevelopment Agency (RDA) Meeting
•RDA Budget Overview & Budget focus
Council Work Session
•Community & Neighborhoods
•Police
•Compensation
•Human Resources
•IMS
RDA, City Council, and Local Building Authority Budget Public Hearing - 7:00 p.m.
May 25
•Economic Development Department
•Public Services & Proposed Public Lands Department
•911 Communications Bureau
•Sustainability Department & Refuse Fund
•Golf Fund
•Insurance and Risk Management
•Non-Departmental
•Unresolved Issues
•CIP Overview
Tuesday, June 1st
Work Session
•Fire
•Fleet
•Finance
•Consolidated Fee Schedule
•Legislative Intents and Interim Study items
•Unresolved Issues
Formal Meeting
•City Council Budget Public Hearing
Tuesday June 9th
RDA
•Potential budget adoption
Council Work Session
•Unresolved Issues
Council Formal Meeting
•Potential budget adoption
Tuesday, August 17th
•Council Formal Meeting - State-required Truth in Taxation Public Hearing
Attachment 2 5/6/2021
FY 2022 Proposed FTE Changes by General Fund Department
Department
Adopted FY
2021
Positions
Budget
Amendment
Positions
New
Positions
New
Positions
Funded
through
ARPA
Total
(note: Total
does not
reflect
grant
positions,
as they are Change New Position Notes/Other Notes
Attorney 50.25 4.00 3 57.25 7 BA #5 - 2 FTE - Senior City Attorney
BA #5 - Legal secretary
BA #5 - Assistant City Recorder
New - 3 Assistant City Prosecutors (10 months funding)
Community and Neighborhoods 204 -5 -27 6 172 -32 BA #6 - transfer Civic Engagement Mgr and Specialists to
IMS (3 Gen Fund FTE, 1 funding our future FTE)
BA #7 Transfer GIS to IMS (2 FTE)
Transfer - ADA & Equity to Mayor's Office (2 FTE)
Transfer - 18 FTE - Youth and Family Division to CAN
Transfer - Engineering Division to Public Services (44 FTE)
New - Deputy Director of Community Services (10 months
funding)
New - HAND Office facilitator (grant offset)
American Rescue Plan FTEs:
1 FTE - Special Projects Assitant for CCP
3 FTE - Associate Planners
1 FTE - Transportation Right of Way Mgr
1 FTE - Youth & Family Program Mgr
Council 35 0 0 35 0
Economic Development
(does not include RDA FTEs, which
are now reflected as a separate
department in the RDA staffing
document)
15 0 0 6 15 0 American Rescue Plan FTEs:
3 FTE - Arts Council Staffing and Operating Costs
1 FTE - Business and Cultural Districts
1 FTE - Youth & Family Program Mgr
Finance 69.7 1 1 3 71.7 2 BA #5 - Consumer protection analyst
Transfer - Consumer protection analyst to Mayor's Equity
Office
New - Deputy Director (10 months)
New - Business Analyst
American Rescue Plan FTEs:
1 FTE - Grant Administrator
1 FTE - Grant Manager
1 FTE - Business Analyst
911 Communications Bureau 100 0 8 108 8 New - 8 Dispatchers to implement pilot program (6 months
funding from Funding our Future)
Fire 366 6 2 4 374 8 BA # 7 - 5 FTEs Transfer EM from PD to FD
BA#7 - Fire Captain
New - Emergency Management Phase 2 (2 FTEs from
Funding our Future)
American Rescue Plan FTEs:
4 FTEs - Medical Response Team Expansion (6 months)
1 FTE - Grant Manager
1 FTE - Business Analyst
Human Resources 21.2 0.85 4 26.05 4.85 BA #4 - HR Deputy Director (.85 FTE)
New - 1 FTE - ERP Analyst
New - 1 FTE - Recruitment Supervisor (10 months)
New - 2 FTE - HR Techs (10 months)
Justice Court 44 0 0 44 0
Mayor 25 5 30 5 Reclassify - Census coordinator converted from FOF funding
to Mayor's office - Citywide Volunteer Coordinator
Transfer 2 FTE positions from CAN (ADA & Equity
Coordinator)
Transfer Consumer protection FTE from Finance to Equity
Office
New - REP Senior Staffer - funding through Non-Dept
Police 648 -5 8 651 3 BA #7 - Transfer EM from PD to FD (5 FTEs)
New - FTE Tracking legislative action (10 months)
New - Internal Metal Health Responder (10 Months)
New - 6 FTE Co-Responder Mental Health Responders (3 @
10 months funding, 3 @ 6 months funding). Funding in Non-
Departmental
Public Lands (New Proposed Department)0 118.35 1 Transfer - 110.35 FTE - from Public Lands Division in Public
services
New - 4 FTE - Public Lands Department Development
New - 1 FTE - North Temple Groundskeeper
New - 1 FTE - Public Lands new properties/amenities
New - 2 FTE - recreational trail system
American Rescue Plan FTEs:
1 FTE - Forest Preservation and Growth Plan
Public Services
(note: Sustainability FTEs are
reflected in Refuse Fund not in
general fund staffing document)
310.35 -2 -78.35 230.00 -80.35 BA #6 - Transfer Deputy to IMS
BA #6 - Transfer Special Projects Manager to IMS
Transfer OUT - Youth and Family to CAN (18 FTEs)
Transfer IN - Engineering to PS (44 FTEs)
New - 1 FTE - Engineer (9 months)
New - 2 FTE - Landscape Architect (9 months)
New - 1 FTE - Architect (9 months)
New - 1 FTE - Engineering Information and Records
Specialist (9 months)
New - 1 FTE - Streets response team (Funding our Future)
Total 1,888.50 (0.15) 44.00 20.00 1,814.00 43.85
Proposed FY 2022
PROJECT GF GF FOF CLASS C
IMPACT
FEES
¼¢ SALES
TAX OTHER TOTAL
Debt Service Projects
Sales Tax Series 2012A Bond $ 333,514 $ 333,514
Sales Tax Series 2013B Bond $ 530,801 $ 530,801
Sales Tax Series 2014B Bond $ 744,951 $ 744,951
Sales Tax Series 2016A Bond $ 2,009,296 $ 2,009,296
Sales Tax Series 2019 A Bond $ 366,151 $ 366,151
Sales Tax Series 2022 Bond $ 3,657,667 $ 3,657,667
B & C Roads Series 2014 $ 975,377 $ 975,377
ESCO Debt Service to Bond $ 896,500 $ 896,500
ESCO Steiner Debt Service $ -
ESCO Parks Debt Service $ -
Fire Station #3 $ 483,233 $ 483,233
Fire Station #14 $ 500,900 $ 500,900
Debt Service Projects Total $ 8,538,880 $ - $ 975,377 $ 984,133 $ - $ - $ 10,498,390
Ongoing Projects
Crime Lab $ 560,869 $ 560,869
Facilities Maintenance $ 350,000 $ 350,000
Parks Maintenance $ 250,000 $ 250,000
Ongoing Projects Total $ 1,160,869 $ - $ - $ - $ - $ - $ 1,160,869
Other Ongoing
Community and Neighborhoods - Surplus Land
RES $ 200,000 $ 200,000
Public Services- Smiths Ballfield $ 154,000 $ 154,000
Public Services- ESCO County Steiner $ 148,505 $ 148,505
Public Services - Memorial House $ 68,554 $ 68,554
Other Ongoing $ - $ - $ - $ - $ - $ 571,059 $ 571,059
Maintenance Funded Projects
$ -
Multimodal Street Maintenance $ 200,000 $ 200,000
Bridge Preservation 2021/2022 $ 21,429 $ 278,571 $ 300,000
Trails Maintenance $ 200,000 $ 200,000
$ -
Maintenance Funded Projects Total $ 21,429 $ 278,571 $ - $ - $ 400,000 $ - $ 700,000
New/Maintenance Projects Total
Kensington Byway Ballpark $ 500,000 $ 500,000
400 South Viaduct Trail $ 310,000 $ 90,000 $ 500,000 $ 900,000
1700 South Corridor Transformation $ 317,792 $ 35,300 $ 353,092
A Place for Everyone: Emerald Ribbon Master
Plan $ 416,667 $ 416,667
Glendale Waterpark Master Plan & Landscape
Rehabilitation & Active Recreation Component $ 3,200,000 $ 3,200,000
Transportation Safety Improvements $ 44,400 $ 400,000 $ 444,400
Public Way Concrete 2021/2022 $ 75,000 $ 675,000 $ 750,000
Highland High Crosswalk Enhancements $ 85,000 $ 85,000
Training Tower Fire Prop Upgrade $ 6,223 $ 312,056 $ 318,279
Three Creeks West Bank New Park $ 150,736 $ 150,736
900 South 9Line RR Crossing $ 28,000 $ 172,000 $ 200,000
Pavement Conditions Survey $ 3,571 $ 171,429 $ 175,000
Replace Poplar Grove Tennis with new
Sportcourt $ 349,026 $ 84,307 $ 433,333
Urban Trails $ 6,500 $ 1,038,500 $ 1,045,000
Three Creeks West Bank Trailway $ 484,146 $ 484,146
Area Studies $ 201,000 $ 201,000
Single Family/Fire Behavior Prop $ 374,864 $ 374,864
200 South Transit Complete Street Supplement $ 37,422 $ 415,800 $ 453,222
Local Link Construction $ 50,000 $ 450,000 $ 500,000
Sugar House Park Fabian Lake Pavilion Remove
and Replace $ 183,834 $ 183,834
Liberty Park Cultural Landscape Report and
Master Plan $ 354,167 $ 354,167
Liberty Park Basketball Court $ 99,680 $ 99,680
Neighborhood Byways $ 104,500 $ 940,500 $ 1,045,000
Ot
h
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O
n
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o
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n
g
Salt Lake City
General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary
Fiscal Year 2022
De
b
t
S
e
r
v
i
c
e
On
g
o
i
n
g
Ma
i
n
t
e
n
a
n
c
e
Ne
w
C
I
P
Rail Adjacent Pavement Improvements
2021/2022 $ 70,000 $ 70,000
700 South Westside Road Configuration $ 223,450 $ 291,000 $ 514,450
900 South Signal Improvements $ 96,500 $ 233,500 $ 70,000 $ 100,000 $ 500,000
Multimodal Intersections & Signals $ -
Corridor Transformations $ 25,398 $ 282,200 $ 307,598
SLC Foothills Land Acquisitions $ 425,000 $ 425,000
Jordan Park Pedestrian Pathways $ 510,000 $ 510,000
SLC Foothills Trailhead Development $ 1,304,682 $ 1,304,682
Odyssey House Annex Facility Renovation $ 300,000 $ 300,000
Downtown Green Loop Implementation:
Design for 200 East linear Park $ 610,000 $ 610,000
Street Improvements 2021/2022 $ 2,046,329 $ 2,046,329
Tracy Aviary Historic Structure Renovations $ 51,700 $ 104,378 $ 156,078
Historic Structure Renovation & Activation at
Allen Park $ 420,000 $ 420,000
Capital Asset Replacement Program $ 1,252,230 $ 1,252,230
RAC Playground with Shade Sails $ 180,032 $ 180,032
New Projects Total $ 4,249,391 $ 3,176,129 $ 2,046,329 $ 7,291,970 $ 4,500,000 $ - $ 21,263,819
Cost Overrun $ 88,514 $ 71,600 $ 160,114
Percent for Art $ 66,386 $ 53,700 $ 120,086
Total General Fund/Other Fund/Class C
Fund/Impact Fee Fund/CDBG Fund/Surplus
Land Fund CIP Projects.
$ 14,125,469 $ 3,580,000 $ 3,021,706 $ 8,276,103 $ 4,900,000 $ 571,059 $ 34,474,337
Other Capital Improvement Programs
City Infrastructure Projects ( CIP Engineering/Transportation)
SLC Transportation-route 4 Frequent Transit
Route $ 322,000 $ 322,000
Total CDBG $ 322,000 $ 322,000
Airport CIP Projects
Pump House #5 Renovations $ 928,000 $ 928,000
Pump Station & Diversion Valve $ 1,300,000 $ 1,300,000
Gate 39 Reconstruction $ 165,000 $ 165,000
North Cargo Apron Development $ 25,605,000 $ 25,605,000
Taxiway F Reconstruction $ 580,000 $ 580,000
Taxiway P, N, & H3 Pavement $ 1,620,000 $ 1,620,000
Taxiway Q Pavement Rehabilitation $ 1,646,000 $ 1,646,000
Bureau of Land Management Access Road $ 1,660,000 $ 1,660,000
Bureau of Land Management Apron $ 2,731,000 $ 2,731,000
Landside Lighting Wire Replacement $ 1,566,000 $ 1,566,000
Electric Vehicle Charging Stations $ 219,500 $ 219,500
Roadway Entrance feature and Landscape $ 250,000 $ 250,000
GA Zone 3 Corporate Hangar Site Develop $ 1,205,000 $ 1,205,000
Terminal Redevelopment Program $ 164,849,000 $ 164,849,000
North Concourse Program $ 186,614,000 $ 186,614,000
Total Airport CIP Projects $ 390,938,500 $ 390,938,500
Golf CIP Projects
Maintenance Equipment $ 257,575 $ 257,575
Range Improvements $ 177,836 $ 177,836
Tee Box Leveling $ 60,000 $ 60,000
Total Golf CIP Projects $ 495,411 $ 495,411
Public Utilities CIP Projects
Water Main Replacements $ 18,019,000 $ 18,019,000
Treatment Plant Improvements $ 7,350,000 $ 7,350,000
Deep Pump Wells $ 1,630,000 $ 1,630,000
Meter Chang-Out Programs $ 2,500,000 $ 2,500,000
Water Service Connections $ 2,950,000 $ 2,950,000
Reservoirs $ 1,650,000 $ 1,650,000
Pumping Plants and Pump Houses $ 1,550,000 $ 1,550,000
Culverts, Flumes & Bridges $ 1,533,000 $ 1,533,000
Distribution Reservoirs $ 2,350,000 $ 2,350,000
Landscaping $ 68,000 $ 68,000
Treatment Plants $ 191,045,826 $ 191,045,826
Collection Lines $ 32,405,000 $ 32,405,000
Lift Stations $ 2,685,000 $ 2,685,000
Storm Drain Lines $ 7,362,500 $ 7,362,500
Riparian Corridor Improvements $ 250,000 $ 250,000
Detention Basins $ 50,000 $ 50,000
Landscaping $ 168,000 $ 168,000
Storm Water Lift Stations $ 700,000 $ 700,000
Street Lighting Projects $ 2,240,000 $ 2,240,000
Total Public Utilities CIP Projects $ 276,506,326 $ 276,506,326
Redevelopment Agency (RDA) CIP Projects
Station Center Infrastructure $ 332,179 $ 332,179
Total RDA CIP Projects $ 332,179 $ 332,179 RD
A
CD
B
G
Ai
r
p
o
r
t
Go
l
f
Pu
b
l
i
c
U
t
i
l
i
t
i
e
s
Total Sustainability CIP Projects
No Projects $ -
Total Sustainability CIP Projects $ - $ -
Total Enterprise and Other Fund CIP $ 668,594,416 $ 668,272,416
GRAND TOTAL $ 14,125,469 $ 3,580,000 $ 3,021,706 $ 8,276,103 $ 4,900,000 $ 669,165,475 $ 702,746,753
Su
s
t
a
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n
a
b
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l
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t
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Attachment 4 5/6/2021
MRB MRB
Housing FY2021 FY2022 Change
Planner 118,796 101,160 (17,636)
Census Coordinator 83,310 - (83,310)
Community Development Grant Administrator 98,964 99,408 444
Civic Engagement specialist 80,054 80,054 -
Shared Housing 100,000 162,000 62,000
New House 20 250,000 250,000 -
Build a more equitable City Move to CAN 300,000 388,000 88,000
Community Land Trust 500,000 - (500,000)
Expanded Housing Opportunity Program - Landlord Insurance Move to CAN 350,000 53,000 (297,000)
Incentivized Rent Assistance Move to CAN 900,000 671,620 (228,380)
Mortgage Assistance Move to CAN 500,000 50,000 (450,000)
Land Discounts and Financing Transfer to RDA 2,590,000 2,590,000 -
Marketing home ownership programs Move to CAN 300,000 300,000 -
Service Models for most vulnerable Move to CAN 200,000 525,380 325,380
TOTAL 5,276,741 5,270,622 (1,100,502)
MRB MRB
Transportation FY2021 FY2022 Change
Transit Planner 88,974 103,304 14,330
Planner 90,446 109,398 18,952
Project Engineer 132,152 112,206 (19,946)
Transportation Engineer 120,922 120,922 -
Civic Engagement Specialist 76,198 - (76,198)
Transit Key Routes 4,700,000 4,500,000 (200,000)
On Demand Ride Services - 1,100,000 1,100,000
Transit Route Improvements 1,100,000 - (1,100,000)
Branding and Outreach 100,000 100,000 -
Bus Service Moblization for 1000 North - 1,101,319 1,101,319
TOTAL 7,794,387 7,247,149 838,457
MRB MRB
Infrastructure FY2021 FY2022 Change
Streets Crew (includes reclass)1,550,937 1,550,937 -
Streets Crew Supplies (including inflationary adjustment)785,348 785,348 -
Fuel 16,746 16,746 -
Fleet Maintenance 138,500 138,500 -
New Infrastructure Projects 2,400,000 2,300,000 (100,000)
Streets Fleet Equipment 950,916 950,916
Concrete maintenace Equipment 58,000 58,000
Concrete Road Maintenance Initiative [Ongoing] 80,000 80,000
Concrete Road Maintenance Initiative [One Time] 69,500 69,500
Streets Response Team FTE [Ongoing] 53,300 53,300
Increase 1/2 Asphalt Budget [Ongoing] 120,000 120,000
TOTAL 5,465,283 6,123,247 1,231,716
MRB MRB
Public Safety FY2021 FY2022 Change
Police Officers 3,922,218 3,922,218 -
Police Support 887,519 887,519 -
Police Officer Equipment 609,720 609,720 -
Police Salary and Enhancemenments 3,469,496 3,469,496 -
Body Cameras 512,578 512,578 -
Emergency Management Pahse 2 236,448 236,448
Fire Apparatus Replacement 4,000,000 4,000,000
Mental Health Responder 450,000 450,000
Public Safty Services and Staff 350,000
Dispatcher 153,450 153,450
TOTAL 9,401,531 14,591,429 4,839,898
CIP Trannsfer 1,380,000 1,280,000 (100,000)
Fund Balance -
-
TOTAL FUNDING OUR FUTURE 29,317,942 34,512,447
Funding Our Future
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
LUKE GARROTT | DISTRICT 4 |COUNCIL CHAIR || JAMES ROGERS | DISTRICT 1 | COUNCIL VICE CHAIR ||
KYLE LAMALFA | DISTRICT 2 || STAN PENFOLD | DISTRICT 3 ||ERIN MENDENHALL | DISTRICT 5 ||
CHARLIE LUKE | DISTRICT 6 || LISA R. ADAMS | DISTRICT 7
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
www.slccouncil.com/city-budget
TO:City Council Members
FROM: Russell Weeks
Senior Policy Analyst
DATE:October 28, 2022 at 6:43 PM
RE: Fiscal Year 2021-2022 Governmental Immunity Fund Budget
ISSUE AT-A-GLANCE
Salt Lake City is self-insured for exposures to liability claims. The Governmental Immunity Fund
operates as a reserve fund managed by the Salt Lake City Attorney’s Office to address those claims. It is the fund
the City uses to pay awards for legitimate claims for damage caused by the City and to fund the City’s legal
defense in litigated matters. Having the fund means the City does not buy liability insurance, but the City does
carry excess liability insurance to cover up to $4,000,000 per year for claims above the City’s self-insured
retention of $1,000,000 per claim.1 The Attorney’s Office coordinates with Risk Management on matters in
litigation and claims submitted against the City.
One might note that the Governmental Immunity Fund and the Insurance and Risk Management Fund
are listed as two line items in the Salt Lake City Attorney’s Office budget on Page B-13 of The Mayor’s
Recommended Budget FY 2022. The page is perhaps the best depiction of the interrelated dynamic of the two
internal service funds to the Attorney’s Office. Governmental Immunity also appears as a line item of inter-
governmental transfers on Page E-96 of the Recommended Budget.
Generally, the fund’s administrators have a goal to maintain a positive fund balance while continuing
to cover the cost of potential claims against the City. Again, the bulk of the Governmental Immunity Fund’s
annual revenue is an internal transfer from the General Fund. For Fiscal Year 2021-2022, the proposed transfer
is $2,767,963 – the same amount as the current fiscal year’s adopted budget.2 The total proposed budget for the
fund is $2,933,913. The figure is $78,710 more than the current year adopted budget of $2,855,203, a 2.75
percent increase.3
Project Timeline:
Briefing: May 11, 2021
Budget Hearings: May 18, June 1.
Potential Action: TBD
Page | 2
Enterprise funds and Internal Service funds reimburse the General Fund for claim costs within those
departments and divisions. They also pay their share of related overhead costs. Like every Utah municipality, Salt
Lake City can increase property taxes if a single award or multiple awards exceed the amount budgeted in the
Governmental Immunity Fund in any given fiscal year. A loss reserve analysis is performed each year by an
actuary to determine the reserve level needed to fund the City’s outstanding liability claims.
In the current fiscal year the Governmental Immunity Fund has paid 64 claims totaling $685,517 as of
May 4. One-hundred twenty-seven claims were closed with no incurred cost, and 109 claims remain open.
(Please see attachment.)
According to the Recommended Budget, the Immunity Fund is projected to pay the salaries and
benefits for 9 full-time equivalent positions. The positions are: 1 division chief senior city attorney; 3.50 senior
city attorneys, .50 assistant city attorney, 1 claims specialist, and 2.50 paralegal workers, and .5 office facilitator.4
Salaries and benefits are projected at $1,243,043 and would account for about 42 percent of the total
Governmental Immunity budget.5
POLICY QUESTIONS
1.The City can establish a property tax, similar to the Library Fund, which would go directly into the
Governmental Immunity Fund. Is there any sentiment among City Council Members to do that, or is the
current funding method adequate to meet the City’s needs?
1 Email, Tamra Turpin, May 5, 2021.
2 Mayor’s Recommended Budget Fiscal Year 2021-2022, Page B-9.
3 Mayor’s Recommended Budget Fiscal Year 2021-2022, Page B-9.
4 Mayor’s Recommended Budget Fiscal Year 2020-2021, Page F-13,
5 Email, Tamra Turpin, May 6, 2021.
Governmental Immunity Claim Payments
YTD FY21 as of May 4, 2021
Claim Number Court Number Claim Type Date of Loss Date Closed Total Incurred Department Name Division/Program
ABI2018008829 Auto Bodily Injury 11/19/18 07/07/20 412,834$ Public Services Streets
ABI2020009200 Auto Bodily Injury 01/13/19 10/08/20 40,472$ Police Police
ABI2019009157 Auto Bodily Injury 04/08/19 09/08/20 38,000$ Police Police
OPD2020009292 Property Damage 05/15/20 02/22/21 17,955$ Public Services Streets
ABI2019009060 Auto Bodily Injury 06/18/19 09/20/20 15,449$ Sustainability Refuse
EL2017008521 1:17‐cv‐18 Discrimination 03/10/16 09/29/20 14,250$ Airport Airport
APD2020009361 Auto Property Damage 04/07/20 03/29/21 10,064$ Sustainability Refuse
OPD2020009327 Property Damage 09/09/20 02/16/21 9,374$ Public Services Streets
APD2019009134 Auto Property Damage 08/02/19 08/25/20 8,238$ Public Services Compliance
EL2017008334 1:18‐cv‐66 Discrimination 06/08/17 07/09/20 7,800$ Police Police
ABI2019009166 Auto Bodily Injury 07/19/19 01/12/21 7,500$ Public Services Streets
APD2020009435 Auto Property Damage 12/07/20 04/07/21 6,420$ Public Utilities Water
APD2020009389 Auto Property Damage 10/27/20 12/03/20 6,168$ Sustainability Refuse
APD2020009276 Auto Property Damage 06/02/20 07/14/20 5,646$ Sustainability Refuse
APD2020009223 Auto Property Damage 11/04/19 09/01/20 5,522$ Public Services Streets
APD2020009433 Auto Property Damage 12/12/20 02/11/21 4,853$ Public Services Streets
APD2020009270 Auto Property Damage 05/08/20 09/08/20 4,749$ Sustainability Refuse
APD2020009258 Auto Property Damage 06/13/19 08/12/20 4,698$ Police Police
APD2020009322 Auto Property Damage 07/15/20 12/01/20 4,289$ Public Services Streets
APD2020009201 Auto Property Damage 08/02/19 08/25/20 3,809$ Public Services Compliance
APD2020009300 Auto Property Damage 06/26/20 08/06/20 3,505$ Public Utilities Water
APD2019009125 Auto Property Damage 10/01/19 09/24/20 3,154$ Police Police
OPD2021009441 Property Damage 10/07/20 03/25/21 3,083$ Public Services Streets
APD2020009279 Auto Property Damage 03/23/20 09/01/20 2,928$ Police Police
APD2021009442 Auto Property Damage 06/25/20 03/18/21 2,862$ Sustainability Refuse
APD2020009323 Auto Property Damage 08/31/20 10/08/20 2,623$ Public Utilities Water
PROP2020009186 Property Damage 09/09/19 10/06/20 2,566$ Nondepartmental Nondepartmental
OPD2020009286 Property Damage 09/08/20 09/24/20 2,213$ Public Services Urban Forestry
OPD2020009286 Property Damage 06/15/20 09/24/20 2,213$ Public Services Urban Forestry
APD2020009410 Auto Property Damage 10/08/20 02/17/21 2,073$ Police Police
APD2020009302 Auto Property Damage 05/15/20 10/05/20 1,931$ Police Police
APD2020009264 Auto Property Damage 05/20/20 08/17/20 1,919$ Sustainability Refuse
OBI2019008970 200902718 Bodily Injury 07/10/10 10/19/20 1,902$ Public Services Parks
APD2021009510 Auto Property Damage 04/07/21 04/29/21 1,879$ Police Police
OPD2020009285 Property Damage 03/05/20 09/08/20 1,821$ Public Utilities Water
OPD2020009187 Property Damage 10/02/19 10/06/20 1,748$ Public Utilities Water
1 of 2
Governmental Immunity Claim Payments
YTD FY21 as of May 4, 2021
Claim Number Court Number Claim Type Date of Loss Date Closed Total Incurred Department Name Division/Program
APD2020009196 Auto Property Damage 02/06/20 09/08/20 1,491$ Public Services Streets
APD2020009271 Auto Property Damage 02/06/20 10/06/20 1,478$ Public Services Streets
PROP2020009261 Property Damage 05/10/20 08/12/20 1,443$ Police Police
APD2020009342 Auto Property Damage 07/09/20 11/09/20 1,362$ Public Utilities Water
OPD2020009275 Property Damage 06/01/20 08/28/20 1,350$ Police Police
APD2020009296 Auto Property Damage 07/02/20 08/18/20 1,274$ Public Services Parks
APD2020009372 Auto Property Damage 09/26/20 04/01/21 1,201$ Public Services Streets
APD2020009282 Auto Property Damage 06/19/20 10/08/20 1,183$ Sustainability Refuse
APD2021009443 Auto Property Damage 12/15/20 04/09/21 841$ Police Police
APD2021009513 Auto Property Damage 04/07/21 04/30/21 783$ CAN CAN
PIP2020009179 Personal Injury Protection 05/09/19 09/08/20 763$ Police Police
APD2020009267 Auto Property Damage 05/19/20 10/08/20 575$ Public Utilities Water
APD2020009257 Auto Property Damage 05/01/20 08/18/20 500$ Police Police
PROP2020009294 Property Damage 04/10/20 08/28/20 492$ Public Services Golf ‐ Forest Dale
APD2020009288 Auto Property Damage 06/24/20 09/08/20 487$ Public Services Parks
WD2017008466 180906804 Wrongful Death 09/22/16 11/30/20 476$ Nondepartmental Not SLC Corp.
APD2020009204 Auto Property Damage 02/09/20 10/06/20 472$ Public Services Streets
APD2020009218 Auto Property Damage 02/10/20 09/08/20 456$ Public Services Streets
APD2020009398 Auto Property Damage 10/13/20 12/01/20 456$ Sustainability Refuse
OPD2020009260 Property Damage 10/15/19 08/07/20 350$ CAN CAN
OPD2020009299 Property Damage 06/07/20 10/08/20 305$ Public Utilities Water
IMP2020009318 Impound 07/28/20 10/23/20 289$ Police Police
APD2020009313 Auto Property Damage 07/07/20 11/04/20 280$ Public Services Streets
APD2020009222 Auto Property Damage 01/30/20 08/17/20 221$ Public Services Streets
OPD2020009225 Property Damage 02/04/20 09/01/20 170$ Sustainability Refuse
APD2020009211 Auto Property Damage 02/05/20 09/01/20 145$ Public Services Streets
OPD2020009367 Property Damage 09/24/20 03/29/21 88$ Public Services Urban Forestry
APD2020009195 Auto Property Damage 02/03/20 07/14/20 75$ Public Services Streets
127 claims were closed with no incurred costs 685,517$
Currently there are 109 open claims
2 of 2
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 BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
www.slccouncil.com/city-budget
TO:City Council Members
FROM: Libby Stockstill
Policy and Budget Analyst
DATE:May 5, 2021
RE: FY2022 BUDGET - JUSTICE COURT
PROJECT TIMELINE:
Briefing: May 11, 2020
Public Hearing: May 18 & June 1
Potential Action: June 8 or June
15 (TBD)
ISSUE AT-A-GLANCE
The Salt Lake City Justice Court is the largest municipal court in the State of Utah and operates within
the jurisdiction of Salt Lake City under the umbrella of the Utah State Court System. The court
handles Class B and C misdemeanors, infractions and small claims cases; jury trials, appeals and
expungements, video hearings, prisoner transports, and daily interaction with jails throughout the
State of Utah. The court monitors and tracks probation, warrants, community service, and restitution,
collection of monetary penalties, appeals, expungements, and plea-in-abeyance cases. The Court also
provides traffic school, coordination of language interpreter services, and any ADA needs that arise.
Last year’s proposed Fiscal Year (FY) 2021 budget reflected an effort to find cost-savings where
possible due to the impact of the COVID-19 pandemic on revenue to the City’s General Fund. The
proposed budget for Fy22 includes a reinstatement of the full budget, requesting a total of $4,850,906
and 42 full-time employees (FTE). There is a small increase of $124,040 (2.56%) from the FY 2021
Adopted budget. The proposed budget does not include new programs or services, nor does it include
cuts to existing services and programs. Information regarding the proposed budget is included on
pages E-57 through E-61 of the Mayor’s Recommended Budget Book FY 2022.
BUDGET HIGHLIGHTS
The proposed FY 2022 budget includes a reduction of $14,055 in base to base personal services
changes. This is based on a comparison of FY 2020-21 adopted budget to actual personal services
costs paid during the first pay period of the 2021 calendar year.
Additional changes in the Proposed Budget:
•$73, 500 in savings from a citywide 6-month hiring freeze due to the COVID-19 Pandemic.
This amount replaces the reduction from the FY 2021 budget.
Page | 2
•$35,427 increase for the Justice Court’s portion of the Citywide general fund salary proposal.
•$16,876 for insurance rate changes affecting all City departments.
•$12,292 for scheduled merit increases (career ladder or scheduled step increases) for
represented employees under a Memorandum of Understanding (MOU).
Services and Programs
Continued Services
The Justice Court realized cost-savings during the pandemic when many services were paused. Cost
savings due to Covid-19 include witness fees, juror, and interpreter fees, as well as security and
prisoner transports, postage, and stationery. The Court will need the full budget as the court continues
to expand in-house services and resume full operations.
The Court has also been involved in preparing for an Implicit Bias Study. The Court is waiting for the
first jury trial in over a year to begin the first phase. The study is done in partnership with the Access
to Justice Lab (A2J), Harvard Law School, Harvard University. Through jury trials the Court will
assist the A2J Lab researchers to study the effect of a de-biasing jury instruction tool on the decision
making of juries and the outcomes of trials. The Court has been waiting for permission to hold jury
trials and expects to begin May 13.
Typical caseloads changed over the course of the pandemic. Serious cases related to domestic violence
remained consistent with the relatively high pre-pandemic levels, while DUI caseloads declined.
The Court has continued to provide services to unsheltered community members by holding court at
the Weigand Center and is now participating in the City's Community Commitment Program.
New Electronic Self-Calendaring System
As a result of the pandemic, the court has implemented new programs to continue serving the public,
including courtroom audio system upgrades, automated waitlist, virtual hearings, and employee
telecommuting. The court also has been working on a self-calendaring system to allow defendants to
calendar their own events, such as first steps of their court cases online, setting their arraignment,
appointment of counsel, offers from prosecutors, requests for pretrial conference, getting discovery,
resolution by e-signable plea by affidavit forms all without having to contact or be present at the court.
The court has been working closely with the Salt Lake City Prosecutor’s Office, and the Salt Lake Legal
Defender’s Association to draft an initial design for this process.
These new services have required the technical support of the National Center of State Courts and
IMS. However, some additional funding may be needed to help with the amount of tech support that
is needed. Internally, as the City prioritizes resources for the Enterprise Resource Planning project
(ERP), this project may not receive the needed support. This support has been critical to the
continuity of court operations and has been a valuable customer service tool. The court wishes to
sustain this project, which may require continued dedicated resources toward technical development
and support.
Policy Question: Is the program ready and being used or does it need additional
development work? If additional development is needed, what is necessary to accomplish
the next steps so that it is work well for the Court?
ADDITIONAL POLICY QUESTIONS
Page | 3
1.Does the Council wish to ask the Justice Court whether the halt in operations during the last fiscal
year has created additional expenses as the court opens again and may need to catch up on a
deferred workload?
o If the court does expect additional expenses, the Council could consider asking how this
might impact the Justice Court's ability to meet performance measure targets for FY22.
ADDITIONAL BACKGROUND INFORMATION
Tracking Measurements
The Justice Court uses four metrics included in Table 1 to measure performance monthly; access and
fairness (customer satisfaction), time to disposition for criminal Court cases, age of active pending
criminal cases, and Criminal Case Clearance rate (Mayor’s Recommended Budget FY 2022, p.E-59).
Table 1 Justice Court Performance Measures
Justice Court Background
The Salt Lake City Justice Court is the largest municipal Court in the State of Utah with a very high
volume of misdemeanor cases. The court is a limited jurisdiction court under the umbrella of the Utah
State Court system.
The Justice Court is responsible for and processes Class B and C misdemeanor, infractions and small
claims cases, jury trials, appeals and expungements, video hearings, prisoner transports, and daily
interaction with jails throughout the State of Utah. The court monitors and tracks probation,
warrants, community service, and restitution, collections of monetary penalties, appeals,
expungements, and plea in-abeyance cases. The court also provides traffic school, coordination of
interpreter services, and any ADA needs that arise.
The Justice Court judiciary, employees, and security team describe their environment as dedicated to
open and transparent access to the court, bringing justice for all, and providing a safe and civil
environment for dispute resolution (Mayor’s Recommended Budget Book FY 2022, p. E-58).
Vision Statement
Creating a Court that is just, equitable, and trusted by all.
Court Core Values
Page | 4
Excellence
Having the desire to succeed and the motivation to reach our full potential, going above and
beyond in to accomplish the task at hand
Respect
Recognize and appreciate the value of each individual and their experience and situation
Integrity
Doing what we say we are going to do, applying honesty and accountability with openness
Community
Bridging the gap between Court, community and other agencies, improving access to resources
and information
Unity
Supporting one another and fostering growth while reaching our goals and adhering to our values
FY2021
Traffic
Cases
Filed,
including
DUI
Cases
Disposed
Traffic
Clearance
Rate
T.S. In-
House
Totals
T.S.
Online
Totals
TS Fees
Collected
Criminal
Cases
Filed, No
DUI
Cases
Disposed
Criminal
Clearance
Rate
Homeless
Ct.
Defendants
Seen
Homeless
Ct. Cases
Heard
Criminal
Appeals
DUI
Filed DV Filed Juries
S.C.
Cases
Filed Interest
OSDC
Principal
Collected
RxCost/ 1
Solution
Revenue
RxCost/ 1
Solution
Expense
CORIS
Gross
Revenue
CORIS
Revenue
Retained
COGS/
Income
July '20 636 497 78%0 54 3,023$ 417 191 46%6 15 5 58 102 0 33 3,676$ 10,947$ 93,740$ 388,191$ 129,175$ 81,998$ 414%
Aug 662 629 95%0 57 2,919$ 385 282 73%37 77 1 56 101 0 30 3,709$ 21,441$ 101,356$ 362,991$ 144,824$ 90,725$ 358%
Sep 850 750 88%0 74 3,081$ 361 294 81%16 27 2 68 107 0 58 4,638$ 10,622$ (42,735)$ 347,030$ 167,727$ 101,416$ -812%
Oct*766 702 92%0 87 4,000$ 390 233 60%52 951 2 66 104 0 36 4,154$ 9,462$ 114,694$ 364,658$ 146,605$ 91,412$ 318%
Nov 859 761 89%0 65 4,702$ 427 236 55%9 42 0 56 93 0 80 2,423$ 7,833$ 101,862$ 340,529$ 151,251$ 94,776$ 334%
Dec 660 746 113%0 85 384 258 67%19 48 1 58 143 0 115 2,947$ $12,932 98,460$ 358,368$ 149,841$ 94,677$
6 Mo. Total 4433 4085 0 422 17,724$ 2364 1494 63%139 1160.1667 11 362 650 0 352 21,546$ 73,238$ 467,377$ 2,161,768$ 889,422$ 555,004$ 463%
Monthly Ave.739 681 92%0 70 3,545$ 394 249 63%23 193 2 60 108 0 59 3,591$ 12,206$ 77,896$ 360,295$ 148,237$ 92,501$ 463%
Jan '21 769 820 107%0 86 4,644$ 346 329 95%12 48 3 67 140 0 55 5,356$ 7,547$ 129,601$ 352,079$ 169,132$ 104,237$ 272%
Feb 903 993 110%0 83 4,673$ 354 390 110%43 80 1 46 153 0 72 2,422$ 9,552$ 98,894$ 323,464$ 159,563$ 96,504$ 327%
Mar 1271 1655 130%0 132 4,511$ 438 474 108%45 67 8 65 124 0 123 5,569$ 134,800$ 238,245$ 356,136$ 349,225$ 219,464$ 149%
Apr 894 1112 124%0 102 417 370 89%36 43 8 55 119 0 81 239,382$ 151,796$
4 Mo. Total 4576 5261 0 473 17,373$ 1949 1812 93%159 431 22 293 644 0 390 16,938$ 164,105$ 544,636$ 1,391,973$ 1,065,539$ 664,501$ 0%
Monthly Ave.915 1052 113%0 95 4,343$ 390 362 93%32 86 4 59 129 0 78 4,235$ 41,026$ 136,159$ 347,993$ 213,108$ 132,900$ 0%
FY2020
Traffic
Cases
Filed,
including
DUI
Cases
Disposed
Traffic
Clearance
Rate
T.S. In-
House
Totals
T.S.
Online
Totals
TS Fees
Collected
Criminal
Cases
Filed, No
DUI
Cases
Disposed
Criminal
Clearance
Rate
Homeless
Ct.
Defendants
Seen
Homeless
Ct. Cases
Heard
Criminal
Appeals
DUI
Filed DV Filed Juries
S.C.
Cases
Filed Interest
OSDC
Principal
Collected
RxCost/ 1
Solution
Revenue
RxCost/ 1
Solution
Expense
CORIS
Gross
Revenue
CORIS
Revenue
Retained
COGS/
Income
July '19 1790 1908 107%7 165 9,803$ 824 960 117%53 122 10 90 79 5 778 6,591$ 24,214$ 230,815$ 443,061$ 316,329$ 199,589$ 192%
Aug 1850 1882 102%15 171 10,021$ 765 779 102%58 130 11 78 115 9 625 4,345$ 26,656$ 213,919$ 300,948$ 304,241$ 191,953$ 141%
Sep 3043 2271 75%16 193 10,124$ 771 691 90%55 108 6 92 135 7 630 4,999$ 26,657$ (146,438)$ 442,485$ 325,707$ 200,947$ -302%
Oct*2442 2726 112%19 227 12,040$ 818 900 110%31 82 10 81 102 7 392 4,500$ 27,797$ 269,124$ 354,701$ 356,030$ 225,012$ 132%
Nov 2202 1999 91%19 170 13,709$ 613 730 119%31 24 3 104 102 12 285 5,723$ 15,412$ 215,423$ 374,071$ 263,207$ 169,872$ 174%
Dec 1669 1812 109%12 151 10,474$ 584 715 122%30 58 16 89 117 10 435 5,942$ 14,602$ 213,520$ 367,839$ 276,826$ 180,180$ 172%
6 Mo. Total 12996 12598 88 1077 66,172$ 4375 4775 258 524 56 534 650 50 3145 32,100$ 135,337$ 996,363$ 2,283,105$ 1,842,340$ 1,167,552$
Monthly Ave.2166 2100 97%15 180 11,029$ 729 796 109%43 87 9 89 108 8 524 5,350$ 22,556$ 166,061$ 380,518$ 307,057$ 194,592$ 229%
Jan '20 1956 1855 95%17 143 9,077$ 673 697 104%42 84 15 102 121 12 287 5,847$ 18,433$ 209,970$ 407,758$ 278,942$ 181,170$ 194%
Feb 2158 2041 95%12 141 9,415$ 524 705 135%35 91 8 82 100 10 315 5,333$ 117,899$ 225,820$ 359,229$ 332,856$ 213,229$ 159%
Mar 1828 1985 109%6 208 8,174$ 550 638 116%13 29 4 81 109 4 267 4,623$ 53,551$ 245,841$ 383,831$ 333,317$ 216,722$ 156%
Apr 408 2132 523%0 92 11,367$ 530 2877 543%0 0 3 27 103 0 15 21,938$ 14,451$ 286,883$ 326,591$ 191,691$ 128,079$ 114%
4 Mo. Total 8516 10113 50 764 49,061$ 3006 5713 133 291 39 381 541 34 1408 43,091$ 226,890$ 1,134,574$ 1,857,926$ 1,443,862$ 933,792$
Monthly Ave.1703 2023 183%10 153 9,812$ 601 1143 201%27 58 8 76 108 7 282 8,618$ 45,378$ 226,915$ 371,585$ 288,772$ 186,758$ 164%
Last Two Year
Period
Criminal,
% meeting
goal
Small
Claims, %
meeting
goal
Traffic, %
meeting
goal
Criminal,
% meeting
goal
Small
Claims, %
meeting
goal
Traffic, %
meeting
goal Criminal
Small
Claims Traffic
Total (Tr &
Cr) Pending
Cases
Jan-19 89%100%97%82%100%92%1816 1743 1890 3706
Feb-19 89%100%97%82%100%92%1798 2841 1918 3716
Mar-19 89%100%97%83%100%92%1789 4029 1798 3587
Apr-19 89%100%97%83%100%92%1894 3389 1488 3382
May-19 89%100%97%84%100%90%1822 2987 1236 3058
Jun-19 90%100%97%84%100%90%2041 2179 1373 3414
Average Monthly
Pending Cases, 6
Months 1860 2861 1617 3477
Jul-19 90%100%97%85%99%88%2275 2838 1423 3698
Aug-19 90%100%97%84%100%90%1944 1870 1306 3250
Sept.-19 90%100%97%87%100%92%2077 1877 1963 4040
Oct. 19 90%100%97%85%100%91%1986 1547 1692 3678
Nov. 19 90%100%97%86%100%91%2036 1234 1848 3884Average Monthly
Pending Cases, 6
Months 2099 2195 1564 3663
Jan-20 90%100%97%85%100%88%1976 1230 1566 3542
Feb-20 90%100%97%84%100%89%1951 1060 1891 3842
Mar-20 90%100%97%83%100%85%2446 1096 1800 4246
Apr-20 91%100%97%82%100%74%3102 1095 1905 5007
May-20 91%100%96%83%100%63%4986 1097 2943 7929
Jun-20 91%100%96%77%100%36%4199 1112 2413 6612
Average Monthly
Pending Cases, 6
Months 3110 1115 2086 5196
Jul-20 91%100%95%72%99%35%4489 1138 2615 7104
Aug-20 91%100%95%66%87%33%4644 1164 2715 7359
Sep-20 90%100%94%58%69%33%4849 1219 2884 7733
Oct-20 90%99%92%51%54%33%5128 1212 3018 8146
Nov-20 89%99%91%46%37%36%5346 1163 3155 8501
Dec-20 88%96%89%44%27%32%5556 1175 3179 8735Average Monthly
Pending Cases, 6
Months 5002 1179 2928 7930
Jan-21 87%86%87%42%60%31%5530 465 3131 8661
Feb-21 85%59%85%42%88%39%5262 305 2743 8005
Mar-21 83%61%81%44%93%48%4851 327 2179 7030
Apr-21
May-21
Jun-21
Average Monthly
Pending Cases, 6
Months 5214 366 2684 7899
County TTD 82%83%87%
Statewide TTD 81%86%89%
Age of
Active
Pending
Cases 57%70%56%
Goal 95%100%95%95%100%95%
Time to Disposition, % of
Disposed Cases Meeting Goal
Age of Active Pending Cases, %
Cases Within Time Frame
Age of Active Pending
Cases, Total Pending Cases
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 BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM:Sam Owen, Policy Analyst
DATE:May 11, 2021
RE:FISCAL YEAR 2021-22 BUDGET,
Metropolitan Water District of Salt Lake & Sandy
ISSUE AT-A-GLANCE
The Metropolitan Water District of Salt Lake & Sandy (the “District”) was created in 1935 by the voters of Salt
Lake City in order to provide for additional water management and treatment options from sources within and
beyond the Salt Lake Valley. The District treats and conveys water from the Provo River system and the Central
Utah Project, which draw from sources such as the Strawberry Reservoir and Provo and Weber Rivers, among
many others. (For more history, see Attachment 1.)
The Council reviews the District budget, but does not formally adopt it. The Council appoints five of the
District’s seven-member Board of Trustees.
The District is funded primarily through the water sales to its Member Cities (Salt Lake and Sandy) and other
surplus customers, collection of property taxes from Member City residents, and capital assessments paid by
each member city toward costs related to master planned capital improvements. Salt Lake City’s water purchases
account for 72% of the District’s water sales to Member Cities and are expected to total an estimated 51,401 acre
feet for fiscal year 2022 at $16,138,722.
The District’s expenditures go for operations and maintenance costs within their own system, debt service,
capital assessments, as well as water purchases, conveyance, and operations and maintenance for the Provo
River Water Users Association, the Central Utah Water Conservancy District (CUWCD) and Central Utah Project
(CUP), and the Jordan Valley Water Conservancy District. These relationships allow the District to collect, treat,
store and convey water resources throughout the Salt Lake Valley.
Total, balanced expenditures and revenues are estimated at $48,747,796. Highlights of the proposed budget
include:
- Increased revenues relative to last year’s from water sales to Salt Lake City. Costs for this water are paid
by customers via Salt Lake City Public Utilities. Any water sales revenues collected from sales of surplus
water to outside entities is placed in an Aquifer Storage and Recovery reserve to help offset member city
capital costs.
- Rate increases are proposed this year and tentatively planned for water sales to Salt Lake City and Sandy
every year through 2038, and are intermittent after that.
Item Schedule:
Briefing: May 11, 2021
Public Hearing: n/a
Potential Action: n/a
Page | 2
- Costs are anticipated in non-capacity capital expenditures for Central Utah Project (CUP) conveyance
(i.e. maintenance) at $2,711,500 in fiscal 2022; beginning in 2035, these costs are anticipated to escalate
to $28,350,152 and remain near that level for six years.
- A primary component of the District’s capital costs is a multi-phase replacement of the 42-mile Salt
Lake Aqueduct.
- No increase is proposed for member cities’ property tax rates for the fiscal 2022 budget.
- A 3% cost of living adjustment (COLA) or merit-based salary increase for employees is proposed.
- Assessments related to the City’s share of Utah Lake System petition water through CUP for 3,100 acre
feet is estimated to be $844,223, beginning last year.
POLICY QUESTIONS
1. The Central Utah Water Conservancy District is an interlocal entity organized for conveyance,
treatment, storage, and capital needs related to water obtained through the Central Utah Project.
Several appointments from Salt Lake County sit on the 18-member Board. No current appointees
specifically represent Salt Lake City.
The District contracts with CUWCD to obtain water resources from the CUP that are necessary for
ongoing water service to Salt Lake Valley customers, especially in light of anticipated new growth in the
City alone.
CUWCD makes decisions about the timing and scope of infrastructure replacement and maintenance
within their system that ultimately impact City ratepayers in the form of charges passed from CUWCD
to the District, onto the City’s Water Utility and ultimately to the “end users,” City residents.
a. In the future, the Council may wish to explore working with Salt Lake area
representatives on the CUWCD Board to encourage exploration of budgetary and
policy measures that would continue to address infrastructure and service needs,
and would also account and help plan for balanced and equitable impacts to City
ratepayers in terms of ongoing costs.
b. The District anticipates that operation, maintenance and replacement costs related to CUP
infrastructure and supplies could escalate significantly in the future.
2. Council Members may wish to discuss the District’s philosophy in terms of recreation and land use
changes in the central Wasatch canyons. Does the District take an active role in watershed protection
and education?
ADDITIONAL & BACKGROUND INFORMATION
Key Expenses
1. CUP Municipal and Irrigation (M&I) System water costs assessed to the District will total an estimated
$4,071,200 for the fiscal year 2022. This includes an increase from the previous year in operations and
maintenance costs; the line item is anticipated to increase to $5,462,000 by 2031.
a. Operations and maintenance costs assessed from CUP M&I are expected to increase to an
anticipated $2,491,400 by 2031, from the current proposed $1,000,000.
b. 20,000 acre feet of water is available to the District through this agreement.
2. Capital costs associated with CUP facilities such as the dam at Jordanelle Reservoir total an estimated
$2,971,200 for fiscal 2022; total capital projects including capital to other agencies comes in at an
estimated $7,886,459 for fiscal 2022.
3. Costs related to the Provo River Water Users Association (PRWUA) are budgeted for $4,023,348 for the
fiscal year 2022 and involve water sales, capital assessments and operations and maintenance. 61,900
acre feet of water is potentially available to the District through its shares in the Provo Association; an
estimated 99% of Prove River Project supplies are allocated for fiscal 2022.
Page | 3
4. The District is a 2/7 capacity owner in the Jordan Aqueduct, Jordan Valley Water Treatment Plant, and
Jordan Aqueduct Terminal Reservoir. The District also owns 50% of the capacity in the 150th South
Pipeline. Jordan Valley Water Conservancy District (JVWCD), which helps convey water to
Metropolitan Water District customers in the western Salt Lake area, operates and maintains these
facilities on behalf of the District. The Jordan Aqueduct also services the City’s developing Northwest
Quadrant. The District’s payments to JVWCD for capital expenditures related to the Jordan Aqueduct
System will total an estimated $2,203,759 for the fiscal year 2022. JVWCD only conveys, treats and
stores supplies for the District and is not a source of water for District customers.
5. The District’s cash to reserves for the coming fiscal year is estimated at $1,266,253; debt service is
estimated at $16,090,865, down from last year’s $16,744,723.
6. Proposed 2022 costs related to maintenance of the Little Dell Reservoir Dam are an estimated
$700,000. Salt Lake County is responsible for 30% of the O&M costs of Little Dell.
Salt Lake City’s Annual Contributions
- $7,021,892 capital assessment, related to infrastructure upgrades and facility improvements, for
example the Metro Water Project completed in 2007--construction of Point of the Mountain Water
Treatment Plant, Point of the Mountain Aqueduct, and capacity upgrades to Little Cottonwood Water
Treatment Plant)
- $16,138,722 in anticipated annual wholesale water purchased from the District for resale through the
City Water Utility to customers
- $7,990,122 estimated in property taxes paid by City residents; the District currently sets its tax rate for
Salt Lake City at .000289
a. The maximum certified rate the District is allowed to establish is 0.0005
b. Actuals for fiscal 2021 are estimated now at $8,183,360 to fiscal 2021’s adopted budget at
$8,044,138.
From the District’s Notes on Staffing and Compensation (taken from the untitled appendix on page 60
of attachment 1)
1. The District checks the various sources to ensure the District is in line with the market, e.g., Consumer
Price Index, World at Work, Tech Net, and other related sources.
2. When setting the increases, a comparison is made with the two member cities as well as with other
local water districts.
3. SLC being self-insured can add medical benefits the District cannot competitively match due to the
difference in the number of employees; therefore, the District focuses on other things that are fair.
4. Ultimately, we are governed as separate entities and each Board or City Council must do what they
think is in the best interest of their employees.
ATTACHMENTS
Attachment 1 Metropolitan Water District FY22 tentative budget
Attachment 2 History of the District
Attachment 3 Metro Water System Facilities Map
Executive Summary
Budget001
Metropolitan Water District of Salt Lake & Sandy
3430 East Danish Road, Cottonwood Heights, UT 84093
Phone: 801-942-1391 Fax: 801-942-3674
www.mwdsls.org
April 8, 2021—This is an executive summary of the Fiscal Year (FY) 2022 tentative budget for
the Metropolitan Water District of Salt Lake & Sandy (the “District”).
The budget includes total budgeted revenue of $48.7 million. This is based on a 3% increase to
the member cities water sales fixed charge ($/month). A 3% increase for non-member city water
rates is also budgeted. Future water rate increases are anticipated to be 3% annually through FY
2026 (5-year look ahead). Projected rate increases are consistent with previous forecasts. The
budget maintains current tax revenues (no increases to the certified tax rate).
Total budgeted expenditures are $48.7 million. This reflects an increase of $193,400 in non-
capacity capital expenditures and an increase of $487,444 in capital expenditures for the Jordan
Aqueduct System.
The Operations and Maintenance (O&M) budget totals $18.6 million (excluding interest,
depreciation, and amortization). This represents a 5% increase in expenses due to increased
chemical costs and employee costs, including the temporary (one-year) addition of two full-time
equivalents (FTEs) for succession planning needs. Additionally, this increase can be attributed
to escalating assessments for Central Utah Project (CUP) Operation, Maintenance, and
Replacement (OM&R) costs and related reserves. Costs related to CUP OM&R and related
reserves are forecasted to continue to increase significantly over the next several years based on
decisions of Central Utah Water Conservancy District. The forecasted increases are as follows
(cost per acre foot):
• FY 2022: $55.00 (10% increase)
• FY 2023: $60.00 (9% increase)
• FY 2024: $65.00 (8% increase)
• FY 2025: $70.00 (8% increase)
• FY 2026: $75.00 (7% increase)
• Increases beyond FY 2026 will be evaluated in the years leading up to FY 2027, with a
stated need of the total cost to reach $300 per acre foot.
The costs related to the Provo River Water Users Association (PRWUA) are uniquely shown and
are separated from O&M and capital. The budget amount related to the PRWUA is $4.0 million.
The projected annual allotment for the Provo River Project water supply is 99%.
The total FY 2022 capital budget is $8.7 million, and the total debt service budget is $16.1
million. An increase to the reserves of $1.3 million is projected to meet contractual and policy
reserve requirements, including future capital project needs such as replacement of the Deer
Creek Dam intake structure and related guard gates, updates to Little Cottonwood Water
Treatment Plant, and replacement of the Salt Lake Aqueduct. No new debt service activity is
anticipated during FY 2022; additional refunding opportunities will be explored.
Budget002
Metropolitan Water District of Salt Lake & Sandy
3430 East Danish Road, Cottonwood Heights, UT 84093
Phone: 801-942-1391 Fax: 801-942-3674
www.mwdsls.org
As previously noted, the tentative budget includes a temporary increase of two FTEs and a 3.0%
COLA/merit-based salary increase. The benefits plan includes District employees continuing to
pay for 5% of the health insurance premium.
Michael J. DeVries, General Manager/Budget Officer
Budget003
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
Budget Summary
Last update: 4/8/21
Budget Tentative
2018 2019 2020 2021 2022
Sources of Funds
Water Sales
Member Cities 21,272,534$ 21,910,716$ 21,762,030$ 21,762,030$ 22,414,891$
Others 811,557 1,078,839 645,239 950,909 921,842
Total Water Sales 22,084,091 22,989,555 22,407,269 22,712,939 23,336,733
Property Taxes 10,807,069 11,218,667 11,768,876 11,400,733 11,251,723
Assessments 12,249,306 12,149,687 12,252,013 13,101,311 13,100,465
Miscellaneous
Interest 587,712 1,121,236 1,086,109 904,835 974,175
Other 200,432 1,375,813 125,838 83,789 84,700
Total Miscellaneous 788,144 2,497,049 1,211,947 988,624 1,058,875
Bond Proceeds - - - - -
Total Sources of Funds 45,928,610$ 48,854,958$ 47,640,105$ 48,203,607$ 48,747,796$
Uses of Funds
Operations and Maintenance (includes
O&M to other agencies; excludes
depreciation/amortization)12,584,341$ 13,755,611$ 14,672,981$ 17,743,753$ 18,636,648$
Depreciation/Amortization 10,554,934 10,005,420 9,800,218 9,977,735 9,301,554
Capital Projects
Capacity Improvement Projects - - - 96,000 -
Non-Capacity Improvement Projects 2,739,975 2,777,770 1,578,435 2,518,100 2,711,500
Jordan Aqueduct System & 150th
South Pipeline 1,323,641 289,903 851,905 1,716,315 2,203,759
Central Utah Project (CUP) Capital 2,971,200 2,971,200 2,971,200 2,971,200 2,971,200
Total Capital Projects (includes capital to
other agencies)7,034,816 6,038,873 5,401,540 7,301,615 7,886,459
CUP ULS Petition - - - 844,223 844,223
Provo River Water Users Association 3,874,247 7,104,903 3,227,465 3,652,259 4,023,348
Debt Service
Principal 7,110,000 8,055,000 8,330,000 8,685,000 10,435,000
Interest 8,736,188 7,856,718 8,481,559 8,059,723 5,655,865
Total Debt Service 15,846,188 15,911,718 16,811,559 16,744,723 16,090,865
Net Funds To/(From) Reserves 6,589,018 6,043,853 7,526,561 1,917,034 1,266,253
Total Uses of Funds 45,928,610$ 48,854,958$ 47,640,105$ 48,203,607$ 48,747,796$
Actual
Budget004
Budget
Budget005
Last update:
04/07/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected Spend
to Budget
over/(under) for
FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp. 4,047,413 4,289,921 4,692,472 4,343,269 5,136,523 2,164,355 42.14%47.67% 4,798,607 (337,917) 5,343,068 4.02%
5120 Overtime Premium 92,369 98,417 103,403 98,063 97,805 49,421 50.53% 47.20% 102,966 5,161 100,305 2.56%
5130 Vacation - - - - - - N/A 0.00%- - - N/A
5131 Sick Leave 21,424 6,288 (11,062) 5,550 - - N/A 0.00%- - - N/A
5170 On Call Pay 16,425 16,485 17,535 16,815 25,670 12,040 46.90% 48.74% 25,084 (586) 27,575 7.42%
5190 Other 614 3,129 870 1,538 2,500 100 4.00% 89.51%362 (2,138) 2,500 0.00%
5210 Payroll Taxes 317,924 334,725 360,871 337,840 399,948 170,132 42.54% 47.96% 374,212 (25,736) 417,992 4.51%
Salaries and Wages 4,496,169 4,748,965 5,164,089 4,803,075 5,662,446 2,396,048 42.31%5,301,231 (361,216) 5,891,440 4.04%
5310 Retirement Plan 854,232 902,643 968,559 908,478 1,073,711 486,794 45.34% 50.27% 1,014,029 (59,682) 1,116,929 4.03%
5320 Medical Insurance Premiums 1,210,186 1,222,771 1,329,592 1,254,183 1,480,891 622,131 42.01% 47.29% 1,376,284 (104,607) 1,520,438 2.67%
5330 Tuition Aid Program 28,789 24,276 19,209 24,091 25,900 3,538 13.66% 39.72% 19,150 (6,750) 15,000 -42.08%
5350 Insurance Premiums 36,464 37,478 39,949 37,964 43,188 20,289 46.98% 49.32% 41,796 (1,392) 42,379 -1.87%
Employee Benefits 2,129,671 2,187,168 2,357,309 2,224,716 2,623,690 1,132,752 43.17%2,451,259 (172,431) 2,694,746 2.71%
5340 Meetings & Seminars 38,514 25,882 25,432 29,943 54,865 14,479 26.39% 52.98% 46,800 (8,065) 41,545 -24.28%
Employee Training 38,514 25,882 25,432 29,943 54,865 14,479 26.39%46,800 (8,065) 41,545 -24.28%
5410 Business Travel 43,307 45,115 41,669 43,364 73,250 (255) -0.35% 66.31% 24,291 (48,959) 71,550 -2.32%
5430 Vehicle O & M 47,955 49,800 50,233 49,329 53,250 23,287 43.73% 57.84% 45,783 (7,467) 48,700 -8.55%
Transportation 91,262 94,915 91,902 92,693 126,500 23,032 18.21%70,074 (56,426) 120,250 -4.94%
5510 Legal 213,046 209,186 255,465 225,899 300,000 63,945 21.31% 37.83% 250,457 (49,543) 300,000 0.00%
5520 Accounting 33,847 35,481 37,068 35,466 37,500 29,628 79.01% 81.93% 36,405 (1,095) 38,500 2.67%
5530 Contract Services 1,305,699 1,491,356 1,519,916 1,438,990 1,975,521 1,410,993 71.42%55.48% 2,329,012 353,491 2,125,349 7.58%
5540 Other 26,659 20,451 13,842 20,317 31,800 1,131 3.56% 25.63% 24,908 (6,892) 26,600 -16.35%
Professional Services 1,579,251 1,756,474 1,826,291 1,720,672 2,344,821 1,505,697 64.21%2,640,782 295,961 2,490,449 6.21%
5610 Telephone 23,233 23,396 24,520 23,716 26,960 12,120 44.96% 49.85% 27,470 510 31,971 18.59%
5620 Electricity 778,891 901,551 674,215 784,885 1,872,852 674,482 36.01% 51.72% 1,578,773 (294,079) 1,653,203 -11.73%
5630 Natural Gas 212,557 249,369 177,515 213,147 214,350 60,123 28.05% 24.33% 222,328 7,978 190,610 -11.08%
5640 Radio Communications 10,503 6,826 6,842 8,057 21,760 3,423 15.73% 40.03% 16,472 (5,288) 8,560 -60.66%
5650 Water 23,138 24,815 19,884 22,612 27,960 11,347 40.58% 55.05% 23,916 (4,044) 23,778 -14.96%
Utilities 1,048,322 1,205,957 902,976 1,052,417 2,163,882 761,495 35.19%1,868,959 (294,923) 1,908,122 -11.82%
5710 Buildings & Grounds 54,661 46,521 47,908 49,697 93,520 60,187 64.36% 73.97% 84,534 (8,986) 114,100 22.01%
5720 Machinery & Equipment 253,865 254,174 231,484 246,508 315,860 152,276 48.21% 34.06% 414,111 98,251 348,515 10.34%
Repairs and Maintenance 308,526 300,695 279,392 296,205 409,380 212,463 51.90%498,645 89,265 462,615 13.00%
5810 General Supplies 21,673 22,530 31,510 25,238 24,210 10,669 44.07% 64.03% 23,610 (600) 28,260 16.73%
5820 Office Supplies 5,745 6,527 11,595 7,956 9,600 5,069 52.80% 56.63%9,232 (368) 9,600 0.00%
5830 Materials 160,870 194,095 193,406 182,790 257,714 81,879 31.77% 35.46% 263,751 6,037 221,664 -13.99%
5840 Chemicals 1,223,290 1,544,772 1,867,658 1,545,240 1,642,297 1,035,213 63.03%60.86% 1,688,322 46,025 2,129,869 29.69%
5850 Computer & Instr. Supplies 117,475 105,067 114,964 112,502 110,047 49,290 44.79% 53.42% 100,551 (9,496) 114,730 4.26%
Chemicals and Supplies 1,529,053 1,872,991 2,219,133 1,873,726 2,043,868 1,182,120 57.84%2,085,466 41,598 2,504,123 22.52%
5901 General Insurance 510,938 524,056 558,663 531,219 617,327 321,079 52.01% 50.19% 628,567 11,240 711,965 15.33%
5902 Administrative Fees 464,827 637,460 864,446 655,578 1,253,882 17,060 1.36% 3.33% 1,229,159 (24,723) 1,347,300 7.45%
5903 Water Stock Assessment 685 683 923 763 21,307 609 2.86% 5.57% 20,729 (578) 22,127 3.85%
5904 Rent Exp.2,107 14,330 15,946 10,794 8,450 - 0.00% 87.94%4,977 (3,473) 8,950 5.92%
5905 Miscellaneous 74,465 67,889 67,812 70,055 73,754 33,108 44.89% 42.77% 76,159 2,405 74,929 1.59%
5906 Postage & Freight Exp.3,354 2,975 3,035 3,121 4,000 1,834 45.86% 47.16%4,420 420 4,000 0.00%
5907 Contributions & Events 227,848 225,514 218,558 223,973 239,400 3,220 1.35% 20.94% 191,264 (48,136) 254,400 6.27%
5909 Depreciation Exp.10,831,933 10,438,883 10,720,865 10,663,894 10,900,000 5,507,605 50.53%50.37% 10,917,418 17,418 11,107,000 1.90%
5910 Interest Exp.8,736,188 7,856,718 8,481,559 8,358,155 8,059,723 3,056,688 37.93%52.94% 7,840,716 (219,007) 5,655,865 -29.83%
5911 Laundry 8,932 12,907 9,276 10,372 15,314 4,122 26.91% 96.19%5,921 (9,393) 19,264 25.79%
5913 Safety 35,277 37,353 33,194 35,275 40,325 18,750 46.50% 38.98% 45,508 5,183 39,188 -2.82%
5914 Subscriptions & Publications 3,419 1,844 1,141 2,135 3,915 737 18.82% 51.95%2,444 (1,471) 3,615 -7.66%
5915 Outside Printing - 281 - 94 1,260 116 9.18% 0.00%1,376 116 1,200 -4.76%
5916 Dues & Memberships 31,721 37,272 33,463 34,152 35,240 28,827 81.80% 71.72% 39,094 3,854 36,422 3.35%
5917 Amortization Exp.(276,999) (433,463) (920,647) (543,703) (922,265) (902,723) 97.88% 45.15% (922,265) - (1,805,446) 95.76%
Other Expenses 20,654,695 19,424,702 20,088,234 20,055,877 20,351,757 8,091,032 39.76%20,085,612 (266,145) 17,480,779 -14.11%
Total Expenses 31,875,463 31,617,749 32,954,758 32,149,325 35,781,210 15,319,118 42.81%35,048,828 (732,382) 33,594,069 -6.11%
Excluding personnel (P) costs 25,249,623 24,681,616 25,433,360 25,121,534 27,495,074 25,007,883 -9.05%
Excluding interest (I) costs 23,139,275 23,761,031 24,473,199 23,791,170 27,721,487 27,938,204 0.78%
Excluding depreciation (D) and
amortization (A) 21,320,529 21,612,329 23,154,540 22,029,134 25,803,475 24,292,515 -5.86%
Excluding I, D, and A 12,584,341 13,755,611 14,672,980 13,670,979 17,743,752 18,636,650 5.03%
TOTAL DISTRICT OPERATIONS AND MAINTENANCE EXPENDITURES
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
20210408 Budget workbook FY 2022--draft budget.xlsx
Budget006
Last Update:
04/07/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp.390,208 534,154 594,480 506,280 617,212 270,301 43.79% 46.32%601,601 (15,611) 637,768 3.33%
5120 Overtime 229 - 108 112 - 118 N/A 49.40% 118 118 - N/A
5210 Payroll Taxes 28,709 38,368 42,759 36,612 44,076 19,206 43.58% 45.74% 43,124 (952) 45,286 2.75%
Salaries and Wages 419,146 572,522 637,347 543,004 661,288 289,625 43.80%644,843 (16,445) 683,054 3.29%
5310 Retirement Plan 80,289 111,173 119,986 103,816 124,293 59,978 48.26% 49.55%122,681 (1,612) 130,568 5.05%
5320 Medical Insurance Premiums 82,665 114,754 127,545 108,321 120,087 55,800 46.47% 49.38%116,588 (3,499) 117,462 -2.19%
5330 Tuition Aid Program - - - - - - N/A 0.00% - - - N/A
5350 Insurance Premiums 3,338 4,780 5,683 4,600 5,574 3,026 54.28% 48.18% 5,914 340 5,096 -8.57%
Employee Benefits 166,292 230,707 253,214 216,737 249,954 118,804 47.53%245,183 (4,771) 253,126 1.27%
5340 Meetings & Seminars 11,658 9,806 8,205 9,890 8,095 2,437 30.10% 64.09% 5,343 (2,752) 7,365 -9.02%
Employee Training 11,658 9,806 8,205 9,890 8,095 2,437 30.11%5,343 (2,752) 7,365 -9.02%
5410 Business Travel 17,247 22,174 13,684 17,702 25,650 (538) -2.10% 56.66% 10,577 (15,073) 26,850 4.68%
5430 Vehicle O & M 431 309 615 452 406 27 6.65% 68.59% 155 (251) 392 -3.45%
Transportation 17,678 22,483 14,299 18,154 26,056 (511) -1.96%10,732 (15,324) 27,242 4.55%
5510 Legal 213,046 209,186 255,465 225,899 300,000 63,945 21.31% 37.83%250,457 (49,543) 300,000 0.00%
5520 Accounting 33,847 35,481 37,068 35,466 37,500 29,628 79.01% 81.93% 36,405 (1,095) 38,500 2.67%
5530 Contract Services 131,996 268,464 137,879 179,446 149,895 480,765 320.73% 33.86% 579,901 430,006 172,965 15.39%
5540 Other - - - - - - N/A 0.00% - - - N/A
Professional Services 378,889 513,131 430,412 440,811 487,395 574,338 117.84%866,763 379,368 511,465 4.94%
5610 Telephone 1,355 2,220 2,220 1,932 2,340 1,110 47.44% 48.40% 2,220 (120) 2,340 0.00%
5620 Electricity - - - - - - N/A 0.00% - - - N/A
5630 Natural Gas - - - - - - N/A 0.00% - - - N/A
5640 Radio Communications - - - - - - N/A 0.00% - - - N/A
5650 Water - - - - - - N/A 0.00% - - - N/A
Utilities 1,355 2,220 2,220 1,932 2,340 1,110 47.44%2,220 (120) 2,340 0.00%
5710 Buildings & Grounds - - - - - - N/A 0.00% - - - N/A
5720 Machinery & Equipment 726 - - 242 - - N/A 0.00% - - - N/A
Repairs and Maintenance 726 - - 242 - - N/A - - - N/A
5810 General Supplies 2,904 3,743 5,548 4,065 3,000 971 32.35% 97.22% 1,054 (1,946) 3,000 0.00%
5820 Office Supplies 5,745 6,527 11,595 7,956 9,600 5,069 52.80% 56.63% 9,232 (368) 9,600 0.00%
5830 Materials - - - - - - N/A 0.00% - - - N/A
5840 Chemicals - - - - - - N/A 0.00% - - - N/A
5850 Computer & Instr. Supplies - - - - - - N/A 0.00% - - - N/A
Chemicals and Supplies 8,649 10,270 17,143 12,021 12,600 6,040 47.94%10,286 (2,314) 12,600 0.00%
5901 General Insurance - - - - - - N/A 0.00% - - - N/A
5902 Administrative Fees - - - - - - N/A 0.00% - - - N/A
5903 Water Stock Assessment - - - - - - N/A 0.00% - - - N/A
5904 Rent Exp. - - - - - - N/A 0.00% - - - N/A
5905 Miscellaneous 23,400 19,501 20,865 21,256 27,050 9,169 33.90% 30.20% 28,051 1,001 28,225 4.34%
5906 Postage & Freight Exp. 3,354 2,975 3,035 3,121 3,000 1,834 61.15% 47.16% 3,420 420 3,000 0.00%
5907 Contributions and Events 85,213 121,079 118,558 108,284 124,400 3,220 2.59% 28.07% 92,703 (31,697) 139,400 12.06%
5909 Depreciation Exp. - - - - - - N/A 0.00% - - - N/A
5910 Interest Exp. - - - - - - N/A 0.00%- - - N/A
5911 Laundry 274 3,214 516 1,335 3,000 420 13.99% 96.38%528 (2,472) 3,000 0.00%
5912 Associated Canals - - - - 125 - 0.00% 0.00%125 - - -100.00%
5913 Safety 100 - 183 94 125 - 0.00% 0.00%125 - - -100.00%
5914 Subscriptions & Publications 1,643 1,285 679 1,202 1,555 30 1.93% 38.74%983 (572) 1,555 0.00%
5915 Outside Printing - - - - - - N/A 0.00%- - - N/A
5916 Dues & Memberships 1,856 1,958 2,008 1,941 1,943 1,414 72.77% 66.26%2,070 127 1,963 1.03%
5917 Amortization Expense - - - - - - N/A 0.00%- - - N/A
Other Expenses 115,840 150,012 145,844 137,233 161,198 16,087 9.98%128,005 (33,193) 177,143 9.89%
Total Expenses 1,120,233 1,511,151 1,508,684 1,380,024 1,608,926 1,007,930 62.65%1,913,375 304,449 1,674,335 4.07%
Excluding personnel costs 697,684 738,155 5.80%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
ADMINISTRATIVE (10)
2 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget007
Cost Center Name: Administrative (10)
Last Update:
04/07/21
Account Number Account Name Description Submitted by: Units Quantity Unit Price Extended Amount
5110 Salary and Wage Expense Salary and wages (6 FTEs, 1 intern) Pay Period 26 24,530$ 637,768$
5110 Total 637,768$
5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period 26 1,742$ 45,286$
5210 Total 45,286$
5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Pay Period 26 5,022$ 130,568$
5310 Total 130,568$
5320 Medical Insurance Premiums Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution)Monthly 12 9,789$ 117,462$
5320 Total 117,462$
5350 Insurance Premiums Health Savings Admin Fee Annalee Munsey Monthly 12 142$ 1,703$
5350 Insurance Premiums AD&D, Basic Life, Long Term Disability, etc.Annalee Munsey Monthly 12 283$ 3,393$
5350 Total 5,096$
5340 Meetings & Seminars Administrative Training Annalee Munsey Each 8 200$ 1,600$
5340 Meetings & Seminars Meeting Refreshments Annalee Munsey Each 12 60$ 720$
5340 Meetings & Seminars Healthy Utah refreshments Annalee Munsey Each 12 110$ 1,320$
5340 Meetings & Seminars Utah Water Users Association summit sponsorship & 4 registrations Annalee Munsey Each 1 650$ 650$
5340 Meetings & Seminars Utah Water Users Workshop sponsorship Annalee Munsey Each 1 375$ 375$
5340 Meetings & Seminars Business Meetings Annalee Munsey Each 1 1,500$ 1,500$
5340 Meetings & Seminars District Lunches Annalee Munsey Each 1 1,200$ 1,200$
5340 Meetings & Seminars Operator Certification renewals Annalee Munsey Each 0 150$ -$
5340 Total 7,365$
5410 Business Travel AWWA Intermountain Section Annalee Munsey Each 3 1,500$ 4,500$
5410 Business Travel AWWA Annual Conference Annalee Munsey Each 2 3,000$ 6,000$
5410 Business Travel Utah Association of Special Districts Annalee Munsey Each 3 500$ 1,500$
5410 Business Travel National Water Resources Association (NWRA) Annual Conference Annalee Munsey Each 1 2,250$ 2,250$
5410 Business Travel Colorado River Water Users Association Annalee Munsey Each 2 1,200$ 2,400$
5410 Business Travel Utah Water Users Workshop Annalee Munsey Each 6 1,200$ 7,200$
5410 Business Travel Human Resource Conference Annalee Munsey Each 1 3,000$ 3,000$
5410 Total 26,850$
5430 Vehicle O&M Mileage reimbursement Annalee Munsey Miles 700 0.56$ 392$
5430 Total 392$
5510 Legal General Counsel Mike DeVries Monthly 12 25,000$ 300,000$
5510 Total 300,000$
5520 Accounting Annual audit-contract amount (Year 3 of 5)Annalee Munsey Lump sum 1 10,000$ 10,000$
5520 Accounting Payroll & timekeeping outsourcing Annalee Munsey Lump sum 1 14,500$ 14,500$
5520 Accounting Accountant consultation work (Year 2 of 5)Annalee Munsey Lump sum 1 14,000$ 14,000$
5520 Total 38,500$
5530 Contract Services Motor Vehicle Record requests Annalee Munsey Each 70 17.50$ 1,225$
5530 Contract Services Federal Random Consortium Pool Annual Fee (for CDL holders)Annalee Munsey Annual 1 175.00$ 175$
5530 Contract Services Drug Screening--random and pre-employment Annalee Munsey Each 12 46.50$ 558$
5530 Contract Services New Hire background checks Annalee Munsey Each 5 100.00$ 500$
5530 Contract Services Investment advisor fees (year 1 of 5)Mike DeVries Monthly 12 1,875$ 22,500$
5530 Contract Services Bond post-issue compliance (continuing disclosure)Mike DeVries Annual 1 1,000$ 1,000$
5530 Contract Services 2011A Bond trustee fee (ends May 2036)Annalee Munsey Each 1 5,000$ 5,000$
5530 Contract Services 2012A Bond trustee fee (ends July 2022)Annalee Munsey Each 1 500$ 500$
5530 Contract Services 2012B Bond trustee fee (ends April 2022)Annalee Munsey Each 1 2,000$ 2,000$
5530 Contract Services 2015A Bond trustee fee (ends April 2034)Annalee Munsey Each 1 2,100$ 2,100$
5530 Contract Services 2016A Bond trustee fee (ends May 2031)Annalee Munsey Each 1 3,000$ 3,000$
5530 Contract Services 2020A Bond trustee fee (ends July 2037)Annalee Munsey Each 1 3,000$ 3,000$
5530 Contract Services Arbitrage rebate analysis Mike DeVries Lump sum 1 7,000$ 7,000$
5530 Contract Services Salt Lake County data recorder services Annalee Munsey Each 12 25$ 300$
5530 Contract Services Governmental relations/lobbying Mike DeVries Monthly 12 7,334$ 88,008$
5530 Contract Services Public relations/public involvement consulting services Annalee Munsey Lump sum 1 5,000$ 5,000$
5530 Contract Services Financial consulting services (year 4 of 5)Mike DeVries Lump sum 1 5,000$ 5,000$
5530 Contract Services Records management Annalee Munsey Lump sum 1 800$ 800$
5530 Contract Services Formal interal audit Annalee Munsey Lump sum 1 22,000$ 22,000$
5530 Contract Services Safety Data Sheets Online Service (year 2 of 3)Annalee Munsey Lump sum 1 3,299$ 3,299$
5530 Total 172,965$
5610 Telephone Mobile phone allowances (4)Mike DeVries Monthly 12 195$ 2,340$
5610 Total 2,340$
5810 General Supplies General Supplies Mike DeVries Lump sum 1 3,000$ 3,000$
5810 Total 3,000$
5820 Office Supplies General Office Supplies Mike DeVries Monthly 12 800$ 9,600$
5820 Total 9,600$
5905 Miscellaneous Service Awards Annalee Munsey Each 15 775$ 11,625$
5905 Miscellaneous Job Postings Annalee Munsey Each 5 200$ 1,000$
5905 Miscellaneous Wellness Program Annalee Munsey Employee 70 200$ 14,000$
5905 Miscellaneous Legal Notices Mike DeVries Each 2 800$ 1,600$
5905 Total 28,225$
5906 Postage & Freight Expense Postage metering Annalee Munsey Lump sum 1 3,000$ 3,000$
5906 Total 3,000$
5907 Contribution & Events Employee Summer Party Mike DeVries Lump sum 1 10,000$ 10,000$
5907 Contribution & Events Employee Winter Party Mike DeVries Lump sum 1 10,000$ 10,000$
5907 Contribution & Events Governor's Water Conservation Team Mike DeVries Lump sum 1 36,400$ 36,400$
5907 Contribution & Events Water Week Activities Mike DeVries Lump sum 1 3,000$ 3,000$
5907 Contribution & Events Water Audits Mike DeVries Lump sum 1 80,000$ 80,000$
5907 Total 139,400$
5911 Laundry Uniforms Mike DeVries Lump sum 1 3,000$ 3,000$
5911 Total 3,000$
5914 Subscriptions & Publications Technet (Salary Review Service)Annalee Munsey Lump sum 1 350$ 350$
5914 Subscriptions & Publications Salary Surveys Annalee Munsey Each 3 285$ 855$
5914 Subscriptions & Publications Labor Law Posters Annalee Munsey Each 5 30$ 150$
5914 Subscriptions & Publications Books Annalee Munsey Each 4 50$ 200$
5914 Total 1,555$
5916 Dues & Membership Human Resources Association (World at Work)Annalee Munsey Lump sum 1 265$ 265$
5916 Dues & Membership Employers Council Annalee Munsey Lump sum 1 1,100$ 1,100$
5916 Dues & Membership Society for Human Resource Management Annalee Munsey Lump sum 2 219$ 438$
5916 Dues & Membership Government Finance Officers Association Mike DeVries Lump sum 1 160$ 160$
5916 Total 1,963$
Fiscal Year 2022 General Expenditures Worksheet
3 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget008
04/07/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp. - - - - - - N/A 0.00% - - - N/A
5120 Overtime Premium - - - - - - N/A 0.00% - - - N/A
5130 Vacation - - - - - - N/A 0.00% - - - N/A
5131 Sick Leave 21,424 6,288 (11,062) 5,550 - - N/A 0.00% - - - N/A
5170 On Call Pay - - - - - - N/A 0.00% - - - N/A
5190 Other 614 3,129 870 1,538 2,500 100 4.00% 89.51% 362 (2,138) 2,500 0.00%
5210 Payroll Taxes - - - - - - N/A 0.00% - - - N/A
Salary and Wages 22,038 9,417 (10,192) 7,088 2,500 100 4.00%362 (2,138) 2,500 0.00%
5310 Retirement Plan - - - - - - N/A 0.00% - - - N/A
5320 Medical Insurance Premiums - - - - - - N/A 0.00% - - - N/A
5330 Tuition Aid Program 28,789 24,276 19,209 24,091 25,900 3,538 13.66% 39.72% 19,150 (6,750) 15,000 -42.08%
5350 Insurance Premiums - - - - - - N/A 0.00% - - - N/A
Employee Benefits 28,789 24,276 19,209 24,091 25,900 3,538 13.66%19,150 (6,750) 15,000 -42.08%
5340 Meetings & Seminars 1,372 1,429 1,828 1,543 2,680 29 1.10% 44.40% 1,520 (1,160) 2,680 0.00%
Employee Training 1,372 1,429 1,828 1,543 2,680 29 1.08%1,520 (1,160) 2,680 0.00%
5410 Business Travel - - - - - - N/A 0.00% - - - N/A
5430 Vehicle O & M 44,923 48,100 48,519 47,181 50,920 20,930 41.10% 57.66% 42,491 (8,429) 46,450 -8.78%
Transportation 44,923 48,100 48,519 47,181 50,920 20,930 41.10%42,491 (8,429) 46,450 -8.78%
5510 Legal - - - - - - N/A 0.00% - - - N/A
5520 Accounting - - - - - - N/A 0.00% - - - N/A
5530 Contract Services 628,191 612,448 629,754 623,464 808,185 547,926 67.80% 91.23%618,811 (189,374) 855,588 5.87%
5540 Other 5,255 2,430 499 2,728 6,000 - 0.00% 19.31% 4,842 (1,158) 5,000 -16.67%
Professional Services 633,446 614,878 630,253 626,192 814,185 547,926 67.30%623,653 (190,532) 860,588 5.70%
5610 Telephone 7,814 8,052 8,087 7,984 9,000 4,110 45.67% 50.11% 8,601 (399) 9,451 5.01%
5620 Electricity 778,891 901,551 674,215 784,885 1,872,852 674,482 36.01% 51.72% 1,578,773 (294,079) 1,653,203 -11.73%
5630 Natural Gas 212,557 249,369 177,515 213,147 214,350 60,123 28.05% 24.33%222,328 7,978 190,610 -11.08%
5640 Radio Communications - - - - - - N/A 0.00%- - - N/A
5650 Water 23,138 24,815 19,884 22,612 27,960 11,347 40.58% 55.05% 23,916 (4,044) 23,778 -14.96%
Utilities 1,022,400 1,183,787 879,701 1,028,628 2,124,162 750,062 35.31%1,833,618 (290,544) 1,877,042 -11.63%
5710 Buildings & Grounds - - - - - - N/A 0.00% - - - N/A
5720 Machinery & Equipment 150 - 810 320 810 - 0.00%100.00% - (810) 860 6.17%
Repairs and Maintenance 150 - 810 320 810 - 0.00%- (810) 860 6.17%
5810 General Supplies - - - - - - N/A 0.00% - - - N/A
5820 Office Supplies - - - - - - N/A 0.00% - - - N/A
5830 Materials 5,352 - - 1,784 - - N/A 35.45% - - - N/A
5840 Chemicals - - - - - - N/A 0.00% - - - N/A
5850 Computer & Instr. Supplies - - - - - - N/A 0.00% - - - N/A
Chemicals and Supplies 5,352 - - 1,784 - - N/A - - - N/A
5901 General Insurance 510,938 524,056 558,663 531,219 617,327 321,079 52.01% 50.19%628,567 11,240 711,965 15.33%
5902 Administrative Fees 464,827 637,460 864,446 655,578 1,253,882 17,060 1.36% 3.33% 1,229,159 (24,723) 1,347,300 7.45%
5903 Water Stock Assessment 685 683 923 763 21,307 609 2.86% 5.57% 20,729 (578) 22,127 3.85%
5904 Rent Exp. - - - - - - N/A 0.00% - - - N/A
5905 Miscellaneous 51,064 48,388 46,947 48,800 46,704 23,939 51.26% 48.25% 48,108 1,404 46,704 0.00%
5906 Postage & Freight Exp. - - - - - - N/A 0.00% - - - N/A
5907 Contributions & Events 142,190 104,435 100,000 115,542 115,000 - 0.00% 14.29% 98,561 (16,439) 115,000 0.00%
5909 Depreciation Expense 10,831,933 10,438,883 10,720,865 10,663,894 10,900,000 5,507,605 50.53% 50.37% 10,917,418 17,418 11,107,000 1.90%
5910 Interest Expense 8,736,188 7,856,718 8,481,559 8,358,155 8,059,723 3,056,688 37.93% 52.94% 7,840,716 (219,007) 5,655,865 -29.83%
5911 Laundry - - - - - - N/A 0.00%- - - N/A
5913 Safety 18,541 23,713 18,990 20,415 20,585 11,360 55.18% 41.65% 23,372 2,787 18,935 -8.02%
5914 Subscriptions & Publications 854 406 258 506 860 595 69.19% 88.52%694 (166) 660 -23.26%
5915 Outside Printing - - - - - - N/A 0.00%- - - N/A
5916 Dues & Memberships 26,552 34,363 30,150 30,355 30,440 27,017 88.75% 73.28% 35,151 4,711 31,824 4.55%
5917 Amortization Exp.(276,999) (433,463) (920,647) (543,703) (922,265) (902,723) 97.88% 45.15% (922,265) - (1,805,446) N/A
Other Expenses 20,506,773 19,235,642 19,902,154 19,881,524 20,143,563 8,063,229 40.03%19,920,210 (223,353) 17,251,934 -14.36%
Total Expenses 22,265,243 21,117,529 21,472,282 21,618,351 23,164,720 9,385,814 40.52%22,441,004 (723,716) 20,057,054 -13.42%
Excluding personnel costs 23,136,320 20,039,554 -13.38%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
GENERAL (20)
Last Update:
4 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget009
Cost Center Name: General (20)
Last Update:
04/07/21
Account Number Account Name Description Submitted By Units Quantity Unit Price Extended Amount
5190 Other Employee suggestions (General & Safety)Mike DeVries Lump sum 1 2,500$ 2,500$
5190 Total 2,500$
5330 Tuition Aid Program Tuition Assistance Mike DeVries Lump sum 1 15,000$ 15,000$
5330 Total 15,000$
5340 Meetings & Seminars District training Annalee Munsey Bi-monthly2480$ 1,920$
5340 Meetings & Seminars Safety committee inspections Annalee Munsey Quarterly 4 90$ 360$
5340 Meetings & Seminars Utah Safety Conference Annalee Munsey Each 2 200$ 400$
5340 Total 2,680$
5430 Vehicle O&M Fleet Vehicles (Gasoline)Wayne Winsor Gallons 125002.50$ 31,250$
5430 Vehicle O&M Fleet Vehicles (Diesel)Wayne Winsor Gallons 1500 2.02$ 3,030$
5430 Vehicle O&M Specialty Vehicles (Diesel)Wayne Winsor Gallons 1000 2.02$ 2,020$
5430 Vehicle O&M Lube-oil-filter, repairs, tire replacement etc.Wayne Winsor Lump sum 1 7,000$ 7,000$
5430 Vehicle O&M Emissions Wayne Winsor Lump sum 1 1,400$ 1,400$
5430 Vehicle O&M Repair Parts Wayne Winsor Lump sum 1 1,750$ 1,750$
5430 Total 46,450$
5530 Contract Services Jordan Aqueduct O&M by JVWCD Mike DeVries AF 10,500 23.73$ 249,165$
5530 Contract Services JVWTP operations by JVWCD Mike DeVries AF 4,000 44.71$ 178,840$
5530 Contract Services JVWTP maintenance by JVWCD Mike DeVries Lump sum 1 276,212$ 276,212$
5530 Contract Services Jordan Aqueduct Terminal Reservoir operations by JVWCD Mike DeVries AF 10,875 1.97$ 21,424$
5530 Contract Services Jordan Aqueduct Terminal Reservoir maintenance by JVWCD Mike DeVries Lump sum 1 44,352$ 44,352$
5530 Contract Services 150th South Pipeline operations by JVWCD Mike DeVries AF 8,496 1.39$ 11,810$
5530 Contract Services 150th South Pipeline maintenance by JVWCD Mike DeVries Lump sum 1 32,045$ 32,045$
5530 Contract Services Non-CUP water carriage charge in JA Mike DeVries AF 1,500 9.00$ 13,498$
5530 Contract Services Olmstead power interference charge Mike DeVries AF 594 11.30$ 6,712$
5530 Contract Services DACRWTP transfer pump cost Mike DeVries AF 300 15.00$ 4,500$
5530 Contract Services Water Softeners/De-ionized Water Wayne Winsor Monthly 12 610$ 7,320$
5530 Contract Services Garbage Removal Wayne Winsor Monthly 12 290$ 3,480$
5530 Contract Services Learning Management System online service Annalee Munsey Monthly 12 290$ 3,480$
5530 Contract Services Harmful Algal Bloom sampling Mike DeVries Lump sum 1 2,750$ 2,750$
5530 Total 855,588$
5540 Other Employee Development Annalee Munsey Lump sum 1 2,000$ 2,000$
5540 Other Management/Leadership Training Annalee Munsey Lump sum 1 3,000$ 3,000$
5540 Total 5,000$
5610 Telephone T1 PRI for District phone lines Ryan Nicholes Monthly 12 400$ 5,592$
5610 Telephone Long Distance Services for T1 Ryan Nicholes Monthly 1223$ 276$
5610 Telephone Phone number DIDs Ryan Nicholes Monthly 12 85$ 1,015$
5610 Telephone LCWTP Ozone Building phone lines and long distance Ryan Nicholes Monthly 12 85$ 1,020$
5610 Telephone JNPS phone line Ryan Nicholes Monthly 12 43$ 516$
5610 Telephone POMWTP backup phone lines Ryan Nicholes Monthly 12 86$ 1,032$
5610 Total 9,451$
5620 Electricity Aqueducts Ryan Nicholes Monthly 12 597$ 7,161$
5620 Electricity Finished water reservoirs Ryan Nicholes Monthly 12 1,469.83$ 17,638$
5620 Electricity Salt Lake Aqueduct intake Ryan Nicholes Monthly 12 1,389.58$ 16,675$
5620 Electricity Jordan Narrows Pump Station Ryan Nicholes Monthly 6 88,682$ 532,090$
5620 Electricity Point of the Mountain site Ryan Nicholes Monthly 12 51,667$ 620,000$
5620 Electricity Little Cottonwood site Ryan Nicholes Monthly 12 37,967$ 455,599$
5620 Electricity POMWTP Standby Generator (Diesel)Wayne Winsor Gallons 1000 2.02$ 2,020$
5620 Electricity LCWTP Standby Generator (Diesel)Wayne Winsor Gallons 1000 2.02$ 2,020$
5620 Total 1,653,203$
5630 Natural Gas Questar - Point of the Mountain Site Wayne Winsor Monthly 12 1,600$ 19,200$
5630 Natural Gas Questar - Little Cottonwood Site/Terminal Reservoir Wayne Winsor Monthly 12 3,700$ 44,400$
5630 Natural Gas BP Gas Wayne Winsor Monthly 12 10,500$ 126,000$
5630 Natural Gas LCWTP Boiler (Diesel)Wayne Winsor Gallons 500 2.02$ 1,010$
5630 Total 190,610$
5650 Water Salt Lake City Wayne Winsor Monthly 12 200$ 2,400$
5650 Water Cottonwood Improvement District Wayne Winsor Quarterly 4 600$ 2,400$
5650 Water Mt. Olympus Improvement District (sanitary sewer @ Terminal Reservoir) Wayne Winsor Bi-monthly 6 37$ 222$
5650 Water Draper City (storm drain fee)Wayne Winsor Monthly 12 963$ 11,556$
5650 Water South Valley Sewer Wayne Winsor Monthly 12 600$ 7,200$
5650 Total 23,778$
5720 Machinery & Equipment Fit test annual recalibration Annalee Munsey Lump sum 1 860$ 860$
5720 Machinery & Equipment Equipment repairs Annalee Munsey Lump sum0-$ -$
5720 Total 860$
5901 General Insurance General liability Mike DeVries Lump sum 1 59,033$ 59,033$
5901 General Insurance Automobile liability Mike DeVries Lump sum 1 12,763$ 12,763$
5901 General Insurance Public officials/management liability Mike DeVries Lump sum 1 8,069$ 8,069$
5901 General Insurance Umbrella/excess liability (included with general liability)Mike DeVries Lump sum 1 32,861$ 32,861$
5901 General Insurance Property Mike DeVries Lump sum 1 524,130$ 524,130$
5901 General Insurance Workers compensation Mike DeVries Lump Sum 1 49,646$ 49,646$
5901 General Insurance Pollution/environmental liability (year 2 of 3)Mike DeVries Lump sum 1 -$ -$
5901 General Insurance Employee dishonesty/Crime Mike DeVries Lump sum 1 1,463$ 1,463$
5901 General Insurance Cyber liability (included with public officials/management liability)Mike DeVries Lump sum 1 -$ -$
5901 General Insurance Identity fraud Mike DeVries Lump sum 1 250$ 250$
5901 General Insurance Public officials bond--Treasurer (year 2 of 3)Mike DeVries Lump sum 1 -$ -$
5901 General Insurance Insurance consulting fee (year 1 of 5)Mike DeVries Lump sum 1 23,750$ 23,750$
5901 General Insurance Miscellaneous Mike DeVries Lump sum 1 -$ -$
5901 Total 711,965$
5902 Administrative Fees Utah Lake Water Users Association Mike DeVries Monthly 12 6,400$ 76,800$
5902 Administrative Fees Central Utah Project Water Mike DeVries Acre feet 23100 55.00$ 1,270,500$
5902 Total 1,347,300$
5903 Water Stock Assessment Big Ditch Irrigation Company Mike DeVries Shares 192.6 107.50$ 20,705$
5903 Water Stock Assessment Big Cottonwood Lower Canal Company Mike DeVries Shares 20.64 22$ 453$
5903 Water Stock Assessment State Engineer Little Cottonwood Creek distribution assessment Mike DeVries Each 1 55$ 55$
5903 Water Stock Assessment State Engineer Provo River distribution assessment Mike DeVries Each 1 820$ 820$
5903 Water Stock Assessment Sandy Irrigation Company Mike DeVries Shares 2 8$ 16$
5903 Water Stock Assessment Utah Lake Distributing Company Mike DeVries Shares 1 43$ 43$
5903 Water Stock Assessment Bell Canyon Irrigation Company Mike DeVries Shares 1 35$ 35$
5903 Total 22,127$
5905 Miscellaneous Water Quality Incentive Awards Annalee Munsey Lump sum 1 16,000$ 16,000$
5905 Miscellaneous Board Member Pay and retirement contribution Annalee Munsey Per Member 6 5,117$ 30,704$
5905 Total 46,704$
Fiscal Year 2022 General Expenditures Worksheet
5 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget010
Cost Center Name: General (20)
Last Update:
04/07/21
Account Number Account Name Description Submitted By Units Quantity Unit Price Extended Amount
Fiscal Year 2022 General Expenditures Worksheet
5907 Contribution & Events Provo River Watershed Council (year 4 of 5 at $100,000 per year)Mike DeVries Lump sum 1 100,000$ 100,000$
5907 Contribution & Events Central Wasatch Commission Annalee Munsey Lump sum 1 15,000$ 15,000$
5907 Total 115,000$
5909 Depreciation Expense Depreciation of Capital Assets Josh Croft Monthly 12 925,583$ 11,107,000$
5909 Total 11,107,000$
5910 Interest Expense Variable rate debt management fees (Wells Fargo direct purchase)Annalee Munsey Lump sum 1 352,800$ 352,800$
5910 Interest Expense Synthetically Fixed $58.8 M Annalee Munsey Lump sum 1 1,871,016$ 1,871,016$
5910 Interest Expense 2012A bonds Annalee Munsey Lump sum 1 300,400$ 300,400$
5910 Interest Expense 2012B bonds Annalee Munsey Lump sum 1 82,575$ 82,575$
5910 Interest Expense 2015 bonds Annalee Munsey Lump sum 1 179,800$ 179,800$
5910 Interest Expense 2016A bonds Annalee Munsey Lump sum 1 1,958,950$ 1,958,950$
5910 Interest Expense 2020A bonds Annalee Munsey Lump sum 1 910,324$ 910,324$
5910 Total 5,655,865$
5913 Safety Safety Incentive program Annalee Munsey Lump sum 1 12,000$ 12,000$
5913 Safety Medical Clearance for respirator Annalee Munsey Each 25 65$ 1,625$
5913 Safety First Aid supplies Annalee Munsey Monthly 12 100$ 1,200$
5913 Safety AED battery replacements Annalee Munsey Each 0 150$ -$
5913 Safety Safety supplies (ear plugs, gas cans, eyewash, respirator cleaning wipes)Annalee Munsey Lump sum 1 440$ 440$
5913 Safety Absorbent materials Annalee Munsey Lump sum 1 1,200$ 1,200$
5913 Safety Safety signs Annalee Munsey Lump sum 1 500$ 500$
5913 Safety Books & training videos Annalee Munsey Lump sum 2 500$ 1,000$
5913 Safety Unified Fire Authority--hazmat permits Matt Tietje Lump sum 1 970$ 970$
5913 Total 18,935$
5914 Subscriptions & Publications AWWA Standards Annalee Munsey Lump sum 1 400$ 400$
5914 Subscriptions & Publications JJ Keller OSHA 1910 Regulations (Prepared 3 years - year 1)Annalee Munsey Lump sum 0 499$ -$
5914 Subscriptions & Publications National Safety Council Safety Magazine Annalee Munsey Lump sum 1 260$ 260$
5914 Total 660$
5916 Dues & Membership Utah Water Users Association Annalee Munsey Lump sum 1 500$ 500$
5916 Dues & Membership Utah Association of Special Districts Annalee Munsey Lump sum 1 12,129$ 12,129$
5916 Dues & Membership Warehouse shopping accounts Annalee Munsey Lump sum 1 180$ 180$
5916 Dues & Membership Amazon business prime membership Annalee Munsey Lump sum 1 179$ 179$
5916 Dues & Membership Partnership for Safe Water Annalee Munsey Lump sum 1 1,800$ 1,800$
5916 Dues & Membership National Safety Council Annalee Munsey Lump sum 1 495$ 495$
5916 Dues & Membership Utah Safety Council Annalee Munsey Lump sum 1 225$ 225$
5916 Dues & Membership AWWA District Membership Annalee Munsey Lump sum 1 366$ 366$
5916 Dues & Membership Intermountain Section AWWA partnership program Annalee Munsey Lump sum 1 2,250$ 2,250$
5916 Dues & Membership Utah Water Conservation Forum Annalee Munsey Lump sum 0 300$ -$
5916 Dues & Membership Water ISAC Annalee Munsey Lump sum 1 2,099$ 2,099$
5916 Dues & Membership Water Research Foundation Mike DeVries Lump sum 1 11,601$ 11,601$
5916 Total 31,824$
5917 Amortization Expense Amortization of costs and reoffering premiums associated with bonds Sonya Shepherd Monthly 12 (150,454)$ (1,805,446)$
5917 Total (1,805,446)$
6 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget011
03/25/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp.732,540 772,137 829,396 778,024 903,337 372,111 41.19% 47.63% 845,146 (58,191) 955,031 5.72%
5120 Overtime Premium 81,005 87,779 91,500 86,761 80,323 44,254 55.10% 48.43% 85,678 5,355 80,323 0.00%
5170 On Call Pay 5,475 5,475 5,490 5,480 5,475 2,580 47.12% 47.90%5,432 (43) 5,475 0.00%
5210 Payroll Taxes 63,172 66,540 70,224 66,646 76,145 32,524 42.71% 48.26% 71,919 (4,226) 80,684 5.96%
Salaries and Wages 882,192 931,931 996,610 936,911 1,065,280 451,469 42.38%1,008,175 (57,105) 1,121,513 5.28%
5310 Retirement Plan 169,812 178,795 190,488 179,698 209,090 94,100 45.00% 50.35% 197,919 (11,171) 219,114 4.79%
5320 Medical Insurance Premiums 236,798 235,627 254,844 242,423 287,474 117,056 40.72% 46.70% 270,277 (17,197) 298,672 3.90%
5330 Tuition Aid Program - - - - - - N/A 0.00%- - - N/A
5350 Insurance Premiums 6,889 6,996 7,121 7,002 7,830 3,481 44.45% 49.89%7,404 (426) 7,928 1.26%
Employee Benefits 413,499 421,418 452,453 429,123 504,393 214,637 42.55%475,600 (28,794) 525,714 4.23%
5340 Meetings & Seminars 1,401 1,462 1,769 1,544 3,050 1,530 50.16% 69.53%2,459 (591) 3,000 -1.64%
Employee Training 1,401 1,462 1,769 1,544 3,050 1,530 50.16%2,459 (591) 3,000 -1.64%
5410 Business Travel - 935 2,152 1,029 3,000 142 4.73% 89.63%453 (2,547) 3,000 0.00%
5430 Vehicle O & M 172 171 - 115 290 2,159 744.63% 27.96%2,368 2,078 280 -3.45%
Transportation 172 1,106 2,152 1,144 3,290 2,301 69.94%2,821 (469) 3,280 -0.30%
5510 Legal - - - - - - N/A 0.00%- - - N/A
5520 Accounting - - - - - - N/A 0.00%- - - N/A
5530 Contract Services - - 65 22 - - N/A 0.00%- - - N/A
5540 Other - - - - - - N/A 0.00%- - - N/A
Professional Services - - 65 22 - - N/A - - - N/A
5610 Telephone 1,601 1,603 1,613 1,606 2,060 800 38.83% 50.00%1,830 (230) 2,180 5.83%
5620 Electricity - - - - - - N/A 0.00%- - - N/A
5630 Natural Gas - - - - - - N/A 0.00%- - - N/A
5640 Radio Communications - - - - - - N/A 0.00%- - - N/A
5650 Water - - - - - - N/A 0.00%- - - N/A
Utilities 1,601 1,603 1,613 1,606 2,060 800 38.83%1,830 (230) 2,180 5.83%
5710 Buildings & Grounds - - - - - - N/A 0.00%- - - N/A
5720 Machinery & Equipment - 552 33 195 5,800 786 13.55% 0.00%6,586 786 800 -86.21%
Repairs and Maintenance - 552 33 195 5,800 786 13.55%6,586 786 800 -86.21%
5810 General Supplies 991 92 201 428 1,100 - 0.00% 11.33%975 (125) 1,100 0.00%
5820 Office Supplies - - - - - - N/A 0.00%- - - N/A
5830 Materials 1,827 1,567 1,248 1,547 2,364 269 11.37% 9.76%2,402 38 2,364 0.00%
5840 Chemicals 1,150,638 1,469,664 1,787,052 1,469,118 1,566,522 1,006,016 64.22% 61.31% 1,612,065 45,543 2,052,819 31.04%
5850 Computer & Instr. Supplies - - - - - - N/A 0.00%- - - N/A
Chemicals and Supplies 1,153,456 1,471,323 1,788,501 1,471,093 1,569,986 1,006,285 64.10%1,615,442 45,456 2,056,283 30.97%
5901 General Insurance - - - - - - N/A 0.00%- - - N/A
5902 Administrative Fees - - - - - - N/A 0.00%- - - N/A
5903 Water Stock Assessment - - - - - - N/A 0.00%- - - N/A
5904 Rent Exp.- - - - - - N/A 0.00%- - - N/A
5905 Miscellaneous - - - - - - N/A 0.00%- - - N/A
5906 Postage & Freight Exp.- - - - - - N/A 0.00%- - - N/A
5907 Contributions & Events - - - - - - N/A 0.00%- - - N/A
5909 Depreciation Expense - - - - - - N/A 0.00%- - - N/A
5910 Interest Expense - - - - - - N/A 0.00%- - - N/A
5911 Laundry 1,837 1,812 1,688 1,779 2,264 526 23.24% 101.33%496 (1,768) 2,264 0.00%
5913 Safety 1,137 2,767 2,153 2,019 3,399 616 18.11% 10.84%3,646 247 3,399 0.00%
5914 Subscriptions & Publications 165 55 205 142 300 112 37.33% 65.52%215 (85) 300 0.00%
5915 Outside Printing - - - - 60 - 0.00% 0.00%60 - - -100.00%
5916 Dues & Memberships - - - - - - N/A 0.00%- - - N/A
5917 Amortization Exp.- - - - - - N/A 0.00%- - - N/A
Other Expenses 3,139 4,634 4,046 3,940 6,023 1,254 20.82%4,417 (1,606) 5,963 -1.00%
Total Expenses 2,455,460 2,834,029 3,247,242 2,845,578 3,159,882 1,679,062 53.14% 3,117,330 (42,553) 3,718,733 17.69%
Excluding personnel costs 1,590,209 2,071,506 30.27%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
OPERATIONS (22)
Last Update:
7 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget012
Cost Center Name: Operations (22)
Last Update:
03/25/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
5110 Salary and Wage Expense Salary and wages (14 FTEs plus skill-based pay)Pay Period 26 36,732$ 955,031$
5110 Total 955,031$
5120 Overtime Premium Overtime premium Pay Period 26 3,089$ 80,323$
5120 Total 80,323$
5170 On Call Pay On Call Pay Day 365 15$ 5,475$
5170 Total 5,475$
5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period 26 3,103$ 80,684$
5210 Total 80,684$
5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Pay Period 26 8,427$ 219,114$
5310 Total 219,114$
5320 Medical Insurance Premiums Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution)Monthly 12 24,889$ 298,672$
5320 Total 298,672$
5350 Insurance Premiums AD&D, Basic Life, Long Term Disability, etc.Monthly 12 661$ 7,928$
5350 Total 7,928$
5340 Meetings & Seminars Operator Certification Renewals Each 11 150$ 1,650$
5340 Meetings & Seminars Operator Certification- new FTE Each 1 300$ 300$
5340 Meetings & Seminars Local Seminars Lump sum 1 700$ 700$
5340 Meetings & Seminars Meeting refreshments Lump sum 1 350$ 350$
5340 Total 3,000$
5410 Business Travel AWWA Intermountain Section Each 1 1,500$ 1,500$
5411 Business Travel UWUA Each 1 1,500$ 1,500$
5410 Business Travel AWWA Webinars Lump sum 1 -$ -$
5410 Total 3,000$
5430 Vehicle O&M Mileage reimbursement Miles 500 0.56$ 280$
5430 Total 280$
5610 Telephone Cellular Phones (2)Monthly 12 55$ 660$
5610 Telephone Mobile phone allowance (2)Monthly 12 110$ 1,320$
5610 Telephone Allowance for cell phone replacement/parts Lump sum 1 200$ 200$
5610 Total 2,180$
5720 Machinery & Equipment Equipment repairs Lump sum 1 800$ 800$
5720 Total 800$
5810 General Supplies Chair replacement Each 2 300$ 600$
5810 General Supplies Blinds for LCWTP control room Each 1 500$ 500$
5810 Total 1,100$
5830 Materials pH probes Each 2 150$ 300$
5830 Materials Variable volume pipettor Each 2 222$ 444$
5830 Materials DPD Chlorine Dispenser Each 2 60$ 120$
5830 Materials Miscellaneous laboratory supplies Lump sum 1 300$ 300$
5830 Materials Gloves Lump sum 1 600$ 600$
5830 Materials Kimwipes Lump sum 1 200$ 200$
5830 Materials Supplies for filter inspections Lump sum 1 400$ 400$
5830 Total 2,364$
5840 Chemicals Aluminum Chlorohydrate (POMWTP)Lbs. 353,672 0.238$ 84,174$
5840 Chemicals C 308P Cat-Floc (LCWTP) - totes Lbs. 268,540 0.670$ 179,922$
5840 Chemicals C 308P Cat-Floc (POMWTP) - bulk Lbs. 94,183 0.600$ 56,510$
5840 Chemicals A-6320 Anionic (POMWTP & LCWTP)) - totes Lbs. 14,316 1.000$ 14,316$
5840 Chemicals Chlorine (LCWTP)Lbs. 420,000 0.26550$ 111,510$
5840 Chemicals Ferric Chloride (LCWTP)Dry lbs. 2,032,749 0.3600$ 731,790$
5840 Chemicals Caustic Soda 50% (LCWTP)Dry lbs. 1,670,257 0.2750$ 459,321$
5840 Chemicals Fluoride (LCWTP & POMWTP)Wet. Lbs. 516,359 0.2800$ 144,581$
5840 Chemicals Lime, Bulk (LCWTP)Dry lbs. 269,220 0.087$ 23,422$
5840 Chemicals LOX (LCWTP & POMWTP)1000FTS 41,503 5.500$ 228,267$
5840 Chemicals T-Chlor (LCWTP & POMWTP)Drum 3,100 1.60$ 4,960$
5840 Chemicals Salt (POMWTP)Tons 109 86.000$ 9,374$
5840 Chemicals Salt (TR FWR)Lbs. 33,057 0.098$ 3,223$
5840 Chemicals DPD powder in glass bottles Each 6 52.300$ 314$
5840 Chemicals DPD powder packets Each 6 27.15$ 163$
5840 Chemicals pH Buffers Lump sum 1 500$ 500$
5841 Chemicals Ascorbic Acid Tablets Each 2 236$ 472$
5840 Total 2,052,819$
5911 Laundry Uniforms Lump sum 1 2,264$ 2,264$
5911 Total 2,264$
5913 Safety Safety Shoes/ Boots Each 13 125$ 1,625$
5913 Safety Gloves (Neoprene, etc.)Lump sum 1 300$ 300$
5913 Safety Safety glasses (prescription)Each 2 200$ 400$
5913 Safety PVC boots Each 3 70$ 210$
5913 Safety Acid bib overalls Each 2 30$ 60$
5913 Safety Acid coveralls Each 2 47$ 94$
5913 Safety Acid jacket Each 2 30$ 60$
5913 Safety Safety Harnesses Each 1 150$ 150$
5913 Safety Safety Goggles/glasses Lump sum 13 35$ 455$
5913 Safety Respirator Cartridges Each 3 15$ 45$
5913 Total 3,399$
5914 Subscriptions & Publications Subscriptions and Publications Lump sum 1 300$ 300$
5914 Total 300$
Fiscal Year 2022 General Expenditures Worksheet
8 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget013
03/02/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp.967,516 1,061,502 1,102,968 1,043,996 1,167,106 518,370 44.42% 47.90% 1,126,390 (40,716) 1,169,768 0.23%
5120 Overtime Premium 6,349 2,671 4,107 4,376 10,000 1,246 12.46% 21.78%9,068 (932) 10,000 0.00%
5170 On Call Pay 5,055 5,475 5,490 5,340 5,475 2,580 47.12% 46.54%5,507 32 5,475 0.00%
5210 Payroll Taxes 75,758 83,170 84,503 81,144 91,265 41,479 45.45% 48.50% 88,478 (2,787) 92,353 1.19%
Salaries and Wages 1,054,678 1,152,818 1,197,068 1,134,856 1,273,846 563,675 44.25%1,229,443 (44,403) 1,277,596 0.29%
5310 Retirement Plan 190,146 211,794 218,414 206,785 230,563 109,628 47.55% 50.14% 224,585 (5,978) 230,191 -0.16%
5320 Medical Insurance Premiums 359,889 375,914 372,737 369,513 400,472 179,606 44.85% 46.91% 392,211 (8,261) 436,540 9.01%
5330 Tuition Aid Program - - - - - - N/A 0.00%- - - N/A
5350 Insurance Premiums 10,952 10,744 10,708 10,801 12,526 5,431 43.36% 50.30% 11,657 (869) 11,892 -5.06%
Employee Benefits 560,987 598,452 601,859 587,099 643,561 294,665 45.79%628,453 (15,108) 678,623 5.45%
5340 Meetings & Seminars 3,903 4,781 3,462 4,049 6,970 2,905 41.68% 48.96%6,463 (507) 8,770 25.82%
Employee Training 3,903 4,781 3,462 4,049 6,970 2,905 41.68%6,463 (507) 8,770 25.82%
5410 Business Travel 1,542 - - 514 - - N/A 132.04%- - - N/A
5430 Vehicle O & M 428 361 305 365 696 58 8.26% 61.24%327 (369) 672 -3.45%
Transportation 1,970 361 305 879 696 58 8.33%327 (369) 672 -3.45%
5510 Legal - - - - - - N/A 0.00%- - - N/A
5520 Accounting - - - - - - N/A 0.00%- - - N/A
5530 Contract Services 76,834 70,245 129,498 92,192 194,090 29,934 15.42% 53.08% 120,996 (73,094) 148,415 -23.53%
5540 Other - - - - - - N/A 0.00%- - - N/A
Professional Services 76,834 70,245 129,498 92,192 194,090 29,934 15.42%120,996 (73,094) 148,415 -23.53%
5610 Telephone 1,480 1,440 1,440 1,453 1,440 640 44.42% 49.54%1,366 (74) 2,400 66.67%
5620 Electricity - - - - - - N/A 0.00%- - - N/A
5630 Natural Gas - - - - - - N/A 0.00%- - - N/A
5640 Radio Communications - - - - - - N/A 0.00%- - - N/A
5650 Water - - - - - - N/A 0.00%- - - N/A
Utilities 1,480 1,440 1,440 1,453 1,440 640 44.44%1,366 (74) 2,400 66.67%
5710 Buildings & Grounds 54,661 46,521 47,908 49,697 93,520 60,187 64.36% 73.97% 84,534 (8,986) 114,100 22.01%
5720 Machinery & Equipment 53,531 67,310 77,132 65,991 125,700 72,538 57.71% 39.49% 148,602 22,902 154,200 22.67%
Repairs and Maintenance 108,192 113,831 125,040 115,688 219,220 132,725 60.54% 233,136 13,916 268,300 22.39%
5810 General Supplies 11,588 10,892 12,184 11,555 10,560 3,095 29.31% 53.80%7,974 (2,586) 12,260 16.10%
5820 Office Supplies - - - - - - N/A 0.00%- - - N/A
5830 Materials 71,566 99,539 91,269 87,458 153,400 51,004 33.25% 38.44% 145,432 (7,968) 108,800 -29.07%
5840 Chemicals and Supplies 8,354 4,950 3,415 5,573 3,900 921 23.62% 4.51%4,645 745 5,600 43.59%
5850 Computer & Instr. Supplies - - - - - - N/A 0.00%- - - N/A
Chemicals and Supplies 91,508 115,381 106,868 104,586 167,860 55,020 32.78%158,051 (9,809) 126,660 -24.54%
5901 General Insurance - - - - - - N/A 0.00%- - - N/A
5902 Administrative Fees - - - - - - N/A 0.00%- - - N/A
5903 Water Stock Assessment - - - - - - N/A 0.00%- - - N/A
5904 Rent Exp.2,107 14,330 15,946 10,794 3,950 - 0.00% 87.94%477 (3,473) 3,950 0.00%
5905 Miscellaneous - - - - - - N/A 0.00%- - - N/A
5906 Postage & Freight Exp.- - - - - - N/A 0.00%- - - N/A
5907 Contributions & Events 444 - - 148 - - N/A 0.00%- - - N/A
5909 Depreciation Expense - - - - - - N/A 0.00%- - - N/A
5910 Interest Expense - - - - - - N/A 0.00%- - - N/A
5911 Laundry 3,740 4,446 3,594 3,927 5,500 1,770 32.18% 92.48%2,183 (3,317) 8,250 50.00%
5913 Safety 11,969 8,710 6,916 9,198 7,521 5,911 78.59% 42.85% 10,209 2,688 8,599 14.33%
5914 Subscriptions & Publications - - - - - - N/A 0.00%- - - N/A
5915 Outside Printing - - - - - - N/A 0.00%- - - N/A
5916 Dues & Memberships 1,680 400 300 793 1,165 52 4.46% 76.89%321 (844) 1,165 0.00%
5917 Amortization Exp.- - - - - - N/A 0.00%- - - N/A
Other Expenses 19,940 27,886 26,756 24,860 18,136 7,733 42.64%13,190 (4,946) 21,964 21.11%
Total Expenses 1,919,492 2,085,195 2,192,296 2,065,662 2,525,820 1,087,355 43.05% 2,391,425 (134,394) 2,533,400 0.30%
Excluding personnel costs 608,412 577,181 -5.13%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
MAINTENANCE (23)
Last Update:
9 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget014
Cost Center Name: Maintenance (23)
Last Update:
03/02/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
5110 Salary and Wage Expense Salary and wages (21 FTEs plus 1 Seasonal plus skill-based pay)Pay Period 26 44,991$ 1,169,768$
5110 Total 1,169,768$
5120 Overtime Premium Overtime premium Pay Period 26 385$ 10,000$
5120 Total 10,000$
5170 On Call Pay On Call Pay Daily 365 15$ 5,475$
5170 Total 5,475$
5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period 26 3,552$ 92,353$
5210 Total 92,353$
5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Pay Period 26 8,854$ 230,191$
5310 Total 230,191$
5320 Medical Insurance Premiums Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution)Monthly 12 36,378$ 436,540$
5320 Total 436,540$
5350 Insurance Premiums AD&D, Basic Life, Long Term Disability, etc.Monthly 12 991$ 11,892$
5350 Total 11,892$
5340 Meetings & Seminars Backflow Prevention Seminar & Training Each 2 1,000$ 2,000$
5340 Meetings & Seminars Utah APWA Fall Conference Each 2 185$ 370$
5340 Meetings & Seminars Local Seminars Each 5 200$ 1,000$
5340 Meetings & Seminars Boiler Operator Training Each 2 575$ 1,150$
5340 Meetings & Seminars Refreshments for Maintenance sponsored coordination Lump sum 1 1,000$ 1,000$
5340 Meetings & Seminars Backflow Certification (Cross Control Program Administer)Each 1 350$ 350$
5340 Meetings & Seminars UST Operator Certification A/B Each 1 200$ 200$
5340 Meetings & Seminars Operator Certification Exams Each 9 150$ 1,350$
5340 Meetings & Seminars Operator Certification Renewals Each 9 150$ 1,350$
5340 Total 8,770$
5410 Business Travel -$ -$
5410 Total -$
5430 Vehicle O & M Mileage reimbursement Miles 1200 0.56$ 672$
5430 Total 672$
5530 Contract Services HVAC Equipment Service Lump sum 1 26,000$ 26,000$
5530 Contract Services Generator Preventative Maintenance Service Lump sum 1 4,200$ 4,200$
5530 Contract Services Asphalt Repair LCWTP (Slurry coat/Crack sealant)Lump sum 1 20,000$ 20,000$
5530 Contract Services Elevator Service Contract & State Fees Monthly 12 500$ 6,000$
5530 Contract Services Crane Inspection & Service Lump sum 1 550$ 550$
5530 Contract Services Fire Extinguisher Service (Suppression, Sprinkler, etc.)Lump sum 1 2,175$ 2,175$
5530 Contract Services Boiler Inspection, Repair & Service - LCWTP & POMWTP Lump sum 1 11,300$ 11,300$
5530 Contract Services Misc Contract Services (Geese Relocation, Waste Oil, Pump Sewer, etc.)Lump sum 1 1,500$ 1,500$
5530 Contract Services Pump Repair Lump sum 1 6,100$ 6,100$
5530 Contract Services Hazardous Waste Disposal Lump sum 1 4,000$ 4,000$
5530 Contract Services Ozone Nitrogen Boost Compressor Service - LCWTP & POMWTP Each 2 4,500$ 9,000$
5530 Contract Services Fuel Tank Inspection Lump sum 1 1,500$ 1,500$
5530 Contract Services Underground Storage Tank Program - (UST Fund)Lump sum 1 1,680$ 1,680$
5530 Contract Services Garage door repairs Lump sum 1 4,000$ 4,000$
5530 Contract Services Machine Repair and Unexpected Service Costs Lump sum 1 15,000$ 15,000$
5530 Contract Services DOT Physical Exams Each 9 65$ 585$
5530 Contract Services Tree Removal Lump sum 1 5,000$ 5,000$
5530 Contract Services HydroTest Rescue Cylinders Each 10 50$ 500$
5530 Contract Services Landscape Service - Terminal Reservoir Lump sum 1 20,500$ 20,500$
5530 Contract Services CDL Medical Exam Each 5 65$ 325$
5530 Contract Services Elevator 5-year Load Test Lump sum 1 3,000$ 3,000$
5530 Contract Services Carpet Cleaning Lump sum 1 2,000$ 2,000$
5530 Contract Services Carpet Replacement - Operations Control Rm.Lump sum 1 2,000$ 2,000$
5530 Contract Services Golf Cart Repair Lump sum 1 1,500$ 1,500$
5530 Total 148,415$
5610 Telephone Mobile Phone Allowances (5)Monthly 12 200$ 2,400$
5610 Total 2,400$
5710 Buildings & Grounds Painting Supplies Lump sum 1 2,400$ 2,400$
5710 Buildings & Grounds Salt (Water Softener, Ice Melt, etc.)Lump sum 1 3,000$ 3,000$
5710 Buildings & Grounds Repair Supplies (concrete repairs etc.)Lump sum 1 4,000$ 4,000$
5710 Buildings & Grounds Fertilizer/weed killer/gopher bait Lump sum 1 1,000$ 1,000$
5710 Buildings & Grounds Sprinkler supplies (controller, pop-up, rain birds, solenoids, misc.)Lump sum 1 1,500$ 1,500$
5710 Buildings & Grounds Tools (shovels, rakes, loppers, shears, hand pruners, saws, snow shovels etc.) Lump sum 1 1,200$ 1,200$
5710 Buildings & Grounds Equipment supplies (oil, chains, weed trimming line, wasp spray, misc.)Lump sum 1 1,000$ 1,000$
5710 Buildings & Grounds Asphalt Crack Sealing Compound Lump sum 1 2,000$ 2,000$
5710 Buildings & Grounds Gravel/Landscape Rock/Wood Chip/Fencing Materials Lump sum 1 9,000$ 9,000$
5710 Buildings & Grounds Cleaning of Drying Beds Lump sum 1 80,000$ 80,000$
5710 Buildings & Grounds Radiant Heaters for Maintenance Garage - POMWTP Lump sum 1 9,000$ 9,000$
5710 Total 114,100$
5720 Machinery & Equipment Power Tools (Cordless Drill, Drill etc.)Lump sum 1 2,000$ 2,000$
5720 Machinery & Equipment Hand Tools - New Service Truck Lump sum 1 3,000$ 3,000$
5720 Machinery & Equipment Hand Tools & Bags for Maintenance Tech. II's & III's Lump sum 1 3,800$ 3,800$
5720 Machinery & Equipment Ozone corrosion inhibitor monitoring Each 2 125$ 250$
5720 Machinery & Equipment Golf Cart Enclosure Each 2 325$ 650$
5720 Machinery & Equipment Pump, Drum Each 1 1,200$ 1,200$
5720 Machinery & Equipment Pump, Sample Each 3 1,300$ 3,900$
5720 Machinery & Equipment Pumps, Submersible (Standard - Small)Each 1 1,650$ 1,650$
5720 Machinery & Equipment Pump, Chemical sump Each 2 1,250$ 2,500$
5720 Machinery & Equipment Pump Parts, Chemical Resistant Each 1 300$ 300$
5720 Machinery & Equipment Pump, Submersible (Large, two stage)Each 1 2,500$ 2,500$
5720 Machinery & Equipment Pipe & Valve - Projects Lump sum 1 10,000$ 10,000$
5720 Machinery & Equipment Pipe & Valve - SLA Air Valves (4" & 6")Lump sum 1 41,500$ 41,500$
5720 Machinery & Equipment Sodium Hypochlorite Parts Lump sum 1 11,000$ 11,000$
5720 Machinery & Equipment Shop vacuum Each 2 150$ 300$
5720 Machinery & Equipment Ladders Lump sum 1 1,100$ 1,100$
Fiscal Year 2022 General Expenditures Worksheet
10 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget015
Cost Center Name: Maintenance (23)
Last Update:
03/02/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
Fiscal Year 2022 General Expenditures Worksheet
5720 Machinery & Equipment HVAC Equipment Lump sum 1 17,000$ 17,000$
5720 Machinery & Equipment Weed trimmer (Heavy duty)Each 2 450$ 900$
5720 Machinery & Equipment Lawn Mower (walk behind)Each 1 1,200$ 1,200$
5720 Machinery & Equipment Golf Carts (1 Used, 1 New)Each 2 8,500$ 17,000$
5720 Machinery & Equipment Two-stage snow blower Each 1 3,000$ 3,000$
5720 Machinery & Equipment Downsizing of Chlorine Feeder #7 Lump sum 1 4,500$ 4,500$
5720 Machinery & Equipment Water Softener - Maintenance Building Lump sum 1 15,000$ 15,000$
5720 Machinery & Equipment Equipment tires Lump sum 1 2,000$ 2,000$
5720 Machinery & Equipment Hilti Core Drill Lump sum 1 1,000$ 1,000$
5720 Machinery & Equipment Man Basket - Boom Truck Lump sum 1 5,750$ 5,750$
5720 Machinery & Equipment Upright Vacuums Each 6 200$ 1,200$
5720 Total 154,200$
5810 General Supplies Janitorial - Paper Products Lump sum 1 7,000$ 7,000$
5810 General Supplies Janitorial - Cleaning Supplies Lump sum 1 4,000$ 4,000$
5810 General Supplies Furniture Lump sum 1 1,000$ 1,000$
5810 General Supplies Flags/Repairs Lump sum 1 260$ 260$
5810 Total 12,260$
5830 Materials Hose Supplies (Fire, Peristaltic Pump Hose, etc.)Lump sum 1 3,500$ 3,500$
5830 Materials Air System Parts Lump sum 1 850$ 850$
5830 Materials Chlorine Parts Lump sum 1 23,050$ 23,050$
5830 Materials Polymer Feeder Parts Lump sum 1 8,200$ 8,200$
5830 Materials Pump, Parts Lump sum 1 1,000$ 1,000$
5830 Materials Pipe, Tubing, Fittings & Valves Lump sum 1 1,000$ 1,000$
5830 Materials Ozone Parts Lump sum 1 10,000$ 10,000$
5830 Materials Fasteners Lump sum 1 700$ 700$
5830 Materials Oil Test Kits Lump sum 1 2,500$ 2,500$
5830 Materials Welding Supplies Lump sum 1 3,000$ 3,000$
5830 Materials Irrigation Meter Parts Lump sum 1 1,000$ 1,000$
5830 Materials Screen Rake Parts Lump sum 1 500$ 500$
5830 Materials V-belts, HVAC Lump sum 1 1,000$ 1,000$
5830 Materials Shop Stock Steel (aqueduct gate material)Lump sum 1 6,000$ 6,000$
5830 Materials Lubrication Supplies Lump sum 1 2,000$ 2,000$
5830 Materials HVAC Filters Lump sum 1 5,300$ 5,300$
5830 Materials Steam Traps & Parts Lump sum 1 15,000$ 15,000$
5830 Materials Light Bulbs Lump sum 1 5,000$ 5,000$
5830 Materials Traveling Screen Parts Lump sum 1 500$ 500$
5830 Materials Golf Cart Maintenance (Tires, Batteries, Repairs, etc.)Lump sum 1 2,000$ 2,000$
5830 Materials Miscellaneous batteries Lump sum 1 1,200$ 1,200$
5830 Materials Dumping Fees Lump sum 1 3,000$ 3,000$
5830 Materials Concrete repair supplies Lump sum 1 1,000$ 1,000$
5830 Materials General Expendables (nuts, bolts, saw blades, tape, etc.)Lump sum 1 10,500$ 10,500$
5830 Materials Backflow Preventer Repair Parts Lump sum 1 1,000$ 1,000$
5830 Total 108,800$
5840 Chemicals Boiler chemicals Lump sum 1 5,000$ 5,000$
5840 Chemicals Acid, cleaning Lump sum 1 600$ 600$
5840 Total 5,600$
5904 Rent Expense Track hoe Each 3 1,150$ 3,450$
5904 Rent Expense Stump grinder Each 2 250$ 500$
5904 Total 3,950$
5911 Laundry Uniforms/Coveralls Lump sum 1 4,000$ 4,000$
5911 Laundry Uniforms, New employee Lump sum 1 1,000$ 1,000$
5911 Laundry Cold weather gear (Coat)Lump sum 1 2,750$ 2,750$
5911 Laundry Cleaning Supplies Lump sum 1 500$ 500$
5911 Total 8,250$
5913 Safety Safety Shoes/Boots Each 21 125$ 2,625$
5913 Safety Safety Shoes/boots - Seasonal (Muck Boots)Each 3 150$ 450$
5913 Safety Rubber Boot Replacements Each 6 40$ 240$
5913 Safety Safety Glasses, Goggles (Prescriptive)Each 5 200$ 1,000$
5913 Safety PPE (Personal Protective Equipment) - Miscellaneous Lump sum 1 2,000$ 2,000$
5913 Safety Hard Hats Each 12 27$ 324$
5913 Safety Rain Gear Each 12 80$ 960$
5913 Safety Barricades, Signs & Traffic Cones Lump sum 1 1,000$ 1,000$
5913 Total 8,599$
5916 Dues & Membership Membership Renewals (Backflow Prevention - APWA)Each 3 55$ 165$
5916 Dues & Membership CDL Certification Each 5 200$ 1,000$
5916 Total 1,165$
11 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget016
02/08/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp.997,357 964,484 1,094,604 1,018,815 764,360 265,999 34.80% 48.77% 657,571 (106,789) 852,094 11.48%
5120 Overtime Premium 2,895 6,112 5,759 4,922 - - N/A 49.26%- - - N/A
5170 On Call Pay 5,475 5,535 6,555 5,855 9,125 4,150 45.48% 50.30%8,685 (440) 9,125 0.00%
5210 Payroll Taxes 77,181 74,373 83,452 78,335 59,428 20,627 34.71% 48.51% 51,228 (8,200) 66,471 11.85%
Salaries and Wages 1,082,908 1,050,504 1,190,370 1,107,927 832,913 290,776 34.91%717,484 (115,429) 927,690 11.38%
5310 Retirement Plan 209,710 201,652 220,012 210,458 156,014 60,378 38.70% 51.10% 136,667 (19,347) 173,422 11.16%
5320 Medical Insurance Premiums 264,113 237,963 296,292 266,123 183,902 74,686 40.61% 47.59% 171,074 (12,828) 206,774 12.44%
5330 Tuition Aid Program - - - - - - N/A 0.00%- - - N/A
5350 Insurance Premiums 7,591 7,549 8,236 7,792 4,163 2,031 48.78% 49.18%4,147 (16) 4,572 9.81%
Employee Benefits 481,414 447,164 524,540 484,373 344,079 137,095 39.84%311,888 (32,191) 384,768 11.83%
5340 Meetings & Seminars 17,698 2,522 5,755 8,659 16,510 4,767 28.87% 34.02% 15,661 (849) 11,560 -29.98%
Employee Training 17,698 2,522 5,755 8,659 16,510 4,767 28.87%15,661 (849) 11,560 -29.98%
5410 Business Travel 16,677 18,369 21,837 18,961 36,100 - 0.00% 64.64% 12,765 (23,335) 34,700 -3.88%
5430 Vehicle O & M 919 530 731 727 725 113 15.55% 72.51%312 (413) 700 -3.45%
Transportation 17,596 18,899 22,568 19,688 36,825 113 0.31%13,077 (23,748) 35,400 -3.87%
5510 Legal - - - - - - N/A 0.00%- - - N/A
5520 Accounting - - - - - - N/A 0.00%- - - N/A
5530 Contract Services 325,682 272,639 284,313 294,211 305,150 64,812 21.24% 18.16% 314,550 9,400 355,050 16.35%
5540 Other 21,404 18,021 13,343 17,589 25,800 1,131 4.38% 26.61% 20,066 (5,734) 21,600 -16.28%
Professional Services 347,086 290,660 297,656 311,800 330,950 65,943 19.93%334,616 3,666 376,650 13.81%
5610 Telephone 6,278 5,600 6,240 6,039 3,360 1,450 43.14% 50.23%3,122 (238) 6,840 103.57%
5620 Electricity - - - - - - N/A 0.00%- - - N/A
5630 Natural Gas - - - - - - N/A 0.00%- - - N/A
5640 Radio Communications 10,503 6,826 6,842 8,057 21,760 3,423 15.73% 40.03% 16,472 (5,288) 8,560 -60.66%
5650 Water - - - - - - N/A 0.00%- - - N/A
Utilities 16,781 12,426 13,082 14,096 25,120 4,873 19.40%19,594 (5,526) 15,400 -38.69%
5710 Buildings & Grounds - - - - - - N/A 0.00%- - - N/A
5720 Machinery & Equipment - - - - - 749 N/A 31.81%749 749 - N/A
Repairs and Maintenance - - - - - 749 N/A 749 749 - N/A
5810 General Supplies 5,313 6,314 5,820 5,816 650 176 27.12% 72.49%355 (295) 1,000 53.85%
5820 Office Supplies - - - - - - N/A 0.00%- - - N/A
5830 Materials - - - - - 124 N/A 26.88%124 124 - N/A
5840 Chemicals 13,462 12,515 11,172 12,383 - - N/A 78.57%- - - N/A
5850 Computer & Instr. Supplies 117,475 105,067 114,964 112,502 110,047 49,290 44.79% 53.42% 100,551 (9,496) 114,730 4.26%
Chemicals and Supplies 136,250 123,896 131,956 130,701 110,697 49,590 44.80%101,030 (9,667) 115,730 4.55%
5901 General Insurance - - - - - - N/A 0.00%- - - N/A
5902 Administrative Fees - - - - - - N/A 0.00%- - - N/A
5903 Water Stock Assessment - - - - - - N/A 0.00%- - - N/A
5904 Rent Exp.- - - - - - N/A 0.00%- - - N/A
5905 Miscellaneous - - - - - - N/A 0.00%- - - N/A
5906 Postage & Freight Exp.- - - - - - N/A 0.00%- - - N/A
5907 Contributions & Events - - - - - - N/A 0.00%- - - N/A
5909 Depreciation Expense - - - - - - N/A 0.00%- - - N/A
5910 Interest Expense - - - - - - N/A 0.00%- - - N/A
5911 Laundry 1,508 1,656 1,723 1,629 1,050 96 9.14% 100.27%93 (957) 1,200 14.29%
5913 Safety 1,523 1,127 3,514 2,055 1,375 107 7.79% 32.73%1,032 (343) 1,500 9.09%
5914 Subscriptions & Publications 77 - - 26 400 - 0.00% 87.01%52 (348) 400 0.00%
5915 Outside Printing - - - - - - N/A 0.00%- - - N/A
5916 Dues & Memberships 750 - 750 500 1,000 - 0.00% 0.00%1,000 - 1,000 0.00%
5917 Amortization Exp.- - - - - - N/A 0.00%- - - N/A
Other Expenses 3,858 2,783 5,987 4,210 3,825 203 5.31%2,177 (1,648) 4,100 7.19%
Total Expenses 2,103,591 1,948,854 2,191,914 2,081,454 1,700,919 554,109 32.58% 1,516,276 (184,643) 1,871,298 10.02%
Excluding personnel costs 523,927 558,840 6.66%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
INFORMATION TECHNOLOGY (24)
Last Update:
12 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget017
Cost Center Name: Information Technology (24)
Last Update:
02/08/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
5110 Salary and Wage Expense Salary and wages (8 FTEs)Pay Period 26 32,773$ 852,094$
5110 Total 852,094$
5170 On Call Pay On Call Pay Daily 365 25$ 9,125$
5170 Total 9,125$
5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period 26 2,557$ 66,471$
5210 Total 66,471$
5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Pay Period 26 6,670$ 173,422$
5310 Total 173,422$
5320 Medical Insurance Premiums Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution)Monthly 12 17,231$ 206,774$
5320 Total 206,774$
5350 Insurance Premiums AD&D, Basic Life, Long Term Disability, etc.Monthly 12 381$ 4,572$
5350 Total 4,572$
5340 Meetings & Seminars Online Technology Training Each 1 2,500$ 2,500$
5340 Meetings & Seminars PFIC Each 5 724$ 3,620$
5340 Meetings & Seminars Pluralsight Online Training Each 1 300$ 300$
5340 Meetings & Seminars SaintCon--Cyber Security Each 6 400$ 2,400$
5340 Meetings & Seminars Bsides--Cyber Security Each 4 150$ 600$
5340 Meetings & Seminars OpenWest Each 4 400$ 1,600$
5340 Meetings & Seminars Refreshments for IS meetings and training Lump sum 12 45$ 540$
5340 Total 11,560$
5410 Business Travel Microsoft Server Administration Training Each 1 4,500$ 4,500$
5410 Business Travel CyberSecurity Training Each 1 9,000$ 9,000$
5410 Business Travel Computer Systems Technical Training Each 1 7,500$ 7,500$
5410 Business Travel INL PCS Security Training Each 2 2,000$ 4,000$
5410 Business Travel Sys Admin Systems / Security Training Each 1 6,500$ 6,500$
5410 Business Travel Water and Wastewater CIO Forum Conference and Training Each 1 3,200$ 3,200$
5410 Total 34,700$
5430 Vehicle O&M Mileage reimbursement Miles 1250 0.56$ 700$
5430 Total 700$
5530 Contract Services AutoCAD renewal (1 full license)Each 1 600$ 600$
5530 Contract Services Email and Office productivity Client Software renewal Lump sum 1 10,500$ 10,500$
5530 Contract Services E-mail security and anti-spam software renewal Lump sum 1 1,800$ 1,800$
5530 Contract Services Server, workstation, and e-mail antivirus and cyber firewall software renewals Lump sum 1 9,450$ 9,450$
5530 Contract Services Maintenance renewal and additional licenses for the District's web filtering server Lump sum 1 2,000$ 2,000$
5530 Contract Services Virtual machine Server software renewals and additional licenses Lump sum 1 31,500$ 31,500$
5530 Contract Services Virtual machine client software renewals and additional licenses Lump sum 1 1,100$ 1,100$
5530 Contract Services
Virtual machine server administration and data backup software renewals and
additional licenses Lump sum 1 19,000$ 19,000$
5530 Contract Services Remote administration software renewal Lump sum 1 780$ 780$
5530 Contract Services Web development software renewal Lump sum 1 2,400$ 2,400$
5530 Contract Services Cyber security analysis and intrusion detection software renewals Lump sum 1 10,840$ 10,840$
5530 Contract Services
PC/S human machine software interface (HMI) software licenses, renewals, and
maintenance Lump sum 1 49,500$ 49,500$
5530 Contract Services Enterprise Content Management (ECM)--software renewal Lump sum 1 4,800$ 4,800$
5530 Contract Services Financial Information System (FIS) and Fixed Asset Software (FAS) renewal Lump sum 1 5,100$ 5,100$
5530 Contract Services Laboratory Information Management System (LIMS) software renewal Lump sum 1 22,000$ 22,000$
5530 Contract Services Laboratory Information Management System (LIMS) LIMS Link Lump sum 1 500$ 500$
5530 Contract Services Enterprise Asset Management (EAM) software renewal Lump sum 1 8,600$ 8,600$
5530 Contract Services New server operating system licenses Lump sum 1 35,000$ 35,000$
5530 Contract Services
Desktop PC operating system, server client access, and office software license
renewals, upgrades, and purchases Lump sum 1 1,600$ 1,600$
5530 Contract Services Computer programming software library Lump sum 1 2,200$ 2,200$
5530 Contract Services GIS software licenses, renewals, and maintenance Lump sum 1 6,500$ 6,500$
5530 Contract Services Sangoma Telephone System Lump sum 1 1,200$ 1,200$
5530 Contract Services Open Project Lump sum 1 1,000$ 1,000$
5530 Contract Services Document management scanner hardware renewals Lump sum 1 1,100$ 1,100$
5530 Contract Services Document management system--support services Lump sum 1 4,000$ 4,000$
5530 Contract Services Security System software renewal Lump sum 1 5,000$ 5,000$
5530 Contract Services Security Camera software renewal Lump sum 1 6,000$ 6,000$
5530 Contract Services PC/S programming services Each 120 130$ 15,600$
5530 Contract Services EAM implementation consulting, programming, and support services Each 1 49,000$ 49,000$
5530 Contract Services
Heating, Ventilation, and Air Conditioning (HVAC) control system maintenance
contracts and support Each 5 100$ 500$
5530 Contract Services Telephone system maintenance, ISP services, and Web hosting services Lump sum 1 15,780$ 15,780$
5530 Contract Services IT network hardware/software consulting, configuration, and security services Lump sum 1 10,000$ 10,000$
5530 Contract Services Server, desktop, and laptop PCs maintenance and service renewals Lump sum 1 15,000$ 15,000$
5530 Contract Services Electronics disposal/recycling services Lump sum 1 600$ 600$
5530 Contract Services Copier maintenance contracts Lump sum 1 4,500$ 4,500$
5530 Total 355,050$
5540 Other SCS maintenance and support services Each 120 150$ 18,000$
5540 Other
Little Cottonwood Water Treatment Plant (LCWTP)--SCS camera end of life
replacements for operations and security Each 1 3,000$ 3,000$
5540 Other SCS controller battery replacements Each 20 30$ 600$
5540 Total 21,600$
5610 Telephone Mobile phone allowances (8)Monthly 12 570$ 6,840$
5610 Total 6,840$
5640 Radio Communications
Oquirrh Mountain repeater site lease fees and FCC frequency renewals--PC/S and
voice radio systems Monthly 12 480$ 5,760$
5640 Radio Communications Utah Communication Agency Network (UCAN) services Quarterly 4 700$ 2,800$
5640 Total 8,560$
5810 General Supplies Tools and equipment Lump sum 1 1,000$ 1,000$
5810 Total 1,000$
Fiscal Year 2022 General Expenditures Worksheet
13 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget018
Cost Center Name: Information Technology (24)
Last Update:
02/08/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
Fiscal Year 2022 General Expenditures Worksheet
5850 Computer & Instr. Supplies Server racks/enclosures, network cables, and related equipment Lump sum 1 4,550$ 4,550$
5850 Computer & Instr. Supplies Desktop Server--3 end of life replacements Each 3 3,000$ 9,000$
5850 Computer & Instr. Supplies Desktop Workstation--replacements Each 5 800$ 4,000$
5850 Computer & Instr. Supplies Thin client computer- replacements Each 4 225$ 900$
5850 Computer & Instr. Supplies Chomebook computer--new and replacements Each 4 250$ 1,000$
5850 Computer & Instr. Supplies Laptop computer--replacement Each 3 1,500$ 4,500$
5850 Computer & Instr. Supplies Desktop computer monitors--end of life replacements Each 12 375$ 4,500$
5850 Computer & Instr. Supplies
Server computer replacement parts and upgrades (memory, power supplies, network
accessories, etc.--PC/S, Enterprise, and SCS)Lump sum 1 13,810$ 13,810$
5850 Computer & Instr. Supplies Server computer replacement hard drives (PC/S, Enterprise, and SCS)Lump sum 1 35,000$ 35,000$
5850 Computer & Instr. Supplies
Desktop, laptop, and tablet computer replacement parts and upgrades (hard drives,
memory, power supplies, accessories, etc.--PC/S, Enterprise, and SCS)Lump sum 1 6,330$ 6,330$
5850 Computer & Instr. Supplies PC/S, Enterprise, and SCS network hardware and parts (new and replacements) Lump sum 1 17,500$ 17,500$
5850 Computer & Instr. Supplies PC/S, Enterprise, and SCS network security equipment (new and replacements) Lump sum 1 6,000$ 6,000$
5850 Computer & Instr. Supplies UPS equipment and batteries for PC/S and Enterprise servers Each 12 20$ 240$
5850 Computer & Instr. Supplies PC/S and Enterprise network data backup system replacement equipment and parts Lump sum 1 3,900$ 3,900$
5850 Computer & Instr. Supplies Printer equipment replacements Lump sum 1 2,000$ 2,000$
5850 Computer & Instr. Supplies Phone system hardware--new and replacement parts Lump sum 1 1,500$ 1,500$
5850 Total 114,730$
5911 Laundry Uniforms Lump sum 1 1,200$ 1,200$
5911 Total 1,200$
5913 Safety Safety shoes Employee 8 125$ 1,000$
5913 Safety Personal protective equipment Lump sum 1 500$ 500$
5913 Total 1,500$
5914 Subscriptions & Publications Information Technology Lump sum 1 400$ 400$
5914 Total 400$
5916 Dues & Membership Association for Information Management Each 1 250$ 250$
5916 Dues & Membership Water and Wastewater CIO Forum Each 1 750$ 750$
5916 Total 1,000$
14 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget019
02/09/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp.569,120 558,795 662,757 596,891 670,906 304,760 45.43% 47.06% 659,958 (10,948) 689,375 2.75%
5120 Overtime Premium 692 204 582 493 1,000 15 1.51% 43.41%581 (419) 1,000 0.00%
5170 On Call Pay 420 - - 140 - - N/A 100.00%- - - N/A
5210 Payroll Taxes 44,257 41,948 49,544 45,250 50,327 22,632 44.97% 47.68% 48,964 (1,363) 51,791 2.91%
Salaries and Wages 614,489 600,947 712,883 642,774 722,232 327,407 45.33%709,503 (12,730) 742,166 2.76%
5310 Retirement Plan 123,195 118,578 137,316 126,363 141,703 68,415 48.28% 50.06% 139,175 (2,528) 145,622 2.77%
5320 Medical Insurance Premiums 168,605 162,388 197,339 176,111 206,053 94,210 45.72% 47.11% 203,187 (2,866) 185,516 -9.97%
5330 Tuition Aid Program - - - - - - N/A 0.00%- - - N/A
5350 Insurance Premiums 4,480 4,141 5,203 4,608 4,840 2,642 54.58% 48.05%5,156 316 4,536 -6.30%
Employee Benefits 296,280 285,107 339,858 307,082 352,596 165,267 46.87%347,518 (5,078) 335,674 -4.80%
5340 Meetings & Seminars 1,373 4,384 3,383 3,047 6,170 1,099 17.81% 64.24%3,305 (2,865) 2,920 -52.67%
Employee Training 1,373 4,384 3,383 3,047 6,170 1,099 17.81%3,305 (2,865) 2,920 -52.67%
5410 Business Travel 3,723 - - 1,241 1,500 142 9.46% 76.40%496 (1,004) - -100.00%
5430 Vehicle O & M 945 203 62 403 100 - 0.00% 53.59%46 (54) 96 -3.45%
Transportation 4,668 203 62 1,644 1,600 142 8.88%542 (1,058) 96 -94.00%
5510 Legal - - - - - - N/A 0.00%- - - N/A
5520 Accounting - - - - - - N/A 0.00%- - - N/A
5530 Contract Services 79,937 202,178 293,970 192,028 370,300 231,975 62.65% 21.82% 521,491 151,191 426,700 15.23%
5540 Other - - - - - - N/A 0.00%- - - N/A
Professional Services 79,937 202,178 293,970 192,028 370,300 231,975 62.65%521,491 151,191 426,700 15.23%
5610 Telephone 3,625 3,400 3,840 3,622 3,840 1,920 50.00% 49.47%3,860 20 3,840 0.00%
5620 Electricity - - - - - - N/A 0.00%- - - N/A
5630 Natural Gas - - - - - - N/A 0.00%- - - N/A
5640 Radio Communications - - - - - - N/A 0.00%- - - N/A
5650 Water - - - - - - N/A 0.00%- - - N/A
Utilities 3,625 3,400 3,840 3,622 3,840 1,920 50.00%3,860 20 3,840 0.00%
5710 Buildings & Grounds - - - - - - N/A 0.00%- - - N/A
5720 Machinery & Equipment - 4,075 - 1,358 1,600 - 0.00% 87.84%195 (1,405) 4,545 184.06%
Repairs and Maintenance - 4,075 - 1,358 1,600 - 0.00%195 (1,405) 4,545 184.06%
5810 General Supplies 737 1,460 3,027 1,742 2,000 3,090 154.49% 29.32%4,503 2,503 3,900 95.00%
5820 Office Supplies - - - - - - N/A 0.00%- - - N/A
5830 Materials 1,610 - - 537 - - N/A 15.65%- - - N/A
5840 Chemicals - - - - - - N/A 0.00%- - - N/A
5850 Computer & Instr. Supplies - - - - - - N/A 0.00%- - - N/A
Chemicals and Supplies 2,347 1,460 3,027 2,279 2,000 3,090 154.50%4,503 2,503 3,900 95.00%
5901 General Insurance - - - - - - N/A 0.00%- - - N/A
5902 Administrative Fees - - - - - - N/A 0.00%- - - N/A
5903 Water Stock Assessment - - - - - - N/A 0.00%- - - N/A
5904 Rent Exp.- - - - 4,500 - 0.00% 0.00%4,500 - 5,000 11.11%
5905 Miscellaneous - - - - - - N/A 0.00%- - - N/A
5906 Postage & Freight Exp.- - - - 1,000 - 0.00% 0.00%1,000 - 1,000 0.00%
5907 Contributions & Events - - - - - - N/A 0.00%- - - N/A
5909 Depreciation Expense - - - - - - N/A 0.00%- - - N/A
5910 Interest Expense - - - - - - N/A 0.00%- - - N/A
5911 Laundry 739 682 902 774 1,000 345 34.47% 98.76%357 (643) 2,050 105.00%
5913 Safety 850 665 695 737 1,680 223 13.28% 17.96%1,601 (79) 1,680 0.00%
5914 Subscriptions & Publications 439 98 - 179 500 - 0.00% 0.00%500 - 500 0.00%
5915 Outside Printing - 281 - 94 1,200 116 9.64% 0.00%1,316 116 1,200 0.00%
5916 Dues & Memberships 692 551 255 499 497 344 69.22% 58.08%552 55 275 -44.67%
5917 Amortization Exp.- - - - - - N/A 0.00%- - - N/A
Other Expenses 2,720 2,277 1,852 2,283 10,377 1,028 9.91%9,826 (551) 11,705 12.80%
Total Expenses 1,005,439 1,104,031 1,358,875 1,156,117 1,470,716 731,928 49.77% 1,600,743 130,027 1,531,546 4.14%
Excluding personnel costs 395,887 453,706 14.60%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
ENGINEERING
Last Update:
15 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget020
Cost Center Name: Engineering (25)
Last Update:
02/09/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
5110 Salary and Wage Expense Salary and wages (8 FTEs)Pay Period 26 26,514.41$ 689,375$
5110 Total 689,375$
5120 Overtime Premium Overtime premium Pay Period 26 38$ 1,000$
5120 Total 1,000$
5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period 26 1,992$ 51,791$
5210 Total 51,791$
5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Pay Period 26 5,601$ 145,622$
5310 Total 145,622$
5320 Medical Insurance Premiums Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution)Monthly 12 15,460$ 185,516$
5320 Total 185,516$
5350 Insurance Premiums AD&D, Basic Life, Long Term Disability, etc.Monthly 12 378$ 4,536$
5350 Total 4,536$
5340 Meetings & Seminars Local Seminars Lump sum 1 500$ 500$
5340 Meetings & Seminars Utah APWA Fall Conference Each 2 185$ 370$
5340 Meetings & Seminars Backflow Prevention Seminar Each 1 100$ 100$
5340 Meetings & Seminars Operator Certification Exam Each 2 150$ 300$
5340 Meetings & Seminars Operator Certification Renewals Each 5 150$ 750$
5340 Meetings & Seminars FAA Pilot Testing and License Each 2 450$ 900$
5340 Total 2,920$
5410 Business Travel IMS AWWA Fall Conference Each 0 1,500$ -$
5410 Total -$
5430 Vehicle O&M Mileage reimbursement Miles 172 0.56$ 96
5430 Total 96$
5530 Contract Services Professional Services - Engineering Lump sum 1 305,000$ 305,000$
5530 Contract Services Professional Services - Survey (ROW, Annexation/De-annexation)Lump sum 1 84,500$ 84,500$
5530 Contract Services Appraisals--ROW Encroachments Lump sum 1 2,000$ 2,000$
5530 Contract Services Blue Stakes Monthly 12 225$ 2,700$
5530 Contract Services Boss811 (Blue Stake ticket management)Annual 1 2,000$ 2,000$
5530 Contract Services Fence Install (Alpine-Draper Tunnel Inlet)Lineal Foot 2000 15$ 30,000$
5530 Contract Services Graphic Design (ROW Newsletter)Lump sum 1 500$ 500$
5530 Total 426,700$
5610 Telephone Mobile Phone Allowances (8)Monthly 12 320$ 3,840$
5610 Total 3,840$
5720 Machinery & Equipment Drone (Additional battery (1), case)Each 1 3,000$ 3,000$
5720 Machinery & Equipment RIGID inductive signal clamp Each 1 600$ 600$
5720 Machinery & Equipment Aligator clips for RIGID locators Lump sum 1 120$ 120$
5720 Machinery & Equipment Binoculars Each 3 275$ 825$
5720 Total 4,545$
5810 General Supplies Aqueduct Inspector Supplies Lump sum 1 1,500$ 1,500$
5810 General Supplies Corridor Marking Signs and Posts Lump sum 1 2,400$ 2,400$
5810 Total 3,900$
5904 Rent Expense Machine Rental (Excavator) - Road Maintenance Lump sum 1 5,000$ 5,000$
5904 Total 5,000$
5906 Postage & Freight Expense Licensing Program Mailers Lump sum 1 1,000$ 1,000$
5906 Total 1,000$
5911 Laundry Uniforms & Supplies Lump sum 1 1,000$ 1,000$
5911 Laundry Cold weather gear - Coat Lump sum 1 1,050$ 1,050$
5911 Total 2,050$
5913 Safety Safety Shoes/Boots Each 8 125$ 1,000$
5913 Safety Safety Glasses, Goggles (Prescription)Each 2 200$ 400$
5913 Safety Safety Glasses, Goggles (Standard)Each 8 35$ 280$
5913 Total 1,680$
5914 Subscriptions & Publications Subscriptions & Publications Lump sum 1 500$ 500$
5914 Total 500$
5915 Outside Printing Licensing Program Mailers Lump sum 1 1,200$ 1,200$
5915 Total 1,200$
5916 Dues & Membership Professional Memberships Lump sum 1 275$ 275$
5916 Total 275$
Fiscal Year 2022 General Expenditures Worksheet
16 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget021
03/08/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp.- - - - 565,424 237,568 42.02% 0.00% 475,137 (90,288) 586,427 3.71%
5120 Overtime Premium - - - - 5,000 2,906 58.12% 0.00%5,812 812 7,500 50.00%
5170 On Call Pay - - - - 5,595 2,730 48.79% 0.00%5,460 (135) 7,500 34.05%
5210 Payroll Taxes - - - - 44,358 18,810 42.41% 0.00% 37,620 (6,738) 46,679 5.23%
Salaries and Wages - - - - 620,378 262,014 42.23%524,029 (96,349) 648,106 4.47%
5310 Retirement Plan - - - - 118,715 51,535 43.41% 0.00% 103,071 (15,644) 125,771 5.94%
5320 Medical Insurance Premiums - - - - 170,841 63,241 37.02% 0.00% 126,482 (44,360) 180,521 5.67%
5330 Tuition Aid Program - - - - - - N/A 0.00%- - - N/A
5350 Insurance Premiums - - - - 4,732 2,028 42.85% 0.00%4,056 (677) 5,071 7.16%
Employee Benefits - - - - 294,288 116,804 39.69%233,609 (60,681) 311,363 5.80%
5340 Meetings & Seminars - - - - 9,940 600 6.04% 0.00% 10,540 600 3,600 -63.78%
Employee Training - - - - 9,940 600 6.04% 10,540 600 3,600 -63.78%
5410 Business Travel - - - - - - N/A 0.00%- - - N/A
5430 Vehicle O & M - - - - - - N/A 0.00%- - - N/A
Transportation - - - - - - N/A - - - N/A
5510 Legal - - - - - - N/A 0.00%- - - N/A
5520 Accounting - - - - - - N/A 0.00%- - - N/A
5530 Contract Services - - - - 77,000 25,403 32.99% 0.00% 102,403 25,403 96,000 24.68%
5540 Other - - - - - - N/A 0.00%- - - N/A
Professional Services - - - - 77,000 25,403 32.99%102,403 25,403 96,000 24.68%
5610 Telephone - - - - 3,840 1,551 40.39% 0.00%5,391 1,551 3,840 0.00%
5620 Electricity - - - - - - N/A 0.00%- - - N/A
5630 Natural Gas - - - - - - N/A 0.00%- - - N/A
5640 Radio Communications - - - - - - N/A 0.00%- - - N/A
5650 Water - - - - - - N/A 0.00%- - - N/A
Utilities - - - - 3,840 1,551 40.39% 5,391 1,551 3,840 0.00%
5710 Buildings & Grounds - - - - - - N/A 0.00%- - - N/A
5720 Machinery & Equipment 191,280 179,236 150,155 173,557 172,950 77,630 44.89% 0.00% 250,580 77,630 180,110 4.14%
Repairs and Maintenance 191,280 179,236 150,155 173,557 172,950 77,630 44.89% 250,580 77,630 180,110 4.14%
5810 General Supplies - - - - 4,900 3,030 61.83% 0.00%7,930 3,030 5,000 2.04%
5820 Office Supplies - - - - - - N/A 0.00%- - - N/A
5830 Materials 50,526 54,615 67,455 57,532 63,950 12,747 19.93% 0.00% 76,697 12,747 72,500 13.37%
5840 Chemicals - - - - 15,875 222 1.40% 0.00% 16,097 222 15,450 -2.68%
5850 Computer & Instr. Supplies - - - - - - N/A 0.00%- - - N/A
Chemicals and Supplies 50,526 54,615 67,455 57,532 84,725 15,999 18.88%100,724 15,999 92,950 9.71%
5901 General Insurance - - - - - - N/A 0.00%- - - N/A
5902 Administrative Fees - - - - - - N/A 0.00%- - - N/A
5903 Water Stock Assessment - - - - - - N/A 0.00%- - - N/A
5904 Rent Exp.- - - - - - N/A 0.00%- - - N/A
5905 Miscellaneous - - - - - - N/A 0.00%- - - N/A
5906 Postage & Freight Exp.- - - - - - N/A 0.00%- - - N/A
5907 Contributions & Events - - - - - - N/A 0.00%- - - N/A
5909 Depreciation Expense - - - - - - N/A 0.00%- - - N/A
5910 Interest Expense - - - - - - N/A 0.00%- - - N/A
5911 Laundry - - - - 1,200 744 61.97% 0.00%1,944 744 1,200 0.00%
5913 Safety - - - - 3,890 384 9.88% 0.00%4,274 384 3,325 -14.52%
5914 Subscriptions & Publications - - - - - - N/A 0.00%- - - N/A
5915 Outside Printing - - - - - - N/A 0.00%- - - N/A
5916 Dues & Memberships - - - - - - N/A 0.00%- - - N/A
5917 Amortization Exp.- - - - - - N/A 0.00%- - - N/A
Other Expenses - - - - 5,090 1,128 22.16%6,218 1,128 4,525 -11.10%
Total Expenses 241,806 233,851 217,610 231,089 1,268,211 501,129 39.51%1,233,494 (34,719) 1,340,494 5.70%
Excluding personnel costs 353,545 381,025 7.77%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
INSTRUMENTATION & ELECTRICAL (26)
Last Update:
17 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget022
Cost Center Name: Instrumentation & Electrical (26)
Last Update:
03/08/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
5110 Salary and Wage Expense Salary and wages (9 FTEs plus skill-based pay) Pay Period 26 22,555$ 586,427$
5110 Total 586,427$
5120 Overtime Premium Overtime premium Pay Period 26 288$ 7,500$
5120 Total 7,500$
5170 On Call Pay On Call Pay (more than one person on call for 135 days) Daily 500 15$ 7,500$
5170 Total 7,500$
5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period 26 1,795$ 46,679$
5210 Total 46,679$
5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Pay Period 26 4,837$ 125,771$
5310 Total 125,771$
5320 Medical Insurance Premiums Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution) Monthly 12 15,043$ 180,521$
5320 Total 180,521$
5350 Insurance Premiums AD&D, Basic Life, Long Term Disability, etc.Monthly 12 423$ 5,071$
5350 Total 5,071$
5340 Meetings & Seminars Electrical code training Each 2 1,800$ 3,600$
5340 Meetings & Seminars Refreshments for IS meetings and training Lump sum 0 45$ -$
5340 Total 3,600$
5530 Contract Services
Instrumentation maintenance, consulting, communications, and support
services Lump sum 1 10,000$ 10,000$
5530 Contract Services
Point of the Mountain Water Treatment Plant (POMWTP) Finished Water
Pump Station (FWPS) variable frequency drives--emergency repairs and Lump sum 1 10,000$ 10,000$
5530 Contract Services Fire alarm system maintenance and support services Lump sum 1 6,500$ 6,500$
5530 Contract Services
Ozone system instrumentation and electrical equipment repair, calibration,
and support services Lump sum 1 9,000$ 9,000$
5530 Contract Services Uninterruptible Power Supply (UPS) service contracts and maintenance Lump sum 1 12,000$ 12,000$
5530 Contract Services Cathodic protection annual survey (aqueducts and water treatment plants) Lump sum 1 15,000$ 15,000$
5530 Contract Services Cathodic protection HD survey (aqueducts and water treatment plants) Lump sum 1 15,000$ 15,000$
5530 Contract Services Ozone, UV programming and troubleshooting services Lump sum 1 10,000$ 10,000$
5530 Contract Services
VFDs and RVSS, preventative maintenance, testing capacitors and cabling,
cleaning Lump sum 1 8,500$ 8,500$
5530 Total 96,000$
5610 Telephone Mobile phone allowances (8)Monthly 12 320$ 3,840$
5610 Total 3,840$
5720 Machinery & Equipment Ultrasonic meter spare parts Lump sum 1 2,600$ 2,600$
5720 Machinery & Equipment Ultrasonic meter probes Each 2 1,200$ 2,400$
5720 Machinery & Equipment Instrumentation and PLC battery replacements Lump sum 1 2,000$ 2,000$
5720 Machinery & Equipment Moore Industries temperature probe Lump sum 1 1,350$ 1,350$
5720 Machinery & Equipment Turbidimeter replacement heads Each 2 2,500$ 5,000$
5720 Machinery & Equipment Turbidimeter parts and repairs Each 3 1,667$ 5,000$
5720 Machinery & Equipment Turbidimeter probe recalibrations/repairs Each 3 833$ 2,500$
5720 Machinery & Equipment pH meter parts and repairs Each 11 245$ 2,700$
5720 Machinery & Equipment Fluoride analyzer parts and repairs Each 6 417$ 2,500$
5720 Machinery & Equipment Chlorine analyzer parts and repairs Each 2 450$ 900$
5720 Machinery & Equipment Chlorine calibration kits Lump sum 1 3,600$ 3,600$
5720 Machinery & Equipment Chlorine detector parts Each 7 180$ 1,260$
5720 Machinery & Equipment Ozone analyzer replacement probes Lump sum 1 2,750$ 2,750$
5720 Machinery & Equipment Ozone generator dielectrics Lump sum 1 49,900$ 49,900$
5720 Machinery & Equipment Ozone system instrumentation and controls repairs and replacement parts Lump sum 1 8,000$ 8,000$
5720 Machinery & Equipment Ozone ambient air detector calibration kits Each 5 320$ 1,600$
5720 Machinery & Equipment Ozone ambient air sensors Each 6 108$ 650$
5720 Machinery & Equipment Ozone control boards Each 4 225$ 900$
5720 Machinery & Equipment Ozone calibration acuvacs Lump sum 1 500$ 500$
5720 Machinery & Equipment Calibration kits Each 2 1,350$ 2,700$
5720 Machinery & Equipment Hydrogen Sensors Each 3 400$ 1,200$
5720 Machinery & Equipment Air scour actuator rebuild kits Each 5 2,300$ 11,500$
5720 Machinery & Equipment Remote site actuator repairs Lump sum 1 2,750$ 2,750$
5720 Machinery & Equipment Actuator contactor replacements Each 4 313$ 1,250$
5720 Machinery & Equipment Solid state contactor Each 2 450$ 900$
5720 Machinery & Equipment UPS and VFD air filters Each 60 6$ 350$
5720 Machinery & Equipment Anionic system controls Lump sum 1 600$ 600$
5720 Machinery & Equipment Confined space monitoring equipment cell sensors Each 8 156$ 1,250$
5720 Machinery & Equipment PC/S Filter table cabinet hardware Lump sum 1 1,250$ 1,250$
5720 Machinery & Equipment PLC repairs and replacement parts Lump sum 1 12,500$ 12,500$
5720 Machinery & Equipment PC/S RTU equipment repairs and replacement parts Lump sum 1 2,000$ 2,000$
5720 Machinery & Equipment PC/S RTU equipment cabinet heaters Each 3 333$ 1,000$
5720 Machinery & Equipment SLA Provo Canyon RTU overflow batteries Each 8 150$ 1,200$
5720 Machinery & Equipment
Misc. instrument replacement parts (instrument components, fittings,
sample line/hose materials, etc.)Lump sum 1 1,250$ 1,250$
5720 Machinery & Equipment UV lamps Each 25 300$ 7,500$
Fiscal Year 2022 General Expenditures Worksheet
18 of 41 20210408 Budget workbook FY 2022--draft budget.xlsxBudget023
Cost Center Name: Instrumentation & Electrical (26)
Last Update:
03/08/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
Fiscal Year 2022 General Expenditures Worksheet
5720 Machinery & Equipment UV boards/ballasts Each 10 1,000$ 10,000$
5720 Machinery & Equipment UV quality transmitter sensors Lump sum 1 1,200$ 1,200$
5720 Machinery & Equipment Headloss differential pressure meters for LCWTP filters Each 4 2,400$ 9,600$
5720 Machinery & Equipment Instrumentation equipment replacement Lump sum 1 14,000$ 14,000$
5720 Total 9,600$ 180,110$
5810 General Supplies Tools and equipment Lump sum 1 5,000$ 5,000$
5810 Total 5,000$
5830 Materials Electrical materials and supplies (conduit, parts, fuses, etc.)Lump sum 1 4,500$ 4,500$
5830 Materials Electrical motor replacements Lump sum 1 7,500$ 7,500$
5830 Materials Emergency lights and batteries (power outages, etc.)Each 1 1,050.0$ 1,050$
5830 Materials LED light ballasts Lump sum 1 5,500$ 5,500$
5830 Materials LED light fixtures Lump sum 1 6,500$ 6,500$
5830 Materials Building heater replacements Each 1 2,500$ 2,500$
5830 Materials POMWTP surge protectors Lump sum 1 7,500$ 7,500$
5830 Materials Fuses for electrical gear Lump sum 1 1,500$ 1,500$
5830 Materials UPS battery replacements for LCWTP and POMWTP systems Lump sum 1 35,000$ 35,000$
5830 Materials Small UPS replacements Each 1 950$ 950$
5830 Total 72,500$
5840 Chemicals Turbidimeter formicin Each 5 70$ 350$
5840 Chemicals Chlorine analyzer buffer & analyzer solutions Lump sum 1 12,500$ 12,500$
5840 Chemicals Chlorine calibration bottles for chlorine detectors Each 2 150$ 300$
5840 Chemicals pH # 4, 7, and 10 calibration buffers Lump sum 1 400$ 400$
5840 Chemicals Chemwipes Each 1 250$ 250$
5840 Chemicals Terminal Reservoir--hardness monitor reagent Lump sum 1 1,250$ 1,250$
5840 Chemicals Confined space monitor calibration gas Lump sum 1 400$ 400$
5840 Total 15,450$
5911 Laundry Uniforms Lump sum 1 1,200$ 1,200$
5911 Total 1,200$
5913 Safety Nitrile gloves Lump sum 1 325$ 325$
5913 Safety Arcflash electrical safety clothing and protective equipment Lump sum 1 800$ 800$
5913 Safety Personal protective equipment (includes safety shoes)Lump sum 1 2,200$ 2,200$
5913 Total 3,325$
19 of 41 20210408 Budget workbook FY 2022--draft budget.xlsxBudget024
02/08/21
Account Description
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
3-Year
Average
(FY 2018-2020)
Budget
FY 2021
Actual
12/31/2020
% of Total
Spent YTD
FY 2021
% of Total
Spent YTD
3-year
average
Projected
Spend
FY 2021
Projected
Spend to
Budget
over/(under)
for FY 2021
Budget
FY 2022
% Change
from
FY 2021
Budget
5110 Salary & Wage Exp.390,672 398,850 408,267 399,263 448,179 195,245 43.56% 46.99% 432,804 (15,375) 452,605 0.99%
5120 Overtime Premium 1,200 1,650 1,347 1,399 1,482 881 59.46% 44.14%1,709 227 1,482 0.00%
5210 Payroll Taxes 28,847 30,326 30,387 29,853 34,349 14,854 43.24% 47.52% 32,879 (1,470) 34,729 1.10%
Salaries and Wages 420,719 430,826 440,001 430,515 484,010 210,980 43.59%467,392 (16,618) 488,816 0.99%
5310 Retirement Plan 81,080 80,652 82,343 81,358 93,333 42,760 45.81% 49.46% 89,931 (3,402) 92,240 -1.17%
5320 Medical Insurance Premiums 98,116 96,125 80,835 91,692 112,062 37,533 33.49% 47.41% 96,465 (15,597) 94,952 -15.27%
5330 Tuition Aid Program - - - - - - N/A 0.00%- - - N/A
5350 Insurance Premiums 3,215 3,267 2,998 3,160 3,522 1,650 46.85% 48.56%3,462 (60) 3,285 -6.75%
Employee Benefits 182,411 180,044 166,176 176,210 208,917 81,943 39.22%189,858 (19,059) 190,477 -8.83%
5340 Meetings & Seminars 1,108 1,499 1,030 1,212 1,450 1,112 76.72% 72.68%1,509 59 1,650 13.79%
Employee Training 1,108 1,499 1,030 1,212 1,450 1,112 76.69%1,509 59 1,650 13.79%
5410 Business Travel 4,118 3,637 3,996 3,917 7,000 - 0.00% 100.00%- (7,000) 7,000 0.00%
5430 Vehicle O & M 136 126 - 87 113 - 0.00% 25.37%84 (29) 109 -3.45%
Transportation 4,254 3,763 3,996 4,004 7,113 - 0.00%84 (7,029) 7,109 -0.06%
5510 Legal - - - - - - N/A 0.00%- - - N/A
5520 Accounting - - - - - - N/A 0.00%- - - N/A
5530 Contract Services 63,059 65,382 44,437 57,626 70,901 30,178 42.56% 42.62% 70,860 (41) 70,631 -0.38%
5540 Other - - - - - - N/A 0.00%- - - N/A
Professional Services 63,059 65,382 44,437 57,626 70,901 30,178 42.56%70,860 (41) 70,631 -0.38%
5610 Telephone 1,080 1,080 1,080 1,080 1,080 540 50.00% 50.00%1,080 - 1,080 0.00%
5620 Electricity - - - - - - N/A 0.00%- - - N/A
5630 Natural Gas - - - - - - N/A 0.00%- - - N/A
5640 Radio Communications - - - - - - N/A 0.00%- - - N/A
5650 Water - - - - - - N/A 0.00%- - - N/A
Utilities 1,080 1,080 1,080 1,080 1,080 540 50.00%1,080 - 1,080 0.00%
5710 Buildings & Grounds - - - - - - N/A 0.00%- - - N/A
5720 Machinery & Equipment 8,178 3,001 3,353 4,844 9,000 574 6.37% 24.16%7,399 (1,601) 8,000 -11.11%
Repairs and Maintenance 8,178 3,001 3,353 4,844 9,000 574 6.38%7,399 (1,601) 8,000 -11.11%
5810 General Supplies 140 29 4,730 1,633 2,000 308 15.40% 74.47%819 (1,181) 2,000 0.00%
5820 Office Supplies - - - - - - N/A 0.00%- - - N/A
5830 Materials 29,988 38,375 33,434 33,932 38,000 17,735 46.67% 43.79% 39,096 1,096 38,000 0.00%
5840 Chemicals 50,836 57,643 66,019 58,166 56,000 28,054 50.10% 50.96% 55,515 (485) 56,000 0.00%
5850 Computer & Instr. Supplies - - - - - - N/A 0.00%- - - N/A
Chemicals and Supplies 80,964 96,047 104,183 93,731 96,000 46,097 48.02%95,430 (570) 96,000 0.00%
5901 General Insurance - - - - - - N/A 0.00%- - - N/A
5902 Administrative Fees - - - - - - N/A 0.00%- - - N/A
5903 Water Stock Assessment - - - - - - N/A 0.00%- - - N/A
5904 Rent Exp.- - - - - - N/A 0.00%- - - N/A
5905 Miscellaneous - - - - - - N/A 0.00%- - - N/A
5906 Postage & Freight Exp.- - - - - - N/A 0.00%- - - N/A
5907 Contributions & Events - - - - - - N/A 0.00%- - - N/A
5909 Depreciation Expense - - - - - - N/A 0.00%- - - N/A
5910 Interest Expense - - - - - - N/A 0.00%- - - N/A
5911 Laundry 835 1,096 853 928 1,300 221 17.03% 92.42%320 (980) 1,300 0.00%
5913 Safety 1,157 370 742 756 1,750 150 8.56% 37.22%1,249 (501) 1,750 0.00%
5914 Subscriptions & Publications 241 - - 80 300 - 0.00% 100.00%- (300) 200 -33.33%
5915 Outside Printing - - - - - - N/A 0.00%- - - N/A
5916 Dues & Memberships 191 - - 64 195 - 0.00% 100.00%- (195) 195 0.00%
5917 Amortization Exp.- - - - - - N/A 0.00%- - - N/A
Other Expenses 2,424 1,466 1,595 1,828 3,545 371 10.47%1,569 (1,976) 3,445 -2.82%
Total Expenses 764,197 783,108 765,851 771,050 882,016 371,795 42.15%835,181 (46,835) 867,208 -1.68%
Excluding personnel costs 189,090 187,915 -0.62%
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
LAB (50)
Last Update:
20 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget025
Cost Center Name: Lab (50)
Last Update:
02/08/21
Account Number Account Name Description Units Quantity Unit Price Extended Amount
5110 Salary and Wage Expense Salary and wages (6 FTEs)Pay Period 26 17,408$ 452,605$
5110 Total 452,605$
5120 Overtime Premium Overtime premium Pay Period 26 57$ 1,482$
5120 Total 1,482$
5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period 26 1,336$ 34,729$
5210 Total 34,729$
5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Pay Period 26 3,548$ 92,240$
5310 Total 92,240$
5320 Medical Insurance Premiums Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution)Monthly 12 7,913$ 94,952$
5320 Total 94,952$
5350 Insurance Premiums AD&D, Basic Life, Long Term Disability, etc.Monthly 12 274$ 3,285$
5350 Total 3,285$
5340 Meetings & Seminars Local seminars Lump sum 1 200$ 200$
5340 Meetings & Seminars Operator Certification Renewals Each 6 150$ 900$
5340 Meetings & Seminars Laboratory Certification Training Seminar Each 1 100$ 100$
5340 Meetings & Seminars Refreshments for Lab meetings Lump sum 1 450$ 450$
5340 Total 1,650$
5410 Business Travel AWWA WQTC Each 1 2,500$ 2,500$
5410 Business Travel AWWA Intermountain Section Each 1 1,500$ 1,500$
5410 Business Travel Laboratory instrument specific training Each 1 3,000$ 3,000$
5410 Total 7,000$
5430 Vehicle O&M Mileage Reimbursement Miles 195 0.56$ 109$
5430 Total 109$
5530 Contract Services Laboratory Information Management System programming Lump sum 1 8,000$ 8,000$
5530 Contract Services Gas Chromatograph Service Contract (THMs only)Lump sum 1 4,292$ 4,292$
5530 Contract Services Inductively Coupled/Mass Spectrometer Service Contract Lump sum 1 14,490$ 14,490$
5530 Contract Services Total Organic Carbon Instrument Preventive Maintenance Lump sum 1 2,000$ 2,000$
5530 Contract Services Gas Chromatograph Service Contract (HAAs only)Lump sum 1 2,881$ 2,881$
5530 Contract Services Hazardous waste chemical disposal Lump sum 1 2,000$ 2,000$
5530 Contract Services Data loggers calibrations Lump sum 1 435$ 435$
5530 Contract Services Turbidimeters calibrations Lump sum 1 921$ 921$
5530 Contract Services Weights calibrations Lump sum 1 1,409$ 1,409$
5530 Contract Services Thermometer calibration Lump sum 1 1,400$ 1,400$
5530 Contract Services Laboratory certification Lump sum 1 3,308$ 3,308$
5530 Contract Services Giarda & Crypto monitoring Lump sum 1 16,695$ 16,695$
5530 Contract Services Laboratory audits Lump sum 1 4,000$ 4,000$
5530 Contract Services Compliance testing (asbestos, radionuclides, inorganic and metals)Lump sum 1 1,800$ 1,800$
5530 Contract Services Miscellaneous testing Lump sum 1 1,000$ 1,000$
5530 Contract Services Geosmin/MIB monitoring Lump sum 1 1,000$ 1,000$
5530 Contract Services Lab consulting services Lump sum 1 5,000$ 5,000$
5530 Total 70,631$
5610 Telephone Mobile Phone Allowances (2)Monthly 12 90$ 1,080$
5610 Total 1,080$
5720 Machinery & Equipment Lab equipment repair & replacement Lump sum 1 3,000$ 3,000$
5720 Machinery & Equipment Pilot Plant equipment repair & replacement Lump sum 1 3,000$ 3,000$
5720 Machinery & Equipment Spare parts, equipment & instruments Lump sum 1 2,000$ 2,000$
5720 Total 8,000$
5810 General Supplies Partitions & miscellaneous items Lump sum 1 2,000$ 2,000$
5810 Total 2,000$
5830 Materials Laboratory materials Lump sum 1 38,000$ 38,000$
5830 Total 38,000$
5840 Chemicals Laboratory chemicals Lump sum 1 56,000$ 56,000$
5840 Total 56,000$
5911 Laundry Uniforms Lump sum 1 1,300$ 1,300$
5911 Total 1,300$
5913 Safety Lab safety equipment Lump sum 1 600$ 600$
5913 Safety Safety shoes Each 6 125$ 750$
5913 Safety Safety prescription glasses Each 2 200$ 400$
5913 Total 1,750$
5914 Subscriptions & Publications Laboratory reference materials Lump sum 1 200$ 200$
5914 Total 200$
5916 Dues & Membership American Chemical Society Lump sum 1 195$ 195$
5916 Total 195$
Fiscal Year 2022 General Expenditures Worksheet
21 of 41 20210408 Budget workbook FY 2022--draft budget.xlsx
Budget026
METROPOLITAN WATER DISTRICT OF SALT LAKE & SANDY
FY 2022 Provo River Water Users Association Budget Request
Last Updated:2/1/2021
Account No.:1852-10
Description:
Budget:
Units Quantity Unit Price Extended Amount
shares 61,900 2.05$ 126,895$
Deer Creek Division construction repayment shares 61,900 1.65$ 102,135$
lump sum 1 1,441,507.27$ 1,441,507$
shares 61,900 20.89$ 1,293,158$
shares 61,900 9.80$ 606,620$
Provo River Aqueduct O&M by PRWUA acre feet 26,071 11.07$ 288,606$
Deer Creek Intake Station O&M by PRWUA lump sum 1 164,426.48$ 164,426$
4,023,348$
shares 61,900 34.39$ 2,128,808$
PRWUA total per share assessments--FY 2021 shares 61,900 28.61$ 1,770,959$
Percent increase 20.21%
PRWUA total overall costs--FY 2022 shares 61,900 65.00$ 4,023,348$
PRWUA total overall costs--FY 2021 shares 61,900 59.00$ 3,652,259$
Percent increase 10.16%
PRWUA total per share assessments--FY 2022
Total
PRWUA O&M assessment
This budget item reflects all costs paid to Provo River Water Users Association.
Description
Safety of Dams repayment
Provo River Aqueduct (2020A Bonds) Repayment
PRWUA capital assessment
Budget027
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated: March 25, 2021
ROUTINE NON-CAPACITY IMPROVEMENT PROJECTS
LCWTP Standby Generator Replacement 1,250,000$
SCS Hardware and Software Replacement 25,000$
Fleet Replacement Program 130,000$
Little Dell Dam Improvements 700,000$
Repair and Replace 606,500$
Subtotal 2,711,500$
CAPACITY IMPROVEMENT PROJECTS
None -$
OTHER CAPITAL IMPROVEMENT PROJECTS
Jordan Aqueduct System and 150th South Pipeline 2,203,759$
Central Utah Project (CUP) Capital 2,971,200$
CUP Utah Lake System New Supply Assessment (SLC) 844,223$
Subtotal 6,019,182$
TOTAL 8,730,682$
Budget028
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated:1/20/2021 Account No.:1845-10
Department:I&E Location:LCWTP
Contact Name:Scot Collier Request Type:Non-Capacity Improvement Project
Title:LCWTP Standby Generator Replacement
Description:Replace the LCWTP standby generator
Justification:
Budget:
Quantity Unit Price Extended Amount
1 1,250,000$ 1,250,000$
1,250,000$
The LCWTP's standby generator provides backup power to the LCWTP and is 23 years
old. The generator has recently shown signs of failure, is undersized for summer
production (with ozone), and lacks redundancy. The fuel system polisher controls are
nearly 30 years old and must be reset regularly because the system is not Y2K
compliant. Replacement will include three twin 500 kW generator sets to provide
redundancy. The proposed setup will run from the existing electrical and fuel tank
infrastructure with minimal modifications.
Description
Construction
Total
Budget029
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated:1/20/2021 Account No.:1845F-10
Department:IT Location:District-wide
Contact Name:Darin Klemin Request Type:Non-Capacity Improvement Project
Title:SCS Hardware and Software Replacement
Description:Replace and update security control system hardware at LCWTP and POMWTP.
Justification:
Budget:
Quantity Unit Price Extended Amount
1 25,000$ 25,000$
25,000$
Fiscal Year Summary (multi-year project):
Spent
(Prior to FY2021)
Current Budget
(FY2021)
Proposed Budget
(FY2022)
Remaining
(FY 2023)Total Project
-$ -$ 25,000$ 900,000$ 925,000$
The security control systems (SCS) at LCWTP was installed between 1998 and 2000 and
at POMWTP between 2006 and 2008. The system is used to support operations and to
ensure security of District facilities and staff. Many of the components at LCWTP are
beyond their design life and are no longer supported. Spare parts are difficult to obtain.
The past 20 years have also provided many advancements in security equipment. Staff
plans to work with a consultant to fully scope for replacement in FY2023.
Description
Design
Total
Budget030
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated:1/20/2021 Account No.:1848-10
Department:E&M Location:LCWTP Site
Contact Name:Wayne Winsor Request Type:Non-Capacity Improvement Project
Title:Fleet Replacement Program
Description:Replace a utility truck, an I&E SUV, and Operations SUV.
Justification:
Budget:
Quantity Unit Price Extended Amount
1 50,000$ 50,000$
1 40,000$ 40,000$
1 40,000$ 40,000$
130,000$ Total
Note vehicles are in the process of being renumbered in an effort to more fully track and
understand fleet assets.
Vehicle #50, a 2007 Chevy utility truck is expected to have nearly 100,000 miles at
replacement and is seeing increased maintenance costs.
Vehicle #56, a 2013 Dodge Durango, is expected to have over 140,000 miles at
replacement. Staff plans to replace this SUV with a pickup.
Vehicle #57, a 2013 Dodge Durango, is expected to have over 140,000 miles at
replacement. Staff plans to replace this SUV with a pickup.
Description
Vehicle 3 (Utility Plow - replaces 50)
Vehicle 26 (Pickup - replaces 57)
Vehicle 32 (Pickup - replaces 56)
Budget031
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated:1/20/2021 Account No.:1840-10
Department:E&M Location:Little Dell Dam
Contact Name:Wayne Winsor Request Type:Salt Lake City Public Utilities
Title:Little Dell Dam Improvements
Description:Improvements as identified by Salt Lake City Department of Public Utilities.
Justification:
Budget:
Quantity Unit Price Extended Amount
1 150,000$ 150,000$
1 40,000$ 40,000$
1 150,000$ 150,000$
1 100,000$ 100,000$
1 100,000$ 100,000$
1 100,000$ 100,000$
1 20,000$ 20,000$
1 40,000$ 40,000$
700,000$ Total
Mower
Lighting Upgrade
Instrument House Access Improvement
Instrumentation Telemetry Upgrade
Bulkhead Gate Evaluation and Repair
Penstock and Diversion Winterization
ADIT Pipe Coating Repairs
Based upon current request from Salt Lake City Public Utilities.
Description
New Security Gate
Budget032
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated:2/25/2021 Account No.:Multiple
Department:Engineering Location:Various
Contact Name:Wayne Winsor Request Type:Non-Capacity Improvement Project
Title:Repair and Replace
Description:Routine repair and replace non-capacity capital investments.
Justification:
Budget:
Account No. Extended Amount
1803-10 25,000$
1807-10 50,000$
1803-10 85,000$
1845D-10 30,000$
1845-10 22,000$
1845-10 30,000$
1849-10 84,000$
1847-10 105,000$
1818-10 60,000$
1813-10 5,500$
1845-10 35,000$
1813-10 75,000$
606,500$
Annual Network Server Replacement
Partical Counter - POMWTP
LCWTP Actuator Replacement
Other Miscellaneous Repairs and Replacements
Total
CCTV Hardware Replacement
LCWTP Alum Bay Recirculation Pump Replacement
LCWTP Scrubber Building Remediation
Flow Meter Replacement Program
Lab Equipment Replacement / Zeta Meter
Water decanted from the POMWTP solids storage basin is returned to the Point of the Mountain
Raw Water Reservoir. The location of the return may cause a higher percentage of recycled water
to enter the POMWTP than permitted. This project will relocate the return line to allow mixing
through the reservoir before entering the POMWTP. FY22 is design with construction anticipated
in FY23.
The soft start on Pump 3 at the Point of the Mountain Finished Water Pump Station failed in
FY21. These soft starts and VFDs are at the end of their life and are anticipated to be replaced
over the next five years.
The in-road access lids installed on the POMA are subject to extreme conditions in the road.
Many of these lids have already been replaced due to broken hinges and concrete. Phase II will
replace three such lids.
The District's closed circuit television (CCTV) security system is 20 years old at LCWTP and 14
years old at POMWTP. The equipment has exceeded its expected life and is no longer supported
by the manufacturer. This is the second of a ten-year replacement plan.
A chemical storage/feed bay was intended for alum but has since been used as needed for other
chemicals and backup. Much of the equipment in this bay has been appropriated to repair other
locations. Staff desires to bring this bay current and operable for redundancy.
A new dry scrubber was installed at LCWTP in February 2020. The old wet scrubber and
scrubber building now require remediation. FY22 includes monies for design drawings with the
intent to remove the old equipment and repurpose the building in FY23 or thereafter.
The District's Accusonic 7500 ultrasonic flow meters are no longer supported by the
manufacturer and are exhibiting failing power supplies and boards. This is the final of a 4-year
replacement program to bring these meters current.
The lab department requires replacement of the Gas Chromatograph / Mass Spectrometer
(GC/MS) Auto Sampler and its associated Purge and Trap. Our Operations lab desires to procure
a Zeta Potential Meter which will allow fine tuning of chemical dosing to be more efficient and
catch possible issues earlier.
The District operates servers on multiple networks. These servers have a life expectancy of seven
years. New servers host the most critical services for the first three to five years of the lifecycle
and then are moved to a less critical role for the remainder of the life cycle.
The particle counters at POMWTP are reaching the end of life; one of which has failed. Plan is to
procure a replacement for FY22.
Many of the actuators at the LCWTP are either original Bifi type actuator or updated actuators
that have reached the end of their service life and are unservicable. The replacmeent program
looks to replace several per year, as needed.
Description
POMA Access Lids Replacement Phase II
POMRWR SSB Return Line Relocation
POMFWP RVSS Replacement
Budget033
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated:4/7/2021 Account No.:1599-10
Department:Engineering Location:Other
Contact Name:Wayne Winsor Request Type:JA Management
Title:Jordan Aqueduct System and 150th South Pipeline
Description:Projects for FY 2021 are listed below.
Justification:
Budget:
Quantity Unit Price Extended Amount
1 1,291,086$ 1,291,086$
1 283,355$ 283,355$
1 76,643$ 76,643$
1 257,600$ 257,600$
1 110,000$ 110,000$
1 31,429$ 31,429$
1 43,246$ 43,246$
1 40,400$ 40,400$
1 20,000$ 20,000$
1 50,000$ 50,000$
2,203,759$ Total
MWDSLS is responsible to pay 2/7ths of JA system improvements which include Jordan
Aqueduct Reaches 1 - 4, Jordan Valley Water Treatment Plant (JVWTP), and the JA
Terminal Reservoir. MWDSLS is responsible for 50% of improvements associated with
the 150th South Pipeline. The MWDSLS portion is shown below.
Description
JVWCD project management expenses
JVWTP Sed Basins Mechanical Equipment
JVWTP security upgrades
JVWTP Washwater/Solids Handling
JVWTP normal maintenance and replacemen
JVWTP 1 MG Culinary Reservoir Repairs
JA normal maintenance and replacement
JVWTP Floc/Sed 1&2 Seismic upgrade
JVWTP pH Control Chemical Feed Facility
15000 South Pump Station - Study
Budget034
Metropolitan Water District of Salt Lake & Sandy
FY2022 Capital Budget
Last Updated:1/20/2021 Account No.:1853-10
Department:Administrative Location:Other
Contact Name:Mike DeVries Request Type:CUP
Title:Central Utah Project (CUP) Capital
Description:
Justification:
Budget:
Quantity (ac-ft) Unit Price Extended Amount
20000 148.560$ 2,971,200$
2,971,200$
CUP allotment payment
Total
Capital improvements.
This budget item reflects costs paid to Central Utah Water Conservancy District for the
construction of Jordanelle Dam and other related improvements for the Bonneville Unit
Municipal and Industrial system.
Description
Budget035
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
Revenue Projections
Last Update: March 25, 2021
Fiscal Year 2021
Adopted Budget
Actuals as of
12/31/2020
Estimated
Actuals
6/30/2021
Fiscal Year 2022
Proposed Budget
Operating Revenues
Water Sales
Salt Lake City $15,668,662 $7,834,331 $15,668,662 $16,138,722
Sandy City $6,093,368 $3,046,684 $6,093,368 $6,276,169
Jordanelle Special Service District (JSSD) $203,000 $103,000 $203,000 $204,442
Raw water sales plus conveyance to non-member entities $323,966 $547,359 $620,974 $318,786
Treatment charges and conveyance fees for non-member entities $626,943 $249,258 $370,192 $603,056
Total Operating Revenues $22,915,939 $11,780,631 $22,956,197 $23,541,175
Other Revenues
Tax Revenues
Salt Lake City $8,044,138 $7,099,557 $8,183,360 $7,990,122
Sandy City $2,663,394 $2,475,243 $2,686,626 $2,604,641
Fees in Lieu of Taxes $496,732 $206,351 $453,264 $470,053
Prior Years' Tax Revenue $196,469 $86,723 $209,701 $186,908
Subtotal Tax Revenues $11,400,733 $9,867,873 $11,532,951 $11,251,724
Capital Assessments
Salt Lake City $7,021,892 $3,510,946 $7,021,892 $7,021,892
Sandy City $4,210,322 $2,105,161 $4,210,322 $4,210,322
Sandy City Ontario Drain Tunnel Assessment (before credit)$1,024,874 $512,437 $1,024,874 $1,024,028
Less: JSSD Revenue (see above)$203,000 $103,000 $203,000 $204,442
Net Sandy City Ontario Drain Tunnel Assessment $821,874 $409,437 $821,874 $819,586
Salt Lake City Central Utah Project Utah Lake System Assessment $844,223 $0 $844,223 $844,223
Subtotal Assessment Revenues $12,898,311 $6,025,544 $12,898,311 $12,896,023
Interest $904,835 $216,459 $432,918.82 $974,175
Miscellaneous Revenue $83,789 $31,963 $88,752 $84,700
Subtotal $988,624 $248,422 $521,671 $1,058,875
Total Other Revenues $25,287,668 $16,141,840 $24,952,933 $25,206,622
Total Revenue $48,203,607 $27,922,471 $47,909,129 $48,747,797
31 of 41 20210408 Budget workbook FY 2022--draft budget.xlsxBudget036
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
Reserve Funds
Last Update: March 10, 2021
Description Category type
Approved
FY 2021
Proposed
FY 2022
Required Operations and Maintenance Reserve Restricted $4,435,938 $4,659,163
Required Capital Projects Reserve Restricted $650,000 $650,000
Jordan Aqueduct Reserve Restricted $43,416 $43,755
JVWTP O&M Reserve Restricted $20,000 $20,000
150th South Pipeline Agreement Restricted $35,617 $35,895
Capital Projects Reserve Assigned $4,640,057 $4,359,626
Self-Insurance/Contingency Reserve Assigned $2,000,000 $2,000,000
Interest Rate Stabilization Reserve Assigned $3,284,866 $3,284,866
Aquifer Storage and Recovery (ASR) Reserve Assigned $2,387,253 $3,014,791
Unassigned Reserves Unassigned $32,084,093 $32,393,326
Totals $49,581,240 $50,461,421
Metropolitan Water District of Salt Lake & Sandy
Fiscal Year 2022
Debt Service Coverage on Outstanding Bonds
Last Update: February 1, 2021
Budgeted O&M Expenses $35,946,879
Less: Interest expense, depreciation, and amortization $14,957,419
Adjusted O&M Expense $20,989,460
Budgeted Revenues $48,747,797
Less: adjusted O&M Expense $20,989,460
Funds Available for Debt Service Payments $27,758,337
Debt Service Payments $16,090,865
Coverage (funds available/debt service payments) 1.73
Minimum coverage required 1.15
32 of 41 20210408 Budget workbook FY 2022--draft budget.xlsxBudget037
Metropolitan Water District of Salt Lake & Sandy
Fee Schedule Fiscal Year 2022
Last update: February 1, 2021
Description FY 2021 Approved FY 2022 Proposed
Water charges to Member Cities
Total treated water sales/conveyance revenue from member cities $21,762,030 $22,414,891
To Salt Lake City (72% of total water sales based on period of record; amount not to exceed 56,160 af) $15,668,662 $16,138,722
To Sandy City (28% of total water sales based on period of record; amount not to exceed 21,840 af) $6,093,368 $6,276,169
To be billed monthly
To Salt Lake City $1,305,722 $1,344,893
To Sandy City $507,781 $523,014
Water rates to non-member entities
Conveyance fee (per acre foot)$24 $25
Untreated water (based on availability as determined by GM; per acre foot) $119 $123
Treatment charge (per acre foot)$339 $349
Pumping surcharge if Salt Lake Aqueduct is at capacity (applicable as determined by GM; per acre foot) $72 $72
Pumping surcharge at DACRWTP (applicable as determined by GM; per acre foot) $15 $15
Licensing of Rights-of-Way
Temporary Use Agreement (MWDSLS fee title property only; per week) $50 $50
New license agreement residential (approved existing improvements) $0 $0
New license agreement residential (no existing improvements) $0*$0*
New license agreement (subdivisions, utilities, commercial developments, governmental entities) $1,500* $1,500
*
Renewal license agreement residential (approved existing improvements without changes) $0* $0
*
Renewal license agreement (subdivisions, utilities, commercial developments, governmental entities) $500* $500
*
Right of use fee (fee title lands only) as determined by the GM Varies Varies
Fees related to licensing of member city utilities are waived.
* Minimum fee, additional direct costs (professional review costs) may apply as determined by GM
GRAMA Request
Copy Reproduction Fee (per copy; standard size; non-color)$0.25 $0.25
Research Fee (hourly--time will be charged at the hourly rate of the lowest paid employee performing the request) Varies Varies
Other GRAMA fees as determined by the GM Varies Varies
Fees may be waived or changed only at the discretion of the Board of Trustees.
Fees identified as variable shall be reported to the Board of Trustees.
33 of 41 20210408 Budget workbook FY 2022--draft budget.xlsxBudget038
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
1234567891011121314
Fiscal Year Ending
June 30
District Regular
Operating Expenses
CUP M&I System
OM&R Cost ($/AF)
CUP M&I System
OM&R Reserve
Cost ($/AF)
CUP M&I System
Water O&M Cost
Total CUP M&I
System Water Costs
(including capital
expenses)
CUP M&I System
Water Volume (AF)
CUP M&I System
Water Unit Cost
($/AF)
CUP ULS OM&R
Cost ($/AF)
CUP ULS OM&R
Reserve Cost ($/AF)
CUP ULS Water
O&M Cost
Total CUP ULS
Water Costs
(including capital
expenses)
CUP ULS Water
Petition Repayment
Volume (AF)
CUP ULS Water
Unit Cost ($/AF)
Total Operating
Expenses
Escalation factor
(inflation, growth,
interest)
3.00% 6.27% 11.69%6.27% 11.69%
2021 16,588,752$ 15.15$ 34.85$ 1,000,000$ 3,971,200$ 20,000 198.56$ 15.15$ 34.85$ 155,000$ 999,223$ 3,100 322.33$ 17,743,752$
2022 17,366,150$ 12.94$ 42.06$ 1,100,000$ 4,071,200$ 20,000 203.56$ 12.94$ 42.06$ 170,500$ 1,014,723$ 3,100 327.33$ 18,636,650$
2023 17,887,135$ 13.45$ 46.55$ 1,200,000$ 4,171,200$ 20,000 208.56$ 13.45$ 46.55$ 186,000$ 1,030,223$ 3,100 332.33$ 19,273,135$
2024 18,423,749$ 13.99$ 51.01$ 1,300,000$ 4,271,200$ 20,000 213.56$ 13.99$ 51.01$ 201,500$ 1,045,723$ 3,100 337.33$ 19,925,249$
2025 18,976,461$ 14.55$ 55.45$ 1,400,000$ 4,371,200$ 20,000 218.56$ 14.55$ 55.45$ 217,000$ 1,061,223$ 3,100 342.33$ 20,593,461$
2026 19,545,755$ 15.13$ 59.87$ 1,500,000$ 4,471,200$ 20,000 223.56$ 15.13$ 59.87$ 232,500$ 1,076,723$ 3,100 347.33$ 21,278,255$
2027 20,132,128$ 16.08$ 66.87$ 1,659,000$ 4,630,200$ 20,000 231.51$ 16.08$ 66.87$ 257,145$ 1,101,368$ 3,100 355.28$ 22,048,273$
2028 20,736,092$ 17.09$ 74.69$ 1,835,600$ 4,806,800$ 20,000 240.34$ 17.09$ 74.69$ 284,518$ 1,128,741$ 3,100 364.11$ 22,856,210$
2029 21,358,175$ 18.16$ 83.42$ 2,031,600$ 5,002,800$ 20,000 250.14$ 18.16$ 83.42$ 314,898$ 1,159,121$ 3,100 373.91$ 23,704,673$
2030 21,998,920$ 19.30$ 93.17$ 2,249,400$ 5,220,600$ 20,000 261.03$ 19.30$ 93.17$ 348,657$ 1,192,880$ 3,100 384.80$ 24,596,977$
2031 22,658,888$ 20.51$ 104.06$ 2,491,400$ 5,462,600$ 20,000 273.13$ 20.51$ 104.06$ 697,592$ 2,295,040$ 5,600 409.83$ 25,847,880$
2032 23,338,655$ 21.80$ 116.22$ 2,760,400$ 5,731,600$ 20,000 286.58$ 21.80$ 116.22$ 772,912$ 2,370,360$ 5,600 423.28$ 26,871,967$
2033 24,038,815$ 23.17$ 129.81$ 3,059,600$ 6,030,800$ 20,000 301.54$ 23.17$ 129.81$ 856,688$ 2,454,136$ 5,600 438.24$ 27,955,103$
2034 24,759,979$ 24.62$ 144.98$ 3,392,000$ 6,363,200$ 20,000 318.16$ 24.62$ 144.98$ 949,760$ 2,547,208$ 5,600 454.86$ 29,101,739$
2035 25,502,778$ 26.16$ 161.93$ 3,761,800$ 6,733,000$ 20,000 336.65$ 26.16$ 161.93$ 1,053,304$ 2,650,752$ 5,600 473.35$ 30,317,882$
2036 26,267,861$ 27.80$ 180.86$ 4,173,200$ 7,144,400$ 20,000 357.22$ 27.80$ 180.86$ 1,168,496$ 2,765,944$ 5,600 493.92$ 31,609,557$
2037 27,055,897$ 29.54$ 202.00$ 4,630,800$ 7,602,000$ 20,000 380.10$ 29.54$ 202.00$ 1,296,624$ 2,894,072$ 5,600 516.80$ 32,983,321$
2038 27,867,574$ 31.39$ 225.61$ 5,140,000$ 8,111,200$ 20,000 405.56$ 31.39$ 225.61$ 1,439,200$ 3,036,648$ 5,600 542.26$ 34,446,774$
2039 28,703,601$ 33.36$ 251.98$ 5,706,800$ 8,678,000$ 20,000 433.90$ 33.36$ 251.98$ 1,597,904$ 3,195,352$ 5,600 570.60$ 36,008,305$
2040 29,564,709$ 35.45$ 281.44$ 6,337,800$ 9,309,000$ 20,000 465.45$ 35.45$ 281.44$ 1,774,584$ 3,372,032$ 5,600 602.15$ 37,677,093$
2041 30,451,650$ 37.67$ 314.34$ 7,040,200$ 10,011,400$ 20,000 500.57$ 37.67$ 314.34$ 1,971,256$ 3,568,704$ 5,600 637.27$ 39,463,106$
2042 31,365,200$ 40.03$ 351.09$ 7,822,400$ 10,793,600$ 20,000 539.68$ 40.03$ 351.09$ 2,190,272$ 3,787,720$ 5,600 676.38$ 41,377,872$
2043 32,306,156$ 42.54$ 392.13$ 8,693,400$ 11,664,600$ 20,000 583.23$ 42.54$ 392.13$ 2,434,152$ 4,031,600$ 5,600 719.93$ 43,433,708$
2044 33,275,341$ 45.21$ 437.97$ 9,663,600$ 12,634,800$ 20,000 631.74$ 45.21$ 437.97$ 2,705,808$ 4,303,256$ 5,600 768.44$ 45,644,749$
2045 34,273,601$ 48.04$ 489.17$ 10,744,200$ 13,121,160$ 20,000 656.06$ 48.04$ 489.17$ 3,008,376$ 4,605,824$ 5,600 822.47$ 48,026,177$
2046 35,301,809$ 51.05$ 546.35$ 11,948,000$ 13,730,720$ 20,000 686.54$ 51.05$ 546.35$ 3,345,440$ 4,942,888$ 5,600 882.66$ 50,595,249$
2047 36,360,863$ 54.25$ 610.22$ 13,289,400$ 14,477,880$ 20,000 723.89$ 54.25$ 610.22$ 3,721,032$ 5,318,480$ 5,600 949.73$ 53,371,295$
2048 37,451,689$ 57.65$ 681.55$ 14,784,000$ 15,378,240$ 20,000 768.91$ 57.65$ 681.55$ 4,139,520$ 5,736,968$ 5,600 1,024.46$ 56,375,209$
2049 38,575,240$ 61.26$ 761.22$ 16,449,600$ 16,449,600$ 20,000 822.48$ 61.26$ 761.22$ 4,605,888$ 6,203,336$ 5,600 1,107.74$ 59,630,728$
2050 39,732,497$ 65.10$ 850.21$ 18,306,200$ 18,306,200$ 20,000 915.31$ 65.10$ 850.21$ 5,125,736$ 6,723,184$ 5,600 1,200.57$ 63,164,433$
2051 40,924,472$ 69.18$ 949.60$ 20,375,600$ 20,375,600$ 20,000 1,018.78$ 69.18$ 949.60$ 5,705,168$ 7,302,616$ 5,600 1,304.04$ 67,005,240$
2052 42,152,206$ 73.52$ 1,060.61$ 22,682,600$ 22,682,600$ 20,000 1,134.13$ 73.52$ 1,060.61$ 6,351,128$ 7,948,576$ 5,600 1,419.39$ 71,185,934$
2053 43,416,772$ 78.13$ 1,184.60$ 25,254,600$ 25,254,600$ 20,000 1,262.73$ 78.13$ 1,184.60$ 7,071,288$ 8,668,736$ 5,600 1,547.99$ 75,742,660$
2054 44,719,275$ 83.03$ 1,323.08$ 28,122,200$ 28,122,200$ 20,000 1,406.11$ 83.03$ 1,323.08$ 7,874,216$ 9,471,664$ 5,600 1,691.37$ 80,715,691$
2055 46,060,853$ 88.24$ 1,477.75$ 31,319,800$ 31,319,800$ 20,000 1,565.99$ 88.24$ 1,477.75$ 8,769,544$ 10,366,992$ 5,600 1,851.25$ 86,150,197$
2056 47,442,679$ 93.77$ 1,650.50$ 34,885,400$ 34,885,400$ 20,000 1,744.27$ 93.77$ 1,650.50$ 9,767,912$ 11,365,360$ 5,600 2,029.53$ 92,095,991$
2057 48,865,959$ 99.65$ 1,843.44$ 38,861,800$ 38,861,800$ 20,000 1,943.09$ 99.65$ 1,843.44$ 10,881,304$ 12,478,752$ 5,600 2,228.35$ 98,609,063$
2058 50,331,938$ 105.90$ 2,058.94$ 43,296,800$ 43,296,800$ 20,000 2,164.84$ 105.90$ 2,058.94$ 12,123,104$ 13,720,552$ 5,600 2,450.10$ 105,751,842$
2059 51,841,896$ 112.54$ 2,299.63$ 48,243,400$ 48,243,400$ 20,000 2,412.17$ 112.54$ 2,299.63$ 13,508,152$ 15,105,600$ 5,600 2,697.43$ 113,593,448$
2060 53,397,153$ 119.60$ 2,568.46$ 53,761,200$ 53,761,200$ 20,000 2,688.06$ 119.60$ 2,568.46$ 15,053,136$ 16,650,584$ 5,600 2,973.32$ 122,211,489$
2061 54,999,068$ 127.10$ 2,868.71$ 59,916,200$ 59,916,200$ 20,000 2,995.81$ 127.10$ 2,868.71$ 16,776,536$ 18,373,984$ 5,600 3,281.07$ 131,691,804$
2062 56,649,040$ 135.07$ 3,204.06$ 66,782,600$ 66,782,600$ 20,000 3,339.13$ 135.07$ 3,204.06$ 18,699,128$ 20,296,576$ 5,600 3,624.39$ 142,130,768$
2063 58,348,511$ 143.54$ 3,578.61$ 74,443,000$ 74,443,000$ 20,000 3,722.15$ 143.54$ 3,578.61$ 20,844,040$ 22,441,488$ 5,600 4,007.41$ 153,635,551$
2064 60,098,966$ 152.54$ 3,996.95$ 82,989,800$ 82,989,800$ 20,000 4,149.49$ 152.54$ 3,996.95$ 23,237,144$ 24,834,592$ 5,600 4,434.75$ 166,325,910$
2065 61,901,935$ 162.10$ 4,464.19$ 92,525,800$ 92,525,800$ 20,000 4,626.29$ 162.10$ 4,464.19$ 25,907,224$ 27,504,672$ 5,600 4,911.55$ 180,334,959$
2066 63,758,993$ 172.26$ 4,986.05$ 103,166,200$ 103,166,200$ 20,000 5,158.31$ 172.26$ 4,986.05$ 28,886,536$ 30,483,984$ 5,600 5,443.57$ 195,811,729$
2067 65,671,763$ 183.06$ 5,568.92$ 115,039,600$ 115,039,600$ 20,000 5,751.98$ 183.06$ 5,568.92$ 32,211,088$ 33,808,536$ 5,600 6,037.24$ 212,922,451$
2068 67,641,916$ 194.54$ 6,219.93$ 128,289,400$ 128,289,400$ 20,000 6,414.47$ 194.54$ 6,219.93$ 35,921,032$ 37,518,480$ 5,600 6,699.73$ 231,852,348$
2069 69,671,173$ 206.74$ 6,947.04$ 143,075,600$ 143,075,600$ 20,000 7,153.78$ 206.74$ 6,947.04$ 40,061,168$ 41,658,616$ 5,600 7,439.04$ 252,807,941$
2070 71,761,308$ 219.70$ 7,759.15$ 159,577,000$ 159,577,000$ 20,000 7,978.85$ 219.70$ 7,759.15$ 44,681,560$ 46,279,008$ 5,600 8,264.11$ 276,019,868$
2071 73,914,147$ 233.48$ 8,666.19$ 177,993,400$ 177,993,400$ 20,000 8,899.67$ 233.48$ 8,666.19$ 49,838,152$ 49,838,152$ 5,600 8,899.67$ 301,745,699$
2072 76,131,571$ 248.12$ 9,679.27$ 198,547,800$ 198,547,800$ 20,000 9,927.39$ 248.12$ 9,679.27$ 55,593,384$ 55,593,384$ 5,600 9,927.39$ 330,272,755$
Operations & Maintenance
CUP Municipal & Industrial (M&I) System CUP Utah Lake System (ULS)
Expenses
20210408 Budget workbook FY 2022--draft budget.xlsxBudget039
Fiscal Year Ending
June 30
Escalation factor
(inflation, growth,
interest)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
2069
2070
2071
2072
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
15 16 17 18 19 20 21 22 23 24 25
Ontario Drain
Tunnel Volume
(AF)
Ontario Drain
Tunnel Cost
($/AF)
Ontario Drain
Tunnel Water Cost
Synthetically Fixed
$58.8 M (2011A) 2012A 2012B 2015A 2016A 2020A
Total Debt
Payments
Debt Coverage
Ratio
2,875
2,875 356.48$ 1,024,874$ 2,223,330$ 7,767,600$ 1,384,575$ 452,750$ 1,958,950$ 2,318,520$ 16,105,725$ 1.77
2,875 356.18$ 1,024,028$ 2,223,816$ 7,810,400$ 1,387,575$ 449,800$ 1,958,950$ 2,260,324$ 16,090,865$ 1.73
2,875 361.26$ 1,038,620$ 2,223,816$ -$ 787,325$ 449,000$ 1,958,950$ 10,195,464$ 15,614,555$ 1.73
2,875 358.19$ 1,029,806$ 2,224,302$ -$ 452,800$ 5,883,950$ 8,495,897$ 17,056,949$ 1.70
2,875 357.60$ 1,028,114$ 4,523,330$ -$ 451,000$ 9,787,700$ 4,457,795$ 19,219,825$ 1.53
2,875 357.67$ 1,028,304$ 4,536,830$ -$ 448,800$ 9,786,450$ 4,476,276$ 19,248,356$ 1.88
2,875 368.97$ 1,060,800$ 4,546,062$ -$ 451,200$ 9,965,200$ 4,484,668$ 19,447,130$ 1.73
2,875 373.33$ 1,073,320$ 4,551,938$ -$ 448,000$ 10,000,675$ 4,276,852$ 19,277,465$ 1.49
2,875 376.89$ 1,083,545$ 4,552,775$ -$ 449,400$ 10,012,925$ 4,246,382$ 19,261,482$ 1.42
2,875 379.64$ 1,091,477$ 9,031,066$ -$ 450,200$ 5,721,313$ 1,840,195$ 17,042,773$ 1.69
2,875 387.49$ 1,114,032$ 9,025,736$ -$ 450,400$ 5,802,550$ 1,824,157$ 17,102,843$ 1.80
2,875 9,025,455$ -$ 450,000$ 4,641,885$ 14,117,340$ 2.23
2,875 9,113,681$ -$ 449,000$ 4,642,725$ 14,205,406$ 2.36
2,875 9,097,995$ -$ 452,400$ 4,648,859$ 14,199,254$ 2.51
2,875 3,660,958$ -$ -$ 4,644,971$ 8,305,929$ 3.89
2,875 3,632,399$ -$ 4,646,027$ 8,278,426$ 3.57
2,875 -$ 4,641,242$ 4,641,242$ 7.05
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
2,875 -$ N/A
Ontario Drain Tunnel
Debt Service
Expenses
20210408 Budget workbook FY 2022--draft budget.xlsxBudget040
Fiscal Year Ending
June 30
Escalation factor
(inflation, growth,
interest)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
2069
2070
2071
2072
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
26 27 28 29 30 31 32 33 34 35 36 37
Deer Creek Safety
of Dams Repayment
Provo River Project
(Deer Creek
Division)
Construction
Repayment
Provo River
Aqueduct (2020A
Bonds) Repayment
Provo River
Aqueduct (BAF)
Repayment
PRWUA
Assessment (O&M
and capital)
Provo River
Aqueduct O&M by
PRWUA
Deer Creek Intake
Station O&M by
PRWUA
Total PRWUA
Costs
Total MWDSLS
PRWUA Shares
PRWUA Water
Supply Allocation
(Percent)
PRWUA Water
Supply Volume
Available to
MWDSLS (AF)
PRWUA Water
Supply Unit Cost
($/AF)
3.93% 4.31% 4.10%
126,895$ 102,135$ 1,441,384$ 1,541,929$ 288,606$ 151,310$ 3,652,259$ 61,900 100%61,900 59.00$
126,895$ 102,135$ 1,441,507$ 1,899,778$ 288,606$ 164,426$ 4,023,348$ 61,900 100%61,900 65.00$
126,895$ 102,135$ 1,441,167$ 3,550,732$ 301,045$ 171,168$ 5,693,142$ 61,900 100%61,900 91.97$
126,895$ 1,441,105$ 3,628,327$ 314,020$ 178,186$ 5,688,533$ 61,900 100%61,900 91.90$
1,441,260$ 3,708,972$ 327,554$ 185,492$ 5,663,278$ 61,900 100%61,900 91.49$
1,440,796$ 3,792,786$ 341,672$ 193,097$ 5,768,351$ 61,900 100%61,900 93.19$
1,441,229$ 3,879,894$ 356,398$ 201,014$ 5,878,535$ 61,900 100%61,900 94.97$
1,440,920$ 3,970,426$ 371,759$ 209,256$ 5,992,361$ 61,900 100%61,900 96.81$
1,441,384$ 4,064,515$ 387,782$ 217,835$ 6,111,516$ 61,900 100%61,900 98.73$
1,441,755$ 4,162,302$ 404,495$ 226,766$ 6,235,318$ 61,900 100%61,900 100.73$
1,441,198$ 4,263,932$ 421,929$ 236,063$ 6,363,122$ 61,900 100%61,900 102.80$
1,441,229$ 4,369,556$ 440,114$ 245,742$ 6,496,641$ 61,900 100%61,900 104.95$
1,440,982$ 4,479,331$ 459,083$ 255,817$ 6,635,213$ 61,900 100%61,900 107.19$
1,441,167$ 4,593,420$ 478,869$ 266,305$ 6,779,761$ 61,900 100%61,900 109.53$
1,441,693$ 4,711,993$ 499,508$ 277,224$ 6,930,418$ 61,900 100%61,900 111.96$
1,440,920$ 4,835,226$ 521,037$ 288,590$ 7,085,773$ 61,900 100%61,900 114.47$
4,963,302$ 543,494$ 300,422$ 5,807,218$ 61,900 100%61,900 93.82$
5,096,411$ 566,919$ 312,739$ 5,976,069$ 61,900 100%61,900 96.54$
5,234,752$ 591,353$ 325,561$ 6,151,666$ 61,900 100%61,900 99.38$
5,378,529$ 616,840$ 338,909$ 6,334,278$ 61,900 100%61,900 102.33$
5,527,957$ 643,426$ 352,804$ 6,524,187$ 61,900 100%61,900 105.40$
5,683,257$ 671,158$ 367,269$ 6,721,684$ 61,900 100%61,900 108.59$
5,844,661$ 700,085$ 382,327$ 6,927,073$ 61,900 100%61,900 111.91$
6,012,408$ 730,259$ 398,002$ 7,140,669$ 61,900 100%61,900 115.36$
6,186,747$ 761,733$ 414,320$ 7,362,800$ 61,900 100%61,900 118.95$
6,367,938$ 794,564$ 431,307$ 7,593,809$ 61,900 100%61,900 122.68$
6,556,250$ 828,810$ 448,991$ 7,834,051$ 61,900 100%61,900 126.56$
6,751,962$ 864,532$ 467,400$ 8,083,894$ 61,900 100%61,900 130.60$
6,955,366$ 901,793$ 486,563$ 8,343,722$ 61,900 100%61,900 134.79$
7,166,764$ 940,660$ 506,512$ 8,613,936$ 61,900 100%61,900 139.16$
7,386,470$ 981,202$ 527,279$ 8,894,951$ 61,900 100%61,900 143.70$
7,614,810$ 1,023,492$ 548,897$ 9,187,199$ 61,900 100%61,900 148.42$
6,275,831$ 1,067,605$ 571,402$ 7,914,838$ 61,900 100%61,900 127.86$
6,522,471$ 1,113,619$ 594,829$ 8,230,919$ 61,900 100%61,900 132.97$
6,778,804$ 1,161,616$ 619,217$ 8,559,637$ 61,900 100%61,900 138.28$
7,045,211$ 1,211,682$ 644,605$ 8,901,498$ 61,900 100%61,900 143.80$
7,322,088$ 1,263,905$ 671,034$ 9,257,027$ 61,900 100%61,900 149.55$
7,609,846$ 1,318,379$ 698,546$ 9,626,771$ 61,900 100%61,900 155.52$
7,908,913$ 1,375,201$ 727,186$ 10,011,300$ 61,900 100%61,900 161.73$
8,219,733$ 1,434,472$ 757,001$ 10,411,206$ 61,900 100%61,900 168.19$
8,542,769$ 1,496,298$ 788,038$ 10,827,105$ 61,900 100%61,900 174.91$
8,878,500$ 1,560,788$ 820,348$ 11,259,636$ 61,900 100%61,900 181.90$
9,227,425$ 1,628,058$ 853,982$ 11,709,465$ 61,900 100%61,900 189.17$
9,590,063$ 1,698,227$ 888,995$ 12,177,285$ 61,900 100%61,900 196.73$
9,966,952$ 1,771,421$ 925,444$ 12,663,817$ 61,900 100%61,900 204.59$
10,358,653$ 1,847,769$ 963,387$ 13,169,809$ 61,900 100%61,900 212.76$
10,765,748$ 1,927,408$ 1,002,886$ 13,696,042$ 61,900 100%61,900 221.26$
11,188,842$ 2,010,479$ 1,044,004$ 14,243,325$ 61,900 100%61,900 230.10$
11,628,563$ 2,097,131$ 1,086,808$ 14,812,502$ 61,900 100%61,900 239.30$
12,085,566$ 2,187,517$ 1,131,367$ 15,404,450$ 61,900 100%61,900 248.86$
12,560,529$ 2,281,799$ 1,177,753$ 16,020,081$ 61,900 100%61,900 258.81$
13,054,158$ 2,380,145$ 1,226,041$ 16,660,344$ 61,900 100%61,900 269.15$
Provo River Project (PRWUA)
Expenses
20210408 Budget workbook FY 2022--draft budget.xlsxBudget041
Fiscal Year Ending
June 30
Escalation factor
(inflation, growth,
interest)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
2069
2070
2071
2072
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
CUP M&I System
Water Petition
Repayment Volume
(AF)
CUP M&I System
Petition Repayment
Unit Cost ($/AF)
CUP M&I System
Petition Repayment
Total Cost
Salt Lake City CUP
ULS Water Petition
Repayment Volume
(AF)
Salt Lake City CUP
ULS Petition
Repayment Unit Cost
($/AF)
Salt Lake City CUP
ULS Petition
Repayment Total Cost
Sandy City CUP ULS
Water Petition
Repayment Volume
(AF)
Sandy City CUP ULS
Petition Repayment
Unit Cost ($/AF)
Sandy City CUP ULS
Petition Repayment
Total Cost
CUP ULS Petition
Repayment Total Cost
Non-Capacity Capital
Expenditures
Capital Expenditures
for Jordan Aqueduct
System
New Capacity Capital
Expenditures
Total Capital
Expenditures
Total Expenses (i.e.,
Revenue Requirements)
(Sum 14,24,33,51)
2.00%
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 2,539,100$ 1,716,315$ 75,000$ 8,145,838$ 45,647,574$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 2,711,500$ 2,203,759$ -$ 8,730,682$ 47,481,544$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 2,761,204$ 3,313,393$ 2,345,000$ 12,235,020$ 52,815,852$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 1,493,300$ 4,737,196$ 4,425,000$ 14,470,919$ 57,141,650$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 1,613,600$ 4,360,303$ 4,878,000$ 14,667,326$ 60,143,890$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 1,035,500$ 1,259,467$ 11,763,000$ 17,873,390$ 64,168,352$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 517,000$ 707,165$ 8,359,000$ 13,398,588$ 60,772,526$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 688,000$ 746,593$ 2,373,870$ 7,623,886$ 55,749,922$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 2,477,000$ 788,389$ -$ 7,080,812$ 56,158,483$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 844,223$ 1,396,500$ 832,693$ -$ 6,044,616$ 53,919,684$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 785,000$ 879,654$ -$ 6,233,302$ 55,547,148$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 235,000$ 1,982,861$ -$ 6,786,509$ 54,272,458$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 2,180,000$ 2,022,518$ -$ 8,771,166$ 57,566,888$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 5,415,000$ 2,062,969$ -$ 12,046,617$ 62,127,371$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 28,350,152$ 2,104,228$ -$ 35,023,028$ 80,577,257$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 29,405,000$ 2,146,313$ -$ 36,119,961$ 83,093,717$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 29,242,000$ 2,189,239$ -$ 35,999,887$ 79,431,668$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 29,225,000$ 2,233,024$ 5,000,000$ 41,026,672$ 81,449,515$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 29,225,000$ 2,277,684$ 6,074,000$ 42,145,332$ 84,305,303$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 19,431,277$ 2,323,238$ -$ 26,323,163$ 70,334,534$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 2,800,000$ 2,369,703$ -$ 9,738,351$ 55,725,644$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 6,220,000$ 2,417,097$ 8,311,875$ 21,517,620$ 69,617,176$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 32,985,000$ 2,465,439$ 8,311,875$ 48,330,962$ 98,691,743$
20,000 148.56$ 2,971,200$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 25,885,000$ 2,514,747$ 8,311,875$ 41,280,270$ 94,065,688$
16,000 148.56$ 2,376,960$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 25,885,000$ 2,565,042$ 8,311,875$ 40,736,325$ 96,125,302$
12,000 148.56$ 1,782,720$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 1,286,080$ 2,616,343$ 9,991,000$ 17,273,591$ 75,462,649$
8,000 148.56$ 1,188,480$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 2,475,521$ 2,668,670$ 15,617,339$ 23,547,458$ 84,752,804$
4,000 148.56$ 594,240$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 27,267,407$ 2,722,044$ 39,909,995$ 72,091,134$ 136,550,237$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 3,091,758$ 2,776,484$ 39,909,995$ 47,375,685$ 115,350,135$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 6,900,769$ 2,832,014$ 54,909,995$ 66,240,226$ 138,018,595$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 21,660,686$ 2,888,654$ 35,140,000$ 61,286,788$ 137,186,979$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 21,910,686$ 2,946,427$ 31,740,000$ 58,194,561$ 138,567,694$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 25,445,223$ 3,005,356$ 6,265,322$ 36,313,348$ 119,970,846$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 30,491,272$ 3,065,463$ 6,265,322$ 41,419,505$ 130,366,115$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 30,309,028$ 3,126,772$ 7,500,000$ 42,533,248$ 137,243,082$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 28,619,028$ 3,189,308$ 7,500,000$ 40,905,784$ 141,903,273$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 37,519,028$ 3,253,094$ 9,079,877$ 51,449,446$ 159,315,536$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 29,782,756$ 3,318,156$ 9,079,877$ 43,778,236$ 159,156,849$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 2,950,366$ 3,384,519$ 9,000,000$ 16,932,333$ 140,537,081$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 17,690,927$ 3,452,209$ 9,091,657$ 31,832,241$ 164,454,936$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 18,690,927$ 3,521,254$ -$ 23,809,629$ 166,328,538$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 12,976,000$ 3,591,679$ -$ 18,165,127$ 171,555,531$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 13,358,000$ 3,663,512$ -$ 18,618,960$ 183,963,976$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 13,752,000$ 3,736,782$ -$ 19,086,230$ 197,589,425$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 14,158,000$ 3,811,518$ -$ 19,566,966$ 212,565,742$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 14,576,000$ 3,887,748$ -$ 20,061,196$ 229,042,734$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 15,006,000$ 3,965,503$ -$ 20,568,951$ 247,187,444$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 15,449,000$ 4,044,813$ -$ 21,091,261$ 267,186,934$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 15,905,000$ 4,125,710$ -$ 21,628,158$ 289,248,601$
- -$ -$ 3100 272.33$ 844,223$ 2,500 301.29$ 753,225$ 1,597,448$ 16,375,000$ 4,208,224$ -$ 22,180,672$ 313,604,990$
- -$ -$ 16,759,000$ 4,292,388$ -$ 21,051,388$ 338,817,168$
- -$ -$ 17,258,000$ 4,378,236$ -$ 21,636,236$ 368,569,335$
Central Utah Project (CUP)
Expenses
Capital Expenditures
20210408 Budget workbook FY 2022--draft budget.xlsxBudget042
Fiscal Year Ending
June 30
Escalation factor
(inflation, growth,
interest)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
2069
2070
2071
2072
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
53 54 55 56 57 58 59 60 61 62
Salt Lake City Taxes Sandy City Taxes
Total MWDSLS
Taxes
Total Water Sales to
Member Cities (fixed
rate)
Proposed Water Rate
Increase
Water Sales to Salt
Lake City (fixed rate)
Estimated Water Sales
to Salt Lake City (AF)
Water Sales to Sandy
City (fixed rate)
Estimated Water Sales
to Sandy City (AF)
Total Water Sales
Volume to Member
Cities (AF)
0.00%0.00%72%28%
8,550,550$ 2,850,183$ 11,400,733$ 21,762,030$ 3.0%15,668,662$ 51,043 6,093,368$ 24262 75305
8,438,793$ 2,812,931$ 11,251,724$ 22,414,891$ 3.0%16,138,722$ 51,401 6,276,169$ 24146 75547
8,438,793$ 2,812,931$ 11,251,724$ 23,087,338$ 3.0%16,622,883$ 51,759 6,464,455$ 24030 75788
8,438,793$ 2,812,931$ 11,251,724$ 23,779,958$ 3.0%17,121,570$ 52,117 6,658,388$ 23914 76030
8,438,793$ 2,812,931$ 11,251,724$ 24,493,357$ 3.0%17,635,217$ 52,475 6,858,140$ 23798 76272
8,438,793$ 2,812,931$ 11,251,724$ 25,228,158$ 3.0%18,164,274$ 52,833 7,063,884$ 23682 76514
8,438,793$ 2,812,931$ 11,251,724$ 26,994,129$ 7.0%19,435,773$ 53,190 7,558,356$ 23566 76756
8,438,793$ 2,812,931$ 11,251,724$ 28,883,718$ 7.0%20,796,277$ 53,548 8,087,441$ 23449 76998
8,438,793$ 2,812,931$ 11,251,724$ 30,905,578$ 7.0%22,252,016$ 53,906 8,653,562$ 23333 77240
8,438,793$ 2,812,931$ 11,251,724$ 33,378,024$ 8.0%24,032,177$ 54,264 9,345,847$ 23217 77481
8,438,793$ 2,812,931$ 11,251,724$ 36,048,266$ 8.0%25,954,752$ 54,622 10,093,514$ 23101 77723
8,438,793$ 2,812,931$ 11,251,724$ 38,932,127$ 8.0%28,031,131$ 54,980 10,900,996$ 22985 77965
8,438,793$ 2,812,931$ 11,251,724$ 42,046,697$ 8.0%30,273,622$ 55,338 11,773,075$ 22869 78207
8,438,793$ 2,812,931$ 11,251,724$ 45,410,433$ 8.0%32,695,512$ 55,695 12,714,921$ 22753 78449
8,438,793$ 2,812,931$ 11,251,724$ 49,043,268$ 8.0%35,311,153$ 56,053 13,732,115$ 22637 78691
8,438,793$ 2,812,931$ 11,251,724$ 53,457,162$ 9.0%38,489,157$ 56,411 14,968,005$ 22521 78933
8,438,793$ 2,812,931$ 11,251,724$ 58,268,307$ 9.0%41,953,181$ 56,769 16,315,126$ 22405 79174
8,438,793$ 2,812,931$ 11,251,724$ 58,268,307$ 0.0%41,953,181$ 57,127 16,315,126$ 22289 79416
8,438,793$ 2,812,931$ 11,251,724$ 58,268,307$ 0.0%41,953,181$ 57,485 16,315,126$ 22173 79658
8,438,793$ 2,812,931$ 11,251,724$ 58,268,307$ 0.0%41,953,181$ 57,843 16,315,126$ 22057 79900
8,438,793$ 2,812,931$ 11,251,724$ 58,268,307$ 0.0%41,953,181$ 58,201 16,315,126$ 21941 80142
8,438,793$ 2,812,931$ 11,251,724$ 59,433,673$ 2.0%42,792,245$ 58,558 16,641,428$ 21825 80384
8,438,793$ 2,812,931$ 11,251,724$ 60,622,346$ 2.0%43,648,089$ 58,916 16,974,257$ 21709 80626
8,438,793$ 2,812,931$ 11,251,724$ 61,834,793$ 2.0%44,521,051$ 59,274 17,313,742$ 21593 80867
8,438,793$ 2,812,931$ 11,251,724$ 64,308,185$ 4.0%46,301,893$ 59,632 18,006,292$ 21477 81109
8,438,793$ 2,812,931$ 11,251,724$ 65,594,349$ 2.0%47,227,931$ 59,990 18,366,418$ 21361 81351
8,438,793$ 2,812,931$ 11,251,724$ 66,250,292$ 1.0%47,700,210$ 60,348 18,550,082$ 21245 81593
8,438,793$ 2,812,931$ 11,251,724$ 70,225,310$ 6.0%50,562,223$ 60,706 19,663,087$ 21129 81835
8,438,793$ 2,812,931$ 11,251,724$ 74,438,829$ 6.0%53,595,957$ 61,063 20,842,872$ 21013 82077
8,438,793$ 2,812,931$ 11,251,724$ 78,905,159$ 6.0%56,811,714$ 61,421 22,093,445$ 20897 82318
8,438,793$ 2,812,931$ 11,251,724$ 85,217,572$ 8.0%61,356,652$ 61,779 23,860,920$ 20781 82560
8,438,793$ 2,812,931$ 11,251,724$ 92,034,978$ 8.0%66,265,184$ 62,137 25,769,794$ 20665 82802
8,438,793$ 2,812,931$ 11,251,724$ 98,477,426$ 7.0%70,903,747$ 62,495 27,573,679$ 20549 83044
8,438,793$ 2,812,931$ 11,251,724$ 105,370,846$ 7.0%75,867,009$ 62,853 29,503,837$ 20433 83286
8,438,793$ 2,812,931$ 11,251,724$ 113,800,514$ 8.0%81,936,370$ 63,211 31,864,144$ 20317 83528
8,438,793$ 2,812,931$ 11,251,724$ 120,628,545$ 6.0%86,852,552$ 63,569 33,775,993$ 20201 83770
8,438,793$ 2,812,931$ 11,251,724$ 131,485,114$ 9.0%94,669,282$ 63,926 36,815,832$ 20085 84011
8,438,793$ 2,812,931$ 11,251,724$ 134,114,816$ 2.0%96,562,668$ 64,284 37,552,148$ 19969 84253
8,438,793$ 2,812,931$ 11,251,724$ 134,114,816$ 0.0%96,562,668$ 64,642 37,552,148$ 19853 84495
8,438,793$ 2,812,931$ 11,251,724$ 135,455,964$ 1.0%97,528,294$ 65,000 37,927,670$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 144,937,881$ 7.0%104,355,274$ 65,000 40,582,607$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 159,431,669$ 10.0%114,790,802$ 65,000 44,640,867$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 170,591,886$ 7.0%122,826,158$ 65,000 47,765,728$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 185,945,156$ 9.0%133,880,512$ 65,000 52,064,644$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 198,961,317$ 7.0%143,252,148$ 65,000 55,709,169$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 216,867,836$ 9.0%156,144,842$ 65,000 60,722,994$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 234,217,263$ 8.0%168,636,429$ 65,000 65,580,834$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 250,612,471$ 7.0%180,440,979$ 65,000 70,171,492$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 273,167,593$ 9.0%196,680,667$ 65,000 76,486,926$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 295,021,000$ 8.0%212,415,120$ 65,000 82,605,880$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 324,523,100$ 10.0%233,656,632$ 65,000 90,866,468$ 19737 84737
8,438,793$ 2,812,931$ 11,251,724$ 353,730,179$ 9.0%254,685,729$ 65,000 99,044,450$ 19737 84737
Taxes
Revenues
Water Sales to Member Cities
Water Sales
20210408 Budget workbook FY 2022--draft budget.xlsxBudget043
Fiscal Year Ending
June 30
Escalation factor
(inflation, growth,
interest)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
2069
2070
2071
2072
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
63 64 65 66 67 68 69 70 71 72
Treated Water Rate Conveyance Fee
Non-member
Entity Water
Volume (AF)
Water
Conveyance for
Others (AF)
Non-member
Entity Total
Water Sales and
Conveyance
Revenue
Jordanelle Special
Services District
Use of ODT
Water (AF)
Jordanelle Special
Services District Water
Rate ($/AF)
Revenue from
ODT Water
Total Water
Sales/Conveyance
Revenue
Revenue
increase (%)
1.40%
339.00$ 24.00$ 1,101 9,470 950,909$ 500 206.00$ 203,000$ 22,915,939$ 0.54%
349.00$ 25.00$ 994 9,252 921,842$ 500 208.88$ 204,442$ 23,541,175$ 2.73%
359.00$ 26.00$ -$ 1,000 211.81$ 311,808$ 23,399,146$ -0.60%
370.00$ 27.00$ -$ 1,000 214.77$ 314,774$ 24,094,732$ 2.97%
381.00$ 28.00$ -$ 1,000 217.78$ 228,781$ 24,722,138$ 2.60%
392.00$ 29.00$ -$ 1,000 220.83$ 220,829$ 25,448,987$ 2.94%
419.00$ 31.00$ -$ 2,875 223.92$ 643,773$ 27,637,902$ 8.60%
448.00$ 33.00$ -$ 2,875 227.06$ 652,786$ 29,536,504$ 6.87%
479.00$ 35.00$ -$ 2,875 230.23$ 661,925$ 31,567,503$ 6.88%
517.00$ 38.00$ -$ 2,875 233.46$ 671,192$ 34,049,216$ 7.86%
558.00$ 41.00$ -$ 2,875 236.73$ 680,589$ 36,728,855$ 7.87%
603.00$ 44.00$ -$ 2,875 240.04$ 690,117$ 39,622,244$ 7.88%
651.00$ 48.00$ -$ 2,875 243.40$ 699,778$ 42,746,475$ 7.89%
703.00$ 52.00$ -$ 2,875 246.81$ 709,575$ 46,120,008$ 7.89%
759.00$ 56.00$ -$ 2,875 250.26$ 719,509$ 49,762,777$ 7.90%
827.00$ 61.00$ -$ 2,875 253.77$ 729,582$ 54,186,744$ 8.89%
901.00$ 66.00$ -$ 2,875 257.32$ 739,797$ 59,008,104$ 8.90%
901.00$ 66.00$ -$ 2,875 260.92$ 750,154$ 59,018,461$ 0.02%
901.00$ 66.00$ -$ 2,875 264.58$ 760,656$ 59,028,963$ 0.02%
901.00$ 66.00$ -$ 2,875 268.28$ 771,305$ 59,039,612$ 0.02%
901.00$ 66.00$ -$ 2,875 272.04$ 782,103$ 59,050,410$ 0.02%
919.00$ 67.00$ -$ 2,875 275.84$ 793,053$ 60,226,726$ 1.99%
937.00$ 68.00$ -$ 2,875 279.71$ 804,156$ 61,426,502$ 1.99%
956.00$ 69.00$ -$ 2,875 283.62$ 815,414$ 62,650,207$ 1.99%
994.00$ 72.00$ -$ 2,875 287.59$ 826,830$ 65,135,015$ 3.97%
1,014.00$ 73.00$ -$ 2,875 291.62$ 838,405$ 66,432,754$ 1.99%
1,024.00$ 74.00$ -$ 2,875 295.70$ 850,143$ 67,100,435$ 1.01%
1,085.00$ 78.00$ -$ 2,875 299.84$ 862,045$ 71,087,355$ 5.94%
1,150.00$ 83.00$ -$ 2,875 304.04$ 874,113$ 75,312,942$ 5.94%
1,219.00$ 88.00$ -$ 2,875 308.30$ 886,351$ 79,791,510$ 5.95%
1,317.00$ 95.00$ -$ 2,875 312.61$ 898,760$ 86,116,332$ 7.93%
1,422.00$ 103.00$ -$ 2,875 316.99$ 911,343$ 92,946,321$ 7.93%
1,522.00$ 110.00$ -$ 2,875 321.43$ 924,101$ 99,401,527$ 6.95%
1,629.00$ 118.00$ -$ 2,875 325.93$ 937,039$ 106,307,885$ 6.95%
1,759.00$ 127.00$ -$ 2,875 330.49$ 950,157$ 114,750,671$ 7.94%
1,865.00$ 135.00$ -$ 2,875 335.12$ 963,460$ 121,592,005$ 5.96%
2,033.00$ 147.00$ -$ 2,875 339.81$ 976,948$ 132,462,062$ 8.94%
2,074.00$ 150.00$ -$ 2,875 344.57$ 990,625$ 135,105,441$ 2.00%
2,074.00$ 150.00$ -$ 2,875 349.39$ 1,004,494$ 135,119,310$ 0.01%
2,095.00$ 152.00$ -$ 2,875 354.28$ 1,018,557$ 136,474,521$ 1.00%
2,242.00$ 163.00$ -$ 2,875 359.24$ 1,032,817$ 145,970,698$ 6.96%
2,466.00$ 179.00$ -$ 2,875 364.27$ 1,047,276$ 160,478,945$ 9.94%
2,639.00$ 192.00$ -$ 2,875 369.37$ 1,061,938$ 171,653,824$ 6.96%
2,877.00$ 209.00$ -$ 2,875 374.54$ 1,076,805$ 187,021,961$ 8.95%
3,078.00$ 224.00$ -$ 2,875 379.78$ 1,091,880$ 200,053,197$ 6.97%
3,355.00$ 244.00$ -$ 2,875 385.10$ 1,107,167$ 217,975,003$ 8.96%
3,623.00$ 264.00$ -$ 2,875 390.49$ 1,122,667$ 235,339,930$ 7.97%
3,877.00$ 282.00$ -$ 2,875 395.96$ 1,138,384$ 251,750,855$ 6.97%
4,226.00$ 307.00$ -$ 2,875 401.50$ 1,154,322$ 274,321,915$ 8.97%
4,564.00$ 332.00$ -$ 2,875 407.12$ 1,170,482$ 296,191,482$ 7.97%
5,020.00$ 365.00$ -$ 2,875 412.82$ 1,186,869$ 325,709,969$ 9.97%
5,472.00$ 398.00$ -$ 2,875 418.60$ 1,203,485$ 354,933,664$ 8.97%
Revenues
Water Sales
JSSD/ODT Water AgreementSales to Others
20210408 Budget workbook FY 2022--draft budget.xlsxBudget044
Fiscal Year Ending
June 30
Escalation factor
(inflation, growth,
interest)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
2069
2070
2071
2072
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88
Salt Lake City
Metro Water
Project Capital
Assessment
Sandy City Metro
Water Project
Capital Assessment
Sandy City Ontario
Drain Tunnel
Water Assessment
(net of JSSD
payments)
New Capacity
Assessments
Salt Lake City Utah
Lake System Water
(New Supply)
Assessment
Sandy City Utah
Lake System Water
(New Supply)
Assessment Total Assessments Little Dell Revenues
POMWTP Storage
Revenues
Terminal Reservoir
Cell Tower
Revenues
LCWTP Cell Tower
Revenues
Other
Miscellaneous
Revenues
Total Miscellaneous
Revenues
Operations and
Maintenance
Reserve Account
Interest Income Total Revenues
Net Cash Flow
(87 minus 52)
0% 0% 3.00% 0% 0.78%
7,021,892$ 4,210,322$ 821,874$ -$ 844,223$ -$ 12,898,311$ -$ 21,000$ 30,389$ 26,400$ 6,000$ 83,789$ 904,835$ 48,203,607$ 2,556,034$
7,021,892$ 4,210,322$ 819,586$ -$ 844,223$ -$ 12,896,023$ -$ 21,000$ 31,300$ 26,400$ 6,000$ 84,700$ 974,175$ 48,747,797$ 1,266,253$
7,021,892$ 4,210,322$ 726,812$ 2,345,000$ 844,223$ -$ 15,148,249$ 30,000$ 21,000$ 32,239$ 29,040$ 6,000$ 118,279$ 393,599$ 50,310,998$ (2,504,854)$
7,021,892$ 4,210,322$ 715,032$ 4,425,000$ 844,223$ -$ 17,216,469$ 30,000$ 21,000$ 33,207$ 29,040$ 6,000$ 119,247$ 374,061$ 53,056,233$ (4,085,417)$
7,021,892$ 4,210,322$ 799,334$ 4,878,000$ 844,223$ -$ 17,753,771$ 30,000$ 21,000$ 34,203$ 29,040$ 6,000$ 120,243$ 342,195$ 54,190,070$ (5,953,820)$
7,021,892$ 4,210,322$ 807,474$ 11,763,000$ 844,223$ -$ 24,646,911$ 30,000$ 21,000$ 35,229$ 29,040$ 6,000$ 121,269$ 295,755$ 61,764,647$ (2,403,705)$
7,021,892$ 4,210,322$ 417,027$ 8,359,000$ 844,223$ -$ 20,852,464$ 30,000$ 21,000$ 36,286$ 29,040$ 6,000$ 122,326$ 277,006$ 60,141,422$ (631,103)$
7,021,892$ 4,210,322$ 420,534$ 2,373,870$ 844,223$ -$ 14,870,841$ 30,000$ 21,000$ 37,374$ 31,944$ 6,000$ 126,318$ 272,084$ 56,057,471$ 307,549$
7,021,892$ 4,210,322$ 421,620$ -$ 844,223$ -$ 12,498,057$ 30,000$ 21,000$ 38,496$ 31,944$ 6,000$ 127,440$ 274,483$ 55,719,206$ (439,276)$
7,021,892$ 4,210,322$ 420,285$ -$ 844,223$ -$ 12,496,722$ 30,000$ 21,000$ 39,650$ 31,944$ 6,000$ 128,594$ 271,056$ 58,197,312$ 4,277,629$
7,021,892$ 4,210,322$ 433,444$ -$ 844,223$ 753,225$ 13,263,106$ 30,000$ 21,000$ 31,944$ 6,000$ 88,944$ 304,422$ 61,637,050$ 6,089,902$
7,021,892$ 4,210,322$ (690,117)$ -$ 844,223$ 753,225$ 12,139,545$ 30,000$ 21,000$ 31,944$ 6,000$ 88,944$ 351,923$ 63,454,380$ 9,181,922$
7,021,892$ 4,210,322$ (699,778)$ -$ 844,223$ 753,225$ 12,129,884$ 30,000$ 21,000$ 6,000$ 57,000$ 423,542$ 66,608,625$ 9,041,737$
7,021,892$ 4,210,322$ (709,575)$ -$ 844,223$ 753,225$ 12,120,087$ 30,000$ 21,000$ 6,000$ 57,000$ 494,067$ 70,042,886$ 7,915,515$
3,510,946$ 2,105,161$ (719,509)$ -$ 844,223$ 753,225$ 6,494,046$ 30,000$ 21,000$ 6,000$ 57,000$ 555,809$ 68,121,356$ (12,455,901)$
(729,582)$ -$ 844,223$ 753,225$ 867,866$ 30,000$ 21,000$ 6,000$ 57,000$ 458,652$ 66,821,986$ (16,271,730)$
(739,797)$ -$ 844,223$ 753,225$ 857,651$ 30,000$ 21,000$ 6,000$ 57,000$ 331,733$ 71,506,212$ (7,925,456)$
(750,154)$ 5,000,000$ 844,223$ 753,225$ 5,847,294$ 30,000$ 21,000$ 6,000$ 57,000$ 269,914$ 76,444,393$ (5,005,121)$
(760,656)$ 6,074,000$ 844,223$ 753,225$ 6,910,792$ 30,000$ 21,000$ 6,000$ 57,000$ 230,874$ 77,479,353$ (6,825,950)$
(771,305)$ -$ 844,223$ 753,225$ 826,143$ 30,000$ 21,000$ 6,000$ 57,000$ 177,632$ 71,352,111$ 1,017,577$
(782,103)$ -$ 844,223$ 753,225$ 815,345$ 30,000$ 21,000$ 6,000$ 57,000$ 185,569$ 71,360,048$ 15,634,404$
(793,053)$ 8,311,875$ 844,223$ 753,225$ 9,116,270$ 30,000$ 21,000$ 6,000$ 57,000$ 307,518$ 80,959,238$ 11,342,062$
(804,156)$ 8,311,875$ 844,223$ 753,225$ 9,105,167$ 30,000$ 21,000$ 6,000$ 57,000$ 395,986$ 82,236,379$ (16,455,364)$
(815,414)$ 8,311,875$ 844,223$ 753,225$ 9,093,909$ 30,000$ 21,000$ 6,000$ 57,000$ 267,634$ 83,320,474$ (10,745,215)$
(826,830)$ 8,311,875$ 844,223$ 753,225$ 9,082,493$ 30,000$ 21,000$ 6,000$ 57,000$ 183,821$ 85,710,053$ (10,415,249)$
(838,405)$ 9,991,000$ 844,223$ 753,225$ 10,750,042$ 30,000$ 21,000$ 6,000$ 57,000$ 102,582$ 88,594,103$ 13,131,454$
(850,143)$ 15,617,339$ 844,223$ 753,225$ 16,364,644$ 30,000$ 21,000$ 6,000$ 57,000$ 205,007$ 94,978,811$ 10,226,006$
(862,045)$ 39,909,995$ 844,223$ 753,225$ 40,645,398$ 30,000$ 21,000$ 6,000$ 57,000$ 284,770$ 123,326,247$ (13,223,989)$
(874,113)$ 39,909,995$ 844,223$ 753,225$ 40,633,330$ 30,000$ 21,000$ 6,000$ 57,000$ 181,623$ 127,436,619$ 12,086,484$
(886,351)$ 54,909,995$ 844,223$ 753,225$ 55,621,092$ 30,000$ 21,000$ 6,000$ 57,000$ 275,898$ 146,997,224$ 8,978,629$
(898,760)$ 35,140,000$ 844,223$ 753,225$ 35,838,688$ 30,000$ 21,000$ 6,000$ 57,000$ 345,931$ 133,609,675$ (3,577,304)$
(911,343)$ 31,740,000$ 844,223$ 753,225$ 32,426,105$ 30,000$ 21,000$ 6,000$ 57,000$ 318,028$ 136,999,178$ (1,568,516)$
(924,101)$ 6,265,322$ 844,223$ 753,225$ 6,938,668$ 30,000$ 21,000$ 6,000$ 57,000$ 305,794$ 117,954,713$ (2,016,133)$
(937,039)$ 6,265,322$ 844,223$ 753,225$ 6,925,731$ 30,000$ 21,000$ 6,000$ 57,000$ 290,068$ 124,832,407$ (5,533,707)$
(950,157)$ 7,500,000$ 844,223$ 753,225$ 8,147,291$ 30,000$ 21,000$ 6,000$ 57,000$ 246,905$ 134,453,591$ (2,789,491)$
(963,460)$ 7,500,000$ 844,223$ 753,225$ 8,133,988$ 30,000$ 21,000$ 6,000$ 57,000$ 225,147$ 141,259,864$ (643,409)$
(976,948)$ 9,079,877$ 844,223$ 753,225$ 9,700,376$ 30,000$ 21,000$ 6,000$ 57,000$ 220,128$ 153,691,291$ (5,624,246)$
(990,625)$ 9,079,877$ 844,223$ 753,225$ 9,686,699$ 30,000$ 21,000$ 6,000$ 57,000$ 176,259$ 156,277,124$ (2,879,726)$
(1,004,494)$ 9,000,000$ 844,223$ 753,225$ 9,592,954$ 30,000$ 21,000$ 6,000$ 57,000$ 153,797$ 156,174,785$ 15,637,704$
(1,018,557)$ 9,091,657$ 844,223$ 753,225$ 9,670,548$ 30,000$ 21,000$ 6,000$ 57,000$ 275,771$ 157,729,564$ (6,725,372)$
(1,032,817)$ -$ 844,223$ 753,225$ 564,631$ 30,000$ 21,000$ 6,000$ 57,000$ 223,314$ 158,067,367$ (8,261,171)$
(1,047,276)$ -$ 844,223$ 753,225$ 550,172$ 30,000$ 21,000$ 6,000$ 57,000$ 158,876$ 172,496,717$ 941,187$
(1,061,938)$ -$ 844,223$ 753,225$ 535,510$ 30,000$ 21,000$ 6,000$ 57,000$ 166,218$ 183,664,276$ (299,701)$
(1,076,805)$ -$ 844,223$ 753,225$ 520,643$ 30,000$ 21,000$ 6,000$ 57,000$ 163,880$ 199,015,208$ 1,425,783$
(1,091,880)$ -$ 844,223$ 753,225$ 505,568$ 30,000$ 21,000$ 6,000$ 57,000$ 175,001$ 212,042,490$ (523,252)$
(1,107,167)$ -$ 844,223$ 753,225$ 490,281$ 30,000$ 21,000$ 6,000$ 57,000$ 170,920$ 229,944,928$ 902,193$
(1,122,667)$ -$ 844,223$ 753,225$ 474,781$ 30,000$ 21,000$ 6,000$ 57,000$ 177,957$ 247,301,392$ 113,947$
(1,138,384)$ -$ 844,223$ 753,225$ 459,064$ 30,000$ 21,000$ 6,000$ 57,000$ 178,846$ 263,697,489$ (3,489,446)$
(1,154,322)$ -$ 844,223$ 753,225$ 443,126$ 30,000$ 21,000$ 6,000$ 57,000$ 151,628$ 286,225,393$ (3,023,208)$
(1,170,482)$ -$ 844,223$ 753,225$ 426,966$ 30,000$ 21,000$ 6,000$ 57,000$ 128,047$ 308,055,219$ (5,549,771)$
(1,186,869)$ -$ -$ (1,186,869)$ 30,000$ 21,000$ 6,000$ 57,000$ 84,759$ 335,916,583$ (2,900,586)$
(1,203,485)$ -$ -$ (1,203,485)$ 30,000$ 21,000$ 6,000$ 57,000$ 62,134$ 365,101,037$ (3,468,298)$
Assessments
Revenues
Miscellaneous RevenuesCapacity/Supply Assessments
20210408 Budget workbook FY 2022--draft budget.xlsxBudget045
Fiscal Year Ending
June 30
Escalation factor
(inflation, growth,
interest)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
2058
2059
2060
2061
2062
2063
2064
2065
2066
2067
2068
2069
2070
2071
2072
Metropolitan Water District of Salt Lake & Sandy
Projected Cash Flow
Last Update: March 25, 2021
89 90 91 92 93 94 95 96 97 98 99 100 101 102
Total Available
Reserves
Required
Operations and
Maintenance
Reserve Account
Balance
Required Renewal
and Replacement
Reserve Fund
Jordan Aqueduct
Reserve Account
JVWTP
Operations and
Maintenance
Reserve
150th South Pipeline
Agreement
Total Restricted
Reserves
Total Reserves
Available to be
Assigned
Capital Projects
Reserve
Self Insurance/
Contingency
Reserve
Interest Rate
Stabilization Reserve
Aquifer Storage and
Recovery (ASR)
Reserve
Total Assigned
Reserves
Remaining
Unassigned
Reserves
0.78% 0.78%
49,195,169$ 4,435,938$ 650,000$ 43,416$ 20,000$ 35,617$ 5,184,971$ 44,010,197$ 5,097,844$ 2,000,000$ 3,284,866$ 3,014,791$ 13,397,501$ 30,612,696$
50,461,421$ 4,659,163$ 650,000$ 43,755$ 20,000$ 35,895$ 5,408,812$ 45,052,609$ 4,359,626$ 2,000,000$ 3,284,866$ 3,014,791$ 12,659,283$ 32,393,326$
47,956,568$ 4,818,284$ 650,000$ 44,096$ 20,000$ 36,175$ 5,568,555$ 42,388,013$ 3,431,625$ 2,000,000$ 3,284,866$ 3,014,791$ 11,731,282$ 30,656,731$
43,871,150$ 4,981,312$ 650,000$ 44,440$ 20,000$ 36,457$ 5,732,210$ 38,138,941$ 2,838,603$ 2,000,000$ 3,284,866$ 3,014,791$ 11,138,260$ 27,000,680$
37,917,331$ 5,148,365$ 650,000$ 44,787$ 20,000$ 36,741$ 5,899,894$ 32,017,437$ 2,089,661$ 2,000,000$ 3,284,866$ 3,014,791$ 10,389,318$ 21,628,119$
35,513,625$ 5,319,564$ 650,000$ 45,136$ 20,000$ 37,028$ 6,071,728$ 29,441,897$ 1,963,599$ 2,000,000$ 3,284,866$ 3,014,791$ 10,263,256$ 19,178,642$
34,882,522$ 5,512,068$ 650,000$ 45,488$ 20,000$ 37,317$ 6,264,873$ 28,617,649$ 2,162,338$ 2,000,000$ 3,284,866$ -$ 7,447,204$ 21,170,445$
35,190,071$ 5,714,053$ 650,000$ 45,843$ 20,000$ 37,608$ 6,467,504$ 28,722,568$ 2,715,923$ 2,000,000$ 3,284,866$ -$ 8,000,789$ 20,721,779$
34,750,795$ 5,926,168$ 650,000$ 46,201$ 20,000$ 37,901$ 6,680,270$ 28,070,525$ 3,558,439$ 2,000,000$ 3,284,866$ -$ 8,843,305$ 19,227,220$
39,028,424$ 6,149,244$ 650,000$ 46,561$ 20,000$ 38,197$ 6,904,002$ 32,124,422$ 9,203,477$ 2,000,000$ 3,284,866$ -$ 14,488,343$ 17,636,079$
45,118,326$ 6,461,970$ 650,000$ 46,924$ 20,000$ 38,495$ 7,217,389$ 37,900,937$ 15,180,808$ 2,000,000$ 3,284,866$ -$ 20,465,674$ 17,435,263$
54,300,248$ 6,717,992$ 650,000$ 47,290$ 20,000$ 38,795$ 7,474,077$ 46,826,171$ 21,023,484$ 2,000,000$ 3,284,866$ -$ 26,308,350$ 20,517,821$
63,341,985$ 6,988,776$ 650,000$ 47,659$ 20,000$ 39,098$ 7,745,533$ 55,596,453$ 26,474,585$ 2,000,000$ 3,284,866$ -$ 31,759,451$ 23,837,002$
71,257,500$ 7,275,435$ 650,000$ 48,031$ 20,000$ 39,403$ 8,032,868$ 63,224,632$ 31,279,528$ 2,000,000$ 3,284,866$ -$ 36,564,394$ 26,660,238$
58,801,599$ 7,579,471$ 650,000$ 48,406$ 20,000$ 39,710$ 8,337,586$ 50,464,013$ 29,539,555$ 2,000,000$ 3,284,866$ -$ 34,824,421$ 15,639,592$
42,529,869$ 7,902,389$ 650,000$ 48,783$ 20,000$ 40,020$ 8,661,192$ 33,868,677$ 24,263,233$ 2,000,000$ 3,284,866$ -$ 29,548,099$ 4,320,578$
34,604,413$ 8,245,830$ 650,000$ 49,164$ 20,000$ 40,332$ 9,005,326$ 25,599,087$ 19,704,404$ 2,000,000$ 3,284,866$ -$ 24,989,270$ 609,817$
29,599,291$ -$ -$ 49,547$ 20,000$ 40,646$ 110,194$ 29,489,098$ 20,502,887$ 2,000,000$ -$ -$ 22,502,887$ 6,986,210$
22,773,342$ -$ -$ 49,934$ 20,000$ 40,963$ 110,897$ 22,662,445$ 19,882,300$ 2,000,000$ -$ -$ 21,882,300$ 780,145$
23,790,919$ -$ -$ 50,323$ 20,000$ 41,283$ 111,606$ 23,679,313$ 21,221,406$ 2,000,000$ -$ -$ 23,221,406$ 457,907$
39,425,323$ -$ -$ 50,716$ 20,000$ 41,605$ 112,321$ 39,313,003$ 20,967,950$ 2,000,000$ -$ -$ 22,967,950$ 16,345,053$
50,767,385$ -$ -$ 51,111$ 20,000$ 41,929$ 113,041$ 50,654,344$ 20,269,369$ 2,000,000$ -$ -$ 22,269,369$ 28,384,976$
34,312,021$ -$ -$ 51,510$ 20,000$ 42,256$ 113,766$ 34,198,255$ 19,177,171$ 2,000,000$ -$ -$ 21,177,171$ 13,021,084$
23,566,806$ -$ -$ 51,912$ 20,000$ 42,586$ 114,498$ 23,452,309$ 14,670,870$ 2,000,000$ -$ -$ 16,670,870$ 6,781,439$
13,151,557$ -$ -$ 52,317$ 20,000$ 42,918$ 115,235$ 13,036,322$ 10,927,418$ 2,000,000$ -$ -$ 12,927,418$ 108,904$
26,283,011$ -$ -$ 52,725$ 20,000$ 43,253$ 115,978$ 26,167,033$ 15,056,801$ 2,000,000$ -$ -$ 17,056,801$ 9,110,232$
36,509,017$ -$ -$ 53,136$ 20,000$ 43,590$ 116,726$ 36,392,291$ 18,999,386$ 2,000,000$ -$ -$ 20,999,386$ 15,392,905$
23,285,028$ -$ -$ 53,550$ 20,000$ 43,930$ 117,481$ 23,167,547$ 18,691,612$ 2,000,000$ -$ -$ 20,691,612$ 2,475,936$
35,371,512$ -$ -$ 53,968$ 20,000$ 44,273$ 118,241$ 35,253,271$ 24,229,310$ 2,000,000$ -$ -$ 26,229,310$ 9,023,961$
44,350,141$ -$ -$ 54,389$ 20,000$ 44,618$ 119,007$ 44,231,133$ 28,969,914$ 2,000,000$ -$ -$ 30,969,914$ 13,261,220$
40,772,836$ -$ -$ 54,813$ 20,000$ 44,966$ 119,780$ 40,653,057$ 30,421,713$ 2,000,000$ -$ -$ 32,421,713$ 8,231,344$
39,204,320$ -$ -$ 55,241$ 20,000$ 45,317$ 120,558$ 39,083,762$ 33,604,714$ 2,000,000$ -$ -$ 35,604,714$ 3,479,048$
37,188,187$ -$ -$ 55,672$ 20,000$ 45,671$ 121,342$ 37,066,845$ 34,534,781$ 2,000,000$ -$ -$ 36,534,781$ 532,064$
31,654,480$ -$ -$ 56,106$ 20,000$ 46,027$ 122,133$ 31,532,347$ 29,090,411$ 2,000,000$ -$ -$ 31,090,411$ 441,936$
28,864,988$ -$ -$ 56,543$ 20,000$ 46,386$ 122,929$ 28,742,059$ 26,631,878$ 2,000,000$ -$ -$ 28,631,878$ 110,181$
28,221,579$ -$ -$ 56,985$ 20,000$ 46,748$ 123,732$ 28,097,847$ 24,712,647$ 2,000,000$ -$ -$ 26,712,647$ 1,385,200$
22,597,334$ -$ -$ 57,429$ 20,000$ 47,112$ 124,541$ 22,472,792$ 19,871,758$ 2,000,000$ -$ -$ 21,871,758$ 601,034$
19,717,608$ -$ -$ 57,877$ 20,000$ 47,480$ 125,357$ 19,592,251$ 16,655,879$ 2,000,000$ -$ -$ 18,655,879$ 936,373$
35,355,312$ -$ -$ 58,328$ 20,000$ 47,850$ 126,179$ 35,229,134$ 18,886,658$ 2,000,000$ -$ -$ 20,886,658$ 14,342,476$
28,629,940$ -$ -$ 58,783$ 20,000$ 48,223$ 127,007$ 28,502,934$ 18,251,934$ 2,000,000$ -$ -$ 20,251,934$ 8,250,999$
20,368,769$ -$ -$ 59,242$ 20,000$ 48,600$ 127,841$ 20,240,928$ 17,502,248$ 2,000,000$ -$ -$ 19,502,248$ 738,680$
21,309,956$ -$ -$ 59,704$ 20,000$ 48,979$ 128,683$ 21,181,274$ 17,983,013$ 2,000,000$ -$ -$ 19,983,013$ 1,198,261$
21,010,256$ -$ -$ 60,170$ 20,000$ 49,361$ 129,530$ 20,880,725$ 18,477,473$ 2,000,000$ -$ -$ 20,477,473$ 403,252$
22,436,038$ -$ -$ 60,639$ 20,000$ 49,746$ 130,385$ 22,305,654$ 18,985,859$ 2,000,000$ -$ -$ 20,985,859$ 1,319,795$
21,912,786$ -$ -$ 61,112$ 20,000$ 50,134$ 131,246$ 21,781,541$ 19,508,600$ 2,000,000$ -$ -$ 21,508,600$ 272,941$
22,814,980$ -$ -$ 61,589$ 20,000$ 50,525$ 132,113$ 22,682,866$ 20,026,128$ 2,000,000$ -$ -$ 22,026,128$ 656,738$
22,928,927$ -$ -$ 62,069$ 20,000$ 50,919$ 132,988$ 22,795,939$ 20,559,074$ 2,000,000$ -$ -$ 22,559,074$ 236,865$
19,439,481$ -$ -$ 62,553$ 20,000$ 51,316$ 133,869$ 19,305,612$ 16,660,312$ 2,000,000$ -$ -$ 18,660,312$ 645,300$
16,416,273$ -$ -$ 63,041$ 20,000$ 51,716$ 134,757$ 16,281,516$ 12,654,170$ 2,000,000$ -$ -$ 14,654,170$ 1,627,346$
10,866,502$ -$ -$ 63,533$ 20,000$ 52,120$ 135,652$ 10,730,850$ 8,537,525$ 2,000,000$ -$ -$ 10,537,525$ 193,325$
7,965,917$ -$ -$ 64,028$ 20,000$ 52,526$ 136,554$ 7,829,362$ 4,327,247$ 2,000,000$ -$ -$ 6,327,247$ 1,502,115$
4,497,619$ -$ -$ 64,528$ 20,000$ 52,936$ 137,464$ 4,360,155$ -$ 2,000,000$ -$ -$ 2,000,000$ 2,360,155$
Reserve Balances
Restricted Assigned
20210408 Budget workbook FY 2022--draft budget.xlsxBudget046
Cash Flow Analysis Assumptions
Budget047
METROPOLITAN WATER DISTRICT OF SALT LAKE & SANDY
CASH FLOW ANALYSIS ASSUMPTIONS
March 30, 2021
Fiscal year based on July 1 through June 30 of each year. Fiscal Year (FY) 2022 runs from July
1, 2021 thru June 30, 2022.
1. District Regular Operating Expenses: For FY 2021, the amount shown is the budgeted
expenditures expected for June 30, 2021 based on the adopted budget for the period ending
June 30, 2021. The projected spend as of December 31, 2020 is approximately $530,793 less
than the budgeted amount. This column does not include Central Utah Project (CUP) costs
shown in columns 4 and 10, PRWUA costs shown in columns 26-37, depreciation,
amortization, or interest expense. There is an assumed 3.0% annual increase for future years.
This assumed increased is based on an 11-year average of District-controlled expenses.
2. CUP M&I System OM&R Cost ($/acre foot): The CUP Operation, Maintenance, and
Replacement (OM&R) cost is escalated at the average of 6.27%, based on a 14-year average.
3. CUP M&I System OM&R Reserve Cost ($/acre foot): The CUP Operation, Maintenance,
and Replacement (OM&R) reserve cost is escalated at the average of 11.69%. Financial
plans being implemented by Central Utah Water Conservancy District (CUWCD) indicate an
increase in the total CUP M&I System Water O&M Cost (column 2 plus column 3). The
purpose of the escalating costs is to fund an asset management program to pay for aging (50
years or so old) infrastructure. The escalation is proposed as follows:
a. FY 2022: $55.00 (10% increase)
b. FY 2023: $60.00 (9% increase)
c. FY 2024: $65.00 (8% increase)
d. FY 2025: $70.00 (8% increase)
e. FY 2026: $75.00 (7% increase)
f. Increases beyond FY 2026 will be evaluated in the years leading up to FY 2027
with a stated need of the total cost to reach $300 per acre foot.
g. The escalated percentage in column 3 for years beyond FY 2026 reflects historical
increases prior to FY 2017 (11-year period) and does not factor in the increases
shown for FY 2017 and beyond.
4. CUP M&I System Water O&M Cost: O&M cost of CUP M&I system water.
5. Total CUP M&I System Water Costs (including capital expenses): Total cost of CUP
M&I system water.
6. CUP M&I System Water Volume: 20,000 acre feet per year. The 20,000 acre feet is
subject to the Operations, Maintenance, and Replacement (OM&R) Cost (column 2) and
OM&R Reserve Cost (column 3) on a per acre foot basis in perpetuity. In FY 2049, the 40-
year petition repayment period will have ended. The subsequent years will be only OM&R
costs applied to the total volume of 20,000 acre feet.
7. CUP M&I System Water Unit Cost: Column 5 divided by column 6 ($/acre foot).
Budget048
8. CUP ULS OM&R Cost: The CUP Utah Lake System (ULS) Operation, Maintenance, and
Replacement (OM&R) cost (see column 2).
9. CUP ULS OM&R Reserve Cost: The CUP ULS Operation, Maintenance, and
Replacement (OM&R) reserve cost (see column 3).
10. CUP ULS Water O&M Cost: O&M cost of CUP ULS water.
11. Total CUP ULS Water Costs (including capital expenses): Total cost of CUP ULS water.
12. CUP ULS Water Petition Repayment Volume: 5600 acre feet total (3100 acre feet per
year beginning in FY 2021; 5600 acre feet per year beginning in FY 2031). In FY 2070, the
repayment period will end. The subsequent years will be only OM&R and reserve costs
applied to the total volume of 5600 acre feet.
13. CUP ULS Water Unit Cost: Column 11 divided by column 12 ($/acre foot).
14. Total Operating Expenses: Sum of all operating expenses.
15. Ontario Drain Tunnel Volume: Estimated volume based on due diligence work for Sandy
City on water purchase was 3000 acre feet annually. The ten-year average is 2875 acre feet.
16. Ontario Drain Tunnel Cost: Estimated cost per acre foot based on Sandy City’s special
water supply assessment to pay for the water right (column 17 divided by column 15).
17. Ontario Drain Tunnel Water Cost: Total of Sandy City’s special assessment to pay for the
water right. This cost was funded with the 2005 bonds (which have since been refunded) so
the cost for this column is not included in the calculation of total expenses.
18. Synthetically Fixed $58.8 M (2011A): Principal, interest, and management costs for
synthetically fixed rate debt (swap and direct purchase). The current direct purchase
(variable rate debt) with Wells Fargo expires in FY 2021. The current terms of the direct
purchase are at a rate of 67% of LIBOR plus 60 basis points. The variable rate debt is
“swapped” into a synthetically fixed rate. The synthetically fixed rate is at 3.182%. With
current management costs included, the current effective rate is 3.782%. The swap is based
on a principal amount of $58,800,000. The termination date of the swap and the final payout
date of the variable rate debt are the same date (July 1, 2036).
19. 2012A: Fixed rate debt; all-in interest rate of 2.978%. Original principal amount of
$46,170,000.
20. 2012B: Fixed rate debt; all-in interest rate of 1.776%. Original principal amount of
$12,105,000.
21. 2015A: Fixed rate debt; all-in interest rate of 2.71%. Original principal amount of
$5,975,000.
22. 2016A: Fixed rate debt; all-in interest rate of 2.25%. Original principal amount of
$59,200,000.
Budget049
23. 2020: Fixed rate debt; all-in interest rate of 1.73%. Original principal amount of
$67,415,000.
24. Total Debt Payments: Sum of debt service columns.
25. Debt Coverage Ratio: This is the calculated debt coverage ratio. The minimum required by
contract is 1.15 with a policy goal of 1.25.
26. Deer Creek Safety of Dams Repayment: Actual MWDSLS share of payment to United
States Bureau of Reclamation for Deer Creek Safety of Dams repayment. This repayment is
being made to the Bureau of Reclamation at 0.00% interest.
27. Provo River Project (Deer Creek Division) Construction Repayment: Actual MWDSLS
share of payment to United States Bureau of Reclamation for Provo River Project (Deer
Creek Division) repayment. This repayment is being made to the Bureau of Reclamation at
0.00% interest.
28. Provo River Aqueduct (2020A Bonds) Repayment: Actual MWDSLS share of payment
for the enclosure costs of the Provo River Aqueduct.
29. Provo River Aqueduct (BAF or Bank of American Fork) Repayment: Actual MWDSLS
share of payment to the BAF for the enclosure costs of the Provo River Aqueduct.
MWDSLS’ final payment was made in FY 2019.
30. PRWUA Assessment (O&M and capital): FY 2022 is forecasted at $30.69 per share for
61,900 shares. From FY 2023 through FY 2052, an additional $1.6 million assessment is
included for replacement of the Deer Creek Dam intake structure and related guard gates.
Based on a 5-year average, a 3.93% increase to regular O&M and capital assessments is
assumed for future years.
31. Provo River Aqueduct O&M by PRWUA: MWDSLS is assessed by PRWUA for services
to operate and maintain the Provo River Aqueduct. Operations costs are assessed based on
the volume of water used each year. Maintenance costs are assessed based on the pro-rata
share of capacity (187 cfs out of 626 cfs). Based on a 5-year average, a 4.31% increase is
assumed for future years.
32. Deer Creek Intake Station O&M by PRWUA: MWDSLS reimburses PRWUA for
services to operate the Salt Lake Aqueduct Intake at Deer Creek Dam. MWDSLS pays
roughly one-third of the costs to operate this station. PRWUA (operation of Deer Creek
Dam) and the Bureau of Reclamation (operation of the power plant) share in the remaining
two-thirds of the costs. Based on a 5-year average, a 4.1% increase is assumed for future
years.
33. Total PRWUA Costs: The sum of columns 26 through 32. These costs are budgeted
together in order to be consistent with recommendations made by financial auditors. Due to
the nature of the ownership interest in PRWUA and in accordance with governmental
accounting standards, the District’s investment in PRWUA is accounted for using the “equity
method.” Budgeting all of the costs in one account code provides for a more straightforward
approach to the financial audit.
Budget050
34. Total MWDSLS PRWUA Shares: 61,900 shares.
35. PRWUA Water Supply Allocation: The assumed percentage of PRWUA water available
to MWDSLS. Since Jordanelle Reservoir was constructed, the allocation has ranged from
43.5% to 100%.
36. PRWUA Water Supply Volume Available to MWDSLS: 61,900 acre feet at full
allocation.
37. PRWUA Water Supply Unit Cost: Column 33 divided by column 36 ($/acre foot).
38. CUP M&I System Water Petition Repayment Volume: 20,000 acre feet. In FY 2045, the
first allotment of the 40-year repayment periods begins to be paid off and the repayment
amounts for allotment notices will step down by 4,000 acre feet each year thereafter. After
FY 2048, the costs are OM&R costs only.
39. CUP M&I System Petition Repayment Unit Cost: The annual petition repayment cost of
CUP M&I system water is $148.56 per acre foot.
40. CUP M&I System Petition Repayment Total Cost: The annual petition repayment cost of
CUP M&I system water.
41. Salt Lake City CUP Utah Lake System (ULS) Water Petition Repayment Volume:
MWDSLS’s petition is for 5600 acre feet. This is a reduction of 3000 acre feet from the
original petition amount of 8600 acre feet. The reduction is a result of the agreements related
to the Provo River Aqueduct. Salt Lake City deliveries and repayment obligations for 3100
acre feet per year began in FY 2021. The repayment will continue until FY 2070. The
following years will be OM&R and reserve costs only.
42. Salt Lake City CUP ULS Petition Repayment Unit Cost: Based on a 50-year
amortization, the annual petition repayment of $272.33 per acre foot began in FY 2021.
43. Salt Lake City CUP ULS Petition Repayment Total Cost: The annual petition repayment
cost of Salt Lake City CUP ULS water.
44. Sandy City CUP ULS Water Petition Repayment Volume: Sandy City deliveries and
repayment obligations are for 2500 acre feet per year and will begin in FY 2031. The
repayment will continue until FY 2070. The following years will be OM&R and reserve
costs only.
45. Sandy City CUP ULS Petition Repayment Unit Cost: Based on 40-year amortization, the
estimated annual petition repayment of $301.29 per acre foot begins in FY 2031.
46. Sandy City CUP ULS Petition Repayment Total Cost: The annual petition repayment
cost of Sandy City CUP ULS water.
47. CUP ULS Petition Repayment Total Cost: The annual petition repayment cost of CUP
ULS water.
Budget051
48. Non-capacity Capital Expenditures: Capital expenditures estimated based on current asset
management projections.
49. Capital Expenditures for Jordan Aqueduct System: Numbers are based on 10-year
projections received from Jordan Valley Water Conservancy District. For years starting with
FY 2032, costs are based on the average of the prior years. Thereafter, the amount is
escalated at a 2% increase each year.
50. New Capacity Capital Expenditures: The expenses shown reflect the expenses related to
aquifer storage and recovery, the 150th South Pump Station, and/or the (potential) repayment
to Central Utah Water Conservancy District for activity related to the Metro Water Project.
The timing of these projects is uncertain but the current estimated timing is shown. Any
expenses will be offset by revenues from assessments to the member cities (see column 76).
51. Total Capital Expenditures: Sum of capital expenditures columns.
52. Total Expenses (i.e., Revenue Requirements): Sum of columns 14, 24, 33, and 51.
53. Salt Lake City Taxes: Revenue projections are shown to remain constant. These numbers
include prior year tax collections and fees in lieu of taxes. The tax year 2020 certified rate
for Salt Lake City is 0.000265. The maximum certified rate that the District is allowed to
establish is 0.0005.
54. Sandy City Taxes: Revenue projections are shown to remain constant. These numbers
include prior year tax collections and fees in lieu of taxes. The tax year 2020 certified rate
for Sandy City is 0.000297. The maximum certified rate that the District is allowed to
establish is 0.0005.
55. Total MWDSLS Taxes: Sum of tax columns.
56. Total Water Sales to Member Cities (fixed rate): A fixed charge for water use is levied to
the member cities on a monthly basis.
57. Proposed Water Rate Increase: Percent increase applied to prior fiscal year fixed charge
and other rates (treatment charge, conveyance charge, etc.).
58. Water Sales to Salt Lake City (fixed rate): Salt Lake City water sales and conveyance
fees. This is based on the pro-rata split of column 56 based on historic water deliveries to
Salt Lake City and Sandy City. Salt Lake City’s pro-rata share is currently 72%.
59. Estimated Water Sales to Salt Lake City (AF): Projected Salt Lake City water deliveries.
60. Water Sales to Sandy City (fixed rate): Sandy City water sales and conveyance fees. This
is based on the pro-rata split of column 56 based on historic water deliveries to Salt Lake
City and Sandy City. Sandy City’s pro-rata share is currently 28%.
61. Estimated Water Sales to Sandy City (AF): Projected Sandy City water deliveries.
62. Total Water Sales Volume to Member Cities: Total volume of water deliveries to member
cities.
Budget052
63. Treated Water Rate: Water rates are as shown in the table. The rates escalate as shown in
column 57.
64. Conveyance Fee: Rate ($/AF) to convey water in District pipeline facilities. Rates for FY
2022 escalate as shown in column 57.
65. Non-member Entity Water Volume (AF): The average of the prior three fiscal years is
994 acre feet of treatment and conveyance charges to Jordan Valley Water Conservancy
District. This revenue is obtained on the basis of surplus capacity being available. Sales are
shown for the next fiscal year based on currently available system capacities. Due to the
uncertainty of future utilization of system capacity, sales in future years are not anticipated
and will be evaluated on a year-to-year basis. Revenues received for treating and conveying
water for others is utilized to offset related operational and maintenance costs. Untreated
water sales to other entities are made on the basis of surplus supplies and capacity being
available. The rate for untreated water for FY 2022 escalates as shown in column 57. The
raw water rate charge is the same for both member and non-member entities. Due to the
uncertainty of future water supplies and available capacity, sales in future years are not
anticipated and will be evaluated on a year-to-year basis. Any revenues from sales of this
nature are placed in a reserve to fund future projects related to aquifer, storage, and recovery
(ASR).
66. Water Conveyance for Others (AF): Non-District raw water that is conveyed through
District pipelines but not treated by the District (e.g., DACRWTP (CUWCD), Highland
Conservation District (for Alpine Country Club), Southeast Regional Water Treatment Plant
(JVWCD)). The average of the prior three fiscal years is 9,252 acre feet. These sales are
made on the basis of surplus capacity being available. Sales are shown for the next fiscal
year based on currently available system capacities. Due to the uncertainty of future
utilization of system capacity, sales in future years are not anticipated and will be evaluated
on a year-to-year basis.
67. Non-member Entity Total Water Sales and Conveyance Revenue: Total non-member
entity revenue amount for water sales and conveyance charges.
68. Jordanelle Special Services District Use of Ontario Drain Tunnel Water: Estimated
volume of water to be used by JSSD as per agreement. The ten-year average yield of ODT is
2875 AF.
69. Jordanelle Special Services District Water Rate: Revenue is anticipated from JSSD as
shown on the spreadsheet and is based on agreements (as amended) with JSSD. Any
revenues received by the District will be passed on to Sandy City in the form of a credit to
their ODT assessment. The JSSD water rate is escalated annually based on the current CPI.
70. Revenue from ODT Water: Anticipated revenue from JSSD.
71. Total Water Sales/Conveyance Revenue: Sum of water sales revenues.
72. Revenue increase (%): The calculated increase of total revenues. The calculation is based
on dollar amounts only and does not reflect the actual volume of water forecasted for use.
Budget053
73. Salt Lake City Metro Water Project Capital Assessment: Assessment to pay for Salt
Lake City’s portion of the Metro Water Project. Based on Salt Lake City’s share of capacity
in the Point of the Mountain Water Treatment Plant, Point of the Mountain Aqueduct, and
improvements to Little Cottonwood Water Treatment Plant. Based on numbers presented to
member cities and MWDSLS board in February 2001.
74. Sandy City Metro Water Project Capital Assessment: Assessment to pay for Sandy
City’s portion of the Metro Water Project. Based on Sandy City’s share of capacity in the
Point of the Mountain Water Treatment Plant, Point of the Mountain Aqueduct, and
improvements to Little Cottonwood Water Treatment Plant. Based on numbers presented to
member cities and MWDSLS board in February 2001.
75. Sandy City Ontario Drain Tunnel Water Assessment: Assessment to Sandy City to pay
for Ontario Drain Tunnel water right purchase. The assessment is reduced by the annual
revenue received from the ODT water sales to JSSD. The net amount is shown in this
column. The assessment ends in 2031. The assessment turns to a negative amount as the
JSSD revenues exceed the Ontario Drain Tunnel assessment. This means Sandy City will be
credited on its water billings in the amounts shown as negative numbers in this column.
76. New Capacity Assessments: Assessments for new capacity projects.
77. Salt Lake City Utah Lake System Water (New Supply) Assessment: Assessments to Salt
Lake City to pay for Utah Lake System water beginning in FY 2021. See column 43.
78. Sandy City Utah Lake System Water (New Supply) Assessment: Assumed assessments
to Sandy City to pay for expected Utah Lake System water beginning in FY 2031. See
column 46.
79. Total Assessments: Sum of assessments columns.
80. Little Dell Revenues: Revenues received from Salt Lake County for operation and
maintenance expenses performed by Salt Lake City Public Utilities at Little Dell Dam.
Pursuant to a 1986 agreement, Salt Lake County is responsible for 30% of the O&M costs of
Little Dell.
81. Point of the Mountain Water Treatment Plant (POMWTP) Storage Revenues:
Revenues received from Jordan Valley Water Conservancy District for reimbursement of
operation and maintenance of the POMWTP finished water storage reservoir. This is based
on the Facilities Cooperation Agreement dated October 4, 2007.
82. Terminal Reservoir Cell Tower Revenues: Revenue from lease of property for a cell
tower located at Terminal Reservoir. This is based on an agreement with Crown Castle
(originally T-Mobile) first established in May 2007. The agreement has been extended with
an expiration date of March 2030.
83. Little Cottonwood Water Treatment Plant (LCWTP) Cell Tower Revenues: Revenue
from lease of property for a cell tower located at LCWTP. This is based on an agreement
with American Tower (originally Verizon Wireless) first established on January 31, 2013.
The agreement expires in 2033. According to the agreement, the annual rate increases every
five years.
Budget054
84. Other Miscellaneous Revenues: Licensing program fees (if any), vehicle sales (if any),
grants (if any), and other miscellaneous revenues.
85. Total Miscellaneous Revenues: Sum of miscellaneous revenues.
86. Operations and Maintenance Reserve Account Interest Income: Calculated at 0.78% per
annum. The 12-month average for the Public Treasurers Investment Pool is 0.78%.
87. Total Revenues: Sum of revenue columns.
88. Net Cash Flow: Total revenues, column 87, minus total expenses, column 52.
89. Total Available Reserves: FY 2021 amount is determined by current balances in the bank
and the bond fund accounts as of December 31, 2020, projected revenues expected to be
received by year end, less outstanding checks, retention (if any), projected expenses to occur
by year end, and remaining capital expenditures. Other years are a summation of the prior
year plus column 88 for the current year.
90. Required Operations and Maintenance Reserve Account Balance: The Master Bond
Resolution requires (see section 5.05(f)) an O&M reserve fund balance of 25% of the O&M
costs of the current annual budget (25% of column 14). This reserve is not shown in years
after the bonds are paid.
91. Required Renewal and Replacement Reserve Fund: The Master Bond Resolution
requires (see definition in section 1.01) a capital projects reserve of $650,000. This reserve is
not shown in years after the bonds are paid.
92. Jordan Aqueduct Reserve Account: Established via agreement (interest bearing).
93. JVWTP Operations and Maintenance Reserve: Established via agreement (not interest
bearing).
94. 150th South Pipeline Agreement: Established via agreement (interest bearing).
95. Total Restricted Reserves: Sum of columns 90-94.
96. Total Reserves Available to be Assigned: Total available reserves less total restricted
reserves.
97. Capital Projects Reserve: Goal of 15-25% (formula uses 20%) of the sum of the next five
years in capital expenditures. Only non-capacity capital improvements and Jordan Aqueduct
System capital improvements are included in this column. CUP water supply acquisition
costs, Provo River Project costs, and capacity capital improvement costs are not included in
this calculation.
98. Self Insurance/Contingency Reserve: Goal of $2,000,000 as established by District policy.
99. Interest Rate Stabilization Reserve: Established by policy and in order to mitigate interest
rate risk, this reserve has been accumulated via lower than forecasted variable rate debt. This
Budget055
reserve will remain static due the refunding of bonds that closed on March 1, 2012. This
reserve is not shown in years after the bonds are paid.
100. Aquifer Storage and Recovery (ASR) Reserve: Established by policy in order to set
aside funds for implementation of an ASR project. Any revenues from sales of surplus water
combined with costs savings resulting from operations of the Jordan Narrows turbine will be
directed to this reserve fund.
101. Total Assigned Reserves: Sum of columns 97-100.
102. Remaining Unassigned Reserves: Remaining reserves (if any).
Budget056
Budget Schedule
Budget057
Fiscal Year 2022 Budget Schedule
Last Updated: March 30, 2021
• February 2 – Engineering Committee Meeting (10:00 AM; preliminary discussion
related to capital budget).
• February 4 – Department budget presentations at staff meeting.
• February 11 – Deadline for draft budget numbers to be submitted by managers to GM
• February 25 – Budget discussion with managers at staff meeting.
• March 9 – Management Advisory Committee Meeting (8:30 AM; preliminary
discussion related to staffing and compensation schedule).
• March 22 – Work session – budget discussion
• April 6 – Finance Committee Meeting (10:00 AM) - (P&P 3-629(1) “On or before the
first regularly scheduled meeting of the Board in May, the GM shall consult with the
Finance Committee and prepare a tentative operating and capital budget for the
ensuing fiscal year.”
• April 19 – Board Meeting – consider adoption of the tentative budget.
• April 27 – Engineering Committee Meeting (10:00 AM; discussion related to capital
budget).
• May 5 – Deadline to mail notice of the public hearing to those within the district who
are being charged a fee, if the fee is proposed to be increased (see Utah Code Ann.
17B-1-643(2)(d)(i)). A fee increase is anticipated but an increase in certified tax rate is
not anticipated.
• Sometime after tentative budget adopted– Presentation to the Salt Lake City
Council (time TBD; Salt Lake City Hall).
• Sometime after tentative budget adopted- Presentation to the Sandy City Council
(time TBD; Sandy City Hall).
• May 17 – Board Meeting – Tentative budget public hearing (6:00 P.M.).
• June 8 – Management Advisory and Finance Committee Meetings.
• June 21 – Board Meeting - Budget adoption (subject to certified tax rate public
hearing if tax rate increase is proposed; currently not anticipated).
• June 21 – Utah Code 59-2-912 “The governing body of each taxing entity shall before
June 22 of each year adopt a proposed tax rate.” Deadline for adopting the budget
(Utah Code 59-2-924 8a) “On or before June 30, a taxing entity shall annually adopt a
tentative budget.”
• July 21 – Deadline for submitting certified copy of the final budget to the State
Auditor (required within 30 days of budget adoption- P&P 3-629(7))
• August 9 – Public hearing for tax increase; an increase in the certified tax rate is not
anticipated—hearing likely will not be held. (If held incorporate proper notices and
reporting deadlines).
Budget058
Staffing and Compensation Schedule
Budget059
Last update: 03/30/2021
Staffing and Compensation Schedule
I. Background
How the District’s budget differs from the Member Cities
• The District checks the various sources to ensure the District is in line with the
market, e.g., Consumer Price Index, World at Work, Tech Net, and other related
sources.
• When setting the increases, a comparison is made with the two member cities as
well as with other local water districts.
• SLC being self-insured can add medical benefits the District cannot competitively
match due to the difference in the number of employees; therefore, the District
focuses on other things that are fair.
• The District believes in giving merit increases and tying COLA to merit; a 1%
merit increase, represents about $53,000 (based on FY2022 budget for salaries
and wages, less payroll taxes).
• Ultimately, we are governed as separate entities and each Board or City Council
must do what they think is in the best interest of their employees. II. Staffing Levels
The chart below reflects the historical and projected staffing levels.
Department Cost
Center FY2021 FY2022
Administrative 10 7 7
Information Technology 24 8 8
Lab 50 6 6
Operations 22 13 14
Engineering & Maintenance 23 & 25 30 30
Instrumentation & Electrical 26 8 9
Totals 72 74
The projected staffing levels in FY22 include an increase of two full-time equivalents
(FTEs). The increased staffing levels will address succession planning needs at the District.
The extra Water System Operator in Operations is needed to address succession planning
purposes for one anticipated retirement in FY23. This is a one-year increase in FTEs for
Operations department. The second FTE is for an extra Control Systems Technician in the
Instrumentation & Electrical Department. This position is also needed to address succession
planning purposes for one anticipated retirement in FY22. This also is a one-year increase in
FTEs for the Instrumentation & Electrical department.
The following organizational chart (Attachment A) represents the proposed staffing levels.
Budget060
Attachment A
IT Analyst
Assistant General Manager
Laboratory Manager
Lab Technician
(2 FTE)
Maintenance
Supervisor
IT Manager
Assistant General Manager/
Engineering & Maintenance Manager
Engineer II
(2 FTE)
Full Time Positions 72
Temporary/Seasonal 2
Total FTE 74
Information Systems
and Cybersecurity
Project Manager
I&E Supervisor
Control System Tech
(4 FTE)
(1 temporary FTE)
Board of Trustees
General Manager
(Treasurer)
Metropolitan Water District of Salt Lake & Sandy
Organizational Chart Fiscal Year 2022
Operations Manager
Legal Counsel
Facilities Supervisor
Laboratory Supervisor
Grounds Worker
(Temporary/Seasonal)
Asst. Operations
Manager
Executive Assistant
Engineering
Supervisor
HR Program Manager/
Clerk
Journeyman Electrician
Water System Operator
(10 FTE)
(2 temporary = 1 FTE)
Chemist
(2 FTE)
Accountant
Intern (Temporary)
Facilities Tech
(7 FTE) Warehouse Administrator
Maintenance Tech II
(5 FTE)
Maintenance Lead
(2 FTE)
Maintenance Tech III
(4 FTE) Engineer I
Aqueduct Inspector
(3 FTE)
I&E Systems Integration
Specialist SCADA Administrator
Environmental Services
Specialist
Systems Administrator
(2 FTE)
SCADA Analyst Senior Systems
Administrator
(2 FTE)
Budget061
Last update: 03/30/2021
Staffing and Compensation Schedule
III. Benefits
The District is interested in providing benefits that will help the District attract and retain
skilled and experienced employees. The District is interested in maintaining reasonable
stability and predictability for its employees and their families. The District is also interested
in providing benefits that are reasonably comparable to those offered by other local entities
similar to the District. The District provides employees with the following benefits package:
· Medical and Dental Insurance
· Vision Insurance
· Health Savings Accounts
· Flex Spending Accounts
· Employee Wellness Program
· Life Insurance, Accidental Death and Dismemberment, Long Term Disability, and
Long Term Care
· EAP (Employee Assistance Program)
· Retirement Program (Utah Retirement Systems or URS)
· 401(k), 457, and Roth and Traditional IRA Retirement Savings Plans and Matching
Program (via URS)
· Paid Sick, Vacation, and Personal Leave
· 12 Paid Holidays
· Educational Assistance
The District is a member of the Utah Retirement Systems. The District’s contribution rate is
set by the URS. Since July of 2014 the Tier I contribution rate is 18.47% and the Tier II
contribution rate is 16.69%. Sixty-four percent of the employees are Tier I employees. The
Tier II group is gradually increasing with new hires at the District.
The District encourages employee wellness through a Participatory Wellness Program
(PWP). The PWP provides an incentive for participation and is available without regard to an
employee's health status. Employees who participate would receive $500 in their HSA in
2022. The PWP incentive requires an employee to complete at least four out of the eight
following requirements before November 19, 2021: (1) flu shot, (2) COVID-19 vaccine, (3)
preventative exam with personal physician, (4) biometric screening, (5) health risk
assessment, (6) health education and screening event held at District, (7) two activity
campaigns, and (8) digital coaching session. The health risk assessment, activity campaigns
and digital coaching program are completed through the medical carrier's affiliate program.
Budget062
Last update: 03/30/2021
Staffing and Compensation Schedule
IV. Job Grades & Salary Ranges
The District’s has a traditional pay structure with job grades and salary ranges for all District
positions. The District will implement a 2.0% salary structure adjustment based on the
information compiled from the 47th Annual Salary Budget Survey 2020-2021 by World at
Work. The salary adjustment shifts the midpoint of the salary range and helps to maintain the
District’s position to provide competitive compensation. The salary structure adjustment does
not increase the budget nor does it provide an automatic 2% raise for any employee.
In FY21, the District implemented an Information Technology pay structure for positions
within the IT department. The separate pay structure addresses external competitiveness
issues, such as those found in information technology.
Annually an evaluation of market wage data is conducted to determine if the salary ranges
for District positions are competitive with the market. This analysis resulted in a
recommended change to the job grade for the Accountant position.
V. Skill-Based Pay
The District continues to support a skill-based pay program to allow for workforce flexibility
and cross training. This program has been successful by encouraging employees to learn
additional skills in order to increase their productivity and efficiency. Skill-based pay is
given based upon increased knowledge, skill, and ability. Employees who participate in the
skill-based pay program receive their hourly wage and an additional skill-based pay for those
skills they have successfully obtained.
As part of the FY22 budget the District is including $22,880.00 in salary and wages to
support the program. The program has been expanded to include compensation for
employees performing backflow administrator responsibilities as well as increasing the
number of eligible welding participants.
VI. Wage and Salary Statistics
Wage and salary increases are determined on individual performance, thus the District
utilizes a merit pay system, also known as pay-for-performance system. The District
compares wage and salary increases with the member cities and other water districts. The
District also collects data from the U. S. Bureau of Labor Statistics (Jan. 1 - Dec. 31, 2020),
specifically the Consumer Price Index and Employment Cost Index. Wage and salary
information from the 47th Annual Salary Budget Survey 2020-2021 by World at Work is
evaluated annually. Based on these data points, the District has proposed a 3% merit
increase.
Budget063
Last update: 03/30/2021
The following table details the comparisons with member cities and other water districts:
VII. Conclusion
Based on the proposed additional positions, 3% merit-based increase to wages, retirement
increases, payroll tax increases, and projected increases to medical, dental and other benefits,
the total District budget increases by $305,220. The various components are broken down as
follows:
$203,545 Salary & Wages
$2,500 Overtime Premium
$39,547 Medical Insurance Premiums (Health, Dental, Vision, Health Savings Account)
($809) Other Insurance (Life, AD&D, LTD, Long Term Care)
$17,810 Payroll Taxes
$42,627 Utah Retirement
Based on the above, the net increase in personnel costs to the District is estimated to be 1.2%
of the overall O&M Budget (excluding interest costs).
Salary Review Comparison
Entity FY20 FY21 FY22 Merit COLA Comment
Metropolitan Water District of Salt Lake & Sandy 4.00% 4.00%3.00%3.00%N/A Proposing
Salt Lake City Public Utilities 3.00% 0.00%2.50%0*% 2.50%
Proposing
Sandy City 5.00% 2.00%4.00%3.00% 1.00%
Proposing
Provo River Water Users Association 4.50% 3.00%2.50%2.50% 0.00%
Proposing
Jordan Valley Water Conservancy District 3.20% 4.00%3.50%3.50%N/A Proposing
Weber Basin Water Conservancy District 4.50% 4.00%4.00%2.00% 2.00%
Approved
Central Utah Water Conservancy District 3.00% 3.00%3.00%3.00%N/A Proposing
Average 3.89% 2.86%3.21%2.83% 1.38%
*SLC has provisions for applicable merit increases for eligible employees.
The FY22 budgeted increase details:
Budget064
Budget Acronyms
Budget065
Budget Acronyms
Last update: April 8, 2021
AD&D: Accidental Death and Dismemberment
AED: Automated electronic defibrillator
AF: Acre Feet
ASR: Aquifer Storage and Recovery
APWA: American Public Works Association
AWWA: American Water Works Association
BAF: Bank of American Fork
BOWR: Board of Water Resources
CAD: Computer aided drafting
CDL: Commercial Drivers License
COLA: Cost of Living Adjustment
CIO: Chief Information Officer
CUP: Central Utah Project
CUWCD: Central Utah Water Conservancy District
DACRWTP: Don A. Christiansen Regional Water
Treatment Plant
DIDS: Direct Inbound Dialing
DPD: N-diethyl-p-phenylenediamine
E&M: Engineering & Maintenance
EAM: Enterprise Asset Management
FCC: Federal Communications Commission
FAA: Federal Aviation Administration
FAS: Fixed Asset Software
FIS: Financial Information System
FTE: Full-time Equivalent
FY: Fiscal Year
GC: Gas chromatograph
GIS: Geographic Information System
GM: General Manager
GRAMA: Government Records and Access Management
HSA: Health Savings Account
HMI: Human Machine Interface
HVAC: Heating, ventilation, and air conditioning
I&E: Instrumentation & Electrical
ISAC: Information Sharing and Analysis Center
ISP: Internet Service Provider
IT: Information Technology
JA: Jordan Aqueduct
JNPS: Jordan Narrows Pump Station
JSSD: Jordanelle Special Service District
JVWCD: Jordan Valley Water Conservancy District
JVWTP: Jordan Valley Water Treatment Plant
LCWTP: Little Cottonwood Water Treatment Plant
LED: Light-emitting diode
LIMS: Laboratory information management system
LOX: Liquid oxygen
LTC: Long term care
LTD: Long term disability
M&I: municipal and industrial
MIB: methylisoborneol
MG: million gallons
MWDSLS: Metropolitan Water District of Salt Lake
& Sandy
ODT: Ontario Drain Tunnel
O&M: Operations and Maintenance
OM&R: Operation, Maintenance & Replacement
OSHA: Occupational Safety & Health Administration
PC: Personal Computer
PC/S: Process Control/SCADA
pH: Potential of hydrogen
PLC: Programmable Logic Controller
POMWTP: Point of the Mountain Water Treatment Plant
PPE: Personal Protection Equipment
PRI: Primary Rate Interface
PRWUA: Provo River Water Users Association
PVC: poly vinyl chloride
PWP: Participatory wellness program
ROW: Right-of-way
RTU: Remote Terminal Unit
RVSS: Reduced voltage soft starter
SAN: Storage Area Network
SCADA: Supervisory Control and Data Acquisition
SCS: Security Control System
SLCPU: Salt Lake City Public Utilities
SLA: Salt Lake Aqueduct
SLA/FW: Salt Lake Aqueduct finished water
TBD: to be determined
THM: Trihalomethanes
TOC: Total organic carbon
T-Chlor: Sodium Hypochlorite
T1 PRI: Phone system internet connection
TR: Jordan Aqueduct terminal reservoir
UCAN: Utah Communication Agency Networks
ULS: Utah Lake System
UPS: Uninterruptible Power Supply
URS: Utah Retirement System
UV: Ultraviolet
UVWTP: Utah Valley Water Treatment Plant
UWUA: Utah Water Users Association
VoIP: Voice-over Internet Protocol
VFD: Variable Frequency Drive
WQTC: Water Quality Technology Conference
Budget066
Page | 4
ATTACHMENT 1
HISTORY OF THE DISTRICT
In 1935, the voters of Salt Lake City created the Metropolitan Water District in order to enter into
long-term agreements to build the Provo River Project including Deer Creek Reservoir and the Salt
Lake Aqueduct. The Bureau of Reclamation built the project, and it was necessary to enter into
repayment contracts to reimburse the federal government for the construction costs plus interest. The
Metropolitan Water District is a 61.7% owner of the Provo River Water Users Association (the
operating entity of the Deer Creek Division of the Provo River Project). The Metropolitan Water
District is the sole owner of the Salt Lake Aqueduct. The water rights for the Provo River Project
consist of water from the Provo River and water diverted from the Duchesne and Weber Rivers
conveyed through a tunnel and canal system from the two basins to the Provo River for use by the
Metropolitan Water District and others. In order to reimburse the Federal Government for the cost of
the Provo River Project (including Deer Creek Reservoir and the Salt Lake Aqueduct), the residents of
Salt Lake City have paid property taxes since 1935. The District is a participant in the Central Utah
Project having petitions for combined water supplies of 25,600 acre feet from Jordanelle and
Strawberry reservoirs. The Metropolitan Water District was a local sponsor for the construction of
Little Dell Reservoir. (A map of the District system and facilities is attached.)
In 1990, Sandy City became the second member of the District. Sandy City sought membership in the
District to treat its approximately 34 percent water right in Little Cottonwood Creek. Sandy City’s
annexation into the District increased efficiencies by consolidating water supplies and delivery
systems to most of eastern Salt Lake County. As part of the agreement, the District receives water
purchase revenue and ad valorem tax revenue from Sandy City. Furthermore, as a part of the
annexation Salt Lake City acquired additional water rights in Little Dell Reservoir and $4 million in
water transmission mains installed on the City’s west side. Also, the 1990 agreement admitting Sandy
City established conjunctive water management practices among Salt Lake City, Sandy City, Jordan
Valley Water Conservancy District and the Metropolitan Water District.
In 1998, the Metropolitan Water District updated its capital improvement master plan and identified
more than $250 million in improvements and expansion of water system capacity. In 2001, the
District entered into an Interlocal Agreement with Sandy and Salt Lake City for implementation of the
master plan. The major project constructed under the master plan was a new water treatment plant
near the Point of the Mountain in the Draper area. The master plan improves redundancy in the event
of a water treatment plant or aqueduct failure. Improvements include pipeline connections between
the Little Cottonwood Water Treatment Plant, the Jordan Valley Water Treatment Plant, and the
Point of the Mountain Water Treatment Plant. This allows flexibilities in shifting water between
major north-south pipelines.
The Metropolitan Water District continues to implement an asset management program.
Replacement of the Salt Lake Aqueduct Terminal Reservoir is ongoing at this time. Other system
components are evaluated on an ongoing (quarterly) basis to determine the need and timing of
upcoming projects.
The extensive water treatment and delivery functions allow the District to provide water to both
member cities through purchase agreements, and sales to other entities, as water is available.
The District’s Board is made up of two members appointed by the Sandy City Council and five
members appointed by the Salt Lake City Council.
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265
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68
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13 POINT OF THE MOUNTAIN WATER TREATMENT PLANT
16 100 MG TERMINAL RESERVOIR
MWDSLS SERVICE AREA
Salt Lake City
Salt Lake City
7800 South
Jo
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3300 South
4500 South
ST
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Sandy City
Orem
12600 South
RE
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We
l
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C
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a
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Big Cot
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C
a
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y
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Wa
s
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B
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Little Cottonwood Canyon
Fort Union Blvd
Park City
Wasatch
C
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S
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m
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S
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GREAT SALT LAKE
Salt Lake
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Utah Co
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Pro
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Ja
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Olmsted Siphon
Pro
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UTAH LAKE
Prov
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Provo
Draper
2100 South
5400 South
800 North
Heber
Utah County
Wasat
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Provo River
Provo River Aqueduct
Jo
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Facilities
Metropolitan Water District
of Salt Lake & Sandy
SYS TEM FACILITIES
1
2
3
8
9
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5
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15
DEER CREEK DAM
MURDOCK DIVERSION
OLMSTED TUNNEL & SIPHON
MURRAY POWER PLANT INTAKE
LITTLE COTTONWOOD & BELL CANYON CREEK INTAKE
LITTLE COTTONWOOD WATER TREATMENT PLANT
10 MG RESERVOIR
TERMINAL RESERVOIR
POINT OF THE MOUNTAIN
AQUEDUCT UNTREATED WATER INTAKE
JORDAN NARROWS INTAKE & SIPHON
JORDAN NARROWS TURBINE & PUMPING PLANT
OLMSTED DIVERSION
JORDAN VALLEY WATER TREATMENT PLANT
7 ALPINE DRAPER TUNNEL (Salt Lake Aqueduct)
Provo River Aqueduct
DESIGN CAPACITY:
626 CFS Maximum
187 CFS MWDSLS
FACILITIES:
(1) 21.5 miles of 126-inch and
120-inch diameter
welded steel pipe
Murdock Diversion
DESIGN CAPACITY:
550 CFS
FACILITIES:
(1) Diversion Dam
Jordan Aqueduct Reach No.
DESIGN CAPACITY:
270 CFS (175 MGD)
FACILITIES:
(1) 72-inch & 66-inch Welded Steel Pipe
Deer Creek Dan & Reservoir
DESIGN CAPACITY:
152,564 AC-FT
149,700 AC-FT Active Pool
2,864 AC-FT Dead Pool
49,700 AC-FT Carry Over
100,000 Association Shares
Normal year yield to MWDSLS is 61,700 AC-FT
FACILITIES:
(1) Dam
(2) Land Around Reservoir
(3) Outlet Works and Spillway
(4) Salt Lake Aqueduct Intake
(MWDSLS Facility)
RECREATION USE:
Managed by Utah State Parks & Recreation
OUTLET WORKS CAPACITY:
2 Tube Valves
SPILLWAY CAPACITY:
12,000 CFS
Bureau of Reclamation Facility (Provo River Project)
Operated by Provo River Water Users Association
Deer Creek Powerhouse
DESIGN CAPACITY:
5 MW
FACILITIES:
(1) 2-2,475 kW Generators
RiveRive
14
Salt Lake Aqueduct
DESIGN CAPACITY:
175 CFS (113 MGD)
FACILITIES:
(1) 69-inch Concrete Pipe
(2) Alpine Tunnel
(3) Various Welded Steel Siphons
(4) 42 Miles Total Length
(5) 33 Miles Untreated Water
(6) 9 Miles Treated Water
Little Cottonwood Water Treatment Plant
DESIGN CAPACITY:
143 MGD
Point of the Mountain
Water Treatment Plant
DESIGN CAPACITY:
70 MGD
17 LITTLE DELL RESERVOIR
Jordan Aqueduct Reach No. 2
DESIGN CAPACITY:
270 CFS (175 MGD)
FACILITIES:
(1) 78-inch Pipe
Jordan Aqueduct Reach No. 3
DESIGN CAPACITY:
120 CFS (78 MGD)
FACILITIES:
(1) 48-inch Pipe
Point of the Mountain
Aqueduct (Treated Water)
DESIGN CAPACITY:
North to South (Gravity) - 100 MGD
South to North (Pumped) - 80 MGD
FACILITIES:
(1) 60-inch Welded Steel Pipe
(2) 12 Miles in Length
Terminal Reservoir
DESIGN CAPACITY:
40 MG
FACILITIES:
(1) Two 20 MG Concrete Reservoirs
Little Dell Dam
DESIGN CAPACITY:
20,500 AC-FT
FACILITIES:
(1) 224-foot High Dam
(2) Outlet Spillway
Jordan Valley Water Treatment Plant
DESIGN CAPACITY:
180 MGD
2/7 MWDSLS 51 MGD
DESIGN CAPACITY:
151 MGD
FACILITIES:
(1) 84-inch Pipe
(2) 2.5 Miles in Length
Point of the Mountain
Aqueduct (Untreated Water)
15
Jo
r
d
a
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R
i
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e
r
DESIGN CAPACITY:
33 MGD (Gravity)
84 MGD (POMA Sleeve Valves)
50% MWDSLS
15000 South Pipeline
Jordan Aqueduct Reach No. 1
DESIGN CAPACITY:
270 CFS (175 MGD)
FACILITIES:
(1) 78-inch Pipe
Terminal Reservoir
DESIGN CAPACITY:
100 MG
FACILITIES:
2/7 MWDSLS 28.6 MG
Jordanelle Reservoir
DESIGN CAPACITY:
360,500 AC-FT
314,006 AC-FT Active Pool
3,026 AC-FT Dead Pool
Normal year yield to MWDSLS is 20,000 AC-FT
FACILITIES:
(1) Dam
(2) Land Around Reservoir
(3) Outlet Works and Spillway
RECREATION USE:
Managed by Utah State Parks & Recreation
OUTLET WORKS CAPACITY:
2,300 CFS
SPILLWAY CAPACITY:
5,510 CFS
Bureau of Reclamation Facility (Central Utah Project)
Operated by Central Utah Water Conservancy District
18
Utah Lake Pump Station
DESIGN CAPACITY:
769 CFS Total
135 CFS MWDSLS (17.6%)
FACILITIES:
(1) 4 Vertical Propeller Pumps
@ 200 CFS Each
(2) 1400 HP Total
18 UTAH LAKE PUMP STATION
P:\Metro Water District SLC\MWDSLC Master Plan PM\Graphics\Figures\Wall Display-System Facilities\4-2007_Wall Display\MWDSLS-System Facilities Wall Display 01-03-12.cdr
Provo River Project Watersheds and
Upper Basin Collection System
Olmsted Diversion
4
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TO:City Council Members
FROM: Jennifer Bruno
Deputy Director
DATE:May 11, 2021
Item E1
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
RE: Ordinance: Electronic Meetings
MOTION 1 –Approve –
I move that the Council adopt an ordinance repealing Chapter 2.86 and amending Section 2.06.030.E of the
Salt Lake City Code, relating to electronic meetings of the City’s public bodies.
OR
MOTION 2 – DECLINE TO
I move that the Council not adopt the motion.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
1
1
SALT LAKE CITY ORDINANCE 2
No. ______ of 2021 3
4
(Electronic Meetings) 5
6
An ordinance repealing Chapter 2.86 and amending Section 2.06.030.E of the Salt Lake 7
City Code, relating to electronic meetings of the City’s public bodies. 8
WHEREAS, the State Legislature amended the Open and Public Meetings Act (the 9
“OPMA”) during the 2021 General Session which granted additional flexibility in how public 10
bodies host their meetings and engage with the public, which law became effective on May 5, 11
2021. 12
WHEREAS, the City Council of Salt Lake City, Utah, desires to amend Section 13
2.06.030.E and repeal Chapter 2.86 of the Salt Lake City Code, to further promote flexibility in 14
hosting public meetings of City public bodies and to ensure consistency with the OPMA. 15
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah that: 16
SECTION 1. Chapter 2.86 of the Salt Lake City Code relating to electronic meetings is 17
hereby repealed. 18
SECTION 2. Section 2.06.030.E of the Salt Lake City Code, relating to electronic 19
meetings of the City Council, is amended as follows: 20
E. Electronic Meetings: For purposes of the Utah Open and Public Meetings Act, the The 21
Council may hold an electronic meeting in accordance with the Open and Public Meetings Act. if 22
only if a majority of a quorum of the Council is physically present at the physical location from 23
which the electronic meeting originates or from which the Council members are connected to the 24
electronic meeting. However, if a proclamation of local, State or national emergency is in effect, 25
a majority of a quorum of the Council need not be physically present at the physical location 26
from which the electronic meeting originates or from which the Council members are connected 27
to the electronic meeting in order for an electronic meeting to be held. 28
29
SECTION 3. This ordinance shall take effect immediately after it has been published in 30
accordance with Utah Code §10-3-711 and recorded in accordance with Utah Code §10-3-713.31
2
Passed by the City Council of Salt Lake City, Utah, this ______ day of ____________, 32
2021. 33
____________________________ 34
CHAIRPERSON 35
ATTEST AND COUNTERSIGN: 36
37
___________________________ 38
CITY RECORDER 39
40
Transmitted to Mayor on ______________________. 41
42
Mayor’s Action: __________ Approved. ___________ Vetoed. 43
44
45
____________________________ 46
MAYOR 47
48
49
50
___________________________ 51
CITY RECORDER 52
53
54
(SEAL) 55
56
57
Bill No. ______ of 2021. 58
Published: _____________________. 59
60
61
62
63
Salt Lake City Attorney’s Office
Approved As To Form
By: _______________________
Paul Nielson
Date: __________________
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date: _________________________________
By: ___________________________________
Paul Nielson, Senior City Attorney
May 7, 2021
SALT LAKE CITY CORPORATION
SWORN STATEMENT SUPPORTING CLOSURE OF MEETING
I, ____________________, acted as the presiding member of the Salt Lake Council, which met on ___________________
in an electronic meeting pursuant to Salt Lake City Proclamation.
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 affirm under penalty of perjury that the above information is true and correct to the best of my
knowledge.
Presiding Member Date of Signature
Amy Fowler May 11, 2021
X
X
X
X X
Amy Fowler (Aug 5, 2021 13:05 MDT)Aug 5, 2021
Closed Meeting - Sworn Statement for May 11,
2021 Work Session Meeting
Final Audit Report 2021-08-05
Created:2021-05-25
By:DeeDee Robinson (deedee.robinson@slcgov.com)
Status:Signed
Transaction ID:CBJCHBCAABAAngyVY5WPu2wAlVXJhgPGkII639yoFybt
"Closed Meeting - Sworn Statement for May 11, 2021 Work Ses
sion Meeting" History
Document created by DeeDee Robinson (deedee.robinson@slcgov.com)
2021-05-25 - 10:42:30 PM GMT- IP address: 204.124.13.222
Document emailed to Amy Fowler (amy.fowler@slcgov.com) for signature
2021-05-25 - 10:56:43 PM GMT
Email viewed by Amy Fowler (amy.fowler@slcgov.com)
2021-08-05 - 7:05:34 PM GMT- IP address: 107.127.14.112
Document e-signed by Amy Fowler (amy.fowler@slcgov.com)
Signature Date: 2021-08-05 - 7:05:45 PM GMT - Time Source: server- IP address: 107.127.14.112
Agreement completed.
2021-08-05 - 7:05:45 PM GMT